Renewing

What

• The board conducts a renewal consisting of refresher training in the prerequisites and foundation of the model it has adopted, and an assessment of the board performance and the organization’s performance to determine what needs strengthening or what needs to be rebuilt.

Why

• The board has eroded its capacity to employ a model that it had implemented sometime in the past. Turnover of board members, turnover of CEO and staff, or complacency has contributed to a loss of the board’s sense of purpose, or shared governance mindset, or systematic approach, so progress toward the desired outcomes has stalled, or even regressed.

Who

• Board members, their CEO, and the CEO’s principal staff.

When

• Typically in a special meeting of the board.

Where

• Wherever the board meets.

How

1. Renewing the model begins with self-assessment, noting any instances of failure to adhere to policy governance or coherent governance principles, and adjusting its own process to make continuous improvement.
2. As part of board self-assessment, it may assign staff or consultants the task of providing feedback on board performance.  Owner/community input can be solicited via surveys, observer feedback forms available at meetings, and linkage meetings.  Customer feedback can also be solicited.
3. CEO evaluation provides an opportunity for dialogue about progress toward desired results, CEO compliance with means policy guidance, and board-CEO relations.
4. Evaluation of the organization (and the CEO) is reviewed to ensure it is a natural result of monitoring of progress/performance according to policy guidance occurs, and adjustments made in the relevant policy at the next meeting.
5. Retreat and refresher training may be needed ensure board members are knowledgeable of policy governance or coherent governance principles as well as essential new board member orientation and onboarding.
6. Systematic review of policy occurs as needed, either as part of a retreat, or as a focus area determined after the assessment.