Capacity Partnership’s School of Policy Governance
Board Governance Workshops 2011 [proposal] Most recent update: 11/19/10
A special set of board trainings for a group of related organizations [geographically located, sector affiliation, associated formally or informally] to ensure high quality training, with high impact, for a reasonable cost.
Introduction to Policy Governance (tentative November/December 2010 or January 2011)
A one-day introduction or refresher in Policy Governance for new board members, executive directors, new organizations and key leaders. What are the board’s primary responsibilities for governance? Explicit values statements, connection to ownership, and monitoring organizational results and behavior. (Recently, some organizations have indicated that they needed to initiate some board activity during the current calendar year to comply with their own bylaws or state statutes. This November or December date may help.)
Developing the Board you Need (January/February 2011)
Once the board decides that its primary duty is to hold the organization accountable for accomplishing what it should and avoiding unacceptable situations and circumstances and that the specific job outputs that will accomplish this is linkage to moral ownership, articulation of clearly stated values and board level policy, and monitoring and evaluation of the organization’s accomplishment, it becomes clear what specific characteristics are required of board members. This workshop examines these characteristics, develops a strategy for finding and recruiting these people and how to engage them into a fully function board. The board’s job is unique from any other group of volunteers the organization may have.
Policy Writing Blitz (March 2011)
This workshop is for those who want to review their existing policy documents, those who are ready to finalize and adopt their first policy document or those who are just beginning and what to draft their first set of policies.
Connection to Ownership (April 2011)
There are many ways that a board of directors can connect to the moral or real ownership that has granted it the full responsibility to act on its behalf (fiduciary responsibility). We will explore these connections, look at samples, and think through the implication of acting on behalf of someone else. Participants should have a good understanding of the ownership of the organization and what the organization is to accomplish on their behalf.
Ends Statement Writing (May 2011)
Organizational ends should describe the primary value of the organization, what it should produce as a result outside of its own walls, for whom this result is to be produced, and at what relative value or cost this benefit is produced. Board need to obsess about ends. This is the real bottom line of any community/faith-based organization.
Monitoring (Summer 2011)
Monitoring the organization’s results and its behaviors is a critical job output that boards must accomplish. There are three methods for monitoring: internal monitoring reports, external third party reports, and direct inspection. Careful attention to internal monitoring reports will help the boards accomplish this important step of achieving organizational accountability. We will examine real monitoring reports, evaluate good ones and bad ones and establish a pattern for good monitoring that achieves accountability, allows for evaluation.