ࡱ> dfabc5@ bjbj22 NXX!C    4l}l}l}h}<~5H"*** 5555555$7R':25Ƈ|ƇƇ25  **_G5ƇH R** 5Ƈ 54("|"dr".* K| l}l&v/ ]505V'~:z^:.    :.,Ss2525ul}؍l} Facilitators Note to the Viewer of this Workbook Please note that this workshop was designed for exploration and to push the envelope of thinking on this topic. Part of it was designed as traditional content but a significant part of it was designed and presented specifically to stimulate group dialog and thinking and thus extend the knowledge on this topic. Some of what you will read may not make as much sense as it would have if you were in the room and taking part in the conversation. None of it is proposed as gospel or the final determination but, rather, a work in progress. If you have questions or thoughts, please feel free to forward them to me. IPGA The Future of Boards Conference 2004 Operational Delegation: Taking Policy Governance Principles to the Operational Level (Policy Governance is a registered trademark of Dr. John Carver, the creator of the Policy Governance model) Presented by: Eric Craymer Growth Management Consulting, Inc. 1624 Melrose Avenue, Suite 210 East Lansing, MI 48823-3726 Phone/Fax 517.337.1518 Email: craymere@msu.edu Introduction Those who learn about and use Policy Governance marvel at its well thought out system of delegation. It is powerful, complete, and humane at the same time. It deals with the real challenge of providing a system allowing the board to delegate a wide range of authority to the CEO while still being assured that it will be safely used. Can this same system for delegation be harnessed for delegation within the organization? If so, what is difference between the situation of a board delegating to the CEO and the CEO delegating to subordinates? What would a system for this use look like? This seminar will address the three issues above. As a starting point, we will consider what it is about Policy Governance delegation that works so well. Then we will consider the difference between the design for board to CEO delegation and CEO to subordinate delegation. Lastly it will propose a system that I believe can be used in operational delegation. A Caution The delegation system of Policy Governance was designed for a specific application. Using it for an off label use may be valuable but if problems are incurred, please do not blame Policy Governance. It works very effectively for the purposes it was designed. Any difficulties in utilizing it for other purposes will certainly rest with a creative application, not with the model as it was designed to work. There are only a handful of organizations that I have found who are exploring this area and all of those are still in the development stage so we are exploring largely untested territory. Facilitators Role I am not proclaiming this information to be the only or ultimate truth. It is based on my experience with organizations, both as a result of governance and other organizational work, and the line of thought that those experiences and my understanding of the model have brought me to. I approach you as a fellow traveler on the path to the greater good of Policy Governance, a rich gift that still has many layers of understanding to be unwrapped. Participants Role To truly make the headway that is possible, participants will be asked to be both engaged learners and learning colleagues, taking what has been given us and extending its understanding, both for our own benefit and for that of those who follow. Outcomes As a result of this seminar it is my hope that you will: Have some idea of how to apply the principles to operational delegation. Deepen your understanding of the model. Broaden your ability to apply it. Have fun! Special Note of Thanks We are all indebted to Dr. John Carver for developing this phenomenal system for improved governance and gifting it to the world. Many thanks are also due to both he and his wife, Miriam Mayhew-Carver, for pressing on and sharing so openly. Keys to the Effectiveness of Policy Governance Delegation These are based on my perspective and offered as a starting point, but you may wish to add more based on your own perspectives or those of others whose thoughts speak to you. Expectations for Performance are Clearly Defined Board gets to say, for the owners, what the organization exists for. It does not say how it will get done. The CEO has a clear idea of what criteria they will be evaluated on. Result The CEO can go about their job, knowing what it entails. Performance criteria are spelled out. Expectations for Operational Methods Board addresses its concerns about operations. It does not say how operations should be done, only what cannot be done. The CEO is clear about what is off limits. Result Off limits options are clearly stated. CEO has the freedom to exercise professional judgment in all other areas. CEO is empowered to act, willing to take chances knowing in advance what would make the board unhappy. Complete Delegation, Unobstructed Authority CEO is given authority for ALL operational means, with the exception of the Limitations. Board process is designed to avoid obstruction of this authority by individual members, officers, committees, or the board as a whole. It is clear who is accountable, and for what. Result It is clear that the CEO has been given all authority necessary to complete, and be accountable for, operational results. The process protects this authority and thus the CEOs ability to use it. There is no confusion or need for unstated assumptions. The job and its accountability are firmly placed. Self-Generated Performance Data The interpretation in Internal Monitoring Reports reveals the thought process behind the CEOs actual decision-making values. Both parties agree about the data that would show the criteria are met (the CEO by naming the data, the board by accepting the type of data named as able to prove criteria are being met). Management determines what it is appropriate to measure, which forces it to measure the right things. Management can choose the data and collection methods that (a) also are going to be appropriate for management use, and (b) are most likely to fit the flow of existing work processes and systems. There is no need for a dual measurement system. Result Assumptions concerning the clarity of the language are tested and the need for increased clarity identified. The board sees data driven proof that its direction is being followed and that the organization is on track. Organizational resources are not wasted tracking multiple measures that may or may not provide any useful information. Role Definition and Clarity It is clear who has authority and for what. The structure is designed to protect the distinction between roles. The scope of authority, and any limits to it, is defined in advance. A process is defined for board/CEO interaction (one voice, evaluation, monitoring, policy development, etc.) Result A major source of friction is removed. The board may rest assured that nothing has been overlooked. Both the board and the CEO can focus on their own value-added roles knowing that the other is clear about and focusing on their own. There is a Formal Process for Evaluation Advance notice is given that the board will actually look to see if its policies are being followed. It specifies precisely what process will be followed to do the looking. It makes the process formal by putting it in policy and by designating both the method of and the frequency of inspection. Result The CEO knows in advance what criteria will be used for evaluation and can prioritize and act accordingly. No surprises during evaluation. CEO not held accountable for anything not already identified. Both parties can be more comfortable in what is an uncomfortable situation, knowing that there is a process that will be followed. The tough questions get asked in the course of monitoring every board policy. Process of Interaction is Defined How the board will communicate to the CEO. What support the board shall get from the CEO. What support the board will give to the CEO. Result There are few surprises due to clear communication. The board is disciplined to provide clear and unified direction. True Accountability is Established Expectations are clear. There is a formal transfer of authority from the board to the CEO. Expectations come with the authority to fulfill them. A formal monitoring process assures that the board actually looks to see if they are met. Result The board can be assured that organizational performance is clearly accounted for. The CEO can accept accountability because their authority and limitations are defined. Formal Transfer of Authority and Accountability All instruction is written. The range of authority is spelled out by written Limitations. The CEO is on notice that performance will be checked. Result Boundaries are clear. There is no excuse for not knowing from either side. Clear Criteria All that the board needs to say is said, safeguarded by the Any Reasonable Interpretation. Policy spells out that the only criteria used in evaluation are those clearly defined in writing and in advance. Result The board is given a process by which to determine when it has been specific enough. There are no hidden requirements or criteria. A Framework of Values and Perspectives for Further Decision Making is Provided Values are operationalized in the Ends and Executive Limitations Policies. Values and perspectives are thus defined and accessible for use. All the values needed to guide operational decisions are provided (the board speaks until it can accept any reasonable interpretation of its words). The Policies provide clear direction to those decisions. Result The CEO has an actual foundation from which to make additional decisions and tough choices. Any decision made, if the policies have completely captured the needed values, will result in an acceptable decision or choice. What is Different Between Board/CEO Delegation and Operational Delegation? The board and the CEO have very unique and different work to do whereas the CEO and subordinates are all doing parts of the same work. Impact There is not a clear distinction between roles, but rather levels and ranges within the same work. Because they are all doing the same work, part of the job of the CEO is to coach subordinates in their performance as well as setting expectations and monitoring performance. Impact To serve subordinates, the CEO must both define expectations plus provide advice and coaching. They are concerned with their subordinates ability to improve their performance and will assist them in doing so. Because the CEO and subordinates are more likely in contact on a regular, even daily, basis and are often engaged in the process of daily production, it is likely that some of the direction will be informal and spontaneous. Impact While the major framework of delegation to a subordinate can be written in policy, it is unrealistic and impractical to limit direction to only written operating policy. The CEO is the sole employee of the board, while the CEO has multiple employees. Impact Because there is not a single point of delegation, the CEO must work carefully to define each subordinates delegation in such a way that the sum of the individuals equals exactly what the CEO intends, no more or less. The employees of the CEO often have to work as a group or team to accomplish desired outcomes. Impact Roles and authorities may overlap and cause confusion or differences in opinion. A mechanism for assuring this, and for resolving any differences is required. In addition, there should be a team component in the evaluation process. The Linking of the Boards Policies to the Operation Board Policies(CEO Interpretation(Business Model(Total Outputs Needed(Outputs by Positions 1. CEOs Interpretation of Ends and Executive Limitations 2. Strategy, Objectives, and Goals based on the CEOs Interpretation 3. CEO Definition of Delegation and Related Policies (Policy Register) Delegation of Authority and Accountability From the Board to the CEO From the CEO to the Direct Report Delegation process defined. Meaning of Position defined. Accountability defined. Cross-functional and Interactional Process (how to resolve disagreements or conflicts) Method of monitoring performance. Positional Values Added For the organization. Distributed by Position. Shared by the Management Team. Administrative Constraints. Shared by all. Individual constraints on individual Position Descriptions. 4. Individual Position Descriptions 5. Evaluation Process for Individuals and Management Team Overall Process of Cascading Ends and Executive Limitations to Operational Activity Board defines the Ends and Executive Limitations. Board delegates these expectations to the CEO. The CEO interprets these expectations into a business model or strategy (alone or with management team). What outcomes would be needed to realize the Ends within the Limitations? What value-added outputs would that require? What positions could logically and realistically accomplish those outputs? What administrative support would be needed by those charged with accomplishing the outputs? What positions could logically and realistically accomplish that needed support? Note: There is a strong value in doing at least some of this with the management team as it provides an opportunity for the individual members to understand each others roles and for the whole to effectively integrate all of the outputs and create shared understanding of direction. CEO delegates these expectations to Managers, along with any Administrative Constraints designed to comply with the boards Executive Limitations Policies and to alleviate any additional worries or concerns about operational decisions, conditions, or activities that the CEO wishes to set outside of the boundaries of choice. Managers interpret their Value-Added Outputs. Managers develop operating plans that would achieve their outputs within the Administrative Constraints. Managers determine what Value Added Outputs would be needed to put the plans into action and what Positions would be needed to carry them out. Managers delegate the authority and accountability for performing the activities to individual Positions, along with existing Operating Rules and Procedures which are designed to comply with the Administrative Constraints and to alleviate any additional worries or concerns about operational decisions, conditions, or activities that the Manager wishes to set outside of the boundaries of choice. Developing Value Added Outputs from the Strategy Once the CEO identifies a business model and/or strategy, the next step is to identify all of the major value added outputs that must exist in order to realize it. Example Global Ends: Members of the Digital Divide Association have the tools they need to be effective for a cost of no more than $15 dues per year. Executive Limitation: For any given year, the CEO shall not expend funds greater than the amount of dues projected to be collected in that same year. CEO Interpretation Ends: Dues paying members of the Association will be able to access the tools they need for effective internet use. Effective means that they will be able to accomplish at least 80% of their desired activities in a reasonably short amount of time using online and downloadable tools provide by the association. CEO Interpretation Executive Limitation: Developing and providing the tools to the members, when combined with operational overhead, shall not exceed the revenues projected to be received in the budget year. Projected collections mean a conservative estimate of the dues revenue from historically retained existing members combined with conservatively estimated new members based on historical trend lines. Very Broad Business Model Given the low level of dues and the high expectation for tools, we will need a highly automated, online only set of member services and will need to have a very limited direct support network. Total Organizational Output Areas: Total Outputs Divided by Position: Defining and Documenting CEO Delegation Process and Policy Governance and Management Framework Courtesy of Community Financial FCU; Roger Ballard, CEO (Based on the concepts of Dr. John Carver as presented in a workshop and his writings.) Delegation of Authority and Accountability The CEO can give no more authority than that given to the CEO by the Board, but the CEO may give less. Each Vice President is delegated authority in accordance with, and is accountable for compliance with: Board executive limitations policies as interpreted and delegated by the CEO; and The limitations (administrative constraints) imposed by the VP Limitations Operating Policy. Each Vice President is accountable for delivering, within established limitations: Board strategic ends as interpreted and delegated by the CEO; and Position ends, i.e., organizational ends and value adds described in annual plans and job descriptions, respectively. The CEO directs the Vice Presidents to achieve certain results through the establishment of organizational ends and position value adds. Each Vice President will have appropriate authority to accomplish these position ends within their limitations. The CEO will limit the latitude the Vice Presidents may exercise in practices, methods, conduct and other means through executive limitations, as interpreted by the CEO, and the establishment of administrative constraints. As long as the Vice Presidents use the CEOs interpretation of strategic ends and executive limitations, and any reasonable interpretation of their position value adds and administrative constraints, each is authorized to establish all further policies, make all decisions, and take all actions. The Vice Presidents reasonable interpretation of position value adds and administrative and operating constraints will be accepted by the CEO. At least one operating policy must be established for each Board policy. In some cases, an operating policy may be the same as the associated Board Policy. The CEO may change value adds and operating policies at any time. By doing so, the CEO changes the expected results from or the latitude given to the Vice Presidents. So long as any particular delegation is in place, the CEO will respect and support the Vice Presidents choices. All CEO authorities delegated to individual Vice Presidents may be delegated by Vice Presidents to their direct reports unless it is indicated otherwise in writing. With this system of delegation, all authority and accountability of staff is considered to be the authority and accountability of the Vice President in each functional area. Vice Presidents may not delegate authority to any manager or employee in excess of their own limitations. However, a Vice President may establish administrative and operating constraints to further limit the latitude of staff. These additional constraints will be defined in operating policies and procedures. Each Vice Presidents success will be based on the accomplishment of end results (strategic and organizational ends and value adds) within established limitations (executive limitations and administrative constraints). This includes: Successfully delivering position-specific value adds within limitations, as well as his or her contribution to CEO in operating the credit union within established limitations. In this context, the Vice Presidents must be supportive of each other and work as a team while staying primarily focused on individual responsibilities. Adhering to the monitoring, reporting and corrective action requirements established in this Framework and the VP Limitations Operating Policy. Vice President and Staff authority and accountability is depicted in the following table:  Authority Accountability  Vice PresidentsAdministrative Constraints1Strategic Ends Organizational Ends Value Adds2 Staff Operating Policies and Procedures Job Descriptions 1 Administrative constraints include, but are not limited to, the requirement to abide by all Executive Limitations unless a particular administrative constraint is more restrictive than the associated executive limitation. 2 Value adds include, but are not limited to, Vice President responsibilities for compliance with Board policies (See Section VI), and are included in job descriptions.  Governance and Management Framework Courtesy of Community Financial FCU; Roger Ballard, CEO Position-Specific Ends The Boards Strategic Ends Policies define what benefits will be delivered by the Credit Union, to what recipients, and at what cost or priority. These policies serve as the foundation for the development of organizational ends and value adds. The Vice Presidents are responsible for achieving these organizational ends and position-specific value adds, within limitations. Organizational Ends Organizational ends are areas in which the Credit Union is trying to optimize results. These ends are detailed in the Annual Plan. Generally, for each organizational end, there is a minimum level of performance that needs to be achieved, and a target level that identifies optimal performance. Organizational ends are updated at least annually, and currently include: Financial Goals Sales Goals Strategic Initiative Goals (Note: There may not be a minimum level of performance for strategic initiative goals.) Continuous Learning Plans and Bonus Goals establish levels of performance for Annual Plan goals and position value adds. Value Adds Each Vice President position exists because it adds specific values or outputs that contribute to the Credit Unions success. The CEO has designed the organization with individual executive positions and corresponding values added to ensure that the organization achieves what it should within limitations. Line positions are primarily responsible for value adds that relate to delivering benefits to Credit Union members. Staff positions are primarily responsible for positional value adds that support the line and other staff positions. Both line and staff positions are responsible for ensuring unacceptable situations are avoided. The VP/Chief Sales and Marketing Officer and VP/Investments and Insurance are line positions. The Senior VP/Chief Financial Officer and VP/Chief Operations Officer are staff positions. All Vice Presidents are accountable for adhering to value adds, within their respective areas of responsibility. Positional value adds are the responsibility of individual Vice Presidents. In some cases, however, a value add may be common to all Vice Presidents. Governance and Management Framework Courtesy of Community Financial FCU; Roger Ballard, CEO Positional value adds are documented in the job descriptions for the respective Vice Presidents. Examples include: All decisions, actions taken, and activities are consistent with and supportive of the Boards Strategic Ends Policies, as interpreted and assigned by the CEO. (See Section VI.) All external and internal members are treated responsively and with respect. The President/CEO and all team members are supported in their work. Appropriate corrective action in response to audit and examination findings will be implemented on a timely basis. At least one operating policy and procedure is developed and maintained, that includes the Vice Presidents interpretation of value adds and administrative and operating constraints, Data will be provided to evidence the degree of compliance with Board and operating policies by the Vice President(s) assigned primary responsibility for the respective policies. Administrative and Operating Constraints Executive Limitations Policies are the constraints placed on the President/CEOs efforts to achieve strategic ends. The CEO may impose additional or more restrictive constraints on the decisions, actions and activities of the Vice Presidents. These are administrative constraints. The Vice Presidents are responsible for complying with and monitoring performance associated with executive limitations as interpreted by the CEO (See Section VI.) and administrative constraints. Administrative Constraints are documented in an operating policy, entitled, Administrative Constraints. Examples include: The Vice Presidents shall not act at any time in a manner that is unethical, imprudent, illegal, or that is inconsistent with the Credit Unions governing documents or NCUA rules and regulations. All Vice Presidents must abide by all Executive Limitations, as interpreted by the CEO, unless a particular administrative constraint is more restrictive than the associated executive limitation. (See Section VI.) All Vice Presidents must abide by the Board-CEO Linkage Policies covering lending, collections and pricing delegations. (See Section VI.) Governance and Management Framework Courtesy of Community Financial FCU; Roger Ballard, CEO All Vice Presidents must abide by the Credit Unions: Human Resources and Management Policies and Code of Ethics; Physical and information security policies; Vendor Management Program; and Any other policies applicable to their functions. Each Vice President has the opportunity to impose additional constraints that are deemed necessary to accomplish positional value adds. These additional administrative and operating constraints must be documented by the Vice Presidents, in operating policies and procedures. Staff is responsible for complying with these additional administrative and operating constraints. In the event that an operating policy has an impact on other Vice Presidents, the policy owner will give the impacted Vice Presidents a reasonable amount of time for feedback. In the event there is a difference of opinion regarding the appropriateness of an administrative or operating constraint, and a consensus cannot be reached by members of the Executive Leadership Team, the CEO will decide the issue. Operating Policies and Procedures Vice President interpretations of value adds and administrative and operating constraints will be documented in operating policies. At least one operating policy must be established for each Board policy. In some cases, an operating policy may be the same as the associated Board Policy. An operating policy that does not have an associated Board policy may be developed. The Vice Presidents can approve and implement operating policies so long as they are consistent with, or more conservative than related Board policies and administrative constraints as interpreted or set by the CEO. Any aspect or requirement of an operating policy that impacts another Vice President or his or her areas of responsibilities must be approved by the impacted Vice Presidents. The policy owner will give the impacted Vice Presidents a reasonable amount of time for feedback. In the event that a consensus cannot be reached by the Vice Presidents, the CEO will decide the issue. An operating policy may also require presentation to the Board as a consent item if required by NCUA rules and regulations. The Vice Presidents are responsible for providing communication/training to staff to ensure the successful implementation of the operating policies. Creating a Value Added Position Description Every position within an organization should serve a unique and value added role. If not, why have the position? Common practice has been to describe a position in terms of what it does, not what it exists for. Following the principles of delegation found in Policy Governance, it is more valuable to describe a position in terms of the outcomes, or values added, that the position exists to create. Also following along Policy Governance delegation principles, if a person is accountable for outcomes they should be given as much latitude as possible in deciding how that outcomes should be achieved. Any parameters or limits should also be defined to protect against unacceptable events, conditions, or situations. Traditional Job Description Categories Position Summary Duties and Responsibilities Reporting Relationships Qualifications Value Added Position Description Major Purpose Value Added Outputs Administrative Constraints Reporting Relationships Qualifications Major Purpose - Outputs versus Inputs Instead of describing the position in terms of what it does (inputs to the process of producing outcomes) a value added description describes it in terms of what it exists to create (outputs or actual outcomes). The Major Purpose summarizes, in the broadest possible sense, what the unique contribution of the position to the organization is. Value Added Outputs Again, instead of the inputs usually found in Duties and Responsibilities, the Value Added Outputs section describes in the next greater level of detail the specific outputs that a position is accountable to create. These outputs may come from one of three sources: They may be outputs that are solely attached to the position. They may be outputs that are completed in support of ones Superior. They may be outputs that are shared among the position and its colleagues or with the positions superior. Administrative Constraints Following the principles of delegation in Policy Governance, the most powerful way to control operational decisions is to use proscriptive language to set boundaries on the choices of the position without trying to tell them how to do their job. A term suggested by John Carver is that of Administrative Constraints. Administrative constraints tell the position holder what is not acceptable. TO complete the freedom that proscriptive language gives, the position holder is also allowed Any Reasonable Interpretation of the actual expectations set in the description. The Administrative Constraints may come from three different sources: They may be folded down from the CEOs Executive Limitations verbatim or designed to maintain the CEOs compliance with the Boards policies. They may be developed uniquely for this position and its outcome areas. They may be part of a shared set of constraints that the CEO places on the position and its colleagues jointly. Any Reasonable Interpretation Just as in Board to CEO delegation, the recipient of the delegation is allowed Any Reasonable Interpretation of what has been said in writing. This keeps the CEO honest by requiring that they put primarily put directions into writing and only hold the delegate accountable to what had been written to date. Requirement of a Unique Value Added Role Each position should have some unique value added role to bring to the organization. There may be value added outputs that are shared with the superior or with colleagues, but no position should be without its own contribution. If it is not, there is no rational reason for the position. If it is merely a sum of the outputs of the positions below it and above it, it is an unneeded layer. POSITION: OCLC Department Manager and Bibliographic Services Librarian Primary Purpose: To ensure that all major OCLC programs, services, and products have available support required to meet users needs and that organizational communications and relationships with OCLC are maintained. Value Added Outputs Requests for assistance on OCLC products and services are met. New SLC users of the OCLC full cataloging will gain the knowledge and tools they need to effectively use the service. An educational program on important and or useful OCLC topics is operating. Users of (indicated products and services) will have consultative support to solve their problems with these products and services. SLC will have input on new OCLC product development. SLC will be seen by OCLC as a strong strategic partner. Input on and participation in organizational and management deliberations and decisions. Other functional areas are able to receive support and facilitation, as possible. Organizational and management group activities have interactive access to the special insights and perspectives that the position holder brings. The position holder will grow and develop in ability and skill. Administrative Constraints Any further decisions by the Position in how to accomplish the Value Added Outputs will be limited by the following constraints: The Position shall not fail to align all activities and choices with the CEOs interpretation of the Ends and with the Outcomes and Objectives developed by the Management Team. The Position shall not take actions, make decisions, or allow conditions that would result in violation of the Executive Limitations as interpreted by the CEO. The Position shall not fail to provide adequate support and input to activities identified by the Management Team as requiring cross-functional or organization-wide effort. Prior permission is granted to the Position for any other decision as long as it is made based on a reasonable interpretation of the above constraints. Qualifications: Masters in Library Science degree required. Excellent verbal and writing skills required. Supervisory experience required. Experience or familiarity with OCLC preferred. Library experience preferred. Salary Range: $ Supervision Received: from the SLC Executive Director Supervision Exercised: over positions in the OCLC Department including both sales and support. POSITION: Network Librarian for Resource Sharing Primary Purpose: Users will have the technical and intellectual support they need to effectively use OCLC resource sharing products and World Cat Selections. Value Added Outputs User requests for information and assistance are met within a reasonable time. User information is accurately entered into the system. Users have the training and materials needed to understand and effectively use the services. SLC has a voice in the OCLC Users Council. Other OCLC team members are supported, as possible. Other functional areas have access to input and assistance as needed and available. Organizational and department group activities have the position holders active participation in order to gain their unique insight and perspective. The position holder will grow and develop in ability and skill. Operational Constraints Any further decisions by the Position in how to accomplish the Value Added Outputs will be limited by the following constraints: The Position shall not fail to align all activities and choices with the Department Managers Value Added Outputs and Departmental Operating Plans and Objectives. The Position shall not take actions, make decisions, or allow conditions that would result in violation of the Executive Limitations as interpreted by the CEO or the Administrative Constraints placed on the Departmental Manager. The Position shall not fail to provide adequate support and input to activities identified by the Departmental as requiring cross-functional or department-wide effort. Position holder shall not fail to have a defined and tested method to determine accuracy of user data entered into the system. Prior permission is granted to the Position for any other decision as long as it is made based on a reasonable interpretation of the above constraints. Qualifications: MLS from an ALA-accredited library school. 2-3 years relevant library experience, including experience with OCLC online cataloging. Familiarity with the full range of OCLC services. Ability to communicate effectively, verbally and in writing. Salary Range: $ Supervision Received: from the OCLC Department Head Supervision Exercised: none Traditional Position Description: Executive Assistant The Position: Executive Assistant to the CEO and executive staff of Hyperium. We are seeking a seasoned assistant to the CEO and executive staff who has a positive attitude, and is detail-oriented, enthusiastic and hard-working. This individual will provide a wide range of support to Hyperiums executives and employees that will require initiative, creativity and a high level of professionalism. The ideal candidate will become part of the executive management team with likely involvement in all of the companys significant management decisions and actions. Essential Duties and Responsibilities: - Manage CEOs calendar, travel, phone/e-mails, and contacts (both internal and external). Tasks also include voicemail retrieval and reporting, general correspondence with employees, Board members, clients, partners as well as expense reporting and meeting preparation. Supporting Hyperiums CEO is this positions primary responsibility. - Prepare Board packages and communicate/distribute to BOD - Work closely with CEO and VPs in generation and maintenance of confidential materials relating to board meetings, offer letters, contracts, option grants, employee agreements, etc. - Provide similar support to executive staff, as required - Supervise overall administration, reception, and office management - Handle onsite HR tasks (Hyperium controller also covering HR tasks) with assistance from remote HR staff - Personally manage the conduct of special events (key customer visits; board meetings; investor meetings, employee events, etc.) - Update/Maintain organization charts, and other documents for both private and public use - Create process for organizing and maintaining organization of CEOs office - Prepared internal communications regarding key events, meetings, presentations, deliverables, etc. - Demonstrate expert skills in Word, Powerpoint, Outlook, Sharepoint and Excel - Act as focal point for office/company issues - Act as a representative of the CEO and Hyperium demonstrating superior judgment with both internal and external contacts; act as a reinforcing voice for key company themes - Ensure that the executive team always appears professional, informed and timely Traditional Description: ASSISTANT DIRECTOR of FINANCE, D.C.R.I. Occupational Summary: Assist the D.C.R.I. CFO in monitoring the overall financial health of the SLCI organization using industry-standard metrics, directing strategic financial analysis including the development of long-term financial projections and the evaluation and negotiation of new business ventures, and ensuring legal and regulatory compliance for all accounting and financial reporting functions. Work Performed: Strategic Financial Analysis Assist CFO in monitoring and analyzing financial trends in the CRO industry. (Clinical Research Org.) Identify effective indicators of financial performance and assess the SLCIs performance compared with industry standards. On projects the CFO directs, prepare financial modeling and forecasting functions to provide an understanding of the economics of the SLCIs activities and of the CRO industry, prepare long-term financial projections, and develop appropriate financial strategies to ensure the SLCIs success and profitability. Occasionally assist the CFO with financial analysis functions needed to support the evaluation of new business opportunities and participate in the negotiation of various transactions (i.e., joint ventures, preferred vendor arrangements, strategic alliances, etc.). Operations Management Assist CFO in providing recommendations to the CEO and COO regarding all major financial decisions and oversee the implementation of financial policy decisions made by senior leadership. Participate in reviewing and negotiating financial issues in SLCI proposals and contracts. Assist CFO in ensuring that Medical Center Administration is kept abreast of trends in the SLCIs financial position and the clinical research industry through the preparation and presentation of appropriate financial reports at the quarterly SLCI Board meetings. Participate with CFO in strategy of determining pricing rates based upon labor costs and competitive market. Ensure that this is reviewed and updated as needed. Assist CFO in identifying operational problems, issues, and obstacles regarding finance services based on metrics data, internal audit reports, and input from faculty, functional group leaders, project leaders, research partners, and sponsors. Analyze patterns and trends, prioritize opportunities for improvement, and facilitate efforts to implement enhancements to the processes and systems. Identify and make recommendations to the CFO regarding opportunities for improvement in SLCI operations and processes. Participate in and provide leadership for cross-functional and organization-wide improvement efforts. Assist in facilitating the development, communication, and evaluation of goals for the finance group on an annual basis. Assist Operations Personnel, especially Project Leaders, as a resource, to resolve their financial issues on projects. Perform other related duties incidental to the work described herein. How Far Can this Go? There are organizations trying to cascade this style of delegation to the very deepest level of the organization (one school system who is a client of the Aspen Group) is hoping to go to the level of the classroom and the student and teacher relationship. Practically, many feel the limit is somewhere within one or two layers of management. It may be possible to go deeper than that. One key may be to consider each level of the organization as part of a continuum. At the first levels, the ouput focus is largely broad and the constraints are largely organizational. At the deepest levels, the output focus is largely tactical and the constraints are usually based on policy and procedure. I believe that it may be possible to go to the deepest level by varying the focus of value added outputs Levels of Authority and Accountability Outputs Broad OrganizationalSpecific BehavioralLineXSupervisorXExec. Mgt.XCEOX Constraints Broad BehavioralFollow PolicyLineXSupervisorXExec. Mgt.XCEOX REFERENCES AND RESOURCES Operational Delegation by the CEO John Carver, Ph.D. White paper developed for the Seminar on Implications of the Policy Governance Model for Managers and Management. Effective Management by Objectives; The 3-D Method of MBO W.J. Reddin ISBN 0-07-051360-0 1970, McGraw-Hill Book Company (Out of Print) Boards That Make a Difference: A New Design for Leadership in Nonprofit and Public Organizations, 2nd Edition John Carver ISBN: 0-7879-0811-8 May 1997, Jossey-Bass Reinventing Your Board: A Step-by-Step Guide to Implementing Policy Governance, Set (Includes Boards That Make a Difference, 2nd Ed.) John Carver, Miriam Mayhew Carver ISBN: 0-7879-5409-8 November 1999, Jossey-Bass CarverGuide, 1 - 12 Set, CarverGuides 1 to 12 John Carver, Miriam Mayhew Carver ISBN: 0-7879-1088-0 September 1997, Jossey-Bass Empowering Boards for Leadership: Redefining Excellence in Governance, Audio Tape, 120 minutes John Carver ISBN: 1-55542-447-3 April 1992, Jossey-Bass John Carver on Board Governance: A Video Presentation, 120 Minutes John Carver ISBN: 1-55542-647-6 October 1993, Jossey-Bass John Carver on Board Leadership John Carver ISBN: 0-7879-5844-1 October 2001, Jossey-Bass Corporate Boards That Create Value: Governing Company Performance from the Boardroom John Carver, Caroline Oliver ISBN: 0-7879-6114-0 August 2002, Jossey-Bass The Policy Governance Fieldbook: Practical Lessons, Tips, and Tools from the Experiences of Real-World Boards Caroline Oliver, Mike Conduff, Susan Edsall, Carol Gabanna, Randee Loucks, Denise Paszkiewicz, Catherine Raso, Linda Stier ISBN: 0-7879-4366-5 June 1999, Jossey-Bass Assorted conversations with the Carvers and information from the Policy Governance Academy Addendum to Operational Delegation: Taking Policy Governance Principles to the Operational Level: NOTES from the Workshop This workshop was designed to be highly interactive and to include the group in shared learning that could push Policy Governance and the theories presented in the workshop to the next level. As part reflection and part archiving of those effects, the participants were asked to respond to a few questions. What Makes Sense to You about Using PG Principles for Operational Delegation? The group discussed as individuals, and as a whole, what about the workshop made sense to them. Why did it seem such a good idea? Need both an effective board and an effective operation to have an effective organization. Turns the staff activities into meaningful contributions to the Ends. It gives you a language with which to communicate the Policies and delegation in general. It gives more discipline to the different roles. You do not need to do it to comply with board policies, but you may need to do it to maximize operational performance. Caution: it really needs to be thought through carefully before you jump in. Using the operational principles allows you to lever up organizational capacity. It gives purpose to the other parts of the organization. It is clear why a position exists (how it ties into to what the organization exists for). It improves performance. It enables management to hold staff accountable (creates true accountability), How Would you Improve the Workshop or Information? We also considered what would improve both the model and the workshop. The intent by the facilitator was to question how to improve the model presented in the workshop, but the class focused more on the workshop itself. The term Outputs is confusing and hard to understand. Value Added is better. You need time to practice and experiment. Small group exercises did not have an opportunity to share with the group and so get feedback and also add to the shared understanding. What Seems Unrealistic about the Model? Participants were asked to identify those things that they had heard or seen that just did not seem doable or to represent the real world. You could carry it too far. There is a danger of the board trying to impose Policy Governance style in operations. (ed. I think they were talking about operational style being the choice of the CEO, and that it should not be under the control or influence of the board. Just because they are using Policy Governance does not mean that the CEO should too, only if the CEO decides using their own best judgement that it is the right way to go.) Other Group Reflection and Learnings Once the learning faucet was turned on it was impossible to turn off. A number of other insights and considerations arose. Value Added Outputs and Administrative Constraints are hard to tell apart. By changing the word from prescriptive to proscriptive it would be possible to turn almost anyone we looked at into the other. There must be some further definition of the two which would make them more distinguishable. Outputs are what should lead to achieving the objectives. Another method of helping a group make decisions about activities was offered by Phillip Levy. He said that when he works with a group he starts with a program inventory linking each program to each of the Ends Policies to demonstrate the degree to which they are related to the Ends. My response was that this was a great idea but it would not force the question about is this the best way or can we think of a better way? The two of us concluded that what could work was to start with the inventory to identify current state, and then shift to more of a brainstorming mode by asking questions like, How would we do it better, What is missing?, Is there any program you can think of that would be more effective than we have now and should it replace the existing program? PAGE  PAGE 25 (2004, Growth Management Consulting, Inc. 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