Our organization has been in existence for over 101 years. Initially, our governing structure was a small group of leaders in the 1920s, which later evolved into a Board of Directors (BoD) comprising over 22 members. Today, we have a streamlined 15-member board consisting of a president, four vice-presidents, nine regional directors representing our six regions, and the president of the Advisory Council.
Challenges in Decision-Making
Decision-making within a group is inherently challenging due to varying visions, backgrounds, and imperatives. Political maneuvering and electoral pressures further complicate the role of directors, potentially leading to conflicts of interest. There is often a lack of understanding regarding the distinction between serving the corporation and serving the electorate.
The BoD operates under the “Code of Parliamentary Procedures,” which dictates that decisions are made by majority vote (50% + 1). This approach often results in "losers," which is difficult for members to accept and leads to the formation of parties, alliances, and divisions, resulting in highly polarized votes. To move away from this conflictual mode, I propose introducing a decision-making model that promotes consensus or, at the very least, a mode in which members agree to move forward without objections. We need a procedural code that ensures win-win outcomes or, at the very least, avoids creating losers.
Representation and Inclusivity
The current BoD structure is based on regional representation, with the President of the Advisory Council representing our negotiating groups. However, I believe we need better representation of our negotiating structures within the BoD. This includes separate groups, employers, and our retired members. As a starting point, I propose inviting group presidents to join the board as active observers and then developing an operational method that integrates them more fully.
Strategic Direction and Vision
In 2016, the Board adopted a Strategic Direction approach, defining our "Purpose, Mandate, Values, and Strategy" (https://pipsc.ca/about/our-purpose-mandate-values-and-strategy). I advocate continuing this approach to fully integrate it, improve our policies, and streamline the organization's operations and functioning.
We must also take the time to develop a long-term vision, spanning 5, 10, and 20 years, to imagine the future of our organization and outline our goals for the next century. This long-term planning will help us align our efforts and ensure that we are working towards a common purpose.
Conclusion
The functioning of our BoD needs to evolve to address the inherent challenges of decision-making, improve representation, and ensure long-term strategic direction. By fostering a more inclusive and cooperative decision-making process, we can better serve our organization and its members, paving the way for a prosperous future.
