How well is the model accepted in the USA or elsewhere?

Is the model applicable and relevant to Singapore?

Isn't what is being proposed very similar to what is available elsewhere?

The model appears to be very theoretical. How practical can it be in terms of implementation?

What is the kind of time and effort required to implement the model?

Presumably, one of the directors will have to champion the implementation; should management be excluded from the implementation process?

Is the principle of 'speaking with one voice' tantamount to having 'very agreeable' board members'?

Is the model applicable to an IPO situation (listing on the Stock Exchange)?

How would I be able to implement the Policy Governance® model in my organisation in-house?

When do we get to meet Dr John Carver in person?

How does HIM Governance propose to educate the public about Policy Governance®?

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How well is the model accepted in the USA or elsewhere?

The Policy Governance? model is the most widely used board operating system among non-profit organisations worldwide. According to John Carver, the model " is extremely popular in the nonprofit and governmental (city councils, school boards) fields, though not as well known in corporate boards. The fact that Sir Adrian Cadbury, BP-Amoco and other notables have endorsed it should be evidence that it may be the wave of the future."

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Is the model applicable and relevant to Singapore?

We are of the opinion that it is not only applicable and relevant; it is strongly recommended to boards that genuinely wish to add value to owners. John Carver asserts, "We have never found a place yet where the model is not applicable. It has been applied in many countries, though it is not as well known in some. Among nonprofits, it seems to be the only name-identified method of governance in the world."

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Isn't what is being proposed very similar to what is available elsewhere?

No, this is not the case. There are similarities but there are great dissimilarities. This model is not so much a business model as a conceptual model that is built on sound theory rather than on a collection of best practices that have grown over the years. It is based on the first principles of governance, not on how to marginally improve on the latest trend in governance.

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The model appears to be very theoretical. How practical can it be in terms of implementation?

The model is a governance operating system and is built on sound theory about the nature and obligations of governance. This theoretical foundation enables boards to more readily meet the practical issues that invariably arise in the course of implementation. The integrated and rational design of the Policy Governance? model promises more effective board leadership than anything else currently available.

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What is the kind of time and effort required to implement the model?

A thorough understanding of the theory, principles and concepts of the model along the line as explained above is critical. The board and the CEO must acquire a good theoretical background so as to understand the ideas/philosophies and the implications of the model and model implementation. Full board commitment must be secured before proceeding. The time and effort required depends on the circumstances particular to the organisation. Generally, it can take between 6-12 months. The strategy is to cut down the implementation time so that the old ways can be completely cut off and not to confuse the model. We do not recommend implementing the model in phases. Once the Policy Governance? model is implemented, the board must appreciate that it is not ?the end of the story? as there are continuing obligations in terms of both time and effort that must be met in order to maintain the new governance operating system.

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Presumably, one of the directors will have to champion the implementation; should management be excluded from the implementation process?

Implementation of the model must be a decision of the board and by the board, not of management. Under the model, an executive is typically not a member of the board. If s/he happens to be an executive director, then s/he partakes in the implementation process as a member of the board wearing the hat of a 'director', sharing with all other members of the board the authority and responsibilities of the whole implementation. If however, the CEO (who is not a member of the board) or for some reason another executive, is the most competent person in the organisation about the model, then it is still in order for that person to facilitate the implementation. However, s/he should not make the decisions that have to be made by the board as a whole. Based on the above, you are right that an executive director can lead an implementation for the board but in his capacity as a board member. On the other hand, an executive who is competent in the model can only facilitate and not lead and partake in decision making for the board.

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Is the principle of 'speaking with one voice' tantamount to having 'very agreeable' board members'?

The 'one-voice' principle may appear to give that impression, but it in fact has nothing to do with directors all agreeing to decisions without due consideration and reflection. It has to do with the discipline to defer to the overall authority of the board as a whole, rather than board members as individuals. The resolution of the full board is the only voice that management must obey. With regards to being agreeable, it would certainly be good if they are but the system will still work even if they are not. The 'strength of the single voice arises from the diversity of viewpoints and intentions you and other board members bring to the board, as well as from the way the board focuses this multiplicity into unity'. Once the group as a whole is able to come up with something that reflects the group or the majority of the group's views, not the chairman's views, the CEO's views or some other directors' views, then, the board would have spoken in 'one voice'.

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Is the model applicable to an IPO situation (listing on the Stock Exchange)?

As the model is principle based, generic, universally applicable, it works for organisations that are new or mature, large or small, profit or nonprofit and troubled or successful at all times, be it, yesterday, to-day or to-morrow. On this basis, it is applicable and appropriate to an IPO situation. As explained above, the board and the CEO of the organisation must fully understand and commit itself before the implementation of the model.

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How would I be able to implement the Policy Governance® model in my organisation "in-house"

We intend to organise a 5-day 'academy' on the model in the Asia-Pacific region in future. This will allow board members to lead in the implementation and usage of the model as supported by other directors who should also be suitably knowledgeable/trained.

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When do we get to meet Dr John Carver in person?

We work very closely with both John and Miriam Carver. As they have many engagements both in the USA and overseas, we generally have them in Southeast Asia about once a year. They are tentatively scheduled next in Singapore around October 2005.

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How does HIM Governance propose to educate the public about Policy Governance®?

We believe that public awareness of Policy Governance can be achieved through the following:-

• Awareness of model through public seminars, roundtable discussions and dinner talks;
• Basic knowledge of framework through introductory courses and workshops;
• Consolidation of understanding of practical issues through in-depth, practical-based, 3-day programmes; and
• Directed implementation of full model through sustained engagement and dialogue with owners, board members and management over a 6-to-12 month period.

Participants would attain increasing levels of commitment as they move through the process of interacting with the Policy Governance model. In addition, they would be equipped with practical skills to work more effectively with one another, and together as a board.

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