Non-profit organisations in the small to medium size range generally do not have access to diverse and well developed organisation structures to deliver their strategic and operational plans. Resources are scarce, supply and demand rarely meet and employment conditions do not always attract the “best and brightest”...
One of the key success factors in achieving a good governance business model is to establish and maintain an effective relationship between the Board, the Chairman and the Chief Executive. In this article, we will identify these key success factors and also note a few early warning signals that generally mean that there is “all is not well“ in the relationship.
Board members are custodians of their organisations and are charged with the responsibility of ensuring they leave the business in “better shape” than when they were appointed to their positions. This outcome cannot be achieved if the 3 pillars of sustainability, namely Economic, Community and Environment are either ignored or not given the appropriate focus and attention in both the strategic and operational management of the business.
At this time of year it is important for the board and senior management team to reflect on what has transpired in the past 12 months – have expectations that were articulated in the strategic plan been achieved and if not or so, what were the drivers of these results?
Good governance requires that the board has in place a means by which it can communicate its mission and then be able to monitor and evaluate performance to ensure long term viability, sustainability and achievement of their goals i.e. the reason the organisation was first started in the first place.
Organisations striving for best practice in board leadership, effectiveness and governance will have in place a Board Charter that all board members understand and formally commit to through the selection, induction and annual review processes. This month’s article will provide a summary of the key components of a board charter and the key benefits derived from having such a document in the governance system of your organisation.
Organisations striving for best practice in board leadership, effectiveness and governance will have in place a Code of Conduct that all board members and staff understand and formally commit to through the selection, induction and annual review processes. This month’s article will provide a summary of the key components of a Code of Conduct and the key benefits derived from having such a document in the governance system of your organisation.
People wish to join a Board of an organisation for many reasons, and unless you are actually invited to take up such a position, you will be required to participate in a recruitment and selection process, not unlike that of an internal role in a business.
How to transform an ineffective board into one that works! Generally it’s not that hard to identify an ineffective board of management, the real challenge is how to transform the board to one that fulfils its duties and responsibilities as governors of the organisation and provides leadership, direction and support to management and staff.
Accountability: for what, to whom and how – the role of the Board. Calls for greater accountability by boards in both the non profit and for profit sectors has intensified in recent times, due primarily to the findings of the most recent Royal Commissions and other enquiries. One is left to wonder if we would have experienced the type of poor behaviour and resultant tragic outcomes that have been highlighted by these enquiries, if greater degrees of accountability had been accepted and implemented by the boards charged with the governance of organisations in these sectors. This month, we will highlight the different facets of accountability and present some initiatives that can be implemented to fulfil your board responsibility to accountability.