Articles written By Better Boards
Better Boards connects the leaders of Australasian non-profit organisations to the knowledge and networks necessary to grow and develop their leadership skills and build a strong governance framework for their organisation.
Clear and Effective Board Papers in Six Steps
In a recent webinar on writing effective board papers, Josh Dowse from Clarity Thought Partners and Head of ESG and Sustainability at SenateSHJ, outlined the six fundamental stages of creating and delivering effective board papers. Here are some key discussions from this webinar to assist you with the preparation of your board papers. Writing effective (and welcome) board papers is a challenge. Breaking it down into these six steps is the key to clarity and getting the result you want.
Free Minute Taking Course: Introduction for Boards
Our free minute taking course has been developed to help you gain a solid understanding of Minute Taking. Not only is it a record of your board’s meetings, it is also a legal requirement in Australia. Yet too often, it is assumed to be a obligatory task that needs to be completed. Treating your minute-taking as an important and necessary task means that your board will too. However, it helps to have a basic understanding of what is involved in being a minute-taker and taking the minutes.
As an entity being audited, if you understand what areas require your detailed consideration and how best to document this consideration, then you are setting up your entity for a smooth and efficient audit. In this session, Elizabeth will discuss: The audit process Areas you need to consider in advance of an audit Common audit mistakes and misconceptions How to ensure an audit will go smoothly and efficiently Pre-audit documentation and much more…
Organisational Transformation Panel
Many not-for-profit (NFPs) organisations were perfectly adapted to the industries or sectors in which they operated. However recent State and/or Commonwealth government reforms to create customer-driven, competitive market places are colliding with customer expectations and requirements, along with dramatic shifts in technology. Never before have directors, CEOs and executives/senior teams faced such significant strategic and organisational challenges, having to ‘work in the business, on the business and transform the business’.
Boards and Business Models
Business models are at the core of an organisation’s financial strength. It is therefore critical that Board members have a sound understanding of the business models of the organisations they govern. Beyond this fiduciary responsibility, improving business models is a great opportunity for Directors to bring more value to the table. This webinar looks at key ways to do this. In this session, Felicity will: Define and explain business models, and how they fit in relation to strategy, governance and operations Walk through key questions Directors should be asking to determine the health of existing business models Explore pathways for improving, re-imagining and creating business models Share real life case studies to bring the theory to life
In Conversation: New rules for NFP Tax Reporting
This webinar is complimentary for anyone who wishes to register More information on this “In Conversation” coming soon. Emeritus Professor Myles Mcgregor-Lowndes Professor Myles McGregor-Lowndes OAM is the former Director of The Australian Centre of Philanthropy and Nonprofit Studies (ACPNS). He has written extensively about nonprofit tax and regulation, nonprofit legal entities, government grants and standard charts of accounts as a means of reducing the compliance burden. He is a founding member of the ATO Charities Consultative Committee and the Australian Charities and Not for Profits Commission Advisory Board.
Changing Your NFP's Legal Structure (Panel)
More details coming soon. Panellists Aaron Goldsworthy – Senior Consultant @ Australian Strategic Services (Panel Moderator) A Senior Consultant with Australian Strategic Services for over 5 years Aaron assists boards and individual directors to not only understand what their duties at law are but the future aged care and healthcare looks like. He has worked with a wide variety of aged care and health care boards, chief executive officers and executives on a range of projects including detailed review of where the Board’s or organisations documentation and processes sit against standards, quality frameworks and legislation, board assessments and reviews, drafting and documenting enterprise/organisation wide governance and risk management frameworks, strategic planning, business development, amalgamations and mergers and industry big picture trends and research.
Risk Appetite & Effective Decisions
Practical techniques on agreeing, as a board, on suitable Risk Appetite and Risk Capacity levels for your organisation, so you can limit the risk of over- and under-investment in controls. Without clear Risk Appetite and Risk Capacity statements and related Risk Acceptance Criteria, staff in your organisation are ‘flying blind’ without understanding which mitigations are required at minimum versus ’nice to haves’. This also creates a situation whereby management cannot be confident that money is spent well on reasonable treatment options.
Dealing with Difficult Directors in the NFP Boardroom
Being a board member of a not-for-profit can be a rewarding experience, working with fellow members who are passionate and mission-aligned. But in any work environment, you will likely come across members who are challenging to work with and who make the experience and the delivery of outcomes difficult. If you are experiencing dominant voices while others remain silent, intimidation or a member not fulfilling their responsibilities, then this session is for you.
Welcoming and Initiating New Board Members
Board transitions are a great opportunity to renew and invigorate a board. New board members can bring enthusiasm, a fresh perspective and new ideas to the table. Yet joining a board can be a daunting experience and transitions are most successful when boards properly orientate their new directors to the cultures and practices of their organisation. The difficulties of attracting new board members has been widely written and spoken about in non-profit governance discourse but securing a desirable candidate is only the first step in the process of renewing a board’s membership.