Policy governance is a method of governing an organization that is based on the development of policies. These policies identify the many ways in which a not-for-profit organization needs to show accountability. They also provide a framework for the Board of Directors to do its job.
The Board of Directors is ultimately accountable for the organization. But many Boards tend to be “hands on”. They actively manage the day-to-day business of the organization. But a policy governance Board identifies which policies need to be developed. It develops the policies and then holds itself and staff responsible for doing business within these policies.
The Board of the Regional Health Authority – Central Manitoba Inc. has adopted a form of Policy Governance developed by John & Miriam Carver, known as the Carver Model. Under this model there are four areas of policy. Two relate to the Board and how it functions. These are known as Governance Process and Board-Chief Executive Officer (CEO) Linkage. A third area talks about how the CEO does the work the Board expects and is described under the term Executive Limitations. The fourth is named ENDs and is about what the Board wishes the organization to achieve, which then determines what the CEO needs to be doing.
For more specific and detailed information about Policy Governance, please contact the Regional Health Authority – Central Manitoba Inc. office at 1 (800) 742-6509 or visit the John Carver Website at www.carvergovernance.com .
Board Job Products
- The Board has three responsibilities (job products) that cannot be delegated.
1. The Board’s major job is determining ENDs and linking with its owners.
Linkage with Owners:
Why does the Board link with its owners?
- To determine needs, hopes desires and concerns relative to achieving the long term vision of people in Central Region being as healthy as they can be
- Seeking to understand what is preventing people from being as healthy as they can be
- Board must have the ability to seek, listen to and translate the wisdom of the ownership into ENDs policies
- Linkage is not about seeking feedback as to what the Region needs to do to achieve the ENDs five years down the road. That has been delegated to the CEO and are means.
How does the Board link with Owners?
- Includes presentations by or from groups of owners, results of proactive consultation such as surveys, focus groups, community meetings, etc.
- Board must be focused on the big picture, future-oriented thinking
- Linkage is not “public relations” but listening
2. Policies
- Board states its expectations in its policies
- Policy statements are the criteria or benchmarks against which the Board evaluates
- Four types of policies: 1) ENDs; 2) Executive Limitations – boundaries that apply to staff means (not ENDs); 3) Board-CEO Relationship – how authority is delegated to staff and how CEO is monitored based on performance of ENDs and Executive Limitations; and 4) Governance Process – Board’s philosophy, job description and accountability
ENDs
- Board defines which needs are to be met, for whom, and at what cost
- Written with a long term perspective
- ENDs policies are similar to a mission statement
Regional Health Authority – Central Manitoba Inc. ENDs
The Regional Health Authority – Central Manitoba Inc. exists so that people in our Region are as healthy as they can be at a reasonable cost to the community. This includes, but may not be limited to: Individuals, Families, and Groups (e.g. children)
ENDs focus on the intended results, the intended recipients of those results and the cost of those results, to the exclusion of everything else. ENDs encompass the totality of what the organization intends to accomplish.
3. Monitoring
The CEO is responsible for achieving the ENDs and for complying with Board Policy. The Board monitors CEO performance.
