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Policy
GovernanceŽ-Related Consulting Services*
(*See
the Policy Governance brief
explanation article for a brief
explanation of Policy Governance. Also see
www.carvergovernance.com as the authoritative site for
the model.)
New
Service Offered
(Note
that the services below are tailored to the unique
characteristics and circumstances of each board to best fit the board's needs and
culture. It is important to us that the client board owns the
results when completed.)
Policy
Governance implementation is a step-wise process leading up to
a set conversion date. A board can explore that path up to
that point as tentatively as it desires, learning more
as it goes, always being able to abandon the process and
revert to its previous methodology. The investment made is,
therefore, incremental for the board - not a large up-front
commitment without knowing the results until complete. Full
implementation, nevertheless, takes resolve and diligence (and
tenacity) on the part of the board; we know that change is
daunting and takes leadership, which, of course, is true
of all improvement efforts. That process is generally
reflected below.
This
is an observational assessment of board performance and
usually includes interviews, observation, review of
agendas and minutes with an informal oral report to the
board coupled with discussion. The board can use this
to compare their performance to ideal governance
standards.
(Contact us)
This
is a 1- 2 hour presentation with opportunities to ask
questions about John Carver's high performance board
governance model. This is usually sufficient information
for a board to decide whether to proceed or not.
(Contact us)
For
boards that want to know more, this
provides a seminar of greater depth, including several of
the fundamental principles upon which Policy Governance is
based. The seminar is interactive and there is opportunity
for questions and answers as it proceeds.
(Contact us)
This
is designed to provide thorough training, not only in the
"how" of Policy Governance but in the
"why." Understanding the principles behind the
"model" or system of governance enables boards to
answer their own questions and better avoid many tempting
pitfalls that lead to poor governance. At least one day of training
covering these principles is necessary as the
initial step for a board to make the transition to
Policy Governance. (Contact
us)
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The usual manner
to
launch Policy Governance, is to: 1.) Train board members well in Policy Governance
principles and process, 2.) Prepare draft
means-related policies, 3.) Set the date of conversion to
Policy Governance and 4.) Plan the general outline of the
annual agenda and necessary interim administrative steps.
This typically entails the equivalent of a day or so of training
plus one to one and a half (or more) days of means-related Policy
Development assistance* and initial planning in order to give boards a jump
start. Most boards prefer doing this in the context of a
board retreat, but other scheduling options are possible.
(*
Normally policy development from scratch would take a
board several months, but well thought through and
commonly used policy formulations for concerns common to
most boards are available from us that greatly accelerate
the adoption of this class of policies. This process is
termed a "policy blitz" and permits a board to
consider values and policies it may not have thought
about.)
(Contact us)
Between
the initial training with means-related policy development
and conversion to Policy Governance operation several administrative and planning steps are required. We
can work with the board chairperson and staff to get
through this process, including the administrative review
of previous actions of the board that may or may not have
additional policy implications under Policy Governance and
need conversion to the policy format used. However, this
period need not be lengthy.
(Contact us)
We
can provide assistance in amending or tailoring by-laws to
fit the Policy Governance model and the policies the board
has previously crafted.
(Contact us)
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After a board has
converted and begun to function under Policy
Governance principles its primary focus and effort
is to look out toward the horizon and strategically
lead the organization through the wise development
of Ends policies (the board's portion of strategic
planning). The development of Ends policies
generally require board facilitation, either by the
Chair or someone appointed for the job. We are
available to boards to assist in or to facilitate
the board in its Ends development. We also can train
in the facilitation methods useful for Ends
development.
(Contact us)
We also offer
facilitation of board process, not only ends
development, but ends review or any issue a board may
feel its need for a third party facilitator. In addition
to the expected usual facilitation skills, we have had
additional training in Skilled Facilitation under
Roger Schwarz and use of the Mutual Learning Model for
healthy group interaction.
(Contact us)
-
Monitoring
Report Training and Coaching
(Contact us)
Monitoring
cannot be over-emphasized as essential to effective
governance. Without monitoring there is no accountability
and the board is only pretending to govern. Monitoring is
the provision of sufficiently convincing data
demonstrating that the organization is complying with
board policies.
Without
monitoring the Policy Governance board is in the worst of
two worlds, neither monitoring nor meddling enough to know
what is going on. It is monitoring that makes the trade-off possible between not meddling
and effective delegation. Yet many so-called Policy
Governance boards fail to monitor effectively or even
insist on monitoring.
The
board must insist on monitoring reports that meet good
monitoring criteria and that convince the board of the
organization's compliance with board policies.
Consistent
monitoring is vital to being able to evaluate CEO
performance.
We
provide training in monitoring to both Management and the
Board. Topics cover the rationale and nature of good
monitoring, including advanced methods of conveying data
to the board in an efficient and meaningful manner,
including the use of time series and flow charts,
pictorial display options (we are fans of Edward Tufte who
has written extensively on the pictorial display of data),
displaying (honestly) statistical information, and how
good monitoring can flow out of organization operational
quality management and performance measurement.
-
We provide
coaching to Management that is just getting
started under Policy Governance in the
basics, and...
-
For CEOs and
staff looking for assistance in how ends
monitoring reports may be crafted,
especially when the ends are subjective, or
seem intangible, such as ministry ends
may be, we provide advanced principles, and
ideas, especially in the effective use of
the visual display of quantitative
information.
Boards
operating under Policy Governance principles know that to
maintain the integrity of their performance under the
model they must regularly monitor their own performance
and compliance. This is best done regularly (preferably at
each
board meeting) using the board's own resources. However,
occasionally a board may desire a knowledgeable
independent observer to give them feedback. We can provide such
service and give the board feedback in "real
time."
(Contact us)
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We
provide coaching and mentoring for board chairpersons
going through the transition to Policy Governance. (Contact
us)
We
believe that the Policy Governance model provide a setting
in which a board is not only called to synthesize
information from the organization's "owners,"
staff, and outside experts (and then craft the best
policies it can), but it is possible for it to learn to
synergize its mutual thinking in order to
express values and create wise policies exceeding in
quality that which would normally be expected of it -
creating
"products greater than the sum of the parts." To do
that a board must become a team whose product is superb
policy development. Therefore, all the dynamics of a good
team must be present. Is that possible in a group of
people who meet only 4 - 12 times a year? We believe it is
and can train a board in those principles that help it
move in that direction.
We work with boards, and particularly chairpersons,
concerning board leadership and optimizing board dynamics. Correct board
process is vital, but to produce the best actions or
"product" a board must have a dynamic that
produces synergy and results beyond that capable of any
single individual on the board (not necessarily easy,
given group dynamics). We have had training and extensive
experience in group dynamics and can help a board optimize
its performance. We also can recommend facilitators
knowledgeable in both Policy Governance and group
facilitation. Further, from our knowledge of analytical
tools, we can introduce a board to appropriate decision
tools that aid in wise decision-making, (see
Our Analytical Tools page).
(Contact us)
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We
can provide board continuing assessment, on-going coaching and counsel
for board or chair, refresher training, and advanced
training in policy development, monitoring and
ends-relevant strategic planning methods. One area sometimes requiring initial advice and
support is connecting with owners. This is a
totally new concept for boards switching to Policy
Governance. There are a number of tools and methods
available to boards, some better than others and dependent
upon the nature of the ownership. Ownership usually needs
training or explanation in the role of owner speaking to
the board and not a customer or beneficiary. Nevertheless,
boards will discover what a powerful and rewarding process
this can be.
Another
area boards or CEOs frequently especially need initial assistance in
is the development of quality monitoring reports.
The monitoring system is absolutely vital to governance, and to be
effective, must be on point to board policies and
reveal the CEO's understanding (interpretation) of those
policies. Otherwise the supporting data provided the board
runs the very real risk of not being pertinent or
satisfying board expectations.
Thirdly, we specifically
offer, as an experienced third-party,
board
self-assessment services wherein we interview
each board member concerning his or her view of board
performance and then synthesize those views into a
constructively worded report. We also can, if requested,
include assessment of individual board member
performance for improvement and constructive individual
(confidential) feedback, (and we can teach the board how
to do this itself). This is considered an advanced and
richer form of self assessment that check lists, comment
sheets, or surveys.
We
are offering consulting advice via e-mail or telephone
to any organization who signs up for an annual support
plan. This is not limited to one individual, but could
include the Chairman, CEO, board secretary, etc. They do
not have to be one of our clients or be trained by us.
This offer is presented for a very modest annual fee and
this can be adjusted for small ministries or other
non-profit organizations. Contact us for more
information.
We have extensive
experience with Christian organizations and Policy
Governance, especially evangelical organizations,
but also mainline and Catholic to a lesser extent.
The value and ethics construct we use and recommend
comports with biblical principles, and these
organizations, particularly, find them compatible
with their beliefs.
(Policy Governance is the
registered service mark of John Carver; the authoritative
website for the Policy Governance model can be found at
www.carvergovernance.com.)
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