The Art of Governing Coherently

Linda J. Dawson has more than 35 years of experience as a skilled author, consultant, coach and facilitator with a career in teaching and administration, agency public relations, and association leadership. As an executive with the Colorado Association of School Boards, she developed cutting-edge governance training programs, which were widely regarded at the national level. The ensuing demand for her services in other states led to her decision to co-found AGI Aspen Group International LLC in 1993.Dr. Randy Quinn served for 30 years as executive director of two state school boards associations, in Alabama for 19 years and in Colorado for 11 years, before making a full-time commitment to AGI in 1999. He has written more than 400 articles for publication in various journals, and has served on the boards of directors of numerous state and national organizations. He co-founded AGI Aspen Group International in 1993 with Linda to extend his work throughout the United States and internationally.

This book provides clear strategies and processes for boards faced with the challenge to make their governing model, either Coherent GovernanceÒ or Policy GovernanceÒ, work in real life. The Art of Governing Coherently is a practical guide loaded with down-to-earth solutions, all based on processes successfully in use today by boards across the United States and internationally. While many of the examples offered here come from the world of public school boards and non-profit boards, the implementation processes are equally applicable to boards of all types. The challenge of governing and leading a complex organization is difficult enough without struggling to develop and use clear, logical and accountable processes. The Art of Governing Coherently does exactly what the title promises.The authors draw from their combined 70-plus years of experience in working with public and non-profit boards, including work with hundreds of boards using both Coherent GovernanceÒ and Policy GovernanceÒ, as they present their insight about how to use the models effectively. Their common-sense implementation strategies for helping real boards deal with real issues, and doing it through faithful utilization of their new governing tools, makes this a continuing reference source for boards as they translate theory into practice.

PrefaceAcknowledgementsChapter 1: A Word About Governing ModelsChapter 2: Rolling Out Your ModelChapter 3: Monitoring Governance Culture and Board-CEO Relations PoliciesChapter 4: Monitoring Operational Expectations PoliciesChapter 5: Monitoring Results PoliciesChapter 6: Evaluating the CEO in this New Governing EnvironmentChapter 7: EngagementChapter 8: The Board¿s Annual Work PlanChapter 9: The Board¿s New Meeting AgendaChapter 10: Change: It¿s a Leadership ConundrumChapter 11: Now What?Appendix A: Operational Expectation Monitoring ReportAppendix B: Operational Expectation Monitoring ReportAppendix C: Results Monitoring Report (Step 1)Appendix D: Results Monitoring Report (Step 2)Appendix E: Engagement through Key CommunicatorsAppendix F: Engagement Plan to further Define ResultsAppendix G: Board Listening CampaignAppendix H: Board Meeting Agenda: School BoardAppendix I: Quarterly Corporate Board Meeting AgendaGlossaryAbout the Authors