1. Governance That Transforms Session Two: Shaping Boards Paul Magnus, PhD

2. Board Mission

3. Board Mission WHAT? What difference?
(Services, benefits, products, outcomes)
WHY?
Reason for Vision
HOW?
With what resources? (Methods, technologies, activities, etc.)
WHO?
For what people?
(Customers, clients, owners, shareholders)

4. Board Mission What: What difference? Who: For what people?
How: With what resources?
Mission statement for board

5. What Difference?

6. What Difference? What difference does the board intend to make?
What roles does the board intend to serve?
What hats does the board wear?
Volunteer hat
Governance hat
Implementation hat (specialist)

7. For What People?

8. -----------------------Management
For What People?
Moral/actual
owners
Board
(in trust)
Management
Beneficiaries
Owners:
Beneficiaries:

9. With What Resources?

10. Minimum Board Expectations
Any model of governance is a framework within which to organize the thoughts, activities, structure and relationships of governing boards. A designed model should yield a response to governance design and function questions. What should we expect from a good model of governance?

11. Minimum Board Expectations
Embrace and carry the vision
Explicitly address fundamental values
Force an external focus, considering the internal focus to be the job of the prominent leader and staff
Enable an outcome-driven organizing system
Separate large issues from small

12. Minimum Board Expectations
Force forward thinking
Enable proactivity
Facilitate diversity and unity
Describe relationships to relevant constituencies
Define a common basis for board discipline

13. Minimum Board Expectations
Delineate the board’s role in common topics by establishing policies
Determine what information is needed
Balance over-control and under-control
Use board time efficiently
Clarify distinction between governance and management

14. Boardmanship Continuum
Governance board
Govern by establishing all-embracing policy
Govern by setting policy
Govern by giving advice
Govern by responding to management problems
Govern by committee blend
Operations board

15. Board Models – How Boards Do Their Work
Managing board
Governing board
Ratifying board
Failing board
Working board
Operational Increasing
engagement disengagement

16. Integrated Board Governance Model

17. Integrated Board Governance Model

18. Integrated Board Governance Model
MEANS
ENDS

19. Conclusion

20. Conclusion
Board mission:

21. Complementary Emerging Expectations
Outward / Forward Focus
Envisioning ENDS
Envisioning MEANS
BOARD
STAFF
ENDS Focus
MEANS Focus
BOARD
STAFF
Monitoring outcomes on ENDS
Producing outcomes
Inward Focus

22. Application

23. Application
On the basis of the previous discussion and what you have heard in this session, discuss the following:
What initiatives or action steps would be most useful to help design an integrated governance process in our setting?

24. Application
What initiatives, what schedule and what champions would help us build what we need?

25. Application
What should we be sure to include?