Frequently Asked Questions

How are the Board's policies defined?
The Board's policies are defined in a "Governing Policies Manual". It has four categories of policy, covering virtually every aspect of CHA's functions:

Governance Process policies: define the role of the Board and how it is carried out, including the collective and individual responsibilities of board members.

Board/Management Delegation policies: articulate how the board delegates authority to staff, through the CEO, and how the board systematically monitors and evaluates CEO's performance.

Ends policies: set forth the vision and specific outcome priorities staff is to achieve. These essentially define the results products, or return on dues investment, for the membership.

Management Limitations policies: set forth the parameters, or boundaries of latitude, within which all CEO/staff decisions must take place. The result is clarity for the Board and the CEO for decision making.

How can I become more involved in CHA?
Please refer to the volunteer segment of the website at www.craftandhobby.org/members/volunteer.html.

How does this differ from the way CHA has been governed?
In Policy Governance, the Board is more proactive i.e. explicit about its values and long range goals for the Association. It is not mired in the details of strategy or execution of the direction it has set. Under this new system, the Board of Directors will now be focused on what CHA needs to achieve over the short and long term, delegating aspects of the operation and monitoring rigorously to ensure that these outcomes are produced, in a manner consistent with the authority delegated.

How will the various committees be structured?
Committees will be structured in two different ways. "Board Committees" will be a combination of standing and ad hoc committees established by the Board, to assist it in carrying out its governance and oversight roles. Examples of these committees include Member Connect, Nominating, Audit/Investment and CEO Compensation, etc. All other committees will underake an advisory or assistance role in support of functions for which the CHA staff is responsible. This eliminates any possibility of an individual Board/Committee member inappropriately dominating or controlling any of the Association's programs. The membership at large, through its Board of Directors, will ultimately decide what is needed, giving the membership a louder voice in the direction of CHA. Association staff will be more directly focused on customer service to the membership as a whole and not individual Board or committee members.

What are the benefits to the membership?
The biggest benefit of Policy Governance is to CHA's membership. The membership at large will now have a stronger voice in deciding what CHA needs in order to serve them more effectively. CHA's Board will directly seek membership input by doing research to anticipate how CHA can best meet changing needs in a dynamic retail marketplace. Staff members will be more focused on the needs of the membership at large, rather than just those most active in board/committee leadership positions. As a result, programs "existing and new" can be implemented in a shorter timeframe.

What effect (if any) does the policy governance have on how the various member-sections work?
The sections work the same as before with the exception that their requests and advice will now go in writing to the Member Connect Committee for board consideration. In the past, the requests went to the board through the Executive Director.

What is Policy Governance?
Policy Governance is a conceptual model designed to enable strategic leadership by a governing Board of Directors. Under this system, the Board governs on behalf of the membership as a whole, deciding the broad values or goals of the organization, and establishing explicit guidelines for delegation of authority to staff, board officers, and committees of the board.

Who is responsible for the implementing the Board's programs?
The development and execution of programs to fulfill these goals will be left to CHA's Chief Executive Officer (CEO), Steve Berger and his staff, as long as activities are within the Board's given guidelines.

Will any Committees exist?
Yes, per above. The Board will maintain those committees necessary to assist it in those areas for which it takes direct accountability. The CEO can establish whatever Advisory Boards or committees he sees fit for those responsibilities delegated to him by the Board, or delegate it to a staff support function, in order to fulfill the Board's expectations.

Will the role of the Board Chair change as well?
The CHA Chairman will have no direct supervisory authority over staff operations. His/her primary responsibility is to ensure the Board achieves its work in a way consistent with the Board policies. The CHA Chairman will, in effect, interpret and make decisions bound by the Board's policies.