policy governance a bold move by the board…. 2004 search, the national consortium for justice...
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Policy Governance A Bold Move by the Board…
2004 SEARCH, The National Consortium for Justice Information and Statistics | www.search.org2
Why Policy Governance…
• During the mid 90’s the Board began to pay more attention to its role and responsibilities
• The Board, in its attempt to define its role and responsibly, has struggled with rubberstamping matters and/or micro managing staff issues. • A new and defined way for the board to operate needed to be
found.
• Based on reactions to this the Board continued its examination with a Board retreat in November of 2002• The text selected was John Carver’s Board’s That Make a
Difference
• Out of the retreat committees were formed and policies adopted
2004 SEARCH, The National Consortium for Justice Information and Statistics | www.search.org3
and why now?
• Over the next few years the Board• Spent much time trying to manage certain aspects of
running SEARCH• Continued to question their roll and responsibility
• It was time to revisited Carver’s text on the Policy Governance® Model
• The Board considered the model in February 2007
• The Board and Supervisory Staff trained on the model in July 2007
• The Board adopted Policy Governance Model policies at a retreat in November.
2004 SEARCH, The National Consortium for Justice Information and Statistics | www.search.org4
The challenge for a SEARCH Board Member
• Role is critical but often poorly defined
• Board Members are managers
• No training or preparation
• Poorly documented policies when they do exist
• Undisciplined in speaking as a Board
“Very competent individuals can come together to form a very incompetent Board.” John Carver
2004 SEARCH, The National Consortium for Justice Information and Statistics | www.search.org5
Typical Governance Problems
• Establishing and maintaining proper (forward looking) focus
• Role definitions are unclear
• Board fails to control its agenda
• CEO loses control of management responsibilities
• Board is reactive with a “fix-it” focus
Results in SEARCH being lead and managed less effectively and efficiently
2004 SEARCH, The National Consortium for Justice Information and Statistics | www.search.org6
The Policy Governance® Model
Policy Governance is a complete model for governance.
Carver’s model provides a framework that “… separates issues of organizational purpose (ENDS) from all other organizational issues (MEANS)…” and it “…places the primary importance on the ENDS.”
2004 SEARCH, The National Consortium for Justice Information and Statistics | www.search.org7
The Basic Principles of the Model
1. The Board is Trustee for the SEARCH Membership (Owners)
2. The Board Speaks with One Voice or Not at All
3. Board Decisions Are Predominantly Policy Decisions
4. Policy is Formulated at the Broadest Value before Progressing
5. The Board Defines and Delegates, Not React and Ratify
2004 SEARCH, The National Consortium for Justice Information and Statistics | www.search.org8
Continuing the Basic Principles of the Model
6. The Board’s Pivotal Duty is to Determine the ENDS
7. The Board Controls by Setting Staff Limits not Prescribing Actions
8. The Board Designs its Own Products and Process through policy
9. The Relationship Between Board and Management is both Empowering and Safe
10.CEO Performance is Rigorously Monitored Against Policy Criteria
2004 SEARCH, The National Consortium for Justice Information and Statistics | www.search.org9
Categories of Policy within the Model
Policies are divided into the following categories
1. ENDS• What is accomplished for whom and at what cost
2. EXECUTIVE LIMITATIONS• Establishes Boundaries of acceptability
3. BOARD – STAFF LINKAGE• Delegation and Evaluation
4. GOVERNANCE PROCESS• Board established its own job, accountability and
philosophy
2004 SEARCH, The National Consortium for Justice Information and Statistics | www.search.org10
Visually Understanding the Model
Governance
Process
Board –
Staff
Linkage
ENDS
Executive
Limitations
2004 SEARCH, The National Consortium for Justice Information and Statistics | www.search.org11
Beginning to Establish Policy
Governance
Process
Board –
Staff
Linkage
ENDS
Executive
Limitations
2004 SEARCH, The National Consortium for Justice Information and Statistics | www.search.org12
How Establishing Policy Alters the Model
Governance
Process
Board –
Staff
Linkage
ENDS
Executive
Limitations
2004 SEARCH, The National Consortium for Justice Information and Statistics | www.search.org13
Role Distinction
Governance
Process
Board –
Staff
Linkage
ENDS
Executive
Limitations
2004 SEARCH, The National Consortium for Justice Information and Statistics | www.search.org14
Traditional Board Policy:Traditional Board Policy: Policy Governance:Policy Governance:
A Comparison Between...A Comparison Between...
Based on particular circumstance Based globally, on values
Focused on operations Focused on end results
Directs all employees Directs CEO
Prescribes means Establishes limits on means
Confuses roles Clarifies roles
Policy, then decisions Decisions ARE policy
Few broad policies Many narrow policies
Slide copied from a presentation by Mr. John Nielsen to a Board Orientation of the
Association of Governmental Risk Pools
2004 SEARCH, The National Consortium for Justice Information and Statistics | www.search.org15
The Board’s Implementation Strategy
1. Make sure the board and Executive Director understand the model.
2. Make a full board commitment to this major change.
3. Put the board’s commitment to move ahead on paper.
4. Develop all policies except ends.
5. Do an administrative and legal check.
6. Design the first steps in connecting with , you, the membership.
7. Inaugurate the system. Reason for today’s presentation.
2004 SEARCH, The National Consortium for Justice Information and Statistics | www.search.org16
SEARCH’s By-Law Changes
Put together an Ad Hoc committee made up of;Diane Sherman, MichiganDaniel M. Foro, New York
2004 SEARCH, The National Consortium for Justice Information and Statistics | www.search.org17
SEARCH By-Laws