Over the preceding decade the composition of boards of community businesses has and continues to shift. There has been a reduction in the number of directors per board, many boards have moved from being volunteer-based boards to skills-based, and an increasing number are in essence professionalised boards.

At the same time the decrease in board size has occurred there has been an increase in the expectations placed on directors. In part this has been driven by governments, regulators and other stakeholders increased recognition of the important role boards should play in driving organisational performance via fulfilment of their two governance roles and four key governance responsibilities; resulting in greater attention on boards.

Are these remaining directors who make up these smaller boards superheroes, capable of doing more? Or are they overloaded and less effective? How do smaller boards meet the increased expectations placed on them and stay effective?

This presentation will focus on trends in board composition and size, and the governance structures and processes contemporary boards use to help ensure they remain effective as their size decreases, providing attendees with practical and actionable takeaways.