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<br />The Policy Govemanee@ Model <br /> <br />Page 15 ofl6 <br /> <br />Summary <br /> <br />The Policy Governance model recognizes that any governing board is obligated to fulfill a crucial link . <br />in the "chain of command" between owners-whether legal or moral in nature-and operators. The <br />board does not exist to help staff, but to give the ownership the controlling voice. The board's <br />owner-representative authority is best employed by operating as an undivided unit, prescribing <br />organizational ends, but only limiting staff means, making all its decisions using the principle of <br />policies descending in size. The model enables extensive empowerment to staff while preserving <br />controls necessary for accountability. It provides a values-based foundation for discipline. a <br />framework for precision delegation, and a long term focus on what the organization is for more than <br />what it does. <br /> <br />The Policy Governance model provides an alternative for boards unhappy with reactivity. trivia, and <br />hollow ritual-boards seeking to be truly accountable. But attaining this level of excellence requires <br />the board to break with a long tradition of disastrous governance habits. And it offers a challenge for <br />visionary groups determined to make a real difference in tomorrow's world. <br /> <br />For boards unhappy with reactivity. trivia, and hollow ritual-boards determined to be accountable <br />for making a real difference in tomorrow's world-Policy Governance offers a visionary challenge. <br />But transforming today's reality into tomorrow's possibility requires a radical break from a long <br />tradition of comfortable. but disastrous governance habits. <br /> <br />REFERENCES <br /> <br />Argenti. John. Your Organization: What Is It For? London: McGraw-Hili Europe, 1993. <br /> <br />. <br /> <br />Carver, John. "Redefining the Board's Role in Fiscal Planning." Nonprofit Management and <br />Leadership, 1991. 2 (2),177-192. <br /> <br />Carver. John. "The Founding Parent Syndrome: Governing in the CEO's Shadow."Nonprofit World. <br />1992.10 (5).14-16. <br /> <br />Carver, John. "Shaping Up Your Bylaws." Board Leadership. July-Aug 1995, No. 20, 4-6. <br /> <br />Carver, John. "Policy Governance Model Views Citizens as Owners." Nation's Cities Weekly, <br />January 29, 1996a. 5. <br /> <br />Carver, John. Three Steps to Fiduciary Responsibility. The CarverGuide Series on Effective Board <br />Governance, NO.3. San Francisco: Jossey-Bass, 1996b. <br /> <br />Carver, John. Board Assessment of the CEO. The CarverGuide Series on Effective Board <br />Governance, NO.7. San Francisco: Jossey-Bass, 1997a. <br /> <br />Carver, John. Board Self-Assessment. The CarverGuide Series on Effective Board Governance. No. <br />8. San Francisco: Jossey-Bass, 1997b. <br /> <br />Carver, John. Boards That Make a Difference, 2nd edition. San Francisco: Jossey-Bass. 1997c. <br /> <br />Carver, John. "Reinventing the Governance in Government: The Next Frontier for City Councils." <br />Nalion's Cities Weekly, January 27, 1997d. 10. <br /> <br />. <br /> <br />Carver, John. The Unique Double Servant-Leadership Role of the Board Chairperson. Voices of <br />Servant-Leadership Series. NO.2. Indianapolis: The Robert K. Greenleaf Center for Servant <br />Leadership, 1999. <br /> <br />http://www.carvergovemance.comJmodcl.htm <br /> <br />6/12/2002 <br />