Articles on Governance and Leadership in Purpose Driven Organisations.
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.
Conducting Panel Interviews
A short guide to putting together and conducting a panel interview for selecting a new chief executive officer for a non-profit organisation. Selecting the Panel Members In contrast to the private sector, not-for-profit organisations have a predilection for interviewing candidates through panels, which may consist of several (or sometimes even more!) stakeholders. This is especially true where federated organisations are selecting Chief Executive Officers, although the preference is for the Board to appoint a sub-committee of say three Directors, usually including the Chair and sometimes bringing in an independent person.
Is The iPad Invited To Your Board Meeting?
The arrival of the iPad at board meetings is welcomed by many. Its ability to quickly distribute documents, make annotations and generally support meetings in paperless format (usually via a secure board portal) represents undeniable savings in time, money and environmental costs, not to mention the convenience of being able to quickly distribute those last minute additions to the agenda. The iPad even has its own special board meeting application. So why has ANZ banned iPads in board meetings?
Board culture: breaking bread and barriers
In our previous article, we wrote about developing a culture of learning and continual improvement on boards. An important part of encouraging the kind of openness and questioning that’s required for a learning culture is ensuring that the board is a ‘safe space’. Sadly, there are many boards in the community sector that don’t really feel that safe for new members. Whether it’s different factions disagreeing and struggling for power, or a director who has been on the board for decades and passionately disagrees with any attempts to change direction, or a hostile relationship between the board and the executive director, the fact is that boards are teams of people, and teams often have difficult dynamics.
What Makes An Effective Board Member?
The job of an effective board (with the CEO) is to set strategic direction and determine goals for the organisation. Their job is also to ensure that the organisation is run according to its constitution, complies with relevant law and is managed in a financially prudent way. Big Picture Thinking Think about your reason for becoming a board member. Many board members of not for profit organisations get onto the board because there is something about the work of the organisation that they want to influence.
To Pay or Not To Pay? Board Remuneration
Board remuneration is a tricky conundrum for many not-for-profit organisations. Michael Goldsworthy shares a framework that all directors considering this option, need to consider. To pay or not to pay? This is a defining question that increasing numbers of directors of community businesses – or not-for-profits – are thinking about and discussing as boards, as the intensity of risk and responsibility is balanced against the rewards (see the ‘Triple R’ model below).
Liabilities For Board Members Under The Fair Work Act
One of the legacies of the WorkChoices era is a well resourced and bureaucratically motivated workplace “cop on the beat” – the Fair Work Ombudsman. The combination of a regulator with a brief to maintain a tough public profile, the financial resources to back that up and supportive legislation has had the practical result of creating a new range of personal liabilities for directors and board members. Traditionally, an employer was liable for the conduct of its board or senior managers towards its employees, whether the employer was a private company, not for profit association or a government agency.