Many Boards have used a tradition board models where many board members are not always clear about their roles and responsibilities with maximum outcomes not always achieved. Other boards have used the Carver Model (established 30+ years ago) with varying results.(In reality those who are using the Carver Model are usually using a hybrid version of it that sometimes changes as boards find the need to modernize it.)
The question is, are these board models serving or hindering you in achieving your mission?
In addition to legal and other fiduciary duties the primary focus of a not-for-profit board is governing for results. This is best accomplished by establishing general direction, defining concrete objectives and monitoring results. Yes, it’s much easier said than done for a number of reasons.
Usually it is a lack of understanding of the board model used, or they are using an older hybrid policy model that no longer serves leading edge associations and other not-for-profits.
The Board model that I have found most effective is a combination of the Carver Policy Governance™ and The Complimentary Board Model and is referred to as the COLLABORATIVE Board Governance Model ™.
The COLLABORATIVE Board Governance Model ™ makes a clear distinction between strategic leadership and operational management. One key difference between Carver policy governance allows Board members to use their skills and expertise in working committees and task forces, accountable to the Chief Executive Officer. Individual board members expertise and interests are used wisely with a result of greater board member engagement. In addition the Chief Executive Officer is always a non-voting board member fully responsible and accountable to carry out the strategic plan’s initiatives.
In order for this board model to work most effectively it’s important to understand and appreciate the model. This includes maintaining a clear well written description of the model, its processes, expected governance process and organizational outcomes. A current strategic plan, documented process, written policies and clear board member roles and responsibilities are critical elements of this model as is annual training and orientation in the use of this model.
This leading edge model written in easy to understand language has a high focus on governance best practices and implemented correctly allows the Board members and Chief Staff Officer to work together towards common goals in a collaborative, productive manner. And really, isn’t that what we all desire?
