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Policy Governance ® Overview Quiz Bob Hughes Rick Maloney January 28, 2015 Handouts: www.policygov.com (“Our Work” tab) www.policygov.com Bob Hughes Rick.

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Presentation on theme: "Policy Governance ® Overview Quiz Bob Hughes Rick Maloney January 28, 2015 Handouts: www.policygov.com (“Our Work” tab) www.policygov.com Bob Hughes Rick."— Presentation transcript:

1 Policy Governance ® Overview Quiz Bob Hughes Rick Maloney January 28, 2015 Handouts: (“Our Work” tab) Bob Hughes Rick Maloney January 28, 2015 Handouts: (“Our Work” tab)

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3 Policy Governance ® Overview Quiz Bob Hughes Rick Maloney January 28, 2015 Handouts: (“Our Work” tab) Bob Hughes Rick Maloney January 28, 2015 Handouts: (“Our Work” tab)

4 4 “Very competent individuals can come together to form a very incompetent board.” John Carver Boards that Make A Difference Who PG

5 Since 2000 – PG in Washington School Districts Puget Sound ESDPuget Sound ESD Lake WashingtonLake Washington University PlaceUniversity Place IssaquahIssaquah Mercer IslandMercer Island MansonManson WashougalWashougal FinleyFinley La Center Yakima North Mason Arlington Bellingham Federal Way South Kitsap Monroe Othello 5 Others

6 Policy Governance ® Used By: Puget Consumers CoopPuget Consumers Coop Page AheadPage Ahead Food LifelineFood Lifeline Northwest Environmental Education Council,Northwest Environmental Education Council, Campus Partnerships for Health, Social Venture Partners,Campus Partnerships for Health, Social Venture Partners, 501 Commons501 Commons ChurchesChurches Credit UnionsCredit Unions 6 Time line

7 7 Board Meeting Agendas Status reports efficiently delivered through the monitoring reportsStatus reports efficiently delivered through the monitoring reports More time reflecting on ends and discussing key issuesMore time reflecting on ends and discussing key issues More time doing “linkage” - discussing community needs, stakeholder and funder opinionsMore time doing “linkage” - discussing community needs, stakeholder and funder opinions Status reports efficiently delivered through the monitoring reportsStatus reports efficiently delivered through the monitoring reports More time reflecting on ends and discussing key issuesMore time reflecting on ends and discussing key issues More time doing “linkage” - discussing community needs, stakeholder and funder opinionsMore time doing “linkage” - discussing community needs, stakeholder and funder opinions Before PG After PG Before PG After PG Issue #1 Issue #6 Issue #7 Issue #8 Issue #9 Issue #10 Issue #11 Issue #12 Issue #13 Issue #14 Issue #3 Issue #4 Issue #2 Issue #5 Minutes Issue #13 Monitoring Ends / Linkage / Ends Development Issue #14 Consent Agenda (Issues #1 to #12) Consent Agenda (Issues #1 to #12) Random Q & A Minutes Agenda

8 8 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 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

9 Today's Agenda Management vs Governance 10 principles Setting policy Monitoring Q & A 9 Tri-angle

10 10 Management Supt (CEO) (Staff/Resources) Customers - Members Staff Sub Vol Tri-angle

11 11 Governance Board Owners (community, funders, etc.) Sense of ownership Line

12 12 Traditional View of Board Role Board Outsiders Insiders Supt Customers The ‘Organization’ A ‘step up’ Another View Agenda

13 13 Another View Board Governance Management Supt Customers Owners Staff A ‘step down’ Agenda

14 Today's Agenda Management vs Governance 10 principles Setting policy Monitoring Q & A 14 P 1

15 Principle #1 The Board is a trustee for its community of ‘owners’. 15

16 Principle #2 The first duty of the Board: Determine desired Ends (End Results for customers) 16 Football

17 Prescribe Ends – Proscribe Means 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’ 17 END ZONE P 3

18 Principle #3 The Board’s role in guiding operational means is to limit the executive’s choices. (i.e., Limit Supt’s decisions) The Board’s role in guiding operational means is to limit the executive’s choices. (i.e., Limit Supt’s decisions) 18 Tie hands

19 ‘Limit Choices’ = ‘Tie Hands’? 19 football

20 Desired Results Desired Results 20 MEANS ENDS Available Means EXECUTIVE LIMITS ENDS P 4

21 Principle #4 The Board must create a relationship with the Supt that is empowering …creating an environment where it is safe to take action. 21 Football

22 22 MEANS E NDS EL -1 EL -3 EL -4 EL -5 EL -6 EL -7 EL -8 EL -2 End -1 End -2 End -3 End -x The Board establishes ends and sets limits … …then the board gets out of the way. EXECUTIVE LIMITS Delegated & Pre-Approved (Safe Zone) Available Means Patton ENDS

23 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) 23 P 5

24 Principle #5 Supt performance and actions must be monitored rigorously by the Board using criteria established in policy. 24 Reasonable

25 Monitoring: Reasonableness Standard Has the Supt made reasonable progress toward our desired Ends?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?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’Compare ‘what is’ vs. ‘what ought to be’ 25 P 6

26 Principle #6 The Board speaks with a single, clear voice. 26

27 Principle #7 Board decisions should be policy level decisions. 27 In Writing ( In writing )

28 Policy Level Decisions Putting it in writing ensures: Clarity – effective communicationClarity – effective communication Deliberation – before speakingDeliberation – before speaking Commitment – ‘the board decided…’Commitment – ‘the board decided…’ Avoids amnesia (“you didn’t tell me”)Avoids amnesia (“you didn’t tell me”) Protection (of Supt and board) against individual board membersProtection (of Supt and board) against individual board members 28 P 8

29 Principle #8 Policy should be formulated by determining the broadest values before progressing to more narrow ones. 29 Bowls

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. 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. 30 Answer

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. 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. 31 …shall not…

32 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. 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. 32 …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

33 Broadest Values First Then progressively greater detailThen progressively greater detail Enough to communicate the board’s intentEnough to communicate the board’s intent - But not one step further 33 P 9

34 Principle #9 The Board should define and delegate, not react and ratify. 34 The Supt should be asking… “What has the Board already said?” not not “What will the Board say?” Football

35 35 MEANS ENDS EL -1 EL -3 EL -4 EL -5 EL -6 EL -7 EL -8 EL -2 End -1 End -2 End -3 End -x EXECUTIVE LIMITS Delegated & Pre-Approved (Safe Zone) Available Means The Board defines the boundaries, then delegates all other means decisions P 10

36 Principle #10 The Board establishes its own culture, using policy statements. 36 Agenda Governance Process Board-Supt Relations

37 Today's Agenda Management vs GovernanceManagement vs Governance 10 principles Setting policySetting policy MonitoringMonitoring Q & AQ & A 37 P1 Circle

38 38 Policy Manual Board/Supt Relations Governance Process Ends GP EL B/SR Executive Limitations Guide the Supt Guide the Chair Agenda Page 9Page 5 Page 22Page 31

39 Today's Agenda Management vs GovernanceManagement vs Governance 10 principles Setting policySetting policy MonitoringMonitoring Q & AQ & A 39 Monitor

40 The PG–Policy Cycle Set the Policy Supt does the work Monitor Judge Results Review the Policy 40 EL-5 Apr Cycle of Cycles EL-5 Staff Compensation

41 Cycle of Cycles JanFebMarAprMayJunJulAugSepOctNovDec 41 EL-8,11,12 EL-13,14 EL-18 EL-9,10 EL-1,3,4,7 EL-2,6 EL-15 EL-5,16 EL-17 E-2 E-3 E-1 E-4 Monitor SchSuptule

42 42 Monitoring Schedule Sample Governance Process GP-8-E, Annual Board AgendaGP-8-E MONTHGPB/SRELENDSLINKAGETRAINING July 20111, 2, 3, 42, 6Board Retreat Aug , 4, 7 Sept , 10 Linkage/ Outreach Oct E-2: Academic Achievement Nov , 14 Linkage/ Outreach State Conf Dec , 2, 3, 48, 11, 12 Board Orientation Jan Linkage/ Outreach Feb March 20125, 6, 73 Linkage/ Outreach April , 16NSBA Conf May , 11 Linkage/ Outreach Board Self-Eval IPGA Conf June 2012 Page 19

43 43 Format for Monitoring Reports Policy Interpretation Supporting Information and Data In Compliance (Y –N) Univ Place

44 44 Time Line

45 45 Board Meeting Agendas Status reports efficiently delivered through the monitoring reportsStatus reports efficiently delivered through the monitoring reports More time reflecting on ends and discussing key issuesMore time reflecting on ends and discussing key issues More time doing “linkage” - discussing community needs, stakeholder and funder opinionsMore time doing “linkage” - discussing community needs, stakeholder and funder opinions Status reports efficiently delivered through the monitoring reportsStatus reports efficiently delivered through the monitoring reports More time reflecting on ends and discussing key issuesMore time reflecting on ends and discussing key issues More time doing “linkage” - discussing community needs, stakeholder and funder opinionsMore time doing “linkage” - discussing community needs, stakeholder and funder opinions Before PG After PG Before PG After PG Issue #1 Issue #6 Issue #7 Issue #8 Issue #9 Issue #10 Issue #11 Issue #12 Issue #13 Issue #14 Issue #3 Issue #4 Issue #2 Issue #5 Minutes Issue #14 Monitoring Ends / Linkage / Ends Development Issue #15 Consent Agenda (Issues #1 to #13) Consent Agenda (Issues #1 to #13) Random Q & A Minutes Linkage

46 46 Board Meeting Agendas Status reports efficiently delivered through the monitoring reportsStatus reports efficiently delivered through the monitoring reports More time reflecting on ends and discussing key issuesMore time reflecting on ends and discussing key issues More time doing “linkage” - discussing community needs, stakeholder and funder opinionsMore time doing “linkage” - discussing community needs, stakeholder and funder opinions Status reports efficiently delivered through the monitoring reportsStatus reports efficiently delivered through the monitoring reports More time reflecting on ends and discussing key issuesMore time reflecting on ends and discussing key issues More time doing “linkage” - discussing community needs, stakeholder and funder opinionsMore time doing “linkage” - discussing community needs, stakeholder and funder opinions Before PG After PG Before PG After PG Issue #1 Issue #6 Issue #7 Issue #8 Issue #9 Issue #10 Issue #11 Issue #12 Issue #13 Issue #14 Issue #3 Issue #4 Issue #2 Issue #5 Minutes Issue #14 Monitoring Ends / Linkage / Ends Development Issue #15 Consent Agenda (Issues #1 to #13) Consent Agenda (Issues #1 to #13) Random Q & A Minutes Quiz

47 47 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 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

48 Policy Governance ® Overview Bob Hughes Rick Maloney January 28, 2015 Handouts: (“Our Work” tab) Bob Hughes Rick Maloney January 28, 2015 Handouts: (“Our Work” tab)

49 49 Handouts at:

50 50


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