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Ideal  board policy governance board system
Ideal  board policy governance board system
Ideal  board policy governance board system
Ideal  board policy governance board system
Ideal  board policy governance board system
Ideal  board policy governance board system
Ideal  board policy governance board system
Ideal  board policy governance board system
Ideal  board policy governance board system
Ideal  board policy governance board system
Ideal  board policy governance board system
Ideal  board policy governance board system
Ideal  board policy governance board system
Ideal  board policy governance board system
Ideal  board policy governance board system
Ideal  board policy governance board system
Ideal  board policy governance board system
Ideal  board policy governance board system
Ideal  board policy governance board system
Ideal  board policy governance board system
Ideal  board policy governance board system
Ideal  board policy governance board system
Ideal  board policy governance board system
Ideal  board policy governance board system
Ideal  board policy governance board system
Ideal  board policy governance board system
Ideal  board policy governance board system
Ideal  board policy governance board system
Ideal  board policy governance board system
Ideal  board policy governance board system
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Ideal board policy governance board system

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The IDEAL approach to Non-profit Governance

The IDEAL approach to Non-profit Governance

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  • Visualize this thing that you want, see it, feel it, believe in it. Make your mental blue print, and begin to build.” Robert Collier quotes ( American motivational author, 1885 -1950) Our Blueprint Strategy Sessions are designed to capture intended and untapped opportunities for business by stimulating Innovative Thinking towards your own services or products and how to tap into new growth or performance opportunities. Our Blueprints ---- “Make Ideas Stick” by designing a collaboratively drawn strong strategy and viable plan with “Buy-in Built-in” “ HsG Designs Blueprints for your Aspirations or Process Detail Requirements. ”
  • What if:? You knew you got it “right”, how would your stakeholders (constituents, customers, etc.) perceive you? You knew the most important obstacles that are in your way? You knew what immediate benefits would accrue if you started on the path to getting it “right”?
  • The Chair and Board of Directors must provide the Leadership to accomplish Vision/Mission. The Board must be structured and everyone on it informed of their duties and prepared to work toward Vision/Mission accomplishment The Chief Executive Officer must be provided the latitude to enable the support functions to accomplish Vision/Mission
  • Assess then Design a complete Board & Organizational Development Strategy to Utilize Policy methodology around the Organization’s Vision/Mission to include: Facilitate a process whereby the Board will Refine, Approve, and Use formal, binding documents governing board member behavior. I.E. Board Book, Board Reference Manual, Board/Committee job descriptions – Tied to implementation.
  • Strategic Management - Setting Strategic Direction (c) 2002 Hudson Strategic Group - Henry Whitlow 404-202-6464 www.hudgroup.com 18
  • Is built upon “Carver Policy Governance” principals but refined under Malcolm Baldrige Quality Standards. It’s philosophical underpinnings are that “Governance should be directed toward the creation and maintenance of a high-performance workplace so that organizational success can be sustained”. HsG utilizes the “Enterprise” approach to governance. Meaning governance throughout the entire organization
  • Transcript

    • 1. IDEAL* Policy Governance & Experiential Board Architecture Design Services for Not-For–Profit Organizations Hudson Strategic Group, Inc. Atlanta, GA
    • 2. HsG Blueprints for Excellence - Effective Governance <ul><li>Blueprints for Excellence </li></ul><ul><ul><li>Vision/Mission </li></ul></ul><ul><ul><li>Organizational alignment </li></ul></ul><ul><ul><li>Organizational measurements </li></ul></ul><ul><ul><li>Organizational results </li></ul></ul><ul><li>All Organization types </li></ul><ul><ul><li>Non-profit </li></ul></ul><ul><ul><li>Community groups </li></ul></ul><ul><ul><li>Elected boards </li></ul></ul><ul><ul><li>Associations </li></ul></ul>Hudson Strategic Group, Inc. Atlanta, GA
    • 3. Blueprints = Visualization <ul><li>“ Visualize this thing that you want, see it, feel it, believe in it. Make your mental blue print, and begin to build.” </li></ul><ul><li>HsG Blueprints provide: </li></ul><ul><ul><li>Visual Awakening </li></ul></ul><ul><ul><li>Visual Exploration </li></ul></ul><ul><ul><li>Visual Strategy </li></ul></ul><ul><ul><li>Visual Communication </li></ul></ul><ul><li>Blueprint Strategy Sessions </li></ul><ul><ul><li>Collaboration, Innovation, Motivation </li></ul></ul><ul><ul><li>ID Business, growth, performance opportunities </li></ul></ul>Hudson Strategic Group, Inc. Atlanta, GA
    • 4. Leadership <ul><li>Identifying “getting it right” </li></ul><ul><li>Identifying barriers to “getting it right” </li></ul><ul><li>Identifying benefits to “getting it right” </li></ul>Hudson Strategic Group, Inc. Atlanta, GA
    • 5. IDEAL* Board Leadership <ul><li>The Chair and Board of Directors must agree on Vision/Mission. </li></ul><ul><li>Board structure must enable accomplishment of Vision/Mission </li></ul><ul><li>The Chief Executive Officer must have latitude to empower support functions to accomplish Vision/Mission </li></ul>Hudson Strategic Group, Inc. Atlanta, GA
    • 6. Organizational Effectiveness <ul><li>Design enterprise-wide architecture that supports the Vision/Mission. </li></ul><ul><li>Develop governance structure of policies that accomplish the desired goals </li></ul><ul><li>Align support functions to efficiently execute on the Vision/Mission </li></ul><ul><li>Monitor measureable outcomes for definable, repeatable, predictable results </li></ul><ul><li>Rinse and repeat </li></ul>Hudson Strategic Group, Inc. Atlanta, GA
    • 7. IDEAL Project Outcomes <ul><li>Organizational performance assessment </li></ul><ul><li>Board & organizational development strategy </li></ul><ul><li>Binding board governance material </li></ul><ul><li>Board, committee, individual functional assignments </li></ul><ul><li>Stakeholder engagement and “buy-in” </li></ul><ul><li>Board training on policies and operations </li></ul><ul><li>Executive coaching on governance implementation </li></ul>Hudson Strategic Group, Inc. Atlanta, GA
    • 8. IDEAL Strategic Re-Positioning Hudson Strategic Group, Inc. Atlanta, GA 2 Strategy To Re-position Strategic Actions 4 Monitor Feedback for Effectiveness START Executive Middle Management L I N E C u s t o m e r s Strategic Plan w/Priorities & Initiatives Organize Resources Operational Measurements Monitor Progress Execute Strategy Issues 2 - 10 Yrs Operational Issues 1mo - 2 Years Execution Issues 1 Mo. -1 Wk Today - Markets - Financial - Compliance - Business Process - Skills Development - Work Place - Project & Process Management - Orders - Internal Transactions - System Usage Issues - Complaints OFFER MAKE Supplier PREPARE OFFER or Respond to Bid 1 ACCEPT OFFER (Mutual Promise) Customer ANALYZE OFFER Establish Conditions of Satisfaction 2 Supplier EXECUTE DELIVER 3 FEEDBACK Bad Good Customer ASSESS RESULTS Use the Deliverables 4 5 HSG Confidential © 1996 Hudson Strategic Group (404) 768 - 1313 (hudgroup@hudgroup.com) The Business Offer Loop Way of Operating Now Goal 1 Self Assessment “ Reality Check” Perception Of The Business 3 Implement & Monitor
    • 9. IDEAL* Policy Governance Design Approach <ul><li>“ Carver Policy Governance” principles </li></ul><ul><li>Malcolm Baldrige Quality standards </li></ul><ul><li>Philosophy: </li></ul><ul><ul><li>“ Governance should be directed toward the creation and maintenance of a high-performance workplace so that organizational success can be sustained” </li></ul></ul><ul><li>Enterprise view of organizational effectiveness </li></ul>Hudson Strategic Group, Inc. Atlanta, GA
    • 10. What is Policy Governance* * John Carver <ul><ul><li>First, Boards exist (usually on someone’s else’s behalf) to be accountable that the organization works. </li></ul></ul><ul><ul><li>Second, Policy Governance is a system of principles, designed to be internally consistent, externally applicable, and—to the great relief of those concerned with governance integrity—logical. </li></ul></ul><ul><ul><li>Third, Logical and consistent principles demand major changes in governance as we know it, because these principles are applied to subject matter that has for many years been characterized by a hodgepodge of practices, whims of individuals, and capricious decision making. </li></ul></ul>
    • 11. Board is in Control*? *John Carver <ul><li>Policy Governance places the board clearly in control of the organization, but at a very broad level. Through clear and proactive delegation of expectations and authority to the CEO, it simultaneously fulfills the board’s fiduciary role and empowers the CEO to flexibly and creatively perform what the board has defined </li></ul>Hudson Strategic Group, Inc. Atlanta, GA
    • 12. Board Focus* *John Carver <ul><li>Because the boundaries are clear, the board can focus on its value-added governance role of: </li></ul><ul><li>Being a proactive owner/shareholder representative and acting as a direct link between them and the organization. </li></ul><ul><li>Guiding the organization through very broad but complete policies </li></ul><ul><li>Assertively but fairly assuring that the organization, through the CEO, is performing adequately </li></ul><ul><li>Ensuring that unethical and unacceptable situations do not occur by proactively addressing these values in board policies. </li></ul>Hudson Strategic Group, Inc. Atlanta, GA
    • 13. Policy Governance*Basic Principles *John Carver <ul><li>The Board’s Job: </li></ul><ul><li>Accountable to its moral ownership </li></ul><ul><li>Ends determination is pivotal duty of governance </li></ul><ul><li>A Board must explicitly design its own products and processes </li></ul><ul><li>The Board Policies: </li></ul><ul><li>4. The Board speaks with one voice by way of its policies </li></ul><ul><li>5. Boards formulate policy by determining the broadest values before progressing to more narrow ones </li></ul><ul><li>6. Board decisions are primarily policy decisions </li></ul><ul><li>The Board –CEO Relationship </li></ul><ul><li>7. A board should define and delegate, rather than react and ratify </li></ul><ul><li>8. The Board’s best control over staff means is to limit, not prescribe </li></ul><ul><li>9. A board must form a linkage with management that is both empowering and safe </li></ul><ul><li>10. Performance of the CEO must be monitored rigorously solely against policy criteria </li></ul><ul><li>11 The CEO reports to the board as a whole </li></ul><ul><li>12. The board instructs the CEO by way of its policies </li></ul><ul><li>13. The CEO is authorized to make operational decisions as long as they are consistent with a reasonable interpretation of the board’s policies </li></ul>Hudson Strategic Group, Inc. Atlanta, GA
    • 14. Practicing Policy Governance* *John Carver <ul><li>Boards practicing Policy Governance methodologies hold an outward vision and focus on the strategic future of their organizations. Policy Governance provides a new and fresh approach to board work that can allow an organization to more completely achieve its mission while simultaneously avoiding the tragic outcomes which can result when the board is leading in name only. </li></ul>Hudson Strategic Group, Inc. Atlanta, GA
    • 15. Benefits of Policy* * John Carver <ul><li>An ethical tone is set at the top of the organization through board developed policy </li></ul><ul><li>Board work is distinctly different and independent of CEO work </li></ul><ul><li>The board defines its own work process and outputs in policy </li></ul><ul><li>Expected organizational outcomes and off-limits operational choices are proactively defines by the board </li></ul><ul><li>A formal monitoring process is in place that allows the board to verify that those outcomes and off-limits are being adhered to </li></ul><ul><li>The revolving door of staff reports is closed or, at the least, minimized </li></ul>Hudson Strategic Group, Inc. Atlanta, GA
    • 16. Impact of Policy Governance * *John Carver <ul><li>Because Policy Governance offers a precise philosophy, structure and process for effective governance, Boards act from intentional decision-making rather than unspoken assumptions. </li></ul><ul><li>When fully implemented in an organization: </li></ul><ul><li>The energy and resources of the organization are aligned and focused on creating results for your stakeholders </li></ul><ul><li>The Board brings added value to the organization, rather than duplicated oversight </li></ul><ul><li>The CEO is empowered to choose the most effective means to achieve the defined outcomes </li></ul><ul><li>Volunteer efforts are focused on broad strategic policy-development and linking with the community to keep the organization relevant to its community. </li></ul>Hudson Strategic Group, Inc. Atlanta, GA
    • 17. IDEAL‘s Experiential Approach <ul><li>Ascertain and clarify Vision/Mission </li></ul><ul><li>Recognize Board and staff roles are different if organization is to achieve Vision/Mission </li></ul><ul><li>Make sure that ALL aspects from by-laws and Board functionality to CEO directives and even staff processes are aligned to Vision/Mission </li></ul><ul><li>With Board assistance, redesign or create aspects not in conformity with achieving Vision/Mission </li></ul><ul><li>Validate and reassess over time </li></ul>Hudson Strategic Group, Inc. Atlanta, GA
    • 18. HsG IDEAL Methodology <ul><li>HsG will apply the following “world-class” tools: </li></ul><ul><li>Carver Governance Policy Theory & Modeling </li></ul><ul><li>The Malcolm Baldrige Quality Assessment Award (Georgia Oglethorpe Award) </li></ul><ul><li>Shared Values - links people to performance </li></ul><ul><li>The Balanced Scorecard performance definition and deployment </li></ul><ul><li>The Blue Ocean Strategy articulation </li></ul><ul><li>The Logic Model- defining corrective action </li></ul>Hudson Strategic Group, Inc. Atlanta, GA
    • 19. HsG IDEAL Design Process Hudson Strategic Group, Inc. Atlanta, GA
    • 20. Required IDEAL Experiential Involvements <ul><li>Board Chair as Owner of process </li></ul><ul><li>Board Committees – Review Items </li></ul><ul><li>Working Group(s) to create actual drafts </li></ul><ul><li>Entire Board – for approval and use of actual items </li></ul>Hudson Strategic Group, Inc. Atlanta, GA
    • 21. Managing the IDEAL Process <ul><li>Board Training and Orientation on what is developed and how it is to be used </li></ul><ul><li>Conduct actual board meetings using new governance items as developed </li></ul><ul><li>Identification of sub-strategies as called for in implementation </li></ul>Hudson Strategic Group, Inc. Atlanta, GA
    • 22. Task Approach Board Relations & Development Hudson Strategic Group, Inc. Atlanta, GA
    • 23. What You Will Get? <ul><li>Board & organizational development and utilization methodology </li></ul><ul><li>Binding documents governing board behavior </li></ul><ul><ul><li>Board book, Board reference manual, Board/Committee job descriptions </li></ul></ul><ul><li>Board, individual, leadership, committee roles and functions </li></ul>Hudson Strategic Group, Inc. Atlanta, GA
    • 24. The IDEAL Board will be Different <ul><li>Board meetings will consist of reports by Board committees rather than from the staff or CEO </li></ul><ul><li>Officers and Committees will be required to focus on the “big picture” and offer strategies via policies to help the organization move forward </li></ul><ul><ul><li>Committees will be required to submit annual plans and expected outcomes, then report on their progress </li></ul></ul><ul><li>ALL board members will know their value-add </li></ul><ul><ul><li>Organizational expectations of board members will be clearly defined </li></ul></ul><ul><li>Board will be designed and annually assessed against strategic performance </li></ul>Hudson Strategic Group, Inc. Atlanta, GA
    • 25. IDEAL Architectural Timeline <ul><li>This project may take up to one year (with consideration of Board involvement) </li></ul><ul><li>Organizational Assessment takes 3-4 weeks </li></ul><ul><li>Engineering Designs take 4-6 weeks, depending on availability </li></ul><ul><li>Document development, design and creation takes 3-4 months </li></ul><ul><li>Board recruitment may take 4-6 weeks </li></ul><ul><li>Board Training/Orientation 1 day </li></ul>Hudson Strategic Group, Inc. Atlanta, GA
    • 26. IDEAL Tools & Frameworks (usage determined by need) <ul><li>Carver Policy Governance Model </li></ul><ul><li>Malcolm Baldrige Quality Assessment </li></ul><ul><li>Shared Values </li></ul><ul><li>Blue Ocean </li></ul><ul><li>Balanced Scorecard </li></ul><ul><li>Balanced Scorecard Measurement System </li></ul><ul><li>Strategy Map </li></ul><ul><li>Logic Model </li></ul>Hudson Strategic Group, Inc. Atlanta, GA
    • 27. Example Visioning Blueprint Hudson Strategic Group, Inc. Atlanta, GA
    • 28. Sample Strategy Map (Blueprint) Hudson Strategic Group, Inc. Atlanta, GA
    • 29. IDEAL Basic Tasks to be performed <ul><li>(With the direct collaborative involvement of Board members) </li></ul><ul><li>Review of By-laws and current board operational documents </li></ul><ul><li>Review/redesign/create views and plans for vision/mission </li></ul><ul><li>Review of Officer and Committee functions and descriptions & redesign/create as necessary </li></ul><ul><li>Coach Chair and CEO on the redesign and required management styles </li></ul><ul><li>-MORE- </li></ul>Hudson Strategic Group, Inc. Atlanta, GA
    • 30. IDEAL Board Requirements <ul><li>Active participation </li></ul><ul><li>Planning and clarification sessions </li></ul><ul><li>Assistance with redefining positions and descriptions </li></ul><ul><li>Approving redesigns as brought forth </li></ul><ul><li>Recognizing the potential of the redesign and their personal involvement in the future </li></ul>Hudson Strategic Group, Inc. Atlanta, GA

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