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Policy Governance (policy + governance)

Distribution by Scientific Domains
Business, Economics, Finance and Accounting100%

Selected Abstracts

Training Policy Governance in Nonprofit Boards of Directors: The Views of Trainer-Consultants

NONPROFIT MANAGEMENT & LEADERSHIP, Issue 4 2002
Jeffrey L. Brudney
Although scholars widely discuss John Carver's (1990) Policy Governance model for nonprofit organizations, they have conducted little formal research on the implementation of the model. For this study, the researchers surveyed ninety-two trainer-consultants who graduated from Carver's Policy Governance Academy. The goal was to learn three things from their experiences: (1) whether trainer-consultants maintain the model as a coherent whole or teach only parts of it; (2) what they perceive as the major challenges for nonprofit boards in implementing the Policy Governance model; and (3) what contextual factors, if any, they feel affect implementation of the model across nonprofit boards with different characteristics. Survey responses indicated that (1) consultants predominantly teach the model as a whole, (2) particular policy areas appear to be problematic for nonprofit boards of directors that implement the model, and (3) two contextual factors may negatively affect the ability of a board of directors to successfully implement Policy Governance boards larger than fifteen members, and organizations with no hierarchy, where the board also functions as staff. Overall, consultants' responses indicated that they feel Policy Governance is far superior to other models, but they recognize the problems and challenges that boards face in trying to implement it. [source]

How Much Policy Governance Is Required for It to Be Policy Governance?

BOARD LEADERSHIP: POLICY GOVERNANCE IN ACTION, Issue 83 2006
Article first published online: 14 MAR 200
Board Leadership is pleased to reproduce here a very slightly modified excerpt from the brand-new third edition of John Carver's Boards That Make a Difference: A New Design for Leadership in Nonprofit and Public Organizations (Jossey-Bass, 2006). The excerpt from Chapter 12, titled "But Does It Work?" appears between a response to various model criticisms and a discussion of research on governance effectiveness. [source]

Policy governance and "best practices"

BOARD LEADERSHIP: POLICY GOVERNANCE IN ACTION, Issue 82 2005
John Carver
A popular phrase that has grown in use over the past couple of decades is "best practices." In this article, John Carver explains why proponents of Policy Governance tend to shy away from the expression. Carver does not object to the notion that it is desirable to make small-scale improvements in individual practices, but he points out that such activity is in itself insufficient to truly improve governance since it implies a reliance on already established conceptual frameworks. Policy Governance calls for a break with received wisdom and the adoption of a more logical governance framework. Once within the structure of Policy Governance, however, boards should indeed look for ways to improve their practices. [source]

News reports through policy governance eyes

BOARD LEADERSHIP: POLICY GOVERNANCE IN ACTION, Issue 82 2005
John Carver
Thousands of persons who have learned Policy Governance are amused or dismayed by news stories that cover the actions of boards in all their varieties, whether they are called boards, councils, or commissions and whether they operate in the political, busi ness, or nonprofit arena. In this article, John Carver reflects on a number of such news stories, though he has altered the locations, names, and other identifying data as an act of charity. [source]

When legal counsel is uninformed

BOARD LEADERSHIP: POLICY GOVERNANCE IN ACTION, Issue 79 2005
Bill Charney
Boards often look to attorneys to guide their decisions about governance practice. For example, legal counsel is normally asked for help in revising bylaws, as they usually need to be revised with the adoption of Policy Governance. Legal knowledge, however, is not the same as governance knowledge. Bill Charney and Jim Hyatt's article "Legal Concerns with Policy Governance" (in Issue 78 of Board Leadership) addressed issues periodically seen as problematic by attorneys seeking to minimize legal risks for their clients. In this article, Charney and Hyatt explore misunderstandings that arise when an attorney lacks an understanding of Policy Governance and provide suggestions for effective board responses. [source]

Using information technology to sustain policy governance

BOARD LEADERSHIP: POLICY GOVERNANCE IN ACTION, Issue 76 2004
Article first published online: 15 MAR 200, Ray Tooley
Can Policy Governance provide a long-term sustainable model for owner-accountable effective governance? The answer is a resounding yes, but there are many challenges boards face in becoming mature and seasoned users of this comprehensive system. This article will examine some of the obstacles to achieving user-friendly Policy Governance sustainability and how information technology can be used to overcome the barriers on the road to success. [source]

When the CEO and board are both elected

BOARD LEADERSHIP: POLICY GOVERNANCE IN ACTION, Issue 57 2001
Article first published online: 14 MAR 200
The following exchange took place recently on John Carver's Policy Governance Forum at www.carvergovernance.com. Even though many readers may not be operating in circumstances where the CEO and board are both elected, John and Miriam Carver's responses, which have been expanded for Board Leadership readers, shed light on a fundamental principle of Policy Governance that relates to all organizations: what it means for the CEO to be accountable to the board. [source]

Taking policy governance to the mainstream

BOARD LEADERSHIP: POLICY GOVERNANCE IN ACTION, Issue 53 2001
Caroline Oliver
Have you ever expressed your enthusiasm for Policy Governance only to be met by a blank stare? Do you wonder what could be done to create greater awareness of the advantages of Policy Governance both for your own board and for others? Caroline Oliver, Policy Governance consultant, general editor of The Policy Governance Fieldbook, and designated chair of the soon-to-be-launched Policy Governance Association, looks to the world of high technology for some answers. [source]

Rethinking the executive committee

BOARD LEADERSHIP: POLICY GOVERNANCE IN ACTION, Issue 52 2000
Article first published online: 14 MAR 200
Many people who are familiar with Policy Governance are aware that John Carver believes that executive committees are widely overused. However, that does not necessarily mean that Policy Governance absolutely forbids their use. Here John Carver clarifies what is wrong with executive committees, suggests ways to avoid them, and outlines how, if absolutely necessary, they can be used wisely and without undermining the benefits of Policy Governance. [source]

Creating your policy governance tool kit

BOARD LEADERSHIP: POLICY GOVERNANCE IN ACTION, Issue 50 2000
Caroline Oliver
The Board that is working hard to use Policy Governance faces a special challenge when searching for tools to help it do its work. It needs to make sure that the tools it chooses and the tools it develops on its own are truly a help and not a hindrance in getting the full benefits of Policy Governance. Caroline Oliver, a governance consultant based in Canada and editor of The Policy Governance Fieldbook Practical Lessons, Tips, and Tools from the Experiences of Real-World Boards (San Francisco: Jossey-Bass, 1999), sheds some light on what kind of tools are helpful and how to choose wisely. [source]

Good governance is not about control,it's about remote control

BOARD LEADERSHIP: POLICY GOVERNANCE IN ACTION, Issue 49 2000
Article first published online: 15 MAR 200
Marcus Buckingham and Curt Coffman of the Gallup Organization have written a challenging book for managers, First, Break All the Rules (Simon & Schuster, 1999). Their conclusions are built on twenty-five years' research with over a million employees. Whereas the authors deal with many facets that they found to characterize great managers, in this article I want to relate one of their points to principles of Policy Governance. [source]

Policy governance and "best practices"

BOARD LEADERSHIP: POLICY GOVERNANCE IN ACTION, Issue 82 2005
John Carver
A popular phrase that has grown in use over the past couple of decades is "best practices." In this article, John Carver explains why proponents of Policy Governance tend to shy away from the expression. Carver does not object to the notion that it is desirable to make small-scale improvements in individual practices, but he points out that such activity is in itself insufficient to truly improve governance since it implies a reliance on already established conceptual frameworks. Policy Governance calls for a break with received wisdom and the adoption of a more logical governance framework. Once within the structure of Policy Governance, however, boards should indeed look for ways to improve their practices. [source]

Policy governance top ten

BOARD LEADERSHIP: POLICY GOVERNANCE IN ACTION, Issue 77 2005
Susan Rogers
[source]

The big picture: Policy governance and democracy

BOARD LEADERSHIP: POLICY GOVERNANCE IN ACTION, Issue 70 2003
Article first published online: 14 MAR 200, Susan Mogensen
No abstract is available for this article. [source]

Why does the word monitoring have such a strictive definition in policy Governance litrature?

BOARD LEADERSHIP: POLICY GOVERNANCE IN ACTION, Issue 82 2005
John CarverArticle first published online: 14 MAR 200
Long Before policy Governance, boards were monitoring staff performance, so receiving reports and taking them seriously is nothing new. So I am confused by the overly restrictive use of the word monitoring in Policy Governance literature. Why must it be so rigidly defined? [source]

Legal concerns with policy governance

BOARD LEADERSHIP: POLICY GOVERNANCE IN ACTION, Issue 78 2005
Jim Hyatt
[source]

Using information technology to sustain policy governance

BOARD LEADERSHIP: POLICY GOVERNANCE IN ACTION, Issue 76 2004
Article first published online: 15 MAR 200, Ray Tooley
Can Policy Governance provide a long-term sustainable model for owner-accountable effective governance? The answer is a resounding yes, but there are many challenges boards face in becoming mature and seasoned users of this comprehensive system. This article will examine some of the obstacles to achieving user-friendly Policy Governance sustainability and how information technology can be used to overcome the barriers on the road to success. [source]

In policy governance, the board is supposed to speak with one voice to the CEO.

BOARD LEADERSHIP: POLICY GOVERNANCE IN ACTION, Issue 75 2004
Yet our board relies to some extent on CEO advice when we make our decisions.
[source]

Carver policy governance in Canada: A lawyer's defense

BOARD LEADERSHIP: POLICY GOVERNANCE IN ACTION, Issue 71 2004
Article first published online: 14 MAR 200, Hugh M. Kelly
No abstract is available for this article. [source]

Doesn't policy governance require too much confidence in the CEO?

BOARD LEADERSHIP: POLICY GOVERNANCE IN ACTION, Issue 69 2003
John Carver
[source]

Why in policy governance are customary management words like goal, objective procedure, and strategy discouraged?

BOARD LEADERSHIP: POLICY GOVERNANCE IN ACTION, Issue 68 2003
John Carver
[source]

Does policy governance prohibit staff from talking with board members?

BOARD LEADERSHIP: POLICY GOVERNANCE IN ACTION, Issue 63 2002
John Carver
[source]

Isn't the hierarchical nature of policy governance out of step with modern participative organizational styles?

BOARD LEADERSHIP: POLICY GOVERNANCE IN ACTION, Issue 60 2002
Article first published online: 15 MAR 200
No abstract is available for this article. [source]

Taking policy governance to the mainstream

BOARD LEADERSHIP: POLICY GOVERNANCE IN ACTION, Issue 53 2001
Caroline Oliver
Have you ever expressed your enthusiasm for Policy Governance only to be met by a blank stare? Do you wonder what could be done to create greater awareness of the advantages of Policy Governance both for your own board and for others? Caroline Oliver, Policy Governance consultant, general editor of The Policy Governance Fieldbook, and designated chair of the soon-to-be-launched Policy Governance Association, looks to the world of high technology for some answers. [source]