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The Better Boards Newsletter:
Focuses on Governance & Leadership in not-for-profit organisations in Australia and New Zealand.
Features a wide range of educational, informative and practical articles and tools focusing on the many and varied aspects of leading and governing a not-for-profit organisation.
Aims to provide a quality platform for ideas, innovation and debate.
Is considered by many leaders from the not-for-profit sector to be a must-have resource for every chief executive officer and board member of an NGO, community, not-for-profit, charity or for-purpose organisation.
Our latest articles on Governance and Leadership in Purpose Driven Organisations.
Cyber Security 1.0.1 For Boards
The traditional concept of IT Disaster Recovery (DR), i.e. the solution where an organisation sets up an alternate site where servers, applications and data can be used in case the primary data centre burns down, floods, loses power or otherwise fails, needs to be re-thought completely due to two major developments. The first one is Cloud computing, resulting in the IT DR responsibility seemingly being transferred to the shoulders of an external supplier.
Integrated Leadership – Solving complex problems with the power of many
How to solve complex problems with integrated leadership teams that harness the power of many. The world is an increasingly complex place to navigate, especially in the stakeholder heavy NFP space. But that is your job. Our leaders are busier than they have ever been. The problems they face require people with diverse skill sets and perspectives to work together to solve. Talent alone is not enough. There is a lot of noise (especially in the NFP sector) about ‘diversity’.
The Intersection of Risk, Culture and Crisis and at What Price
Much is said and written about personal, brand and company reputations, but when all is said and done reputation rests on three pillars: context, stakeholders, and culture. Context because what happens around a business from a government, social, environment and economic perspective dictates the level of risk associated with your operations and your business decisions. What was right or acceptable 20 years ago may not be right today. What is right according to the letter of the law may not be perceived as right by the society in which you operate.
Constitutions – The Foundations of Good Governance
Constitutions are crucial documents. At a national level, they describe how a country is governed. In democracies Prime Ministers and Presidents are elected to office following the processes described in a nation’s constitution. The Australian parliament states that the “national constitution is a set of rules for governing a country”. Similarly, constitutions lie at the heart of associations and charities and provide their rules. Significantly, they define who the members are and the process by which the organisation is run and elects its leadership.
What is a Company Limited by Guarantee?
When establishing your non-profit organisation, you have several legal structure options to choose from, including an incorporated or unincorporated association, a cooperative, a charitable trust, or a company limited by guarantee (CLG). As a founder, the choice you make will determine the types of activities you can legally carry out. An organisation’s legal structure will inform the way reports and registration requirements are determined and regulated by government bodies and must be made clear during the registration process.
Coaches in the Boardroom?
Leading a not-for-profit organisation can be a lonely pursuit but it need not be. Leadership experts say board chairs, non-executive directors and CEOs all need allies to help them monitor and navigate the shifting dynamics of a volunteer board. Increasingly, not-for-profit leaders are looking to organisational or executive coaches to be that thinking partner. And, with good reason. Organisational coaching is a practice that has been proven to increase effectiveness of decision-making, sharpen strategic focus, develop, and encourage constructive board leadership behaviours, and help navigate transitions.
In Service of Two Masters – Conflicts in the Context of Multiple Directorships
Director recruitment is an important task for both not-for-profit and for-profit organisations alike. It is an opportunity to enhance the skills, experience and diversity of the existing board and ensure the directors are best placed to serve the organisation into the future. But what happens when the preferred candidate already sits on multiple boards, including the board of a potential competitor? It is a well-known principle of corporate governance that a director owes certain duties to the organisation they serve.
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.
Integrating ESG into Not-for-Profits: Managing Risks and Opportunities
Environmental, Social and Governance (ESG) strategies and practices have become important aspects for Not-For-Profits (NFPs). The three ESG pillars are not only essential in risk management but have also been seen as emerging considerations for growth and opportunities. The three pillars of ESG are: “E” - the Environmental aspects. This refers to the NFP’s environmental impact and environmental stewardship. “S” - the Social aspects. This refers to how the NFP manages relationships with, and creates value for, stakeholders - including the interaction with its employees, beneficiaries, and the community.
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.