Policy Governance A Bold Move by the Board…

 2004 SEARCH, The National Consortium for Justice Information and Statistics | 1 Why Policy Governance… During the mid 90’s the Board began to pay more attention to its role and responsibilities The Board, in its attempt to define its role and responsibly, has struggled with rubberstamping matters and/or micro managing staff issues. A new and defined way for the board to operate needed to be found. Based on reactions to this the Board continued its examination with a Board retreat in November of 2002 The text selected was John Carver’s Board’s That Make a Difference Out of the retreat committees were formed and policies adopted

 2004 SEARCH, The National Consortium for Justice Information and Statistics | 2 and why now? Over the next few years the Board Spent much time trying to manage certain aspects of running SEARCH Continued to question their roll and responsibility It was time to revisited Carver’s text on the Policy Governance ® Model The Board considered the model in February 2007 The Board and Supervisory Staff trained on the model in July 2007 The Board adopted Policy Governance Model policies at a retreat in November.

 2004 SEARCH, The National Consortium for Justice Information and Statistics | 3 The challenge for a SEARCH Board Member Role is critical but often poorly defined Board Members are managers No training or preparation Poorly documented policies when they do exist Undisciplined in speaking as a Board “Very competent individuals can come together to form a very incompetent Board.” John Carver

 2004 SEARCH, The National Consortium for Justice Information and Statistics | 4 Typical Governance Problems Establishing and maintaining proper (forward looking) focus Role definitions are unclear Board fails to control its agenda CEO loses control of management responsibilities Board is reactive with a “fix-it” focus Results in SEARCH being lead and managed less effectively and efficiently

 2004 SEARCH, The National Consortium for Justice Information and Statistics | 5 The Policy Governance ® Model Policy Governance is a complete model for governance. Carver’s model provides a framework that “… separates issues of organizational purpose (ENDS) from all other organizational issues (MEANS)…” and it “…places the primary importance on the ENDS.”

 2004 SEARCH, The National Consortium for Justice Information and Statistics | 6 The Basic Principles of the Model 1.The Board is Trustee for the SEARCH Membership (Owners) 2.The Board Speaks with One Voice or Not at All 3.Board Decisions Are Predominantly Policy Decisions 4.Policy is Formulated at the Broadest Value before Progressing 5.The Board Defines and Delegates, Not React and Ratify

 2004 SEARCH, The National Consortium for Justice Information and Statistics | 7 Continuing the Basic Principles of the Model 6.The Board’s Pivotal Duty is to Determine the ENDS 7.The Board Controls by Setting Staff Limits not Prescribing Actions 8.The Board Designs its Own Products and Process through policy 9.The Relationship Between Board and Management is both Empowering and Safe 10.CEO Performance is Rigorously Monitored Against Policy Criteria

 2004 SEARCH, The National Consortium for Justice Information and Statistics | 8 Categories of Policy within the Model Policies are divided into the following categories 1.ENDS What is accomplished for whom and at what cost 2.EXECUTIVE LIMITATIONS Establishes Boundaries of acceptability 3.BOARD – STAFF LINKAGE Delegation and Evaluation 4.GOVERNANCE PROCESS Board established its own job, accountability and philosophy

 2004 SEARCH, The National Consortium for Justice Information and Statistics | 9 Visually Understanding the Model Governance Process Board – Staff Linkage ENDS Executive Limitations

 2004 SEARCH, The National Consortium for Justice Information and Statistics | 10 Beginning to Establish Policy Governance Process Board – Staff Linkage ENDS Executive Limitations

 2004 SEARCH, The National Consortium for Justice Information and Statistics | 11 How Establishing Policy Alters the Model Governance Process Board – Staff Linkage ENDS Executive Limitations

 2004 SEARCH, The National Consortium for Justice Information and Statistics | 12 Role Distinction Governance Process Board – Staff Linkage ENDS Executive Limitations

 2004 SEARCH, The National Consortium for Justice Information and Statistics | 13 Traditional Board Policy: Policy Governance: A Comparison Between... t Based on particular circumstance t Based globally, on values t Focused on operations t Focused on end results t Directs all employees t Directs CEO t Prescribes means t Establishes limits on means t Confuses roles t Clarifies roles t Policy, then decisions t Decisions ARE policy t Few broad policies t Many narrow policies Slide copied from a presentation by Mr. John Nielsen to a Board Orientation of the Association of Governmental Risk Pools

 2004 SEARCH, The National Consortium for Justice Information and Statistics | 14 The Board’s Implementation Strategy 1.Make sure the board and Executive Director understand the model. 2.Make a full board commitment to this major change. 3.Put the board’s commitment to move ahead on paper. 4.Develop all policies except ends. 5.Do an administrative and legal check. 6.Design the first steps in connecting with, you, the membership. 7.Inaugurate the system. Reason for today’s presentation.

 2004 SEARCH, The National Consortium for Justice Information and Statistics | 15 SEARCH’s By-Law Changes Put together an Ad Hoc committee made up of; Diane Sherman, Michigan Daniel M. Foro, New York

 2004 SEARCH, The National Consortium for Justice Information and Statistics | 16 SEARCH By-Laws