The
board governs through policies that establish organizational aims
(ends), governance approach, and management limitations and define
the Board/Director relationship. The Director has broad freedom to
determine the means that will be used to achieve organizational aims.
The Director reports to the full Board. It does not use committees
but may use task teams to assist the Board in specific aspects of
its work.
The Board governs through policies that establish:
It is the Board's responsibility to define desired ends or outcomes
(mission and objectives) and the Director's responsibility to define
and implement the means for achieving these. The Board is also responsible
for establishing limitations on management authority and defining
the governing process itself (board structure and processes). It does
this through establishment of policies. "because policies permeate
and dominate all aspects of organizational life (and) present the
most powerful lever for the exercise of leadership". (Carver,
1990, p. 28)
This approach is commonly referred to as the 'Carver Model'. Volunteer
Board members set the organizational mission, direction and general
policies governing operations. It advocates that boards focus their
attention on "what human needs are (to be) satisfied, for whom,
and at what cost." (Carver, 1990, p.193). The Board, rather than
the Director, leads this process.
The Director reports to the whole board and only the full board provides
direction. The Board 'speaks with one voice' in its direction to the
Director and on all other matters within its areas of responsibility.
The Director has broad freedom to determine the means that will be
used to achieve organizational ends. All operational matters are delegated
to the Director. The Board monitors and holds the Director accountable
for compliance with its policies. (reprinted from the INSTITUTE
ON GOVERNANCE)
To review
the NRCCS Board Governance Policies, click
here.
For further information on the Carver
Model of governance: