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AGENDA |
WORKSHOP
DESCRIPTIONS |
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Thursday,
June
1,
8:30
a.m.
—
4:30
p.m.
What
is
Policy
Governance®
and
Why
Does
My
Organization
Need
to
Learn
About
It?
(PCS-01)
Presented
by
Eric
Craymer
and
Susan
Stratton
Is
your
Board
confused
about
what
its
job
really
is?
Has
your
Board
lost
sight
of
its
duty
to
the
community,
stockholders
or
members?
Is
your
Board
stuck
in
operations
and
micro-management?
Are
the
structural
boundaries
of
your
organization
caving
in
or
non-existent?
Is
the
energy
of
your
Board
stagnant?
Do
you
ever
think
there
just
has
to
be
a
better
way?
If
you
answered
“yes”
to
any
or
all
of
the
questions
above,
Policy
Governance
just
might
be
the
answer
you
are
seeking.
This
full-day
interactive
workshop
will
give
you
the
A-Z
of
Policy
Governance
—
the
only
coherent
model
of
owner-accountable
governance
in
the
world.
We’ll
examine
the
structure,
the
underlying
philosophy
of
the
model,
and
the
process
required
to
fulfill
the
promise
of
the
model.
We’ll
make
distinctions
between
owners
and
customers,
ends
and
means,
sizes
of
policy,
and
responsibility
and
accountability.
We’ll
even
conduct
a
board
rehearsal
to
demonstrate
how
a
board
might
function
in
the
Policy
Governance
mode.
This
workshop
will
give
you
the
basic
context
you
will
need
to
optimize
your
understanding
of
the
concepts
and
tools
that
will
be
delivered
during
the
full
conference,
Responsible
Governance:
The
Power
of
Accountable
Boards.
The
full
conference
will
deliver
practical
tools,
real
life
experience
and
a
path
to
follow
in
the
installation
and
model-compliant
implementation
of
owner-accountable
governance.
(All
day.
Continental
breakfast,
lunch
and
coffee
breaks
included).
Main
Conference
Workshops
Friday,
June
2,
10:30
a.m.
—
12:00
p.m.
top
^
Turn
on
the
Light
Bulbs
to
Policy
Governance®
Understanding
(APG-28)
Presented
by
Phil
Graybeal
Trying
to
find
the
switch
to
“turn
on
the
light”
for
those
hearing
about
Policy
Governance?
The
tools
presented
in
this
workshop
will
allow
you
to
adjust
the
“model
understanding
and
acceptance
knob”
closer
to
the
brightest
setting.
Please
bring
your
favorite
illustration,
diagram,
analogy,
or
story
that
will
help
the
principles
of
PG
come
alive
in
the
minds
and
hearts
of
listeners.
While
the
presenter
will
be
providing
several
well-tested
examples,
one
third
of
this
session
time
will
be
allotted
to
enlightened
sharing
among
the
group
participants.
How
to
Eat
an
Elephant:
Developing
an
Effective
Ownership
Linkage
Plan
(AJM-29)
Presented
by
Jannice
Moore
Ownership
Linkage
is
a
key
element
of
the
board’s
job,
and
an
essential
part
of
creating
Ends.
To
many
boards
it
seems
such
an
overwhelming
job
that
it
feels
like
trying
to
eat
an
elephant.
This
session
will
break
that
elephant
into
some
“bite-size”
pieces.
We
will
examine
the
key
elements
of
creating
a
“perpetual”
and
comprehensive
ownership
linkage
plan.
Who
are
your
owners?
How
do
you
“get
to”
them?
What
about
“representative”
input?
What
kind
of
questions
do
you
ask?
What
do
you
do
with
the
information
when
you
get
it?
From
Theory
to
Practice
and
Practice
and
Practice:
Successfully
Managing
the
Policy
Governance®
Process
(ALM-08)
Presented
by
Lissa
Manganaro
Note: THIS SESSION IS FULL
Your
Board
has
adopted
Policy
Governance.
Policies
are
in
place
and
the
practices
are
defined.
Now
the
challenge
is
managing
the
process
and
keeping
the
Board
energized,
disciplined
and
on
track.
This
is
not
easy,
but
there
are
several
ways
for
a
Board
to
keep
Policy
Governance
working
efficiently
and
effectively
for
the
Board
and
for
the
organization
they
govern.
One
of
the
challenges
of
implementing
Policy
Governance
from
the
perspective
of
management
is
learning
how
to
keep
Board
and
administrative
processes
aligned
and
moving
forward
together.
This
session
aims
to
help
management
clarify
and
better
understand
their
role
in
a
Policy
Governance
environment.
To
manage
effectively,
key
success
factors
must
include
organization,
expert
knowledge
and
effective
communication.
It
is
important
that
all
those
charged
with
some
form
of
managing/supporting
the
Board
are
working
in
a
collaborative
manner
to
ensure
that
the
process
remains
Board-driven.
Topics
for
participants
of
this
session
will
include:
Understanding
the
role
of
management
in
keeping
the
Board
on
track.
Strategies
to
support
the
Board
and
contribute
to
the
success
of
the
Board.
Participants
are
encouraged
to
be
prepared
to
share
their
own
success
factors,
best
practices,
challenges
and
strategies
for
addressing
them.
Steps
to
Successful
Implementation
of
Policy
Governance®
(BEC-21)
Presented
by
Eric
Craymer
The
major
steps
of
making
a
decision
to
practice
Policy
Governance
and
implementing
it
are
well
documented
in
“Reinventing
Your
Board”
and
in
numerous
articles
written
by
John
and
Miriam
Carver.
In
practice,
those
major
steps
consist
of
many
smaller
ones,
which
are
not
as
well-documented.
This
workshop
will
explore
those
more
detailed
steps
using
a
checklist
developed
by
the
presenter
which
can
be
used
to
assess
implementation
completeness.
In
addition,
the
group
will
learn
about
specific
practices
which,
based
on
the
presenter’s
experiences,
will
assist
the
successful
implementation
and
sustainability
of
Policy
Governance
in
their
organization.
Participants
will
also
have
the
opportunity
to
share
the
personal
challenges
and
solutions
that
they
have
experienced
in
their
own
implementations.
Orientation
and
Training:
A
Critical
Element
in
Sustainability
(ASU-24)
Presented
by
Susan
Stratton
Whenever
you
have
one
new
member
of
the
Board,
you
have
a
“new
board.”
How
the
Board
orients
and
develops
itself
as
a
new
entity
is
a
critical
step
in
providing
the
context
for
and
sustaining
owner-accountable
governance.
In
this
presentation,
we
will
demonstrate
techniques
that
will
help
your
Board
members
create
the
beginnings
of
a
shared
vision
of
governance,
articulate
their
interpretation
of
the
governance
operating
system,
expand
their
capacity
to
govern
well,
and
carry
on
the
practice
of
good
governance.
Participants
will
walk
away
with
methods,
tools
and
resources
to
implement
a
solid
orientation
and
training
process.
Unleashing
the
Difference-Making
Power
of
Organizations
(Part
I)
(AHS-33)
Presented
by
Howard
Stier
and
Linda
Stier
Organizations
are
having
varying
degrees
of
success
using
Policy
Governance
and
achieving
Ends
that
make
a
difference
in
their
communities.
A
difference
is
being
made,
but
does
this
difference
reflect
all
that
is
possible?
Policy
Governance
provides
a
foundation
for
organizations
to
declare
the
difference
that
gets
made
and
to
accountably
achieve
those
results.
However,
even
the
most
successful
boards
seldom
achieve
the
difference
that
is
possible.
Why?
Limiting
factors
might
not
just
be
the
Board’s
grasp
and
use
of
Policy
Governance,
but
also
the
“humanness”
that
we,
as
consultants,
Board
members
and
CEOs,
bring
to
our
respective
roles.
This
two-part
facilitated
inquiry
will
begin
identifying
these
other
factors
(at
the
Board,
CEO
and
consultant
level)
which
have
been
either
unseen,
unspoken
or
unaddressed.
Part
I
will
identify
these
factors,
while
Part
II
will
explore
them
at
a
deeper
level
and
create
momentum
towards
solutions.
Participants
can
expect
to
contribute
to
making
“The
Emerging
Possibility
of
a
Transformative
Moment”
real
for
all
organizations,
to
have
an
increased
knowledge
of
what
limits
an
organization’s
success,
and
to
begin
making
a
difference
in
their
own
organization
now.
The
Art
and
Challenge
of
Creating
Ends
(ASR-32)
Presented
by
Susan
Rogers
Developing
effective
Ends
policies
is
frequently
the
most
critical
and
difficult
part
of
implementing
Policy
Governance
and
one
that
many
boards
want
done
in
a
short
time
frame.
Ensuring
that
boards
and
CEOs
have
a
firm
foundation
in
the
basics
—
the
nature
and
“fit”
of
Ends
policies
(and
the
definition
and
relationship
of
the
Board
to
the
moral
ownership)
is
essential
to
the
practice
of
Policy
Governance.
This
interactive
workshop
will
combine
a
mix
of
theory
and
practice
using
accelerated
learning
techniques.
Using
examples
drawn
from
the
participants,
we
will
“sort
out”
owners
from
customers,
funders
and
other
stakeholders.
The
main
part
of
the
workshop
will
be
about
the
art
of
developing
Ends
policies
that
will
define
in
a
meaningful
way
“the
difference
we
want
the
organization
to
make,
for
whom
and
at
what
cost
or
relative
worth.”
Examples
of
Ends
statements
will
discussed
as
well
as
the
process(es)
for
producing
them.
To
close,
we
will
explore
the
impact
of
having
Ends
policies.
Their
development
usually
launches
the
shift
in
thinking
that
boards
do
not
exist
to
approve
the
work
of
staff
but
rather
to
take
the
leadership
role
and
fulfil
an
accountability
to
their
moral
ownership.
Ends
are
by
their
very
nature
imperfect
and
dynamic,
and
so
the
Ends
work
of
the
Board
continues
in
perpetuity.
From
the
CEO’s
perspective
emerges
the
necessity
of
developing
reasonable
interpretation
of
Ends
from
which
will
flow
the
organization’s
strategic,
business
and/or
operational
plans.
Policy
Governance
positions
a
Board
to
provide
future-focused
leadership
to
an
organization.
Unfortunately,
some
boards
begin
the
Policy
Governance
journey,
develop
policies,
do
routine
review
of
policies,
do
routine
monitoring,
but
in
terms
of
providing
future
leadership,
more
or
less
carry
on
doing
“business
as
usual,
just
a
little
differently.”
Other
boards
become
fixated
on
the
process
of
using
the
model.
Or,
they
become
complacent,
thinking
“we
have
policies,
we
monitor
them,
we’re
doing
our
job.”
They
miss
the
opportunity
that
the
model
presents
to
move
to
a
whole
new
level
of
engagement.
They
miss
the
chance
to
be
truly
proactive
and
provide
future-focused
leadership.
In
this
session,
we
will
explore
practical
methods
of
designing
and
using
“future-focused
agendas”
through
which
the
Board
can
set
the
course
for
an
organization
that
is
healthy
and
viable
not
just
today
and
tomorrow,
but
for
the
long-term
future.
The
session
will
include
some
interactive
opportunity
for
participants
to
share
their
ideas,
as
well
as
practical
tools
and
tips
to
try
with
your
Board.
Evaluating
Board
Performance
(BBC-13)
Presented
by
Bill
Charney
In
this
interactive
workshop,
participants
will
discuss
and
explore
Policy
Governance
principles
and
common
policies
that
set
the
stage
for
Board
self-assessment,
and
will
engage
in
breakout
exercises
to
develop
methods
and
solutions
to
addressing
common
areas
of
concern,
such
as
meeting
evaluation,
annual
review
of
board
performance,
policy
review,
etc.
The
importance
of
boards
demonstrating
accountability
for
their
own
performance
will
be
reinforced,
and
participants
will
learn
—
from
their
peers,
from
interactive
exercises,
and
from
the
presenter’s
experiences
—
an
array
of
approaches
to
board
self-evaluation.
Policy
Governance®
in
the
World
of
School
Boards
(BSR-36)
Presented
by
Duane Brothers, Betty Ann Tiltman, Jan Maas, and Susan Rogers
Members of school boards and related education boards face a set of issues that members of other boards sometimes do not: high public visibility, politically charged issues, emotional public and employee pressure groups, onerous regulatory mandates, entrenched cultures, and in the eyes of many, consistent failure to perform. Trustees decry the dilemma between leading, representing and serving. Superintendents and staff get entangled in the mix.
How can Policy Governance serve these boards? Does it offer answers to the board’s constant public demand to “get things fixed” or to the staff’s demands to “keep your word, regardless”?
This workshop will explore the real application of Policy Governance in a public school board environment, and in a related education board belonging to teachers and support staff. Hear the Policy Governance® journeys, challenges and solutions that these innovative leaders have experienced. A panel featuring diverse school board experience, along with a workshop facilitaor, will create an interesting learning afternoon and ample time for interaction. (Note: this session is 120 min.)
Using
the
Traditional
Advisory
Council,
the
Policy
Governance®
Way
(BLH-03)
Presented
by
Larry
Hermen
This
session
will
introduce
participants
who
may
be
board
members
or
executives
to
the
advantages
found
by
establishing
and
following
a
deliberate
process
for
using
a
traditional
advisory
council,
Policy
Governance-style.
Based
on
the
experience
at
a
community
hospital
system
in
Michigan
in
the
past
four
years,
the
board
has
added
language
to
its
policies
to
incorporate
its
successful
use
of
a
Healthcare
Advisory
Council
(HAC)
to
enhance
the
board’s
annual
Linkage
Activity
Plan.
Features
of
the
HAC
may
be
commonly
found
in
advisory
councils,
not
a
new
type
of
organization,
but
this
session
puts
a
new
spin
on
it
by
incorporating
desired
features
of
linkage
goals
of
the
board
to
gain
a
broader
“reach”
into
its
large
service
area.
The
session
will
provide
handouts
that
describe
the
creation
process,
invitation
guidelines,
resulting
policy
changes
made
to
the
board’s
Job
Description
and
Committee
Structure
and
representative
agendas
and
reports
from
HAC
sessions.
The
session
will
also
allow
participants
to
evaluate
the
use
of
the
Linkage
tool
with
their
own
boards
and
create
an
initial
list
of
planning
questions
that
would
inform
the
board’s
work
on
Ends
refinement
or
other
ownership
issues,
where
input
from
an
advisory
council
is
valued.
Turning
Board
Policies
into
the
CEO’s
Strategic
Plan
(AEC-22)
Presented
by
Eric
Craymer
Policy
Governance
is
an
operating
system
for
the
Board
that
puts
the
Board
clearly
at
the
lead
of
the
organization.
Once
it
has
defined
its
expectations
in
its
Policies,
the
Ends
and
Executive
Limitations
are
delegated
to
the
CEO
for
performance
and
further
interpretation.
So
now
what
does
the
CEO
do
with
them?
While
Policy
Governance
does
not
prescribe
how
the
CEO
goes
about
fulfilling
their
delegated
accountabilities,
there
are
several
logical
conclusions
which
can
be
drawn
that
marry
well
with
classical
strategic
planning.
This
workshop
is
designed
to
teach
CEOs
(or
others
with
the
need
to
be
concerned
about
organizational
performance
on
the
Board’s
Policies)
a
framework
for
turning
those
policies
into
their
Operational
Strategic
Plan.
Issues
to
be
addressed
include:
l
Turning
Ends
into
a
strategic
vision
through
a
reasonable
interpretation.
Considering
the
issue
of
resources
and
how
it
might
effect
performance
on
the
Ends.
Seeking
measures
that
will
both
show
compliance
and
focus
strategic
efforts.
Using
traditional
techniques
such
as
SWOT
analysis
to
help
define
the
operational
plan.
Using
Executive
Limitations
in
the
decision
process
and
the
organizational
design. (Note: this session is 120 min.)
Advanced
Monitoring,
Emphasizing
Ends
(BRB-06)
Presented
by
Dr.
Richard
Biery
This
seminar
is
designed
to
raise
awareness
among
board
members
and
management
of
the
importance
of
monitoring
to
accountable
governance
and
the
composition
of
effective
monitoring
reports.
It
will
also
raise
awareness
of
what
a
quality
monitoring
report
should
look
like,
and
how
management
can
more
effectively
present
data
in
a
meaningful
way
to
its
board.
Thirdly,
this
is
particularly
true
of
Ends
measures
and
the
need
for
finding
ways
to
measure
and
convey
what
first
appear
to
be
subjective
but
important
Ends.
The
seminar
will
examine
such
tools
as
the
use
of
time
series
presentation
methods,
keeping
data
relevant
to
the
policy
being
monitored,
and
the
use
of
data
visualization
methods
–
turning
several
dimensions
of
numerical
factors
into
visual
displays
that
convey
the
data
story
accurately
but
efficiently
and
over
time.
We
will
integrate
Tufte’s
material,
material
from
the
statistical
world,
and
material
from
the
quality
world
for
instruction.
This
year
we
will
spend
more
time
on
demonstrating
ways
to
develop
Ends
metrics
for
apparently
subjective
Ends
and
display
that
data
in
meaningful
ways,
capping
it
with
discussion
of
the
ongoing
power
of
such
data
to
generate
a
continuous
learning
cycle.
Finally,
receiving
Ends
data
in
profoundly
meaningful
ways
enables
an
accountable
board
to
convey
that
exciting
information
to
its
ownership.
The
participants
should
come
away,
not
only
aware
and
motivated
to
generate
good
monitoring
reports,
but
excited
about
ways
to
display
data
in
new
ways.
Accountable
Governance:
Leveraging
Your
CEO
and
the
Board
Through
CEO
Performance
Appraisal:
A
Practical
and
Model-Consistent
Approach
(BKF-17)
Presented
by
Karen
Fryday-Field
The
most
important
relationship
a
Board
must
build
is
the
relationship
with
its
CEO.
If
this
relationship
is
well-conceived
and
defined,
it
will
set
the
stage
for
accountable
governance
and
effective
management.
The
challenge
for
Boards
is
that
their
track
record
is
far
from
stellar
in
building
this
relationship.
The
Board-CEO
relationship
is
often
misconstrued
and
damaged
with
grave
consequences.
Boards
sometimes
don’t
know
if
they
can
rely
on
monitoring
results
from
their
CEO.
CEOs
are
often
fired
for
the
wrong
reasons
and
kept
in
the
job
for
the
wrong
reasons.
This
workshop
is
designed
to
address
the
challenges
and
pitfalls
of
effective,
practical
CEO
performance
assessment.
It
will
help
participants
define
the
CEO
job
products
(results)
and
learn
how
to
link
this
with
a
CEO
job
description.
The
participants
will
see
example
CEO
job
descriptions
and
analyze
these
examples.
To
build
participants’
knowledge
and
their
tool
boxes
for
effective
assessment,
this
workshop
will
use
a
Board/CEO
case
scenario.
Participants
will
determine
what
is
required
for
Board
accountability,
and
use
the
case
scenario
CEO
performance
criteria
from
Ends
and
Executive
Limitations
Policies,
to
analyze
actual
CEO
monitoring
data.
The
case
scenario
Board
(participants)
will
then
be
challenged
to
develop
a
Policy
Governance
model
consistent
Follow-up
Action
Plan
to
the
assessment.
The
key
concepts
of
how
and
why
followup
plans
leverage
CEO
results
will
be
provided
by
the
session
facilitator.
Finally,
the
group
will
discuss
the
appropriateness
and
usefulness
of
CEO
bonusing.
Bonuses
are
laden
with
pitfalls
yet
in
almost
all
corporate
boards
and
many
not-for-profit
boards,
a
CEO
bonusing
system
is
expected.
How
can
Policy
Governance
address
this
dilemma? (Note: This session is 120 min.)
After
a
brief
introduction,
working
individually
and
in small groups,
participants
will work
creating images
that
help
to
communicate
a
variety
of
Policy
Governance
principles
and
practices.
There
will
be
opportunity
for
explanation
and
discussion
before
items
are
placed
In
the
“Policy
Governance
Picture
Show”
for
later
viewing
by
all
conference
participants.
The use
of picture
drawing for
enhancing
Ends
development
and
governance
processes
will
also
be
explored.
Ownership
Linkage,
Texas
Style
(CMC-35)
Presented
by
Mike
Conduff,
Carol
Gabanna,
and
Catherine
Raso
For
participants
with
lots
of
curiosity
and
a
sense
of
fun,
join
the
OnTarget
International
partners
at
the
ranch
for
a
highly
interactive
session
to
experience
ownership
linkage
using
the
innovative
O-Link
tool.
You
will
walk
away
from
the
Knibbe
Rodeo
Corral
with
the
knowledge
and
ability
to
plan
and
execute
your
next
Ownership
Linkage.
This
session
will
be
held
outside,
so
make
sure
you
have
your
hat,
boots,
spurs
and
favorite
lonestar
longneck
beverage.
Board
Dialogue:
The
Art
of
Thinking
Together
(CSU-26)
Presented
by
Susan
Stratton
Board
members
are
often
elected
to
Boards
because
they
are
successful
business
people.
Most
often,
that
success
is
derived
from
thinking
alone
rather
than
thinking
together.
Yet
Board
work
is
group
work
and
the
environment
leaves
many
very
successful
people
at
a
loss
in
the
group
governing
process.
This
workshop
will
explore
the
four
elements
required
for
thinking
together
and
strategies
to
improve
the
Board’s
ability
to
think
together
as
a
group
rather
than
a
collection
of
individuals
thinking
alone.
Participants
will
understand
the
necessary
elements
of
thinking
together
and
strategies
to
take
back
to
their
Boards
to
develop
responsibility
for
cultivating
the
group’s
process.
Herding
Wildcats:
Working
with
Humans
(CTG-34)
Presented
by
Tom
Gregory
Whether
you’re
a
CEO,
board
chair,
committee
leader,
or
governance
consultant
—
if
you
are
in
any
role
that
is
responsible
for
decisions
or
results
that
require
input
and
buy-in
from
others
—
then
you’ve
experienced
the
challenge
of
communicating
in
a
way
that
leads
others
to
move
in
a
new
direction
—
together.
This
one-hour
interactive
skill-building
workshop
focuses
on
what
is
critical
for
creating
a
culture
of
connectedness,
collaboration,
and
openness
to
change.
This
workshop
will
enable
you
to
perceive
and
use
information
beyond
your
previous
capabilities.
You
will
recognize,
understand,
process,
and
feed
back
information
in
a
way
that
will
be
efficient,
respectful,
clarifying,
and
that
will
lead
to
enhanced
co-operation,
rapport,
trust,
openness,
appreciation,
and
sometimes
even
love.
In
small
groups
you
will
practise
new
communication
options
with
peer
feedback
using
scenarios
that
are
relevant
to
you.
Join
us
and
expand
your
capacity
to
create
conditions
for
desirable
change.
Advanced
Topics
in
Character-Based
Leadership
(DRB-27)
Presented
by
Dr.
Richard
Biery
Very
interesting
things
are
being
discussed
in
the
current
corporate
leadership
literature
concerning
ethics
and
corporate
culture.
This
workshop
will
further
develop
the
concepts
rooted
in
values
introduced
by
us
over
the
past
two
years
at
IPGA.
It
will
probe
the
values/ethics
model
as
a
dynamic
system
of
virtues
or
values
and
relate
them
to
vital
functions
of
senior
leadership
and
to
functioning
as
a
Policy
Governance
board.
It
will
demonstrate
their
close
and
integrating
relationship
to
the
teachings
of
such
writers
as
Jim
Collins
(Good
to
Great),
Patrick
Lencioni
(The
Five
Dysfunctions
of
a
Team),
Peter
Senge
(The
Dance
of
Change),
Jon
Katzenbach
(The
Wisdom
of
Teams),
Daniel
Goleman
(Emotional
Intelligence),
Dennis
Bakke
(Joy
at
Work),
and
others
and
emerging
discoveries
about
organizational
leadership.
A
vital
function
of
leadership
in
today’s
organization
is
assuring
integrity,
for
example,
while
also
assuring
high
performance.
The
very
current
literature
is
discussing
how
to
create
a
corporate
environment
to
facilitate
courage
to
speak
out
and
correct
behaviors
and
patterns
that
are
perverse
or
even
illegal.
A
high-virtue
company
is
also
seen
as
one
that
outperforms
its
rivals
while
being
attentive
to
social
values.
How
does
a
board
ensure
such
leadership?
What
does
it
have
to
do
with
excellence
in
governance?
What
You
Don’t
Know
Will
Hurt
You:
The
Legal
and
Fiduciary
Responsibilities
of
Board
Members
(DJH-11)
Presented
by
Jim
Hyatt
The
workshop
will
examine
specifically
the
Duties
of
Care,
Loyalty,
Obedience
and
Oversight
to
which
all
directors
are
subject.
The
workshop
will
also
examine
the
protections
that
may
be
afforded
directors:
by
law
and
through
the
Business
Judgment
Rule,
indemnifications
and/or
directors’
liability
insurance,
and
how
certain
actions
by
directors
can
cause
the
loss
of
these
protections.
What
constitutes
a
breach
of
the
Duties
of
Care
and
Loyalty?
When
is
a
director
acting
in
good
faith?
The
workshop
will
briefly
review
how
these
duties
have
evolved
from
a
legal
perspective.
Specific
examples
of
board
governance
breakdowns
(e.g.,
Enron)
will
be
explored,
with
guidance
as
to
how
fulfillment
of
legal
duties,
with
adherence
to
Policy
Governance
principles,
could
have
saved
the
day
Determining
Board
Readiness
for
Policy
Governance®
(DJB-07)
Presented
by
Caroline
Berry
and
Sherry
Jennings
Success
with
achieving
implementation
of
Policy
Governance
with
a
prospective
client
board
is
dependent
on
qualifying
whether
or
not
the
board
is
really
ready
to
make
the
departure
from
traditional
governance
and
undergo
a
radical
change
in
thinking
and
culture.
Consultants
need
to
be
able
to
assess
early
in
the
prospecting
process
the
maturity
of
a
board
in
terms
of
willingness
and
ability
to
change.
Learn
from
your
peers
in
this
specially
designed
workshop
to
help
you
achieve
greater
success
with
your
board
clients.
Caroline
Berry
and
Sherry
Jennings
will
share
the
results
of
their
survey
of
your
consultant
peers
on
strategies
that
work.
Caroline
and
Sherry
will
then
facilitate
a
discussion
and
we’ll
learn
from
one
another
what
works
and
what
doesn’t.
You’ll
talk
with
colleagues
who
are
facing
the
same
issues
you
face
—
and
who
have
stories
to
tell
about
how
they’ve
succeeded.
Technology
Enhances
Implementation
of
Policy
Governance®
(DTW-09)
Presented
by
Ray
Tooley
and
Teresa
Walsh
A
new
governance
model
requires
organizational
change
that
is
often
difficult
to
introduce
and
sustain.
The
presenters
report
on
a
Master’s
thesis
study
where
they
used
a
computer
application
that
fully
implements
the
Policy
Governance
model.
The
study
illuminates
challenges
in
implementing
Policy
Governance
and
shows
how
the
technology
dramatically
improved
board
practices,
procedures,
and
interpersonal
change.
It
shows
how
technology
can
facilitate
a
board’s
understanding
and
practice
of
the
model
and
how
it
can
serve
as
an
effective
management
tool
for
a
board
and
staff.
The
application
provides
capabilities
to
maintain
and
grow
governance
effectiveness
for
boards
and
offers
a
new
paradigm
for
consultants
to
help
boards
in
reaching
governance
maturity
faster
and
more
efficiently
than
previously
possible.
There
is
now
a
mechanism
to
better
achieve
clarification
of
board
roles
and
responsibilities,
a
way
to
measure
board
effectiveness,
a
way
to
ensure
legal
compliance,
and
a
way
to
effect
other
procedural,
structural,
and
interpersonal
change.
Meaningful
Monitoring
(DJM-30)
Presented
by
Jannice
Moore
The
theory
about
monitoring
makes
sense,
but
how
does
monitoring
work
in
the
“real
world”?
In
this
hands-on
session
we
will
examine
excerpts
of
monitoring
reports
from
real
organizations
(appropriately
disguised).
Board
members
attending
this
session
will
learn
how
to
properly
assess
a
monitoring
report.
Staff
members
will
learn
how
to
prepare
a
good
monitoring
report.
We
will
discuss
good
examples
to
emulate,
and
learn
how
to
avoid
monitoring
traps
such
as
“wing
flaps,”
“trust
me”
and
“dump
truck”
reports.
Bring
your
own
examples
of
monitoring
reports
and
questions
about
monitoring
for
discussion
as
time
allows.
A Problem Shared is a Problem Solved!
(DCO-37)
Presented
by
Caroline Oliver
Come and put this old adage to the test with fellow experienced Policy Governance practitioners. When it comes to using Policy Governance: what are the tough nuts you are trying to crack; what knots do you need to untangle; what are the road blocks you want to negotiate?
During this session you will get the chance to put your problem (or problems!) on the table in a full and frank manner. Then the collective wisdom of all your colleagues will be generously brought to bear on helping you through.
Caroline Oliver, author of two books on the Policy Governance bookshelf and the forthcoming book, The Policy Governance Toolchest, will use her facilitation skills and experience to make the interchange dynamic and fruitful for everyone.
The aim is to have you leaving the room with new ideas, practical tools, profound insights - and a smile on your face!
(Note: This session is 180 minutes.)
In
Policy
Governance,
Board
committees
do
Board
work
and
are
accountable
to
the
Board.
In
this
space,
volunteers
often
flounder,
feeling
confused
and
skittish
about
how
to
operate.
This
workshop
will
show
a
model-compliant
process
of
Board
committee
work.
We
will
explore
the
possibilities
for
a
nominating
committee,
ownership
linkage
committee,
and
governance
capacity
committee.
Additionally,
we
will
explore
how
Board
task
forces
might
approach
intelligence-gathering
on
behalf
of
the
Board.
Publicly
Elected
Boards
—
Model-Consistent
Ways
of
Overcoming
the
Challenges
(EEC-20)
Presented
by
Eric
Craymer
Elected
boards
practising
Policy
Governance
face
unique
challenges.
They
often
have
to
deal
with
legal
constraints,
open
public
meetings,
a
customership
that
is
encouraged
to
see
itself
as
the
ownership,
and
limited
control
over
who
sits
on
the
board.
There
is
often
a
pressure
to
cave
in
on
the
principles
and
just
do
what
is
asked.
Doing
so
could
undermine
the
integrity
of
the
model,
the
ability
of
the
board
and
the
organization
to
realize
the
potential
benefits
of
the
model
and,
if
things
go
poorly,
damage
to
the
long-term
reputation
of
all
involved.
At
last
year's
IPGA
Conference,
a
group
of
participants
identified
many
of
those
challenges.
This
workshop
is
designed
to
seek
model-consistent
solutions,
both
to
the
challenges
identified
last
year
as
well
as
any
new
challenges
the
group
decides
to
puruse.
We
will
use
a
method
called
Open
Space
Technology®
which
allows
a
group
to
deal
with
multiple
issues
simultaneously
by
holding
smaller
group
discussion
and
planning
sessions
centered
on
the
topics
selected
by
the
participants
themselves.
If
you
are
on,
work
for,
or
count
on
the
representation
of
a
publicly
elected
board,
please
come
and
play
a
part
in
improving
their
ability
to
govern
with
Policy
Governance
excellence!
In
the
Wake
of
Sarbanes-Oxley:
New
“Standards”
and
Implications
for
Policy
Governance®
Boards
(EHC-12)
Presented
by
Bill
Charney
and
Jim
Hyatt
The
Sarbanes-Oxley
Act
has
brought
heightened
focus
to
boardrooms,
particularly
in
America.
But
focus
to
what?
Legal
compliance
is
now
a
primary
focal
point
for
boards,
and
for
their
relationships
with
attorneys
and
accountants.
But
this
focus
is
often
to
the
detriment
of
adherence
to
sound
governance
principles,
which
the
Act
does
not
embody.
While
Sarbanes-Oxley
addresses
particular
issues
of
corporate
accountability,
Policy
Governance
addresses
board
and
organizational
accountability
at
a
comprehensive
and
systematic
level
(not
just
financial
accountability).
This
workshop
(updated
from
its
initial
presentation
at
IPGA’s
2005
conference)
will
examine:
the
nature
of
the
Act;
how
Policy
Governance
boards
subject
to
the
Act
can
integrate
compliance
with
“owner-accountable
governance,”
key
policies
that
U.S.-based
non-profit
boards
should
have
in
place
to
be
compliant
with
the
Act,
the
key
published
“governance
standards”
published
by
others
in
response
to
Sarbanes-Oxley
(e.g.,
California’s
Nonprofit
Integrity
Act,
the
BBB’s
Wise-Giving
Standards,
and
Independent
Sector’s
“Checklist
for
Accountability”),
and,
how
those
not
subject
to
the
Act
(non-profit,
governmental
and
privately
held
corporations)
can
learn
from
and
address
the
Act’s
beneficial
intentions
in
a
Policy
Governance-consistent
manner.
Linking
Ends
Policy
Determination
and
the
CEO’s
Strategic
Plan:
Where
Does
An
Accountable
Board
Fit
In?
(EKF-18)
Presented
by
Karen
Fryday-Field,
Gwen
Dubois-Wing
and
Kathy Wilkie
Many
Boards,
even
after
they
are
well
along
the
pathway
of
implementing
Policy
Governance,
feel
compelled
to
approve
the
CEO’s
“strategic
plan”
in
some
form.
The
premise
of
this
workshop
is
that
Boards
who
are
focused
on
either
helping
to
create
the
strategic
plan
or
who
can’t
live
without
approving
the
plan,
are
caught
in
some
faulty
thinking
about
the
Board’s
“strategic”
role.
This
workshop
will
explore
in
a
Policy
Governance-consistent
manner,
how
the
Board’s
forward
thinking
Ends
planning
and
the
CEO’s
strategic
implementation
planning
are
like
two
sides
of
a
coin
—
very
different
but
quite
stuck
together.
It
is
possible
that
Boards
who
feel
a
need
to
work
at
a
strategic
planning
level,
in
order
that
the
Board
can
be
“strategic,”
are
in
fact
confusing
the
Board’s
mandate
to
provide
thought
leadership
and
to
be
forward-thinking,
related
to
the
organization
Ends,
with
the
CEO’s
mandate
to
strategically
position,
align,
and
organize
the
organization
to
achieve
the
forward-thinking
Ends.
Board
Members
tend
to
bring
a
great
deal
of
strategic
planning
experience
to
the
Board
table.
Their
challenge
is
to
leverage
this
knowledge
to
develop
new
skills
at
a
governance
level
so
that
their
thinking
is
future-oriented
and
focused
on
what
activities
they
need
to
undertake
to
build
lasting,
relevant,
and
high-impact
Ends
policies.
This
workshop
will
provide
a
practical
framework
and
processes
that
can
be
utilized
to
effectively
link
the
Board’s
role
and
the
CEO’s
role,
thereby
fulfilling
a
“whole”
organization
mandate
to
achieve
owner-influenced
results
within
the
boundaries
of
the
Board’s
expressed
values.
The
workshop
facilitators
will
share
two
real
cases
where
the
alignment
of
Board
Ends
and
CEO
strategies
have
been
achieved,
sharing
the
real
challenges
along
the
way.
First,
The
Michener
Institute,
an
applied
health
post-graduate
academic
organization,
has
had
Ends
policies
for
one-and-a-half
years.
The
Board
and
CEO
efforts
to
achieve
high-impact
alignment
will
be
shared.
Second,
The
College
of
Medical
Laboratory
Technologists,
a
regulatory
body,
has
had
Ends
policies
for
more
than
10
years
and
has
taken
big
steps
to
align
what
was
a
parallel
strategic
plan
with
refreshed
Ends
policies.
Finally,
the
workshop
facilitators
will
share
practical
tools
to
assist
Boards
with
their
role
in
producing
Ends
policies,
including
Environmental
Scanning-Ownership
Linkage
specific
to
Ends-Needs
Assessment-Ends
Policy
creation
techniques.
CEOs
will
also
be
provided
with
strategic
planning
models,
tools,
and
techniques
for
aligning
strategic
plans
to
Ends
direction,
both
in
the
strategic
planning
and
strategic
monitoring
stages.
This
will
be
an
interactive,
practical
seminar
which
is
certain
to
challenge
the
thinking
of
participants
who
are
either
Board
Members
or
CEOs.
Unleashing
the
Difference-Making
Power
of
Organizations
(Part
II)
(EHS-33)
Presented
by
Howard
Stier
and
Linda
Stier
Organizations
are
having
varying
degrees
of
success
using
Policy
Governance
and
achieving
Ends
that
make
a
difference
in
their
communities.
A
difference
is
being
made,
but
does
this
difference
reflect
all
that
is
possible?
Policy
Governance
provides
a
foundation
for
organizations
to
declare
the
difference
that
gets
made
and
to
accountably
achieve
those
results.
However,
even
the
most
successful
boards
seldom
achieve
the
difference
that
is
possible.
Why?
Limiting
factors
might
not
just
be
the
Board’s
grasp
and
use
of
Policy
Governance,
but
also
the
“humanness”
that
we,
as
consultants,
Board
members
and
CEOs,
bring
to
our
respective
roles.
This
two-part
facilitated
inquiry
will
begin
identifying
these
other
factors
(at
the
Board,
CEO
and
consultant
level)
which
have
been
either
unseen,
unspoken
or
unaddressed.
Part
I
will
identify
these
factors,
while
Part
II
will
explore
them
at
a
deeper
level
and
create
momentum
towards
solutions.
Participants
can
expect
to
contribute
to
making
“The
Emerging
Possibility
of
a
Transformative
Moment”
real
for
all
organizations,
to
have
an
increased
knowledge
of
what
limits
an
organization’s
success,
and
to
begin
making
a
difference
in
their
own
organization
now.
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