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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.
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.
The Rise of Technology During the Pandemic – A Double Edged Sword
The impacts of COVID-19 are continuing to be felt across all industries and the charity and not-for-profit (NFP) sector is no exception. Sudden lockdowns and disruptions to service delivery forced charities and NFPs to embrace technology as one of the only ways forward. Whilst technology can improve efficiency, foster collaboration, expand opportunities for growth and help organisations better deliver services, it is a double-edged sword. Cybersecurity incidents have soared during the pandemic with charities and NFPs being a prime target.
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.
Improving Governance and Transparency
Good governance is vital for transparency and ongoing public support for the charity and Not-for-profit sector. It is important that boards are aware of recent regulatory changes and ACNC innovations that will bolster governance and transparency. Our latest official data shows Australians donated $12.7 billion to charities in the 2020 reporting period, up from $11.8 billion in the previous period. Transparency and accountability underpin that strong level of trust and confidence.
Legal Obligations of NFP Directors
In this highly engaging presentation Sophie McNamara gives an overview of the various legal obligations NFP Directors have. Transcript of Legal Obligations of NFP Directors Sophie: I just want to say what a great event this has been. I’ve only been here for the afternoon, but I just want to congratulate Better Boards and Raf. It’s such a great idea. I gave a talk last year about managing difficult directors, and in my research for that found out that the average age of a director in Australia is 68 years old, and they are definitely a white man.
[Video] It’s not in the Tea Leaves, It’s in the Minutes
The humble Board Agenda and its progeny, the Minutes are often assigned to a spring back folder and buried on a shelf somewhere. There is little appreciation at board level of the marketing power of these documents. Brian examines the principles of a good agenda and minutes leaving attendees with new respect for the importance of these documents in painting an organisation, not just in retrospect, but in prospect.
The Journey To A Customer Driven Marketplace
Do you have a strong understanding of the fundamentals of Good Governance? Does your board and executive understand what it needs to do to win in the new customer driven marketplace? The strategic and organisational impacts and implications of the new customer-driven, competitive marketplace are profound. Never before and probably never again will the boards, chief executive officers and senior managers of Australian community businesses (NFPs) face such a cataclysmic shift in the way they need to think, behave and operate.