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Forgetting the rear view mirror; ensuring the future Value-AddedBoards
So what does the board do? Ends Policy Executive limitations policy Governance Process Board-management delegation j. Burke Advisors.com                                              908 359 4000                                    www.jburkeadvisors.com 2
The Board’s Responsibility Cradle Vision Address fundamental values External Focus Enable outcomes Distinguish Large & small Forward Thinking Allow productivity *  (Carver 2006) Diversity and unity Ability to speak passionately about vision Balance under/over control Use board time efficiently Develop a common basis for discipline j. Burke Advisors.com                                              908 359 4000                                    www.jburkeadvisors.com 3
Board Creates and Enforces Broad Mission-Based Allowing staff to work within a well defined  set of  BROAD  guidelines j. Burke Advisors.com                                              908 359 4000                                    www.jburkeadvisors.com 4
The Ugly Truth Regardless of board type, many have serious flaws Here are a few: Address the trivial			Short term bias Often focused on the past		More reactive Unclear Staff/Board roles		Diffuse Authority Overloaded j. Burke Advisors.com                                              908 359 4000                                    www.jburkeadvisors.com 5
Ends and MeansAn Important Distinction Outcome Goals (Ends)are what the organization is about: Break the cycle of addiction Ensure all have a clean place to live Protect a child from abuse Process Goals (Means) is what the organization does: Provide 60 hours of counseling Create 30 housing units Make at least one home visit per client The Board has little interest in Process j. Burke Advisors.com                                              908 359 4000                                    www.jburkeadvisors.com 6
Typical Policy Limits Indebtedness Asset Protection Compensation and benefits Ethics Conflicts of Interest Unacceptable means-even if ends are attained j. Burke Advisors.com                                              908 359 4000                                    www.jburkeadvisors.com 7
The Board Creates A Broad Set of Policies Under Which Staff Perform With  Autonomy j. Burke Advisors.com                                              908 359 4000                                    www.jburkeadvisors.com 8
Most important single Board Responsibility… A Global Ends Policy Strict results Focus Succinct Board-inclusive Fits with other community agencies Avoids internal competition Is not a branding document j. Burke Advisors.com                                              908 359 4000                                    www.jburkeadvisors.com 9
Determining Board Topics Screening Questions: What Category Whose issue is it Has the board acted on this previously What is the broadest way to address the issue j. Burke Advisors.com                                              908 359 4000                                    www.jburkeadvisors.com 10

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Value added boards100310

  • 1. Forgetting the rear view mirror; ensuring the future Value-AddedBoards
  • 2. So what does the board do? Ends Policy Executive limitations policy Governance Process Board-management delegation j. Burke Advisors.com 908 359 4000 www.jburkeadvisors.com 2
  • 3. The Board’s Responsibility Cradle Vision Address fundamental values External Focus Enable outcomes Distinguish Large & small Forward Thinking Allow productivity * (Carver 2006) Diversity and unity Ability to speak passionately about vision Balance under/over control Use board time efficiently Develop a common basis for discipline j. Burke Advisors.com 908 359 4000 www.jburkeadvisors.com 3
  • 4. Board Creates and Enforces Broad Mission-Based Allowing staff to work within a well defined set of BROAD guidelines j. Burke Advisors.com 908 359 4000 www.jburkeadvisors.com 4
  • 5. The Ugly Truth Regardless of board type, many have serious flaws Here are a few: Address the trivial Short term bias Often focused on the past More reactive Unclear Staff/Board roles Diffuse Authority Overloaded j. Burke Advisors.com 908 359 4000 www.jburkeadvisors.com 5
  • 6. Ends and MeansAn Important Distinction Outcome Goals (Ends)are what the organization is about: Break the cycle of addiction Ensure all have a clean place to live Protect a child from abuse Process Goals (Means) is what the organization does: Provide 60 hours of counseling Create 30 housing units Make at least one home visit per client The Board has little interest in Process j. Burke Advisors.com 908 359 4000 www.jburkeadvisors.com 6
  • 7. Typical Policy Limits Indebtedness Asset Protection Compensation and benefits Ethics Conflicts of Interest Unacceptable means-even if ends are attained j. Burke Advisors.com 908 359 4000 www.jburkeadvisors.com 7
  • 8. The Board Creates A Broad Set of Policies Under Which Staff Perform With Autonomy j. Burke Advisors.com 908 359 4000 www.jburkeadvisors.com 8
  • 9. Most important single Board Responsibility… A Global Ends Policy Strict results Focus Succinct Board-inclusive Fits with other community agencies Avoids internal competition Is not a branding document j. Burke Advisors.com 908 359 4000 www.jburkeadvisors.com 9
  • 10. Determining Board Topics Screening Questions: What Category Whose issue is it Has the board acted on this previously What is the broadest way to address the issue j. Burke Advisors.com 908 359 4000 www.jburkeadvisors.com 10