By John Carver
"This booklet might be within the library of everybody who serves--or aspires to serve--on the governing board of any association, huge or small, nonprofit or company. greater than the other to be had source, it tells what the jobs of board participants are and what they have to and should not do. An crucial guidebook to management excellence."--George Weber, secretary common, foreign Federation of purple pass and crimson Crescent Societies, Geneva "John Carver's forums That Make a distinction used to be required studying for board individuals of the Calgary Philharmonic Society. It supplied a transparent and concise highway map with which we conducted major governance restructuring of the society." James M. Stanford, president & CEO,, Petro-Canada, and earlier chairman of the Calgary Philharmonic Society, Calgary, Alberta, Canada John Carver's groundbreaking coverage Governance version has motivated the best way public and nonprofit forums function all over the world. Now, as common event with the version keeps to develop, Carver enriches his definitive exposition with up to date coverage samples, a brand new bankruptcy at the means of coverage improvement, and extra assets for numerous varieties of forums. He debunks the entrenched ideals approximately board roles and features that impede committed board participants. With inventive perception and common-sense practicality, Carver provides a daring new method of board task layout, board-staff relationships, the manager government position, functionality tracking, and almost each point of the board-management courting. of their stead, he bargains a board version designed to supply regulations that make a distinction, missions which are in actual fact articulated, criteria which are moral and prudent, conferences, officials, and committees that paintings; and management that helps the success of long term pursuits.
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Additional resources for Boards That Make a Difference: A New Design for Leadership in Nonprofit and Public Organizations (J-B Carver Board Governance Series)
In slightly different circumstances, however, these solutions would themselves be the problems. Problem-based prescriptions sow the seed for the next difficulty, because the solution often outlives the problem that justified it. Soon the board that shifted to shorter meetings finds it cannot keep up as well as it desired. Or a good CEO is lost because he or she will not tolerate the tight control and suspiciousness left over from the previous pendulum swing. < previous page page_13 next page > < previous page page_14 next page > Page 14 Prescriptions for board improvement are often based on current problems or problems that board members have experienced elsewhere.
James P. Weeks, member of the park commission in Naperville, Illinois, captured this thought when he said, "My philosophy will affect a process rather than react to a function already underway" (personal communication). There is no proactivity in inspecting what is already developed. Moreover, by that time the organization already has a sizable investment in the document or the staff recommendation. Beyond being reactive, this after-the-fact value inspection is shaped by staff interests, initiative, pace, and categories of work.
These values will, at some level, be decided within the bounds drawn by a mission statement. In fact, the policies relevant to this issue could be seen as "subsidiary" to the mission. If these policies were clearly stated, administrative writing of the specifics of a fee adjustment schedule could proceed without board involvement. To use another example, budgets are adopted with exhaustive attention to detail but with only cursory review of the important policies inherent in the array of numbers.
Boards That Make a Difference: A New Design for Leadership in Nonprofit and Public Organizations (J-B Carver Board Governance Series) by John Carver