Letters.

We agree with Ms. Byers's observation that successful implementation requires good communication. One of the communication tools we developed was a full board calendar. While it sounds simple, in actuality the calendar was a composite of individual committee calendars and committee responsibilities. The calendar set direction, slated issues, and set up policies for review and action.

Mary Byers's article, "Rethinking Governance," echoed our recent experience. We just completed a board-restructuring project with Alphapointe Association for the Blind, Kansas City, Missouri. The 12-month project triggers were: board-staff machinery didn't run smoothly; few board members understood the dramatic changes taking place in the organization; and organization growth was requiring board work to change.

The calendaring system was the "sticky" part of the restructure process and provided the single most helpful anchor for an effective board-staff information system. We were careful to use consistent language between the full board calendar and committee calendars to:

1. Create a blueprint for board activity. Job descriptions and committee purpose statements were translated into real committee agenda items.

2. Represent graphically board responsibility. The calendar shows how work is distributed; it delegates substantive work to committees resulting in greater individual member fulfillment.

3. Shift responsibility. Responsibility for board issues shifted from the president to the board chair while maintaining a common tool for agenda development.

Anyone looking at a board restructuring project needs to consider what will anchor it after the consultants are gone!

Robert E. Healy, President, Strategic Impact, LC, Wichita, Kansas 

Rita S. Linnens, Project Manager, Strategic Impact, LC, Wichita, Kansas