Sort policymaking from management issues
Published date | 01 April 2018 |
Date | 01 April 2018 |
DOI | http://doi.org/10.1002/ban.30673 |
© 2018 Wiley Periodicals, Inc., A Wiley Company • All rights reserved
View this newsletter online at wileyonlinelibrary.com • DOI: 10.1002/ban
Editor: Jeff Stratton
Supplement
Sort policymaking from management issues
Once a board and administrator team has de-
fined respective roles, it’s important to stick to this
definition. Every time the board makes a decision
to become involved in a specific issue, it runs the
risk of overstepping its bounds.
Here are two litmus tests to help the board
determine whether a decision is its to make—or
whether it is best left to the executive director. To
determine if an issue is policy-related, ask:
• Will the decision help determine procedures
activities, programs or services that affect the
entire organization?
• Is the decision required by law or regulatory
agencies?
• Is the issue something the administrator has
requested the board to make a decision on?
A “Yes” answer to any of these questions means
the board is looking at a policy decision that
needs to be addressed by the full board. To de-
termine if the issue you face is management’s to
handle, ask:
• Does the issue affect an individual employee?
• Does it relate to the efficiency and quality
of service provided by a specific department or
program?
• Does the issue relate to an administrative
area that is operational in nature or affect specif-
ic units or departments versus the entire organi-
zation?
A “Yes” answer to any of these questions means
the decision is probably best left to the executive
director. ■
Hold the executive director accountable
but give her a direction to go
Your administrator needs clear direction from
the board. So define for her what the board ex-
pects by setting goals.
Then evaluate her performance each year. When
the executive director achieves the board’s goals,
be sure to reward her. ■
April 2018 Vol. 34, No. 8
Quiz separates CEO’s role from board’s
The CEO’s role in the management of the orga-
nization’s staff is all-encompassing. The CEO is
responsible for hiring, firing, supervising, evaluat-
ing, promoting and disciplining all employees. The
administrator needs the authority to do this as
necessary. As a board member, judge your CEO by
the performance of the entire organization—not of
individual staff members.
A quick quiz to determine if your board sepa-
rates policy from management in the areas of
personnel management:
The board sets broad policies that affect per-
sonnel, but the CEO is responsible for writing job
descriptions, and hires, supervises, promotes,
evaluates and fires staff: Yes or No?
If “No,” how can our board improve? ■
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