Mapledots et al
You make some interesting and good points.
Note I spent 3 years on the CIRA Board. I wrote long pieces – position papers – on what to improve in CIRA governance. No one on the Board was interested in a discussion. They seemed in bed with the CEO and acted more like his acolytes, happy to go along while getting along. They did not understand their duty and accountability.
We then brought in a senior lawyer from BLG, to explain it all. Most of the board members did not take note as they were inexperienced; they already knew it all. Check out the Dunning Kruger effect.
I recently tried to engage with a past board member who was up for election. Rather than having a civil discussion he called me “delusional”. Reminded me of being in grade school when lacking vocabulary, you call each other names instead!
By way of background, I have run a few businesses and have been on about 1 dozen boards of various sizes and complexities. You can read my thoughts on NFP board governance on
www.beraskow.ca. I welcome comments, including critique.
There are issues. If I drop the legal action, I basically empower bullies which I am loathe to do. CIRA has gone on record with ½ truths at best. I can simply walk away as it would be less frustrating. If you don’t drain the swamp, or at least draw attention to the swamp, the alligators keep breeding. My ambition is not a Board role – neither for love nor money – but to fix the board governance.
For example
• one of the issues was CEO compensation. The Board Chair appointed herself to do the review (no Board approval) and then cited comparative studies but did not give the Board those comparative studies.
• CEO compensation is key as it demonstrates that CIRA is open, transparent and works in public interest, accountable to members and not in self-interest. The Board must not be a Praetorian Guard for the regnant CEO.
• Another issue is the story that appeared in the Toronto Star. I had heard rumors of questionable content on work computers and given a MeToo world wanted more information. My rough analysis showed abut 50 people had left – resigned or fired - in a 4 or so period. Another rough calculation was a cost of $500+K. There was no board HR Committee, BTW.
• Recognizing that only Members can elect directors, while championing the democratic process, CIRA (illegally) bars me from running in the election.
• Why did the Board give incumbents extra terms but not knew ones? Self-dealing? Thumb on the scale? And did the Chair of the Governance Committee resign mid term, to spend more time with his family or……
Of course I could go in.
The law suit was a last resort. As an FYI, I am spending my own money while CIRA is spending yours.
I have always run my firms with the adage – hard on issues and soft on people. CIRA does not refute my points but instead attacks me. Why do you think that is?