Types of Board Governance

In any of these models, considerable variation is possible. In fact hybrids seem to be the rule in community-based literacy!

1. Policy Governance Board
   • The main purpose of the board is to develop policy towards achieving ends.
   • The board establishes limits and responsibilities for the executive director.
   • The executive director directs all staff who do the actual work.
   • The board governs but does not manage.
   • There are only a few committees; they focus on governance not management.
2. Policy Board
   • The board creates the policy to direct staff, who will implement policies.
   • The executive committee has authority to do a lot of board work between meetings.
   • Committees and staff carry out the work of the agency.
   • The board chair and executive director are partners in leadership.
   • There is a hierarachy within both board and staff.
3. Issues-Oriented Board
   • Board structure often changes to reflect changing priorities.
   • Committees form to be proactive on emerging issues.
   • Board members and staff work together in setting and implementing policy.
   • There is open communication, and collaborative effort.
4. Working or Administrative Board
   • Board members get involved in governance, management and operations.
   • Many board members may also be direct service volunteers.
   • Most work is done in board committees.
   • Often there are few resources to hire staff (sometimes honorariums are offered instead of a salary).
5. Collective Board
   • Like-minded people work towards a specific goal.
   • The board uses consensus decision-making; there is a high level of team work.
   • There is a strong sense of commitment and agreement among the individuals involved.

(From Modules 4 and 5 of the CLO/OMAFRA On-line Board/Staff Relations Workshop, Alpha Plus discussions, Fall 1998.)

As you try to identify which most closely approximates your system of operating, please note that this is only a system of categories and does not mean that one grouping is better than another. As you can see, how you operate will affect everything, from the level of formality in policies to the type of people recruited to the board. It affects what you want to do and how you might go about doing it. This has major implications for policy development.

Some boards depend on a highly developed committee system, while others favour a “hands-on” Executive Committee. Some boards guide the staff, while in other cases, the staff guides the board. Obviously there are some types of boards for whom policy development will come naturally and some whose level of mutual trust is so high that many policies seem to be restrictive or have no relevance. For example, if you are an agency with a collective type of board, you may tend to resist efforts to work with parliamentary procedure in meetings. Regardless of the way you work, it is good practice to develop policies. Written in ways that are true to the style and structure of your agency, policies can define and enhance the experience of all who are involved with your organization.