A recent column by Mr. Federal Way pondered why the Federal Way Public Schools Board uses policy governance (a method developed in Georgia and trademarked by Canadians) as a management model. Having resolved to write more letters this year, I thought I would share my opinion on how I see policy governance.
Let’s start with how some boards fail to use policy governance correctly by looking at some outcomes from a fictional and nebulous directive to “bring me a rock”:
No 1. The team comes back with a rock and expounds on the wonder and beauty of the rock and how much it will make the world better. The board accepts everything stated as perfection in itself. This results in a “rubber stamp.” Not good.
No 2. The team comes back with a rock in the form of volumes of binders and data to explain all the activities taken that should help improve the world. The board appreciates the effort, but questions the size, weight, color or shape of the rock (initiatives selected, measures of success used, where data came from, how it was presented, etc.). This results in a “wild goose chase.” No one is a mind reader.
No 3. The team is searching for the rock as instructed by the chief executive officer while the board members individually by-pass the CEO and tell their favorite team members to look elsewhere for a different kind of rock. This results in a “long screwdriver.” By-passing the chain of command is never a good thing. This is the hardest thing to avoid when board members with big egos think they know better than the CEO. Imagine what your phone would look like if the board members at Apple told researchers not to listen to Steve Jobs and pushed for a phone as thick as a brick.
I hear regional school boards often say that there are many ways to get things done and then there is “The Federal Way.” I don’t know if this is said with any affection, but let’s look at “The Federal Way.” AutoWeek being about the only thing I read regularly along with the Mirror, I would explain a good policy governance model using an analogy of running a racing program.
The Board of Racing Directors tells the team our sponsors are demanding that they must reduce lap times and increase the number of podium finishes. The board hires a CEO to produce the desired results, and the board tells the CEO how the race rules must be followed, that the sponsors must be treated well and funds must be used well and not wasted. The CEO then works with the team to develop a strategic plan and recommends a focus on increasing horsepower and improving braking as the best initiatives for reducing lap times and increasing podium finishes. The board reviews and ensures that the strategy is reasonably aligned to produce the desired outcomes and delegates authority to the CEO to get the desired end results. The board then checks in on how well things are going with horsepower and braking improvements and checks the impact these initiatives are having on reduced lap times and more podium finishes. The board also checks to make sure all activities are in compliance, sponsors are happy and money is being spent wisely. In return for accountability and control, the board promises not to employ the “long screwdriver” and applies self-discipline in keeping their thoughts about fender wings and magic racing stripes to themselves.
I would say to Mr. Federal Way, what is important to know about policy governance is that it is being implemented “The Federal Way,” and it is a good thing. Finally, I would like to add that the community should be thankful for the determined advocacy toward a functioning policy governance model in Federal Way Public Schools by former director Danny Peterson and the echoes from former boards maintained by our longest-tenured director and current Vice President Claire Wilson.
Hiroshi Eto, Federal Way
