Articles on Governance and Leadership in Purpose Driven Organisations.
Non-Profits and Trademarks: The Power of the Brand
How significant is the good name, image and branding of your non-profit organisation? Can your organisation prevent others trading off of its reputation? For most not-for-profits (NFPs), their brand and associated reputation is their most important asset. As such, how can NFPs protect this valuable asset? The answer is simple: by registering a trademark_*. A Leading NFP NFPs, like other corporations, benefit from strong branding and trademark protection. For example, research by the Salvation Army reveals that their Red Shield logo is recognised by 92 per cent of the Australian public1.
Dealing with Unspoken Issues at Board Level – Part 1
Q: How to do you know when you have passed an elephant? A: You cannot get the toilet seat back down. (Anon children’s joke) At the Better Boards Conference my presentation focussed on dealing with unspoken issues at the board level. Everyone was asked to identify if they had unspoken issues. An overwhelming majority said they definitely had unspoken issues that weakened the board and the remainder thought that they might have them.
The Book of the Board: Effective governance for non-profit organisations – Book Review
David Fishel’s The Book of the Board: Effective governance for non-profit organisations, Second Edition (2008) is a comprehensive manual on all things relating to non-profit boards. The Book of the Board is an ideal introduction to the intricacies of board membership for those who are new to the role but it will also be equally valuable to veteran board members looking to corroborate their ideas or consolidate their expertise. Fishel seeks to empower board members to contribute to their organisation and assist them in navigating some of the challenges they may face in a non-profit governance role.
The Multiplier Effect of Better Governance
Whether your organisation is a not-for-profit, SME or a large public company, it will benefit from the multiplier effect of better governance. Getting governance right makes for a healthy, effective and responsible Board. It ensures that a clear message is delivered to all stakeholders, and that employees are engaged, which leads to higher productivity and lower employee turnover. This article will outline the attributes of good governance and how they can lead to benefits for an organisation, as well as explain how you can test your governance system.
What Does Good Governance Look Like?
The definition of Good Governance is akin to the definition of hard-core pornography offered by Justice Potter Stewart1 - we cannot define it, but we ‘know it when we see it’. The high levels of governance and accountability required of both the private and public sectors in Australia are now being demanded in the not-for-profit (NFP) sector. While there does exist a view that governance standards in the NFP sector are not at the same standard as required in the commercial sector, this is far from the truth.
An Examination of Merger Success Factors in the Australian Not-for-Profit Aged and Community Care Sector
The major part of this article was drawn from the Masters in Business Research (with Honours) research dissertation of Indra Arunachalam, University of New England (2012). On the 20th of April 2012, the government announced its intend to deliver greater choice and better care to older Australians by unveiling a major aged care reform package. The Living Longer, Living Better Plan was in response to key issues, such as, the changing expectations and longer life expectancy of an ageing population, the expected increase in aged care costs and future workforce shortages.
Self-Assessment of Board Performance
A recurring theme in the nonprofit governance literature is the need for board performance assessments to be conducted regularly by non-profit boards. Some governance experts have developed approaches to board performance evaluation based on adherence to strict normative models while others have developed more detailed instruments and recommendations reviewing a wide range of board practices. Others have pointed out that, while many nonprofits may recognize the value of assessing board performance, they lack the capacity to: a) carry out the technical work of gathering and analyzing board performance information; b) apply that information to making decisions about changes in board performance; and c) track the impact of changes in governance practices over time.
The Board and the CEO Relationship
The relationships between all stakeholders are essential to the overall health and wellbeing of an organisation. However, the relationship between the Chief Executive Officer (CEO) and the Board of Directors (Board) is the most crucial, and the state of this relationship has potentially the greatest influence on organisational success. For this relationship to work well, it must be one of negotiation, consideration and understanding of the role and perspective of the other.
Quotas and Cultures to Support Board Diversity
There’s lots of discussion around about quotas for women on corporate boards, and lots of questions about whether quotas are effective. At theYWCA, we have been operating with a quota for 20 years. But ours is not a quota for including women: all the members of our board are women. Rather, our quota is directed towards including young women on all of our boards and committees. Twenty years ago, the YWCA made a global commitment that at least 25% of members of national boards would be women 30 years and younger.
So You Want To Be A Company Director – Book Review
Have you been asked to sit on a board or are you interested in becoming a board member or company director? Warren Tapp’s self published book So you want to be a Company Director is a new resource that can answer many of the questions first time and even experienced directors and board members have about sitting on a board and becoming a director. Warren Tapp has over 30 years of experience with boards in Australia and overseas as a consultant, director and non-executive chairman.