Articles written By Better Boards

How to Handle Conflicts of Interest at your Not-for-profit Organisation

A conflict of interest occurs when someone has the opportunity to use their authority to benefit themselves, instead of the party they’re supposed to be serving. In not-for-profits (NFPs), this can take the form of awarding lucrative supply contracts to family or friends, giving certain people exclusive benefits, or interfering with awards. NFPs have to consistently monitor for conflicts of interest, so that changes with the agenda and board members’ circumstances don’t create an issue no one catches.

Climate Risk Governance – The Role of the Board

Organisations can no longer ignore the pressing need for a proper climate risk governance strategy. Corporate liability due to failure to discharge duty in direct relation to climate risk is now a reality. Boards and directors can — and should — systematically apply a climate risk governance strategy to ensure they have discharged due care and diligence to mitigate this risk. At one of our recent webinars on Climate Risk Governance, Charlotte Turner, Senior Associate at MinterEllison, presented the key ways in which not-for-profit (NFP) boards and directors should effectively govern climate risk.

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: An Introduction for Boards

Free Minute Taking Course: An Introduction for Boards Minute taking is more than just a task—it’s a critical component of good governance that ensures your board remains compliant, accountable, and effective. By mastering this essential skill, you can become an invaluable resource to your board or organisation. Best of all, you can get started for free with our minute-taking course. Are You Ready to Become an Indispensable Asset to Your Board?

Changing Your NFP's Legal Structure (Panel)

Leaders of not-for-profit (NFP) organisations face increasing demand for structure, accountability and transparency from members, government funders, regulators, and donors. There is also considerable growth of NFPs into multi-million-dollar organisations. How an NFP is incorporated (its legal entity) is one factor influencing how NFPs are run, and which informs perceptions of internal and external stakeholders about an NFPs governance. Legally, the process of incorporation creates an entity separate from the people who control it.

New rules for NFP Tax Reporting

This webinar is complimentary for anyone who wishes to register There are new tax reporting structures coming for NFP organisations in Australia. What do the changes to incoming not-for-profit tax regulations mean for your organisation? Changes to tax reporting are important for NFP organisations to stay abreast of and directors must have some awareness of them, director cannot simply lump them in the bucket of “managements problem”. Join Myles to find out more about coming changes you need to be aware of.

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

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.