Reforming an NFP Service Provider: It Starts with the Board

Remember the halcyon days of government outsourcing, before the introduction of individualised, contract funding for social services? This was a time when the not-for-profit service provider could maintain ‘business as usual’ in the satisfying knowledge that the next government grant was due, in advance, for defined services, to a specific client cohort. Back then, governance and accountability were within the ability of community committees. There was little need for unitary costing, transaction cost economics, growth strategies and grand marketing plans.

Practical Ways To Improve Boardroom Dynamics

It is now widely recognised that board dynamics are a central driver in producing strong organisational outcomes. This involves not only the relationships among board members but also between the board and senior management. However, this can a difficult area for boards to deal with even when dysfunctional relationships are hindering good governance and impeding sound decision‑making. The following are some practical ways in which a board can reinforce or improve its dynamics.

From Inc to Ltd: Making the change to Company Limited by Guarantee

Not-for-profit (NFP) organisations face more demand for structure, accountability and transparency than ever before. Not only are there more NFPs that are growing into multi-million and multi-billion dollar entities, but there are also more public and government expectations of NFPs than in the past. In line with this trend, NFPs around Australia have been transferring from incorporated association to company limited by guarantee and this trend continues to grow, especially in increasingly competitive markets.

How to Embed Cultural Safety in Healthcare Governance

Cultural safety for Australia’s First Peoples (which includes the terms Aboriginal, Torres Strait Islanders, and Indigenous Australians) has emerged as a key principle to address for healthcare executives through organisational governance. However, there are no guidelines that Boards Directors can use to restructure their governance practices to become culturally safe. This article provides some cultural safety principles for Board Directors to consider when responding to the demands of legislators, accreditors, professional associations, and healthcare staff for healthcare governance to become culturally safe.

How Cost Effective is Your Board?

The job of the board is to direct. That involves making decisions about what to do, how to organise, and who to engage with to further the purpose of the organisation. Those decisions, if taken reasonably and well, will require management support. Increased demands for governance reporting and enhanced diversity will impact not-for-profit company boards in many ways. The three of the most feared are: a possible imposition of direct board costs as new independent professional directors demand recompense for the time, effort and risk involved in the role the increased cost of servicing a larger board, especially in the crucial first few months of each appointment when directors’ demands for information are often at their highest the ever growing costs of providing reports requested or expected by external stakeholders that are diligently reviewed by the board yet add little value to their decision-making.

Are you ‘Processful’ or ‘Purposeful’ – A Governance Dilemma

I recently went overseas to a country that I knew would challenge me in many ways… an experience I relished. I enjoyed what the country had to offer in attractions and experiences, and observed a growing economy striving to adopt as much western culture as possible. This seemed impressive on the surface, however, the more I got curious the more I noticed the ‘busyness’ of the people: they were busy trying to be efficient but, were failing to be effective.

Association Boards: Getting to "Yay!"

Board consensus is not about reaching lowest common denominator, grudging agreements, but about making decisions together that board members accept and can actively support, particularly when communicating them to stakeholders and association members. While all boards have their unique quirks and strengths, association boards can face particular challenges in reaching genuine consensus for action on major strategic issues. Here are three key challenges I’ve identified as experienced by many associations, and some practical, easy-to-implement ideas for overcoming them.

When should you schedule your board meetings?

When should you schedule your board meetings? In this short video Raph Goldsworthy(Managing Director, Better Boards) talks about how your chronotype and the chronotype of each board member should influence when you choose to schedule your board meetings. Key Points Due to our chronotype there are optimal times we are best at strategic thinking and decision-making. Looking at the chronotype’s of your board members can help you consider the optimal time of day to hold board meetings Transcript

Your Guide to More Effective Board Meetings

Most people know that meetings of any kind can be unproductive, and unfortunately board meetings are no exception. In many cases, board meetings are even more unproductive than everyday office meetings. Why? We can point to any number of reasons: personality clashes between board members, high-stress topics, and organisational or community politics can cause no end of problems. But most unproductive board meetings (and board problems in general) are actually caused by structural choices or assumptions.

Meeting Minutes, An Essential Guide for Directors

Important decisions are made all the time in the boardroom and accurate meeting minutes are crucial as a record of those decisions and discussions. Taking minutes, though, can seem like a time-consuming chore. But, as high profile legal cases have shown, minutes are increasingly being used as a way to determine whether directors are properly performing their duties and responsibilities. How to take good minutes Lawyer Brian Herd summarises minutes as “a true and accurate record of the meeting”, which must contain “clear and concise notes of main discussion points, be accurate and a clear register of decisions”.