150. Carver's Approach to Board Governance and Church Board Engagement. One of the criticisms I hear about Carver's model of board governance is that it may, if applied inappropriately, distance the board from the operations of the agency and lead some board members to neglect their duty of care and oversight. It may seem to restrict a board's ability to add value to an institution, because of perceived focus on policy development as the board's primary role. Carver's approach may give some board members the idea that once the board members define appropriate policies, their work generally is done. Affirming compliance becomes the board's primary work. Conversely, some think the governance approach gives too much power to CEO's, enabling them to insulate themselves from rightful probing by the board into internal affairs. The CEO controls what happens within the agency, setting vision, developing strategy, overseeing resources, and implementing plans. As long as the CEO does this within the policies of executive limitation devised, the board members keep their nose out. Based upon my reading regarding his approach to board governance, both of these perspectives are caricatures of Carver's model.  And yet just this past week I read Carver's approach being criticized for allowing both of these governance distortions to occur. Many church boards have adopted Carver's model of board governance or seriously are considering it. Without doubt Carver emphasizes the need for great clarity in defining the role of the board and the role of the CEO, so that the