The work of the Institute for Cultural Partnerships' Board is guided by "policy governance," an approach to Board leadership defined by John Carver (Boards that Make a Difference: A New Design for Leadership in Nonprofit and Public Organizations, 1997).

The Board has defined governance policies in four areas:

• Outcomes,
• Executive Limitations,
• Board-CEO Linkage,
• Governance Process.

For more information about "policy governance," readers may wish to consult the Policy Governance website.

The Board defined the following "outcomes" that guide the work of the Institute for Cultural Partnerships. In a quarterly cycle through each year, the Board monitors the progress of the organization's work in producing these outcomes by examining staff reports. The staff reports include details on specific projects, starting with a "baseline" condition along with measurable "indicators" to monitor progress.

OUTCOME POLICIES

Global Policy: Individuals and communities are able to successfully live, learn and work in our increasingly diverse society. Towards this end, the Institute for Cultural Partnerships recognizes the following essential building blocks:

• Understanding One's Own Culture
• Understanding Others
• Strong Communities
• Positive Inter-Group Relations

A. Understanding One's Own Culture. Individuals and communities are able to understand their own culture.

1. Individuals and communities have opportunities to explore, understand, and value their own cultural heritage.

2. Individuals and communities have access to resources to document, preserve, and teach their cultural heritage within their own community and to others.

B. Understanding Others. Individuals, communities and organizations are able to understand and value diversity.

1. Individuals and communities are able to minimize stereotyping, bias and prejudice.

2. Youth and school personnel, in central Pennsylvania and elsewhere, have access to resources to facilitate living in a diverse society and achieving their fullest potential.

3. Organizations, particularly social service and health delivery agencies, have access to resources to enable individuals to live and work to their fullest potential.

C. Strong Communities. Communities, particularly the underserved, are able to utilize their cultural assets as resources to develop the educational, social, economic goals they set.

1. Folk and traditional artists, and the organizations with which they are affiliated, have the opportunity to serve as valued resources in creating strong communities.

2. Immigrants, and the organizations that serve them, are able to utilize cultural resources to strengthen family and community and successfully adapt to life in the U.S.

D. Positive Inter-Group Relations. Individuals and communities are able to build common ground across difference and have the skills to communicate effectively and to reduce and resolve conflict.

1. Individuals and communities have the opportunity to discover and build common ground across difference.

2. Individuals and communities have the opportunity to develop knowledge and skills to communicate effectively and to reduce and resolve conflict.