June 23, 2011

Survey Purpose:

• To hear from owners beyond the normal group that attends the AGM
• To learn what owners value for IPGA

122 persons accessed the survey, 75 members and 47 non members
One third were consultants, one third were CEOs or Staff, one fourth were Board Members

Members generally feel that having membership requirements are important for IPGA.  Non members identified various reasons for not joining including the cost, the perceived low value of membership, PG Academy requirement, rigidity of the AS, and narrow scope of IPGA.  70% of non members indicated membership requirements were not a barrier to their participation.

Both members and non members want easy access to more resources.  They want more opportunities for networking and learning.  They want to see more communication tools for members to access and use.

Among seven potential IPGA roles, they chose the top two priority roles as:

• A place for reliable and trustworthy information about Policy Governance®
• Innovation and continued development of good governance in theory and practice

The other five roles are valued in the context of the owners’ primary relationship to Policy Governance as Consultants, Board Members, or CEOs/Staff.  For example the third priority role for IPGA of each group is:

Consultant	Advocacy for the adoption and spread of Policy Governance
Board	Member High standards in board governance
CEO or Staff	Opportunities to network with peers

What does success look like for these roles?

• Accessible, extensive resources and information about all aspects of Policy Governance
• User friendly methods of communication including web-based peer networking forums for Board Members, CEOs, and Consultants
• Practical and affordable training and advice
• Research and development to explore, design, develop and test governance alternatives
• A dynamic learning community with open, safe dialogue

Respondents projected a future vision for IPGA that included:

• PG being widely used, understood, valued, and recognized as credible and viable
• PG with broad public visibility and a business media that embraces PG for excellence in governance
• Governance resources that are accessible by various methods for different cultures and language groups
• A PG community that is not viewed as elitist or arrogant; servant leadership attitudes prevail
• Many affinity groups that are actively collaborating at both national and regional levels to advance governance excellence in all sectors
• Anyone who desires to understand PG and implement it can do so with or without help

Overall, the survey illustrates a positive potential future for IPGA as a wide-reaching international association bringing people and resources together for the purpose of excellence in governance.