Articles and Tools
Frequently Asked Questions and Answers about Policy Governance Print E-mail

This model is an entirely different way of thinking about governance and approaching board work. Like most innovations it leads to a great number of questions and, in some cases, misperceptions. The following FAQ Brochure addresses many of these and may offer a use as you explore or implement the system.

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Policy Governance® Source Document Print E-mail

“A “source” is a point of origin. A source document is a “fundamental document or record on which subsequent writings, compositions, opinions, beliefs, or practices are based.” (Websters)

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Governance Applications Comparisons Print E-mail

Comparing Policy Governance against traditional governance applications.

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Board Concerns and Worries - Letting Go of the Wheel Print E-mail

Board Concerns and Worries - Letting Go of the Wheel By Eric Craymer and Susan Stratton

The Board has full accountability to the owners for every outcome that occurs in the organization. At the same time it can not expect to actually do the work of the organization so it usually hires a CEO and delegates most of the authority for 'getting it done' to that position.

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How could Policy Governance help me? Print E-mail

Invented by Dr. John Carver (sometimes referred to as the Carver Model of governance) Policy Governance® was designed to capture the essence of effective governance and delegation.

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Wikipedia: Policy Governance Print E-mail

Policy Governance is a trademarked governance model designed for Boards of Directors that provides a clear differentiation between governance and management responsibilities in organizations. The model was developed by John Carver.

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Policy Governance® in a Nutshell by John Carver Print E-mail

Policy Governance® Defined By Dr. John Carver, PhD.

From John Carver's (Carver Governance Design) Website (www.carvergovernance.com) circa 1999

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Maximizing Board Effectiveness Print E-mail

Maximizing Board Effectiveness

(Published in "MNALink" by Michigan Non-profit Association, March 2003)
By Eric Craymer

Maximizing nonprofit boards' effectiveness is important for two reasons. First, the missions of non-profits are important to the world. Second, volunteer leaders provide a valuable resource that should not be squandered.

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