One of the distinct advantages of the Carver Policy Governance model is that boards govern on the basis of policy. Chief executives, in turn, are provided with clear instructions about what they should achieve and what they can and cannot do in the process of achieving. In effect, by creating policies as required by the Policy Governance model, boards create the criteria by which the chief executive reports and the board monitors and evaluates. In addition to the broad sweep of policies the chief executive uses to assist him or her to manage the organisation to the satisfaction of the board, there is one specific policy that addresses board monitoring. Among the policies in the online resource sample board charter and policies is a Communication and Support to the Board’ policy that makes clear what the chief executive should not fail to report or keep the board informed of. Like all of the policies written in this proscriptive form, the policy states the minimum requirement of the board.
Once the chief executive has satisfied the board’s requirements as stated in the policy, he or she is free to report or inform the board about all other matters that are deemed to be relevant to the board’s duties, concerns and interests.
For the most part, board meetings should focus on the organisation’s ‘what’ and ‘why’. In other words on ends rather than means. When a board starts to wander into the operational sphere, this will become obvious because the board will be talking about the ‘how’. However, there should not be a blanket rule against addressing the ‘how’ or means. There may well be times when it is necessary for the chief executive to discuss operational matters in order for directors to understand the implications of one of
their strategic statements. Care should be taken, however, to ensure board time is not wasted on long discussions about operational matters. Once a context is established or clarification is achieved, the board should get back up to its governing role, focusing forward and on outcomes.