Board Policies - Revision history

Jw4nvc: /* CNVC Board Governance Policies */

2007-05-03T22:58:49Z

‎CNVC Board Governance Policies

Jori: /* CNVC Board Governance Policies */

2007-05-03T05:29:39Z

‎CNVC Board Governance Policies

Jori: /* CNVC Board Statement of Purpose */

2007-05-03T05:23:14Z

‎CNVC Board Statement of Purpose

Jori: /* CNVC Board Statement of Purpose */

2007-05-03T05:22:45Z

‎CNVC Board Statement of Purpose

Jori: /* board and staff connection policies */

2007-05-03T05:20:11Z

‎board and staff connection policies

Jori: /* board and staff connection policies */

2007-05-03T05:19:07Z

‎board and staff connection policies

Jori: /* executive limitations policies */

2007-05-03T05:14:41Z

‎executive limitations policies

Jori: /* Introduction */

2007-05-03T05:13:29Z

‎Introduction

Jori: /* CNVC Board Governance Policies */

2007-05-03T05:11:42Z

‎CNVC Board Governance Policies

Jori: /* executive limitations policies */

2007-05-03T05:10:38Z

‎executive limitations policies

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 . The purpose of the Board is to see to it that CNVC achieves its Statement of Purpose. The Board works on behalf of the life serving energy in all human beings who are using NVC as a way to create internal, interpersonal and organizational peace.
-:1. A. Governing Style: The Board will fulfill its role with an emphasis on (1) outward vision rather than internal preoccupation, (2) encouragement of diversity of viewpoints, (3) strategic leadership more that administrative detail, (4) clear distinction of Board and Executive Director roles, (5) clarity on the role of Marshall Rosenberg as Director of Educational Services, (6) collective rather that individual decisions, (7) pro-activity rather than reactivity. Accordingly,
+:1. A. Governing Style: The Board will fulfill its role with an emphasis on (1) outward vision rather than internal preoccupation, (2) encouragement of diversity of viewpoints, (3) strategic leadership more that administrative detail, (4) clear distinction of Board and Executive Director roles, (5) clarity on the role of Marshall Rosenberg as Director of Educational Services, (6) collective rather than individual decisions, (7) pro-activity rather than reactivity. Accordingly,
 ::1. A.1. The Board will cultivate a sense of group responsibility. The Board, not the staff, will be responsible for excellence in fulfilling its role. The Board will be the initiator of policy, not merely a reactor to staff initiatives. The Board will use the expertise of the individual members to enhance the ability of the Board as a body rather than to substitute individual judgments for the Board's values. The Board will allow no officer, individual, or committee of the Board to hinder or be an excuse for not fulfilling Board commitments.
 ::1. A.2. The Board will carry out its responsibilities through the careful establishment of broad written policies reflecting core Nonviolent Communication (NVC) values regarding the Purpose to be achieved and means to be avoided by CNVC. The Board's major policy focus will be on the Statement of Purpose, not on the administrative or programmatic means of attaining those effects.
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 :::(b) Executive Limitations: Constraints on executive authority that establish the prudent and ethical boundaries within which the Board seeks to have all executive activity and decisions take place,
 :::(c) Board Governance Policies: Specification of how the Board conceives, carries out, and monitors its own task, and
 :::(d) Board and Staff Connection: How power is delegated and its proper use monitored the Executive Director role, authority, and accountability.
 ::1. B.3. The Board will assess the Executive Director's performance against the Statement of Purpose and Executive Limitation policies.

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 ::1. B.1. The Board will be the link between the organization and the ownership.
 :::1. B.1.a. The Board shall welcome observers to its meetings; inform observers of the role the Board would like observers to play, and to check whether observers are willing to agree with the Board's requests after they have heard the Board's needs for connection, safety, efficiency and clarity.
 ::1. B.2. The Board will produce written governing policies that, at the broadest levels, address each category of organizational decision:
 :::(a) Statement of Purpose: Organizational products, effects, benefits, outcomes, recipients, and their relative worth (what good for which recipients at what cost),

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 ::4. C. 'Using resources in a life-serving way' means that regarding expenditures of resources, those who make decisions make a good faith effort to gather relevant information and consider the needs of all parties concerned.
-  	  	  	End
+:::::::::End
 ::<i>Click [[CNVC Board |here]] to return to the main [[CNVC Board]] page.</i>

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 ==CNVC Board Statement of Purpose==
-. The vision of CNVC is that all people are meeting their needs and resolving their conflicts in a peaceful way.
+:4. The vision of CNVC is that all people are meeting their needs and resolving their conflicts in a peaceful way.  In this vision people are using NVC to create and participate in networks of worldwide, life serving systems in economics, education, justice, healthcare and peacekeeping.
+::4. A. A 'critical mass' produces demonstrable shifts in world culture towards the values of NVC and we use/suggest this is 1% (of world population).
-In this vision people are using NVC to create and participate in networks of worldwide, life serving systems in economics, education, justice, healthcare and peacekeeping.
+:::4. A.1. There is a thriving, chaordic life-serving network.
-. A. A â€œcritical massâ€ produces demonstrable shifts in world culture towards the values of NVC and we use/suggest this is 1% (of world population).
+::::4. A.1.a. The people and organizations in the network are connecting with themselves and others in harmony with the process of NVC.
-. A.1. There is a thriving, chaordic life-serving network.
+::::4. A.1.b. Structures necessary for the network to thrive are in place.
-. A.1.a. The people and organizations in the network are connecting with themselves and others in harmony with the process of NVC.
+:::4. A.1.c. Everybody in the network is satisfied with their access to the opportunities to learn the skills and develop the spiritual consciousness required for the network to thrive.
-. A.1.b. Structures necessary for the network to thrive are in place.
+::::4. A.1.d. People who are integrating NVC into their lives and want to invest their energies in contributing to CNVC.
-. A.1.c. Everybody in the network is satisfied with their access to the opportunities to learn the skills and develop the spiritual consciousness required for the network to thrive.
+::::4. A.1.e. People are giving in harmony with the process; the financial resources necessary for the Statement of Purpose to be fulfilled are available.
-. A.1.d. People who are integrating NVC into their lives and want to invest their energies in contributing to CNVC.
+:::4. A.1.f. A team of people identifies these donors and makes connections with them that enables the gifts to be given in harmony with the principles of NVC and provides feedback to the donors informing them of the life-serving consequences of their gifts.
-. B. â€œUsing NVCâ€ means that people consciously utilize the skills successfully in their life.
+::4. B. 'Using NVC' means that people consciously utilize the skills successfully in their life.
-. C. â€œUsing resources in a life-serving wayâ€ means that regarding expenditures of resources, those who make decisions make a good faith effort to gather relevant information and consider the needs of all parties concerned.
+::4. C. 'Using resources in a life-serving way' means that regarding expenditures of resources, those who make decisions make a good faith effort to gather relevant information and consider the needs of all parties concerned.
    	  	  	End
 ::<i>Click [[CNVC Board |here]] to return to the main [[CNVC Board]] page.</i>

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 :::3. B.2. The Board will refrain from evaluating, either formally or informally, any staff other than the Executive Director.
 :::3. B.3. The Board will view Executive Director performance as identical to organizational performance so that organizational accomplishment of Board-stated Purpose and avoidance of Board-proscribed means will be viewed as successful Executive Director performance.
-::3.C. Delegation to the Executive Director â€” The Board will instruct the Executive Director through written policies that prescribe the organizational Statement of Purpose to be achieved and describe the organizational situations and actions (Means) to be avoided, allowing the Executive Director to use any reasonable interpretation of these policies.
+::3.C. Delegation to the Executive Director:  The Board will instruct the Executive Director through written policies that prescribe the organizational Statement of Purpose to be achieved and describe the organizational situations and actions (Means) to be avoided, allowing the Executive Director to use any reasonable interpretation of these policies.
 :::3. C.1. The Board will develop policies instructing the Executive Director to achieve certain results, for certain recipients at a specified cost. These policies will be developed systematically from the broadest, most general level to more defined levels and will be called the Statement of Purpose.
 :::3. C.2. The Board will develop policies that limit the latitude the Executive Director may exercise in choosing organizational means. These policies will be developed systematically from the broadest, most general level to more defined levels, and they will be called Executive Limitations policies.

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 Board and Staff Connection Policies
-. The Boardâ€™s sole official connection to the Centerâ€™s operations will be through the Executive Director.
+:3. The Board's sole official connection to the Center's operations will be through the Executive Director.
-. A. Unity of Control â€” Only decisions of the Board acting as a body are binding on the Executive Director.
+::3. A. Unity of Control: Only decisions of the Board acting as a body are binding on the Executive Director.
-. A.1. Decisions or instructions of individual Board members, officers, or committees are not binding on the Executive Director except in rare instances when the Board has specifically authorized such exercise of authority.
+:::3. A.1. Decisions or instructions of individual Board members, officers, or committees are not binding on the Executive Director except in rare instances when the Board has specifically authorized such exercise of authority.
-. A.2. In the case of Board members or committees requesting information or assistance without Board authorization, the Executive Director can refuse such requests that require, in the Executive Directorâ€™s opinion, a material amount of staff time or funds, or are disruptive.
+:::3. A.2. In the case of Board members or committees requesting information or assistance without Board authorization, the Executive Director can refuse such requests that require, in the Executive Director's opinion, a material amount of staff time or funds, or are disruptive.
-. B. Accountability of the Executive Director â€” The Executive Director is the Boardâ€™s only link to the Centerâ€™s operational achievement and conduct, so that all authority and accountability of staff, as far as the Board is concerned, is considered the authority and accountability of the Executive Director.
+::3. B. Accountability of the Executive Director:  The Executive Director is the Board's only link to the Center's operational achievement and conduct, so that all authority and accountability of staff, as far as the Board is concerned, is considered the authority and accountability of the Executive Director.
-. B.1. The Board will never give instructions to persons who report directly or indirectly to the Executive Director.
+:::3. B.1. The Board will never give instructions to persons who report directly or indirectly to the Executive Director.
-. B.2. The Board will refrain from evaluating, either formally or informally, any staff other than the Executive Director.
+:::3. B.2. The Board will refrain from evaluating, either formally or informally, any staff other than the Executive Director.
-. B.3. The Board will view Executive Director performance as identical to organizational performance so that organizational accomplishment of Board-stated Purpose and avoidance of Board-proscribed means will be viewed as successful Executive Director performance.
+:::3. B.3. The Board will view Executive Director performance as identical to organizational performance so that organizational accomplishment of Board-stated Purpose and avoidance of Board-proscribed means will be viewed as successful Executive Director performance.
-.C. Delegation to the Executive Director â€” The Board will instruct the Executive Director through written policies that prescribe the organizational Statement of Purpose to be achieved and describe the organizational situations and actions (Means) to be avoided, allowing the Executive Director to use any reasonable interpretation of these policies.
+::3.C. Delegation to the Executive Director â€” The Board will instruct the Executive Director through written policies that prescribe the organizational Statement of Purpose to be achieved and describe the organizational situations and actions (Means) to be avoided, allowing the Executive Director to use any reasonable interpretation of these policies.
-. C.1. The Board will develop policies instructing the Executive Director to achieve certain results, for certain recipients at a specified cost. These policies will be developed systematically from the broadest, most general level to more defined levels and will be called the Statement of Purpose.
+:::3. C.1. The Board will develop policies instructing the Executive Director to achieve certain results, for certain recipients at a specified cost. These policies will be developed systematically from the broadest, most general level to more defined levels and will be called the Statement of Purpose.
-. C.2. The Board will develop policies that limit the latitude the Executive Director may exercise in choosing organizational means. These policies will be developed systematically from the broadest, most general level to more defined levels, and they will be called Executive Limitations policies.
+:::3. C.2. The Board will develop policies that limit the latitude the Executive Director may exercise in choosing organizational means. These policies will be developed systematically from the broadest, most general level to more defined levels, and they will be called Executive Limitations policies.
-. C.3. As long as the Executive Director uses any reasonable interpretation of the Board's Statement of Purpose and Executive Limitations policies, the Executive Director is authorized to establish all further policies, make all decisions, take all actions, establish all practices, and develop all activities.
+:::3. C.3. As long as the Executive Director uses any reasonable interpretation of the Board's Statement of Purpose and Executive Limitations policies, the Executive Director is authorized to establish all further policies, make all decisions, take all actions, establish all practices, and develop all activities.
-. C.4. The Board may change its Statement of Purpose and Executive Limitations policies, thereby shifting the boundary between Board and Executive Director domains. By doing so, the Board changes the latitude of choice given to the Executive Director. However, as long as any particular delegation is in place, the Board will respect and support the Executive Director's choices.
+:::3. C.4. The Board may change its Statement of Purpose and Executive Limitations policies, thereby shifting the boundary between Board and Executive Director domains. By doing so, the Board changes the latitude of choice given to the Executive Director. However, as long as any particular delegation is in place, the Board will respect and support the Executive Director's choices.
-. D. Monitoring Executive Director Performance â€” Systematic and rigorous monitoring of the Executive Directorâ€™s job performance will be solely against the only expected Executive Director job outputs: organizational accomplishment of Boardâ€™s Statement of Purpose and organizational operation within the boundaries of Board policies on Executive Limitations.
+::3. D. Monitoring Executive Director Performance: Systematic and rigorous monitoring of the Executive Director's job performance will be solely against the only expected Executive Director job outputs: organizational accomplishment of Board's Statement of Purpose and organizational operation within the boundaries of Board policies on Executive Limitations.
-. D.1. Monitoring is simply to determine the degree to which Board policies are being followed. Data that do not do this will not be considered monitoring data.
+:::3. D.1. Monitoring is simply to determine the degree to which Board policies are being followed. Data that do not do this will not be considered monitoring data.
-. D.2. The Board will acquire monitoring data by one or more of three methods: (a) by internal report, in which the Executive Director provides information regarding the degree to which the Boardâ€™s policies are being followed, (b) by external report, in which an external, disinterested third party selected by the Board assesses the degree to which the Boardâ€™s policies are being followed, and (3) by direct Board inspection, in which a designated member or members of the Board assess the degree to which the Boardâ€™s policies are being followed.
+:::3. D.2. The Board will acquire monitoring data by one or more of three methods: (a) by internal report, in which the Executive Director provides information regarding the degree to which the Board's policies are being followed, (b) by external report, in which an external, disinterested third party selected by the Board assesses the degree to which the Board's policies are being followed, and (3) by direct Board inspection, in which a designated member or members of the Board assess the degree to which the Board's policies are being followed.
-. D.3. In every case, the standard for assessing the degree to which the Boardâ€™s policies are being followed shall be any reasonable Executive Director interpretation of the Board policy being monitored.
+:::3. D.3. In every case, the standard for assessing the degree to which the Board's policies are being followed shall be any reasonable Executive Director interpretation of the Board policy being monitored.
-. D.4. All policies that instruct the Executive Director will be monitored at a frequency and by a method chosen by the Board. The Board can monitor any policy at any time by any method, but ordinarily will depend on a routine schedule.
+:::3. D.4. All policies that instruct the Executive Director will be monitored at a frequency and by a method chosen by the Board. The Board can monitor any policy at any time by any method, but ordinarily will depend on a routine schedule.
 ===Schedule of Monitoring===

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 ::::2. E.9.b. Fail to develop a life serving Code of Ethics intended to engender a safe and nurturing environment for all who are involved in CNVC sponsored programs.
 ::::2. E.9.c. Fail to develop and implement a set of procedures that fosters adherence to the life-serving Code of Ethics.
-::2. F. Compensation and Benefits â€” With respect to employment, compensation, and benefits to employees, consultants, contract workers, and volunteers, the Executive Director shall not cause or allow jeopardy to fiscal integrity or public image. Accordingly, the Executive Director shall not:
+::2. F. Compensation and Benefits:  With respect to employment, compensation, and benefits to employees, consultants, contract workers, and volunteers, the Executive Director shall not cause or allow jeopardy to fiscal integrity or public image. Accordingly, the Executive Director shall not:
 :::2. F.1. Change his or her own compensation and benefits.
 :::2. F.2. Promise or imply permanent or guaranteed employment.
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 :::2. G.7. Fail to report in a timely manner an actual or anticipated noncompliance with policy of the Board.
 :::2. G.8. Fail to supply for the agenda all items delegated to the Executive Director yet required by law or contract to be Board-approved, along with the monitoring assurance pertaining thereto.
-::2.H. End Focus of Contracts: The Executive Director may not enter into any contractual arrangements that fail to emphasize the Centerâ€™s Mission and Desired Outcome (Statement of Purpose), and secondly, the avoidance of unacceptable means. Accordingly, the Executive Director shall not:
+::2.H. End Focus of Contracts: The Executive Director may not enter into any contractual arrangements that fail to emphasize the Center's Mission and Desired Outcome (Statement of Purpose), and secondly, the avoidance of unacceptable means. Accordingly, the Executive Director shall not:
 :::2. H.1. Fail to prohibit particular methods and activities to preclude grant funds from being used in imprudent, unlawful, or unethical ways.
 :::2. H.2. Fail to assess and consider a potential contractor's capability to produce the results we seek.

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 The following policies have been adopted by the Center for Nonviolent Communication (CNVC) Board of Directors. They have evolved from the work of John Carver (see his books Boards That Make A Difference and Reinventing Your Board and his website, www.CarverGovernance.com).
-Carverâ€™s work was introduced to the Board by Gary Baran, CNVCâ€™s Executive Director, early in the year 2000. The Board became convinced that this guide to policy-making could significantly increase the Boardâ€™s focus and support CNVC to more quickly create a world where people are getting their needs met peacefully.
+Carver's work was introduced to the Board by Gary Baran, CNVC's Executive Director, early in the year 2000. The Board became convinced that this guide to policy-making could significantly increase the Board's focus and support CNVC to more quickly create a world where people are getting their needs met peacefully.
-The Board first began adopting these policies in February, 2001 and has found that this model has proved itself useful in helping Board members and staff focus on viewing every activity of CNVC in light of whether it contributes to the organizationâ€™s Statement of Purpose. These policies are an ever-changing work-in-progress; the Boardâ€™s current focus is to craft these policies in language that is more in harmony with the principles of NVC.
+The Board first began adopting these policies in February, 2001 and has found that this model has proved itself useful in helping Board members and staff focus on viewing every activity of CNVC in light of whether it contributes to the organization's Statement of Purpose. These policies are an ever-changing work-in-progress; the Board's current focus is to craft these policies in language that is more in harmony with the principles of NVC.
 We welcome and request your support, which could take the form of learning about the Carver model yourself, offering feedback on specific policies, or by requesting that a Board member or staff member act consistently with a specified policy.
-Questions and comments about these policies may be directed to CNVC Board member Ike Lasater: email Ike.
+Questions and comments about these policies may be directed to past CNVC Board member Ike Lasater: email Ike.
 With warmest wishes for peace,

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 :::1. F.1.b. Outside monitoring assistance will be arranged so that the Board can exercise confident control over organizational performance. This includes but is not limited to fiscal audit.
 :::1. F.1.c. Outreach mechanisms will be used as needed to ensure the Board's ability to listen to owner viewpoints and values.
-::1. F.2. Costs will be prudently incurred, though not at the expense of endangering the development and maintenance of leadership capability commensurate with the commitment to excellence in the performance of Board membersâ€™ responsibilities.
+::1. F.2. Costs will be prudently incurred, though not at the expense of endangering the development and maintenance of leadership capability commensurate with the commitment to excellence in the performance of Board members' responsibilities.
 :::1. F.2.a. Up to $500 US per Board member per year for training, including attendance at conferences and workshops.
 ::::1. F.2.a.1. Training of Board members shall be planned yearly so as to maximize the benefit to the Center of enhanced member's ability to fulfill their roles as Board members.

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 :::2. E.7. Invest or hold operating capital in insecure instruments, including uninsured checking accounts and bonds of less than AA rating, or in non-interest-bearing accounts except where necessary to facilitate ease in operational transactions.
 :::2. E.8. Fail to prudently invest funds, which are in amounts greater than operating capital, pursuant to policies proposed by the Executive Director and approved by the Board.
-:::2. E.9. Unnecessarily expose CNVC, the Board, or staff to claims of liability; or endanger or allow any staff member, contract workers, or consultants to endanger CNVCâ€™s public image or credibility, particularly in ways that would hinder its accomplishment of mission. Accordingly, the Executive Director shall not:
+:::2. E.9. Unnecessarily expose CNVC, the Board, or staff to claims of liability; or endanger or allow any staff member, contract workers, or consultants to endanger CNVC's public image or credibility, particularly in ways that would hinder its accomplishment of mission. Accordingly, the Executive Director shall not:
 ::::2. E.9.a. Fail to educate staff, Board members, and others associated with CNVC, how their conduct might prompt claims of liability or endanger CNVC's public image or credibility.
 ::::2. E.9.b. Fail to develop a life serving Code of Ethics intended to engender a safe and nurturing environment for all who are involved in CNVC sponsored programs.