Policy Governance® Overview
Bob Hughes
Rick Maloney
January 28, 2015
Handouts: www.policygov.com (“Our Work” tab)
Quiz
Policy Governance® Overview
Bob Hughes
Rick Maloney
January 28, 2015
Handouts: www.policygov.com (“Our Work” tab)
Quiz
“Very competent individuals can come
together to form a very incompetent board.”
John Carver
Boards that Make A Difference
Who PG
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Since 2000 – PG in
Washington School Districts
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Puget Sound ESD
Lake Washington
University Place
Issaquah
Mercer Island
Manson
Washougal
Finley
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La Center
Yakima
North Mason
Arlington
Bellingham
Federal Way
South Kitsap
Monroe
Othello
Others
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Policy Governance® Used By:
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Puget Consumers Coop
Page Ahead
Food Lifeline
Northwest Environmental Education Council,
Campus Partnerships for Health, Social Venture
Partners,
• 501 Commons
• Churches
• Credit Unions
Time line
6
Board Meeting Agendas
• Status reports efficiently delivered through the
monitoring reports
• More time reflecting on ends and discussing key issues
• More time doing “linkage” - discussing community needs,
stakeholder and funder opinions
Random Q & A
Before PG
Monitoring Ends / Linkage / Ends Development
After PG
Consent Agenda
(Issues #1 to #12)
Agenda
7
What is the role of the Board?
Which of the following would you consider board
work?
(i.e., not staff or Superintendent’s work?)
•
•
•
•
Budget review and approval
Y or N
Develop an Operating Plan
Y or N
Develop a Strategic Plan
Y or N
Report progress to owners, funders and
other key stakeholders
Y or N
• Form sub-committees of the Board Y or N
Carver
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Today's Agenda
•
•
•
•
•
Management vs Governance
10 principles
Setting policy
Monitoring
Q&A
Tri-angle
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Management
Supt (CEO)
Staff Vol Sub
(Staff/Resources)
Customers - Members
Tri-angle
10
Governance
Owners (community, funders, etc.)
Sense of ownership
Board
Line
11
Traditional View of Board Role
Outsiders
A ‘step up’
Customers
Board
Supt
Insiders
The ‘Organization’
Agenda
12
Another View
Another View
Governance
Owners
A ‘step down’
Board
Supt
Management
Staff
Customers
Agenda
13
Today's Agenda
•
•
•
•
•
Management vs Governance
10 principles
Setting policy
Monitoring
Q&A
P1
14
Principle #1
The Board is a trustee for its
community of ‘owners’.
P@
15
Principle #2
The first duty of the Board:
Determine desired Ends
(End Results for customers)
Football
16
Prescribe Ends – Proscribe Means
END ZONE
Lombardi (might have) said:
“Get to the goal line. Stay
inbounds…but get there."
• Identify desired result
(end zone)
• Set boundaries/limits
(sidelines)
• Allow your players the
freedom to respond to
situations ‘on the field’
P3
17
Principle #3
The Board’s role in guiding
operational means is to limit the
executive’s choices.
(i.e., Limit Supt’s decisions)
Tie hands
18
‘Limit Choices’ = ‘Tie Hands’?
football
19
MEANS
ENDS
ENDS
EXECUTIVE LIMITS
Available
Means
Desired
Desired
Results
Results
P4
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P4
Principle #4
The Board must create a
relationship with the Supt that is
empowering …creating an
environment where it is safe to
take action.
Football
21
ENDS
MEANS
EXECUTIVE LIMITS
ENDS
EL -1
End -1
EL -2
End -2
EL -3
EL -4
End -3
EL -5
EL -6
EL -7
EL -8
Available
Means
End -x
The Board establishes ends and sets limits …
Patton
…then the board gets out of the way.
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Prescribe Ends – Proscribe Means
Patton:
"Never tell people how to do
things. Tell them what to do,
and they will surprise you with
their ingenuity."
Board role
• Identify desired end results
(objectives)
• Establish limits
(boundaries )
• Refrain from directing the
operational details
(plan of action)
P5
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Principle #5
Supt performance and actions must
be monitored rigorously by the
Board using criteria established in
policy.
Reasonable
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Monitoring:
Reasonableness Standard
• Has the Supt made reasonable progress
toward our desired Ends?
• Has the Supt avoided unacceptable
situations/conditions -reasonably
complying with parameters as defined in
our Executive Limitations?
• Compare ‘what is’ vs. ‘what ought to be’
P6
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Principle #6
The Board speaks with a single,
clear voice.
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Principle #7
Board decisions should be policy
level decisions.
( In writing )
In Writing
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Policy Level Decisions
Putting it in writing ensures:
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Clarity – effective communication
Deliberation – before speaking
Commitment – ‘the board decided…’
Avoids amnesia (“you didn’t tell me”)
Protection (of Supt and board) against
individual board members
P8
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Principle #8
Policy should be formulated by
determining the broadest values before
progressing to more narrow ones.
Bowls
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Staff Compensation
EL-5
The Supt shall develop compensation and benefit
plans for employees which are similar to
organizations of comparable size and type, and
within available and projected resources.
Answer
30
Staff Compensation
EL-5
The Supt shall develop compensation and benefit plans
for employees which are similar to organizations of
comparable size and type, and within available and
projected resources.
…shall not…
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•
•
•
31
Staff Compensation
EL-5
The Supt shall develop compensation and benefit plans
for employees which are similar to organizations of
comparable size and type, and within available and
projected resources.
…shall not…
− Fail to develop and implement compensation plans
to attract and maintain top quality staff,
− Fail to examine alternative compensation
mechanisms and related opportunities, in
partnership with affected staff,
− Change his or her own compensation and benefits
without approval of the board.
Bowls
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Broadest Values First
• Then progressively greater detail
• Enough to communicate the board’s intent
- But not one step further
P9
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Principle #9
The Board should define and
delegate, not react and ratify.
The Supt should be asking…
“What has the Board already said?”
not
“What will the Board say?”
Football
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MEANS
ENDS
EXECUTIVE LIMITS
EL -1
End -1
EL -2
End -2
EL -3
EL -4
EL -5
Available
Means
End -3
EL -6
EL -7
EL -8
End -x
The Board defines the boundaries, then delegates
P 10
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all other means decisions
Principle #10
The Board establishes its own
culture, using policy statements.
Governance
Process
Board-Supt
Relations
Agenda
36
Today's Agenda
•
•
•
•
•
Management vs Governance
10 principles
Setting policy
Monitoring
Q&A
Circle
37
P1
Policy Manual
Governance Process
Guide
the
Chair
GP
Ends
Page 9
Page 5
B/SR
Page 22
Board/Supt
Relations
Ends
EL
Guide
the
Supt
Page 31
Executive
Limitations
Agenda
38
Today's Agenda
•
•
•
•
•
Management vs Governance
10 principles
Setting policy
Monitoring
Q&A
Monitor
39
The PG–Policy Cycle
Set the
Policy
EL-5
Staff
Review
the
Policy
EL-5
Supt
does the
work
Compensation
Judge
Results
Monitor
Apr
Cycle of Cycles
40
Cycle of Cycles
EL-8,11,12
Jan
EL-13,14
Dec
Nov
Mar
E-3
EL-18
EL-17
Feb
E-4
Oct
Apr
E-2
EL-5,16
E-1
EL-9,10
Sep
May
Aug
EL-1,3,4,7
EL-15
Jun
Jul
EL-2,6
Monitor SchSuptule
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Monitoring Schedule
Sample
Page 19
Governance Process
GP-8-E, Annual Board Agenda
MONTH
GP
GP-8-E
B/SR
EL
July 2011
1, 2, 3, 4
2, 6
Aug. 2011
8
3, 4, 7
Sept. 2011
11
9, 10
Oct. 2011
Nov. 2011
18
13
Dec. 2011
Jan. 2012
Feb. 2012
March 2012
April 2012
May 2012
June 2012
LINKAGE
TRAINING
Board Retreat
Linkage/
Outreach
2
E-2: Academic
Achievement
Linkage/
Outreach
13, 14
1, 2, 3, 4
12
ENDS
State Conf
Board
Orientation
8, 11, 12
Linkage/
Outreach
5
17
5, 6, 7
9
10
3
Linkage/
Outreach
5, 16
15, 1
NSBA Conf
1
Linkage/
Outreach
Board Self-Eval
IPGA Conf
42
Format for Monitoring Reports
Policy
In Compliance (Y –N)
Interpretation
Supporting Information and Data
Univ Place
43
Time Line
44
Board Meeting Agendas
• Status reports efficiently delivered through the
monitoring reports
• More time reflecting on ends and discussing key issues
• More time doing “linkage” - discussing community needs,
stakeholder and funder opinions
Random Q & A
Before PG
Monitoring Ends / Linkage / Ends Development
After PG
Consent Agenda
(Issues #1 to #13)
Linkage
45
Board Meeting Agendas
• Status reports efficiently delivered through the
monitoring reports
• More time reflecting on ends and discussing key issues
• More time doing “linkage” - discussing community needs,
stakeholder and funder opinions
Random Q & A
Before PG
Monitoring Ends / Linkage / Ends Development
After PG
Consent Agenda
(Issues #1 to #13)
Quiz
46
What is the role of the Board?
Which of the following would you consider board
work?
(i.e., not staff or Supt work?)
•
•
•
•
Budget review and approval
Y or N
Develop an Operating Plan
Y or N
Develop a Strategic Plan
Y or N
Report progress to owners, funders and
other key stakeholders
Y or N
• Form sub-committees of the Board Y or N
Done
47
Policy Governance® Overview
Bob Hughes
Rick Maloney
January 28, 2015
Handouts: www.policygov.com (“Our Work” tab)
Handouts at: www.policygov.com
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