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A board should define and delegate, rather than react and ratify. Ends determination is the pivotal duty of governance. The board's best control over staff means is to limit, not prescribe. A board must explicitly design its own products and process. A board must forge a linkage with management that is both empowering and safe.
Carver's model clarifies the separation by having the board explicitly state the board's and CEO's jobs in a set of written policies (hence the name Policy Governance). This set of policies is divided into four types. One is the organization's goals (or Ends), and three are about the means the board and CEO employ to attain those ends.
Another common tool of program design that can be employed is the logic model. Logic models are a graphical depiction of the logical relationships between the resources, activities, outputs and outcomes of a program. [9] The underlying purpose of constructing a logic model is to assess how a program's activities will affect its outcomes.
The program theory, also called a logic model, knowledge map, [11] or impact pathway, [12] is an assumption, implicit in the way the program is designed, about how the program's actions are supposed to achieve the outcomes it intends. This 'logic model' is often not stated explicitly by people who run programs, it is simply assumed, and so an ...
Project governance is the management framework within which project decisions are made. Project governance is a critical element of any project since the accountabilities and responsibilities associated with an organization's business as usual activities are laid down in its organizational governance arrangements; seldom does an equivalent framework exist to govern the development of its ...
The PRECEDE–PROCEED model is a cost–benefit evaluation framework proposed in 1974 by Lawrence W. Green that can help health program planners, policy makers and other evaluators, analyze situations and design health programs efficiently. [1]
An advisory board is a body that provides non-binding strategic advice to the management of a corporation, organization, or foundation.The informal nature of an advisory board gives greater flexibility in structure and management compared to the board of directors.
Interlocks not only occur between corporations, but also between corporations and non-profit institutions such as foundations, think tanks, policy-planning groups, and universities. [ 16 ] [ 17 ] They can also be seen as a subset of connections in a larger upper class social network which includes all of the aforementioned types of institutions ...