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The Elim Group <br />Page 1 of 1 <br />P ~ <br />"1'1~+~• <br />Your Governarrce Experts <br />tvJorivatiarra! Speakrfrg and <br />-IlrgsndzatrvrratCotisultrtty <br />Home POLICY GOVERNANCE@ <br />Who We Are The Policy Governancep Model: An Overview <br />services <br />Adapted By Mike Conduff, President & CEO, The Elim Group <br />Policy Governance <br />policy Governancep is an innovative model created by Dr. John Carver to <br />enable strategic leadership by governing boards. It addresses board job <br />Clients <br />design and the board-management partnership. The board governs on <br />Testimonials <br />behalf of some identifiable ownership, deciding the broad values of the <br />organization. <br />Photo Gallery <br />Board policies are developed in four areas: ENDS polices prescribe what <br />Contact us <br />benefits will occur for which people at what cost. EXECUTIVE <br />LIMITATIONS policies describe the prudence and ethics boundaries on <br />aooks <br />acceptable staff acts, practices and circumstances. GOVERNANCE <br />PROCESS policies clarify the board's own job and rules, including how it <br />wi,Y rne °eiim° GrouP? <br />connects to its ownership. BOARD-STAFF LINKAGE policies describe the <br />delegation and accountability linkage through the CEO. One of the <br />The Elim Group <br />beauties of the model is that these last three sets of policies are very <br />SO Royal Oaks Circle, <br />stable, allowing the board to spend virtually all of its time on developing <br />Suite 201 <br />Denton, TX 76210-5576 <br />Ends and linking with the ownership. <br />Voice: 940-382-3945 With these policies firmly in place, the CEO is empowered by the board <br />Fax: 940-382-3845 <br />Mobile: 940-453-3116 toward Ends and within Executive Limitations. This constraint approach <br />info@theelimgroup.com to staff "means" enables the board to stay out of internal operation, yet <br />control the bounds of acceptability of staff behavior. Budgeting, <br />personnel, risk, compensation and all other practices are thus controllable <br />with little board time and very brief documents. Monitoring of CEO <br />performance using the criteria in these policies becomes the CEO's <br />evaluation. <br />In Policy Governance0, the board is proactive, explicit about its values <br />and long-range in the majority of its concerns. It avoids both meddling, <br />and rubber stamping. Board and CEO jobs do not become confused. <br />Accordingly, board committees stay out of staff work and, though staff <br />views and knowledge are made known to the board, the staff rarely <br />recommends what board decisions should be. Because roles are very <br />clear, free communication among board and staff causes no problem. <br />Board-Staff interactions can be enriching without leading either to <br />meddling or to loss of board prerogatives. Board agendas are usually <br />shorter, the deliberation usually on long term Ends and Board mindset <br />one of true strategic leadership. <br />Home I Who We Are I Services I Pohcy Governance I Calendar I Clients I Testimonials I Photo Galleryl Con[act Us <br />g) 2006 The Elim Group. All rights reserved. <br />http://www.theelimgroup.com/policy governance.html a 0102 5/22/2008 <br />