Description
Book SynopsisThis book comes with a promise: after reading it, you will never again think of board work the same as before. Good Governance is a Choice is a book about, and for, boards of public and non-profit organizations. Its central focus is on public school boards and the special challenges they face, but the governing model it introduces, Coherent Governance , is applicable to any board of any type. Coherent Governance is a policy-based governing model that features a fail-proof means for creating absolute role clarity for boards and their CEOs. The model offers a process for boards to control operational decisions without making them, allowing them to spend the dominant part of their time on what matters_whether the organization is delivering the goods for the clients it serves. The authors challenge readers to consider themselves to be the very first board elected or appointed to serve their organization and to thoughtfully craft a governance role and board processes to allow them to best do their work_unencumbered by past practice and tradition. They draw from their combined 60-plus years of experience in working with public and non-profit boards as they present their state-of-the-art governing model.
Trade ReviewThis book lays it out cleanly and logically—where my authority begins once the board explicitly defines the lines of responsibility. It takes the guesswork and approval process out of our decision making. -- Dr. Jack Dale, retired superintendent of Fairfax County (VA) and Fredrick County (MD) Public Schools
This work focuses the board and district on authentic Results for student achievement and the data necessary for the board to know its standards are being met. -- Lorri McCune, superintendent of Palm Springs Unified School District, CA
Randy Quinn and Linda J. Dawson laid out so logically in this book is a tremendous resource for us to reference, especially with board and superintendent turnover. -- Laura Kornasiewicz, Aspen School District board member, CO
This is a book that belongs in the library of every person who serves on a school board. -- Terry Grier, superintendent of Houston Independent School District, TX
This book delineates true governing authority, appropriate delegation to professional staff to actually do their jobs, and rigorous accountability. -- Bill Van Atta, president of the Racine Unified School District Board of Education WI and Global Sales and Marketing Process Director, S. C. Joh
When two of the nation's premier trainers of school board members in the art of governance write a guide book, the result is a 'must read' for all persons wishing to improve their performance. -- Thomas A. Shannon, Attorney-at-Law and executive director emeritus of the National School Boards Association
Linda Dawson and Randy Quinn demonstrate that there is a direct link from the board improving its performance to the organization improving its outcomes. An effective board supports a successful organization; an ineffective board hampers an organization's success. -- Pat Cochrane, chair, Calgary Board of Education, Canada
Randy Quinn and Linda Dawson have written a winner. The concept of Coherent Governance is practical, easily understood and sustainable. It clearly draws the line between governing and managing and provides the framework for both critical functions to interface at a high performance level. -- Mike Conduff, president and CEO of The Elim Group, past chair of the International Policy Governance Association (IPGA) and author
Practical. Understandable. Doable. Your approach in this book on governance is written without jargon and contrived language and concepts. -- Kathy L. Smith, chair, Fairfax County Public Schools, VA
Table of ContentsChapter 1: Why Don't Boards Perform Better? Chapter 2: What Does a "High Performing Board" Look Like? Chapter 3: Governing Coherently, or Incoherently? Chapter 4: Constructing the Board's Own Governing Culture Chapter 5: The Board's Relationship With its CEO Chapter 6: Controlling Operational Decisions Without Helping the CEO Manage Chapter 7: Demanding and Achieving Results Chapter 8: The Board's Relationship With its CEO—Continued Chapter 9: Monitoring—Everything! Chapter 10: Systemic Application and Alignment Chapter 11: Governing Coherently: How Can a Board Transform Itself? Chapter 12 Appendix A Board Self Assessment Chapter 13 Appendix B Operational Expectation Monitoring Report Chapter 14 Appendix C Results Monitoring Report
