Policy Governance Jan Maggini, Moderator Mike Stearns, Trustee Perspective Tim Nelson, President Perspective - PowerPoint PPT Presentation

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Policy Governance Jan Maggini, Moderator Mike Stearns, Trustee Perspective Tim Nelson, President Perspective

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Steps in Governance Evolution continued The board votes to implement Policy Governance. The board begins governing by the new policies it has developed. – PowerPoint PPT presentation

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Title: Policy Governance Jan Maggini, Moderator Mike Stearns, Trustee Perspective Tim Nelson, President Perspective


1
Policy Governance Jan Maggini, Moderator Mike
Stearns, Trustee Perspective Tim Nelson,
President Perspective
  • July, 2009

2
Definition of Policy Governance
  • Policy Governance is an approach to the job of
    governing that emphasizes values, vision,
    empowerment of both board and staff, and the
    strategic ability to lead leaders.

3
Comparison
  • Traditional Board vs. Policy Governance Board

4
Four Types of Policies
  • Ends
  • Executive Limitations
  • Governance Process
  • Board-President-Community Relations

5
Ends
  • The board defines which human needs are to be
  • met, for whom, and at what cost.
  • Long term perspective and mission related
  • Boards long-range planning

6
GRCC Ends
  • Community Outreach
  • Developmental Education
  • Diversity
  • Entrance Transfer
  • Flexible Learning
  • Lifelong Learning
  • Workforce Development

7
Executive Limitations
  • The Board establishes the boundaries of
    acceptability within which the President can
    responsibly operate.

8
Governance Process
  • The Board defines its philosophy, its
    accountability, and specifies of its own job.

9
Board-President-Community Relations
  • The Board clarifies
  • how it will delegate authority to the President
  • how it will evaluate the Presidents performance
    based on ends and executive limitations
  • how it will interact with the internal and
    external community

10
Clear Direction to the President
  • Organizational outcomes (goals) are defined
    (Ends)
  • Values and priorities are addressed (Ends)
  • Values and perspectives of the ownership
    community are expressed (Ends)

11
Clear Direction to the President continued
  • Constraints on operating methods are defined
    (Executive Limitations)
  • Worries or concerns are addressed (Executive
    Limitations)
  • Any other operational choices not covered in
    policy are left to the President.

12
President and Organizational Accountability
  • Clear authority is passed to the President so
    that nothing stands in his/her way of
    accomplishing what the Board directs.
  • The Board formally monitors the President and
    organizational performance with data-based
    evidence to assure that its policies are being
    carried out.

13
Board Accountability
  • The board recognizes its rightful role of
    representing the interests of the owner
    community, not the operational organization.
  • In order to fulfill this role, the board
    purposefully links with the community to
    understand its values and perspectives.
    (Strategic Conversations, Community
    Conversations, And Community Breakfasts)

14
Board Accountability continued...
  • Board job description defines the unique
    value-added role that the Board and the Board
    alone is qualified to fulfill.
  • The Board monitors its compliance with its own
    policies concerning its job and its relationship
    with the President.

15
Agendas and Meetings
  • Board meetings, and agendas, center on the value
    added work of the board, not on operational
    minutiae.
  • A process exists for bringing diverse
    perspectives in informed decisions through
    healthy dialog and deliberation.
  • Meetings may or may not be shorter, but they
    are almost always more focused and more
    substantive.

16
Proactive Policy Development
  • A complete set of policies are developed that
    cover anything the Board feels is important.
  • A formal process of developing policy is
    followed resulting in policy that is clear and
    serves as a useable reference for decisions and
    behavior.
  • New policy development is automatically
    triggered when
  • increased understanding, unforeseen events,
    or new
  • community concerns or desires are not
    covered within
  • current policy. (i.e. Academic Freedom)
  • Policy is continually tested and updated
    through monitoring
  • and review. (i.e. Retreats)

17
Ends Drive the Organization
  • Instead of deriving our purpose from what we do,
    our purpose defines what we must do.
  • The Ends (which answer the questions of What
    benefits, for Which Recipients, at What
    Justifiable Value) spell out what the College is
    to achieve.
  • The President then determines what the College
    needs to be and do in order to realize the
    purpose.

18
Steps in Governance Evolution
  • A board recognizes that there is a better way to
    deliver on the Colleges purpose for existing,
    its value to the community, and the important
    role that excellent governance plays.
  • After education and exploration, the board
    determines if Policy Governance seems to fit.
  • A sample Policy Manual is developed.

19
Steps in Governance Evolution continued
  • The board votes to implement Policy Governance.
  • The board begins governing by the new policies it
    has developed.
  • Each year the board renews its understanding and
    commitment through education and orientation.
  • Over time, the methods, processes, and structures
    of governing with Policy Governance become the
    culture.

20
GRCC Website
  • www.grcc.edu
  • Select Board of Trustees from Quick Reference
    list and select Board Policies from Menu on the
    left.

21
  • QUESTIONS
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