How PSIA-AASI Works

PSIA-AASI is made up of eight divisions representing different parts of the nation. The image above shows how the board of directors, the operational leadership team, and the Educational Leadership Council work together along with the divisions to create a unified association and get things done. These different groups rely on each other to help fulfill the vision of the organization. 

        

Vision
Create lifelong adventures through education.

National Bylaws
Bylaws are the internal rules adopted by PSIA-AASI and its Board. Read about the current PSIA-AASI bylaws here

National Governance Structure - Policy Governance
The PSIA-AASI’s Board of Directors uses something called a Policy Governance® model to govern themselves. This Policy Governance approach clearly identifies outcomes, or “Ends,” that the Board seeks on members’ behalf, increases accountability, and improves delegation to achieve these Ends (e.g. outcomes or strategic goals). The CEO oversees a staff to implement the Ends of the board. Constantly improving communication and coordination among the PSIA-AASI divisions is a top priority and is reflected in the Ends and policies adopted by the board (see below), which build upon the history and bylaws of PSIA-AASI.

The Policy Circle - Understanding the Structure 
The four quadrants of policy governance help the Board and operational staff understand their roles and responsibilities. This structure empowers all people within the organization to deliver on the organization’s shared vision and strategic plan, as well as understand how to work with each other and create accountability. 

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Ends: These describe the desired organizational outcomes that PSIA-AASI wants to produce for and on behalf of its members.

Board Process: These describe how the Board functions and its responsibility, as representative of the membership, not to “manage” the PSIA-AASI’s day-to-day operations, but to govern them (e.g.  ensure they are well managed).

Management Parameters: These describe where the Board authority ends and the CEO’s picks up, by creating scopes of authority in which the CEO must operate.

Board/Management Delegation: These describe the way Board delegates authority to the organization (through the CEO and the staff that report to the CEO), and how the Board monitors and evaluates PSIA-AASI’s operational performance.


Policy Governance Background