This document provides an introduction to organisation governance for board members. It covers key topics such as:
- Defining what governance is and why it is important
- Explaining the roles and responsibilities of board members in governance
- Discussing common governance principles like strategic planning, risk management, and accountability
- Addressing common issues that can arise in implementing governance
- Describing important governance documents and procedures like meetings and attendance tracking
The document is intended to give board members a foundational understanding of effective organisation governance.
The Policy Governance® Model “Policy Governance® is an approach to the job of governing that emphasizes values, vision, empowerment of both board and staff, and the strategic ability to lead leaders.” A new Paradigm of: Visionary Leadership Empowering Delegation Ironclad Accountability
This tool was designed to help nonprofit organizations assess their organizational capacity against a number of best practices recommended by the Center for Nonprofit Resources (C4NPR.org – Toledo, OH).
Each organization will need to decide for itself what changes, if any, to make in its governance and management policies and practices based on the self-assessment.
In this age of tough competition for funding, having a strong and engaged board is the key to long-term sustainability.
Paper presentation on Changing the Role of Top Management - Beyond Structures to process. It is a Harvard Business Review article jointly authored by Mr. Sumantra Ghosal and Christopher A. Bartlett
The Policy Governance® Model “Policy Governance® is an approach to the job of governing that emphasizes values, vision, empowerment of both board and staff, and the strategic ability to lead leaders.” A new Paradigm of: Visionary Leadership Empowering Delegation Ironclad Accountability
This tool was designed to help nonprofit organizations assess their organizational capacity against a number of best practices recommended by the Center for Nonprofit Resources (C4NPR.org – Toledo, OH).
Each organization will need to decide for itself what changes, if any, to make in its governance and management policies and practices based on the self-assessment.
In this age of tough competition for funding, having a strong and engaged board is the key to long-term sustainability.
Paper presentation on Changing the Role of Top Management - Beyond Structures to process. It is a Harvard Business Review article jointly authored by Mr. Sumantra Ghosal and Christopher A. Bartlett
Strategic Planning Tips for Non Profit Organizations | Shaun Dallas Dance | R...S. Dallas Dance
Strategic planning is an essential part of any business – even a nonprofit organization. This may sound like an intimidating prospect for a variety of reasons. Yet, it is not a step that can be overlooked.
Strategic planning allows organizations to plan ahead – not just for the following year but for any potential emergencies. If 2020 taught us anything, it’s that everyone needs an emergency plan in place.
The Essentials of Board Governance
Presented by Fran Whittenburg Alvis, Homeless & Housing Coalition of Kentucky
The Board of Directors sets the tone and direction of the organization. Creating an effective Board is a continual
process that includes recruitment, engagement, and development. Effective Board leadership and governance helps ensure that an organization can operate at its fullest capacity. Whether you are the CEO of the agency or serve on the Board of the agency, this session will give you the tools to use to improve the effectiveness of your Board.
The success of the board relies on the individual contribution, expertise, and behavior of its directors. During this program, we talk about the role of the director, the critical attributes of a strong director, the role of the Board and Committee chairs, and common opportunities and challenges for boards and board members. Through sharing examples from our expert group of panelists, we look at what is expected of directors from ownership and management to help highly effective directors meet or exceed those expectations and make a meaningful contribution to the company’s success.
Part of the webinar series: Board of Directors Boot Camp 2021.
See more at https://www.financialpoise.com/webinars/
Organization is the process of identifying and grouping of the works to be performed, defining and delegating responsibility and authority and establishing relationships for the purpose of enabling people to work most efficiently". - Louis A. Allen
An organization is an entity comprising multiple people, such as an institution or an association, that has a particular purpose.
Nonprofit Boards and Effective Governance4Good.org
The nonprofit governing board has been described as an ineffective group of effective people. Trustees are recruited for their stature, skills or connections, and then are not fully engaged. Why do nonprofits so broadly fail to use their boards wisely? And how might they do better? We will look at four interrelated areas: membership (including recruitment, development, self-assessment), process (including structure, meetings), capacity, and fiduciary issues.
Corporate Safety Governance and Role of LeadeshipConsultivo
Corporate Safety Governance stresses on the need of management intervention to address the issues related to health and safety for the proper functioning of an organisation. High level of health and safety performance is directly linked to business excellence.
This presentation will give you a clear understanding of corporate safety governance and the role of leadership, safety governance pathway, safety culture and factors contributing towards good safety culture within an organisation.
Strategic Planning Tips for Non Profit Organizations | Shaun Dallas Dance | R...S. Dallas Dance
Strategic planning is an essential part of any business – even a nonprofit organization. This may sound like an intimidating prospect for a variety of reasons. Yet, it is not a step that can be overlooked.
Strategic planning allows organizations to plan ahead – not just for the following year but for any potential emergencies. If 2020 taught us anything, it’s that everyone needs an emergency plan in place.
The Essentials of Board Governance
Presented by Fran Whittenburg Alvis, Homeless & Housing Coalition of Kentucky
The Board of Directors sets the tone and direction of the organization. Creating an effective Board is a continual
process that includes recruitment, engagement, and development. Effective Board leadership and governance helps ensure that an organization can operate at its fullest capacity. Whether you are the CEO of the agency or serve on the Board of the agency, this session will give you the tools to use to improve the effectiveness of your Board.
The success of the board relies on the individual contribution, expertise, and behavior of its directors. During this program, we talk about the role of the director, the critical attributes of a strong director, the role of the Board and Committee chairs, and common opportunities and challenges for boards and board members. Through sharing examples from our expert group of panelists, we look at what is expected of directors from ownership and management to help highly effective directors meet or exceed those expectations and make a meaningful contribution to the company’s success.
Part of the webinar series: Board of Directors Boot Camp 2021.
See more at https://www.financialpoise.com/webinars/
Organization is the process of identifying and grouping of the works to be performed, defining and delegating responsibility and authority and establishing relationships for the purpose of enabling people to work most efficiently". - Louis A. Allen
An organization is an entity comprising multiple people, such as an institution or an association, that has a particular purpose.
Nonprofit Boards and Effective Governance4Good.org
The nonprofit governing board has been described as an ineffective group of effective people. Trustees are recruited for their stature, skills or connections, and then are not fully engaged. Why do nonprofits so broadly fail to use their boards wisely? And how might they do better? We will look at four interrelated areas: membership (including recruitment, development, self-assessment), process (including structure, meetings), capacity, and fiduciary issues.
Corporate Safety Governance and Role of LeadeshipConsultivo
Corporate Safety Governance stresses on the need of management intervention to address the issues related to health and safety for the proper functioning of an organisation. High level of health and safety performance is directly linked to business excellence.
This presentation will give you a clear understanding of corporate safety governance and the role of leadership, safety governance pathway, safety culture and factors contributing towards good safety culture within an organisation.
57% of marketers state measuring ROI as their top challenge. Tighter integration is becoming an investment priority because it creates a better consumer experience and leads to a higher ROI overall. Ciceron is a full service digital marketing agency that specializes in all things digital, including digital strategy, consumer insights and brand advocacy.
Alliance governance: Balancing Trust and Control in Dealing with RiskAlex Todd
Every alliance requires that at the outset there are ways and means to establish sufficient trust for the parties to share information fully and to make timely decisions regarding joint investments and activities. Additionally, there are always times during the life cycle of an alliance when trust is challenged (key people change, surprises happen, partners become complacent and let communications lapse, etc.). So how do alliance managers develop and preserve a sufficient level of trust and deal with situations where trust erodes and needs to be shored up again?
When designing an alliance governance structure, managers have to choose between approaches based on control or on trust. This presentations proposes a framework to help managers decide which of the two is appropriate in a particular situation. Are control and trust substitutes or complements? What is the link between control, trust and risk? Our approach proposes that whether control and trust are substitutes or complements depends on the level and type of risk an alliance faces. In high risk situations companies use complex combinations of control and trust in a complementary way.
Learning Organization Governance for Top PerformersCorpU
This presentation reviews models for structuring a learning function and how to institute an effective governance structure for corporate learning. The presentation also features how Textron moved from a decentralized model to a federated model for Learning and Development.
4 Constraints Strategy Canvas–challenges the team to assess the organization’s track record to-date for how each of the 4 constraints is affecting the organization and where we stand in each of these constraints. Through debate and discussion, the team seeks to develop a graphic representation of the current state regarding the degree to which each of 4 constraints is focused on during the launch and implementation of a major change initiative
AM2 presentation at the NCVO / BWB Trustee Conference 2013 by Myles Kunzli, Consultant, NCVO Ian Joseph, Trustees Unlimited.
http://www.ncvo.org.uk/training-and-events/trustee-conference
During the Independent Sector Conference in Detroit on October 26th, we presented these slides to discuss how to generate better board decisions using the "Generative governance" framework, created by Richard Chait, William Ryan, and Barbara Taylor in their seminal book, "Governance As Leadership."
Enterprise Risk Management - Aligning Risk with Strategy and PerformanceResolver Inc.
COSO, which has provided global thought leadership and guidance on internal control, enterprise risk management, and fraud deterrence for over three decades, recently released a draft update to the original COSO ERM Framework. This framework is widely used by organizations to enhance their ability to manage uncertainty, gauge risk, and increase stakeholder value. However, significant new risks have emerged since the Framework was released, demanding heightened board awareness and oversight of risk management, as well as improved risk reporting. For those organizations exploring ESRM – these themes will be strikingly familiar and the lessons learned, highly relevant.
Presentation by: Bob Hirth, Global Chairman of COSO.
1 OL 665 Final Project Guidelines and Rubric Over.docxaulasnilda
1
OL 665 Final Project Guidelines and Rubric
Overview
Not-for-profit organizations represent a significant hiring pool for new graduates in the United States. Not-for-profit organizations are identified by the absence
of a monetary profit goal. Typically, the not-for-profit organization’s existence is based on a desire to provide a public benefit. Not-for-profit organizations exist
across industries and are present in education, healthcare, development, and environmental agencies. Examples of not-for-profit organizations include Doctors
without Borders, the American Red Cross, Teach for America, and the World Food Program.
Not-for-profit organizations require leaders who can manage them as businesses while understanding the needs of the communities they serve. For this project,
you will conduct a strategic analysis of a not-for-profit organization of your choice; in so doing, you will develop the critical skills necessary for leadership and
management careers within the not-for-profit business sector. To conduct your analysis, you will identify key financial considerations, explore unique public
relations considerations, and consider issues of sustainability within organizations with a not-for-profit designation. This project will increase your versatility as a
leader and improve your appeal as a potential employee within the not-for-profit business sector. The final product represents an authentic demonstration of
competency because it asks you to critically evaluate factors that contribute to the overall success of a not-for-profit organization.
The project is divided into three milestones, which will be submitted at various points throughout the course to scaffold learning and ensure the quality of your
final submission. These milestones will be submitted in Modules Three, Five, and Seven. The final product will be submitted in Module Nine. Remember that
you final submission will include a conclusion that summarizes the milestone work in a closing section.
In this assignment, you will demonstrate your mastery of the following course outcomes:
Evaluate management strategies and organizational structures of not-for-profit organizations for their effectiveness in managing boards, volunteers, and
staff
Analyze communication strategies used by not-for-profit organizations for how they advance shared values, attitudes, and goals with all stakeholders
Analyze resource and budgetary considerations within not-for-profit organizations for determining potential challenges to financial operations
Analyze ethical considerations within not-for-profit entities for their impact on public image
Evaluate how operational strengths and weaknesses of not-for-profit organizations impact their long-term sustainability
2
Prompt
For this project, you will choose a not-for-profit organization of your choice—it must be a 501(c)(3) organization—and develop a strategic analysis. You will report
on key area.
1 OL 665 Final Project Guidelines and Rubric Over.docxjeremylockett77
1
OL 665 Final Project Guidelines and Rubric
Overview
Not-for-profit organizations represent a significant hiring pool for new graduates in the United States. Not-for-profit organizations are identified by the absence
of a monetary profit goal. Typically, the not-for-profit organization’s existence is based on a desire to provide a public benefit. Not-for-profit organizations exist
across industries and are present in education, healthcare, development, and environmental agencies. Examples of not-for-profit organizations include Doctors
without Borders, the American Red Cross, Teach for America, and the World Food Program.
Not-for-profit organizations require leaders who can manage them as businesses while understanding the needs of the communities they serve. For this project,
you will conduct a strategic analysis of a not-for-profit organization of your choice; in so doing, you will develop the critical skills necessary for leadership and
management careers within the not-for-profit business sector. To conduct your analysis, you will identify key financial considerations, explore unique public
relations considerations, and consider issues of sustainability within organizations with a not-for-profit designation. This project will increase your versatility as a
leader and improve your appeal as a potential employee within the not-for-profit business sector. The final product represents an authentic demonstration of
competency because it asks you to critically evaluate factors that contribute to the overall success of a not-for-profit organization.
The project is divided into three milestones, which will be submitted at various points throughout the course to scaffold learning and ensure the quality of your
final submission. These milestones will be submitted in Modules Three, Five, and Seven. The final product will be submitted in Module Nine. Remember that
you final submission will include a conclusion that summarizes the milestone work in a closing section.
In this assignment, you will demonstrate your mastery of the following course outcomes:
Evaluate management strategies and organizational structures of not-for-profit organizations for their effectiveness in managing boards, volunteers, and
staff
Analyze communication strategies used by not-for-profit organizations for how they advance shared values, attitudes, and goals with all stakeholders
Analyze resource and budgetary considerations within not-for-profit organizations for determining potential challenges to financial operations
Analyze ethical considerations within not-for-profit entities for their impact on public image
Evaluate how operational strengths and weaknesses of not-for-profit organizations impact their long-term sustainability
2
Prompt
For this project, you will choose a not-for-profit organization of your choice—it must be a 501(c)(3) organization—and develop a strategic analysis. You will report
on key area ...
An introduction to the cryptocurrency investment platform Binance Savings.Any kyc Account
Learn how to use Binance Savings to expand your bitcoin holdings. Discover how to maximize your earnings on one of the most reliable cryptocurrency exchange platforms, as well as how to earn interest on your cryptocurrency holdings and the various savings choices available.
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
Structural Design Process: Step-by-Step Guide for BuildingsChandresh Chudasama
The structural design process is explained: Follow our step-by-step guide to understand building design intricacies and ensure structural integrity. Learn how to build wonderful buildings with the help of our detailed information. Learn how to create structures with durability and reliability and also gain insights on ways of managing structures.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
FIA officials brutally tortured innocent and snatched 200 Bitcoins of worth 4...jamalseoexpert1978
Farman Ayaz Khattak and Ehtesham Matloob are government officials in CTW Counter terrorism wing Islamabad, in Federal Investigation Agency FIA Headquarters. CTW and FIA kidnapped crypto currency owner from Islamabad and snatched 200 Bitcoins those worth of 4 billion rupees in Pakistan currency. There is not Cryptocurrency Regulations in Pakistan & CTW is official dacoit and stealing digital assets from the innocent crypto holders and making fake cases of terrorism to keep them silent.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challenges
Governance for Boards
1. Organisation Governance
- an Introduction for Board Members
Sean Chamberlin
B.Comm, GD.AIS, M.SocSci, AOGEA, AIPFM
Email: sean@chamberlin.biz
LinkedIn: http://www.linkedin.com/in/seanchamberlin
2. 1. Able to explain what Governance is
2. Able to Apply Governance Principles, including:
• Able to explain the roles & responsibilities of Board
members
• Gain an understanding of the legal framework
• Able to create and implement a Risk Mgt plan
• Able to create and implement a Strategic Plan
1. Be prepared to deal with common implementation issues
• Balance between too much / too little
• Adherence / Adoption
1. Understand the key documents related to governance
2. Understand the scope of meetings and responsibilities of
attendees
3. Certificate of attendance
Slide 2
Organisation Governance
Objectives of Workshop
What is Governance
Applying Governance
(Principles)
Common Issues Documents Meetings Checklist & Test Attendance CertificateStrategic Planning
3. “Governance” comes from a Latin word meaning “to steer, guide or direct.”
It influences:
– how the objectives of the organisation are set and achieved,
– how risk is managed &
– how performance is optimised
It encompasses the framework of rules, relationships, systems & processes
within and by which authority is exercised and controlled.
Why?
To preserve stakeholder confidence
Slide 3
Organisation Governance
What is Governance?
What is
Governance
Applying Governance
(Principles)
Common Issues Documents Meetings Checklist & Test Attendance CertificateStrategic Planning
4. • As long as an organisation benefits from public support, either directly
via community involvement or indirectly such as via taxpayer funded
government assistance, then it will be expected to demonstrate a high
degree of accountability to the public or surrounding community.
• The community to which accountability exists includes:
– Members / Shareholders
– Beneficiaries
– Donors
– Government
– Etc
• Accountability includes being able to demonstrate that resources are
used wisely and that there are no activities contrary to the non-profit
status and/or best interests of stakeholders
4Organisation Governance
Governance in a Not-for-Profit Context
What is
Governance
Applying Governance
(Principles)
Common Issues Documents Meetings Checklist & Test Attendance CertificateStrategic Planning
5. • There is no single model of good corporate governance.
• Major bodies that have recommended frameworks include:
– Australian Stock Exchange (ASX)
– A Handbook of NGO Governance, Marilyn Wyatt, 2004
– OECD Principles of Corporate Governance, 1999
– Australian Quality Framework, 10 Core Competencies
• Recommendations are not mandatory.
• Recommendations do not by themselves prevent poor decisions or
failure. However they are best practice approaches to reducing the
likelihood of legal, financial or other issues.
• ASX requires listed companies disclose the extent that they have
followed recommendations in each reporting period, including
identification of any recommendations that have not been followed
and the reasons why not – “If Not, Why Not” principle).
Slide 5
Organisation Governance
Is Governance Mandatory?
What is
Governance
Applying Governance
(Principles)
Common Issues Documents Meetings Checklist & Test Attendance CertificateStrategic Planning
6. • If governance is not mandatory, then why adopt it?
1. It increases the alignment between activities conducted within
an organisation and the strategic goals set by the Board. Ie. it
improves your chances of success.
2. If you don’t there can be negative consequences. Eg:
• Centro : Directors expected to read & understand financial
statements
• RBA & News Ltd : Directors may be held responsible for
criminal activities such as bribery. Legislative definition of
bribery to be strengthened.
Slide 6
Organisation Governance
Is Governance Important?
What is
Governance
Applying Governance
(Principles)
Common Issues Documents Meetings Checklist & Test Attendance CertificateStrategic Planning
7. • Are you dealing in money contributed by people other than
yourself?
• Are you dealing with the rights and expectations of other
stakeholders?
• Are you publishing content in newsletters or websites?
• Are you influencing decisions concerning property ownership or
leases?
• If you are on a committee, you are responsible for these matters.
• The Law does not differentiate between governance of clubs,
NGO’s or corporations. The key difference is that a corporation
has clear ownership – non-profits have a range of owners &
stakeholders.
7Organisation Governance
Is it Important to Clubs or Associations?
What is
Governance
Applying Governance
(Principles)
Common Issues Documents Meetings Checklist & Test Attendance CertificateStrategic Planning
8. • Strategic Plan: The Board should ensure there is a good mission
statement that is clearly understood and followed by everyone in the
organisation. The Board should also define organisational values and set
the standard for professional and ethical conduct by way of its own
example as well as the policies it establishes for others to follow.
• Resources: The Board ensures the Organisation has adequate resources
—human, material, and financial—by hiring the CEO, monitoring the
financial health of the organization, ensuring the acquisition of sufficient
resources, and assisting in resource mobilisation.
• Outreach: The Board promotes the Organisation in the community and
serves as a link with members, donors, beneficiaries, and other
stakeholders.
8Organisation Governance
Good Governance is mostly about 3 key duties
What is
Governance
Applying Governance
(Principles)
Common Issues Documents Meetings Checklist & Test Attendance CertificateStrategic Planning
9. • Now that you have a basic understanding of what governance is,
the Australian Quality Framework states there are 10 core
competencies related to Board Governance:
– BSBGOV401A Implement Board member responsibilities
– BSBGOV402A Work within organisational structure
– BSBGOV403A Analyse financial reports and budgets
– BSBATSIM415B Contribute to a positive and culturally appropriate workplace
– BSBADM502B Manage meetings
– BSBRSK401A Identify risk and apply risk management processes
– BSBATSIM406B Manage assets
– BSBATSIM407B Plan for organisational needs
– BSBATSIM504A Develop organisational policies
– BSBATSIM404B Use the business plan
9Organisation Governance
Governance Competencies
What is
Governance
Applying Governance
(Principles)
Common Issues Documents Meetings Checklist & Test Attendance CertificateStrategic Planning
10. SWOT
10Organisation Governance
Values VISION Mission
GOALS
IMMEDIATE
OBJECTIVES
Problem
identification
ACTIONS Resourcing
decisions
Assess Internal Environment
-Strengths
- Weaknesses
Assess External Environment
-Opportunities
- Threats
Strategic Planning
What is Governance
Applying Governance
(Principles)
Common Issues Documents Meetings Checklist & Test Attendance Certificate
Strategic
Planning
11. Includes 2 elements:
1) Purpose
• One sentence for the ultimate result an organisation is trying to achieve – Why do we exist?
• Includes an affirmative verb that indicates a change in status (increase, decrease, eliminate,
prevent, etc) & identification of the problem to be addressed (access to health care, infant
mortality rates in our city, etc)
• Example = “to eliminate the injustices that cause hunger”
2) Business
• One sentence about what the organisation does - the primary methods the organisation uses
to achieve it’s purpose. It is a means to an End. It often includes a description of for whom the
services will be provided.
• Often starts with the word “by” to link it from the Purpose.
• Example = “by constructing housing for homeless individuals…..”
Example Mission Statement
• Native Child’s goal is to affirm the Indian child’s culture and identity in a positive way through a curriculum that
builds self confidence and a sense of belonging.
11Organisation Governance
Mission Statement
What is Governance
Applying Governance
(Principles)
Common Issues Documents Meetings Checklist & Test Attendance Certificate
Strategic
Planning
12. Why have one?
• The vision is a guiding image of what success will look like.
• The pursuit of the shared image of success is intended to motivate people to work together.
• They should be inspirational. For example Martin Luther King’s “I have a dream” was then followed
by his vision and still motivates millions of people around the world.
External Vision
• Focuses on how the world will be improved if the organisation achieves it’s mission. Focuses on
the client to be served.
• Example = “all people will have access to quality health care, regardless of ability to pay”
Internal Vision
• Focuses on what the organisation will look like when it is operating effectively to support the
achievement of the external vision. It includes the scope and scale of programs and services,
funding, partnerships, technology, staff, etc.
• Example = we will have a 100,000 square foot gallery that has all the great neon artworks of the
twentieth century on display.
Mission = answers “why does the organisation exist?”
Vision = answers “what will success look like?”
12Organisation Governance
Vision Statement
What is Governance
Applying Governance
(Principles)
Common Issues Documents Meetings Checklist & Test Attendance Certificate
Strategic
Planning
13. NGO Governance Principles
1. Accountable to their communities
2. Formal structure
3. Separation of Governance & Management
4. Mission Based
5. Promote high professional & ethical standards
6. Responsible resource mgt and mobilisation
7. Responsive to the communities they serve
Source: A Handbook of NGO Governance, Marilyn Wyatt, 2004
Slide 13
Organisation Governance
How to Apply Governance (the Principles)
What is Governance
Applying
Governance
(Principles)
Common Issues Documents Meetings Checklist & Test Attendance CertificateStrategic Planning
14. • Australian Stock Exchange (ASX) has recommended 8 Principles
that publicly listed companies must either adher to or document to
what degree they have deviated from them and why.
14Organisation Governance
ASX Principles
What is Governance Common Issues Documents Meetings Checklist & Test Attendance CertificateStrategic Planning
Applying
Governance
(Principles)
15. Companies should establish and disclose the respective roles and
responsibilities of board and management.
1. Companies should establish the functions reserved to the board and
those delegated to senior executives and disclose those functions.
2. Companies should disclose the process for evaluating the
performance of senior executives.
Source: Corporate Governance Principles and Recommendations, ASX Corporate Governance Council, www.asx.com.au
Slide 15
Organisation Governance
Principle 1 – Lay Solid Foundations for Mgt & Oversight
What is Governance Common Issues Documents Meetings Checklist & Test Attendance CertificateStrategic Planning
Applying
Governance
(Principles)
16. • As a governing body, the board has two major responsibilities:
1. Acquire and protect organisational assets
2. Ensure the organisation is working to fulfill its mission
• Detailed responsibilities include:
1. Overseeing the company, including control and accountability systems
2. Appoints & removes the CEO and ratifies the appointment/removal of other senior executives
3. Contributes to and approves the strategy and performance objectives developed by
management
4. Reviewing, ratifying and monitoring systems of risk management, internal control, codes of
conduct & legal compliance
5. Monitor performance of senior executives including the implementation of strategy
6. Ensuring appropriate resources are available to senior executives
7. Approving and monitoring the progress of major capital expenditure including
acquisitions/divestitures
8. Approving and monitoring financial and other reporting
Source: Corporate Governance Principles and Recommendations, ASX Corporate Governance Council, www.asx.com.au
Slide 16
Organisation Governance
Principle 1 (continued) – Responsibilities of the Board
What is Governance Common Issues Documents Meetings Checklist & Test Attendance CertificateStrategic Planning
Applying
Governance
(Principles)
17. • Decisions and activities are expected to be made for the benefit of
the organisation
• Compliance with both common law and statutory obligations
• You must act with the level of care, skill and diligence that would
be expected of a person such as you at an organisation such as
yours
• Failure to comply with the above could leave a Board / Committee
member liable to a compensation claim from members or other
stakeholders involved with the organisation.
17Organisation Governance
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Applying
Governance
(Principles)
Principle 1 (continued) – Board Legal Responsibilities
18. • Fiduciary Duty (common law) – act in good faith for the benefit of, or in the
interests of, the organisation
• Duty to Act in Good Faith (sect 181 of Corporations Act) – A director must
exercise their power in good faith in the best interests of the corporation & for a proper
purpose
• Do Not Misuse Information or Position of Director - The law prohibits
Board members from using their position to gain an advantage for themselves or
another, or to cause detriment to the entity they are governing
• Do Not Abuse an Opportunity – if you become aware of an opportunity as a
result of your position on a board then you should not take up tht opportunity for
personal benefit at the expense of the organisation
• Duty to Act with Care & Diligence - Board members must exercise their
powers and discharge their duties with the care and diligence of a "reasonable person"
in their position. Board members with a high level of expertise will attract a higher
standard of care than other members.
• Avoid Conflict of Interest
• Avoid Insolvent Trading
• Avoid Fraud
• Avoid Negligence 18Organisation Governance
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Applying
Governance
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Principle 1 (continued) – Identifying Legal Responsibilities
19. • Tax – tax legislation including any obligations required for charitable income tax
exempt status and/or deductible gift recipient status (if applicable).
• Conditions of funding – contractual obligations that exist to any funding bodies.
• Occupational health and safety – must provide a safe workplace for
employees, subcontractors, volunteers and a range of others. For example training on
fire evacuation procedures, electrical safety, first aid, no smoking in workplace, etc.
• Industry-specific – for example child care and safety in schools.
• Organisation Constitutional compliance – for example rights of members,
appointments to the board & their tenure, etc.
• Privacy – important to understand what data is considered to be private as this is
subject to tight regulatory controls as to its use, accesibility, accuracy & storage
• Information Security
• Environmental Sustainability such as EPA compliance
• HR – for example pay rates, superannuation contribution amounts & frequency, Sick
Leave, Overtime, Hiring & Firing procedures
19Organisation Governance
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Applying
Governance
(Principles)
Principle 1 (continued) – Identifying Legal Responsibilities
20. • Trade Practices Act – for example misleading & deceptive conduct, Third Line
Forcing, etc
• Anti-Discrimination
• Contracts Law
• Defamation
• Fund Raising
20Organisation Governance
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Applying
Governance
(Principles)
Principle 1 (continued) – Identifying Legal Responsibilities
21. – The chair should:
• Understand legal and procedural requirements for meetings
• Ensure meetings are properly convened and constituted
• Understand the business and objects of the meeting
• Preserve order in the conduct of those present
• Confine discussion within the scope of the meeting and timelines
• Decide whether proposed motions and amendments are in order
• Decide points of order and other incidental matters
• Handle all matters in an impartial manner
• Adjourn the meeting where justified
21Organisation Governance
Principle 1 (continued) - The Chairperson
What is Governance
Applying Governance
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22. 1. Create a Compliance Policy. This includes a listing of the compliance
requirements that need to be adhered to, as well as a written statement of the board’s
commitment to developing a culture that encourages and supports the incorporation
of compliance into everyday activities.
2. Ensure that staff are:
• aware of and committed to complying
• understand their compliance obligations
• are accountable for fulfilment of those obligations
• are provided with means for identifying and reporting compliance risks & issues
• are supported and resourced, as far as reasonable, by the organisation sufficiently
to enable them to carry out these obligations
22Organisation Governance
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Applying
Governance
(Principles)
Principle 1 (continued) – Adhering to Legal Responsibilities
23. • A board that isn’t separate from management will face difficulties
in representing stakeholders’ interests fairly. These is because the
people making decisions and evaluating their appropriateness are
the same as the people affected by or carrying out those
decisions. For example a staff member on the board may take
part in decisions about their own salary based on assessments of
their own performance.
=> A Board governs and staff manages
23Organisation Governance
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Applying
Governance
(Principles)
Principle 1 (cont) – Separation of Governance & Mgnt
24. • Insolvency means the inability to pay debts in full
• You could be personally liable for a debt of an Organisation if:
– You are a committee member/director when the debt was
incurred
– Organisation is insolvent or becomes insolvent by incurring the
debt at that time
– Reasonable grounds for suspecting that the Organisation is or
will become insolvent
24Organisation Governance
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Applying
Governance
(Principles)
Principle 1 (continued) – Incurring Debt
25. • A Board only meets occasionally and its members are often busy
with other demands on their time. Therefore a Board discharges
its duties by delegating authority to the CEO. In doing so the
board doesn’t give up any of its own responsibility for setting
policy, providing strategic direction, or exercising oversight. It
remains the principal decision-making authority, and the CEO is
answerable to the Board for their actions.
• The Board evaluates the CEO regularly. As part of its feedback to
the CEO, the Board should review their performance regularly—
preferably annually. The review should be based on
predetermined criteria, such as the written job description and
stated annual goals.
• The Board plans for CEO succession.
25Organisation Governance
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Applying
Governance
(Principles)
Principle 1 (continued) – Board Delegation to CEO
26. Companies should have a board of an effective composition, size and
commitment to adequately discharge its responsibilities and duties.
• A majority of the board should be independent directors.
• The chair should be an independent director.
• The roles of chair and CEO should not be exercised by the same
individual.
• The board should establish a nomination committee.
• Companies should disclose the process for evaluating the
performance of the board, its committees and individual directors.
Source: Corporate Governance Principles and Recommendations, ASX Corporate Governance Council, www.asx.com.au
Slide 26
Organisation Governance
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Applying
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(Principles)
Principle 2 – Structure Board to Add Value
27. • Companies should establish a code of conduct and disclose it as to the practices
necessary to maintain confidence in the company’s integrity, the practices necessary to
take into account their legal obligations and the reasonable expectations of their
stakeholders, the responsibility and accountability of individuals for reporting and
investigating reports of unethical practices.
• Companies should establish a policy concerning diversity and disclose the policy or a
summary of that policy. The policy should include requirements for the board to
establish measurable objectives for achieving gender diversity for the board to assess
annually both the objectives and progress in achieving them.
• Companies should disclose in each annual report the measurable objectives for
achieving gender diversity set by the board in accordance with the diversity policy and
progress towards achieving them.
• Companies should disclose in each annual report the proportion of women employees
in the whole organisation, women in senior executive positions and women on the
board.
Source: Corporate Governance Principles and Recommendations, ASX Corporate Governance Council, www.asx.com.au
Slide 27
Organisation Governance
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Applying
Governance
(Principles)
Principle 3 – Actively Promote Ethical & Responsible Decision Making
28. • Code of Conduct should as a minimum contain:
– Compliance with laws
– Work environment (health & safety, free from drugs, discrimination & harassment)
– Products produced are safe and effective
– Competition (compete vigourously but fairly)
– Marketing & Sales (products and services to be represented accurately)
– Recording & Reporting to be timely, accurate & complete
– Confidential information to be treated in accordance with privacy laws
– Conflicts of interest to be at least disclosed and preferably avoided
– Environmental impact is considered in decision making
– Honest & open communication with stakeholders
– Do not place personal interests ahead of interests of Organisation or Community
• Compliance & Checking for Compliance is just as important as creation of the Code
itself. What are you doing to ensure everyone complies?
• A good test is to consider whether you would be happy for your activities & decision
making to be open to public scrutiny
Slide 28
Organisation Governance
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Applying
Governance
(Principles)
Principle 3 (continued) – Code of Conduct
29. • You must avoid actual or potential conflicts of interest. This
requires putting the interests of the organisation ahead of your
own personal interests.
• You should disclose to your committee any personal interests that
may give rise to a conflict
• If a conflict arises you should at least not vote on the matter and
at best leave the meeting whilst the matter is being discussed
• You should also keep information you obtained by being a
committee member confidential
29Organisation Governance
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Applying
Governance
(Principles)
Principle 3 (continued) – Conflicts of Interest
30. • Companies should have a structure to independently verify and
safeguard the integrity of their financial reporting.
• The board should establish an audit committee. The audit committee
should be structured so that it:
– consists only of non-executive directors
– consists of a majority of independent directors
– is chaired by an independent chair, who is not chair of the board
– has at least three members.
• The audit committee should have a formal charter.
Source: Corporate Governance Principles and Recommendations, ASX Corporate Governance Council, www.asx.com.au
Slide 30
Organisation Governance
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Applying
Governance
(Principles)
Principle 4 – Safeguard Integrity in Financial Reporting
31. • Companies should promote timely and balanced disclosure of all
material matters concerning the company.
• Companies should establish written policies designed to ensure
compliance with ASX Listing Rule disclosure requirements and to
ensure accountability at a senior executive level for that compliance
and disclose those policies or a summary of those policies.
Source: Corporate Governance Principles and Recommendations, ASX Corporate Governance Council, www.asx.com.au
Slide 31
Organisation Governance
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Applying
Governance
(Principles)
Principle 5 – Timely & Balanced Disclosure
32. • Companies should respect the rights of shareholders and facilitate the
effective exercise of those rights.
• Companies should design a communications policy for promoting
effective communication with shareholders and encouraging their
participation at general meetings and disclose their policy or a
summary of that policy.
• Source: Corporate Governance Principles and Recommendations, ASX Corporate Governance Council,
www.asx.com.au
Slide 32
Organisation Governance
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Applying
Governance
(Principles)
Principle 6 – Respect the Rights of Shareholders
33. • Companies should establish a sound system of risk oversight and management and
internal control.
• Companies should establish policies for the oversight and management of material
business risks and disclose a summary of those policies.
• The board should require management to design and implement the risk management
and internal control system to manage the company's material business risks and report
to it on whether those risks are being managed effectively. The board should disclose
that management has reported to it as to the effectiveness of the company's
management of its material business risks.
• The board should disclose whether it has received assurance from the CEO and the
chief financial officer (or equivalent) that the declaration provided in accordance with
section 295A of the Corporations Act is founded on a sound system of risk management
and internal control and that the system is operating effectively in all material respects
in relation to financial reporting risks.
• Source: Corporate Governance Principles and Recommendations, ASX Corporate Governance Council,
www.asx.com.au
Slide 33
Organisation Governance
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Applying
Governance
(Principles)
Principle 7 – Recognise and Manage Risk
34. Process of Creating a Risk Mgt Plan
1. Risk Identification
• IT, Legal, Financial, Benefits realisation, Personal, Regulatory,
Economic, Skill Gaps, etc
• Refer Strategic Plan – Threats & Weaknesses analysis
1. Assessment of Severity / Prioritisation
• Assessment of Potential Severity
• Assessment of Likelihood
Slide 34
Organisation Governance
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Applying
Governance
(Principles)
Principle 7 (continued) – Risk Management Plan Process
35. 3. Management Options
1. Transfer (eg. Insurance)
2. Avoidance
3. Reduction / Mitigation
4. Share (Transfer, Outsouce, Insure)
5. Acceptance
3. Cost of each Management option is compared against Severity
Assessment
4. Actions (SMART)
1. Specific
2. Measureable
3. Attainable
4. Relevant
5. Time-bound
Slide 35
Organisation Governance
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Applying
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Principle 7 (continued) – Risk Management Plan Process
36. Template for Risk Management Plan
Slide 36
Organisation Governance
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Applying
Governance
(Principles)
Principle 7 (continued) – Template for Risk Mgt Plan
ID Risk Details Type Severity Likelihood Weighted Priority Management Options Type Status Actions
1 loss of data due to computer fault Technology High Low Medium
-Backups
-Use paper instead
-Mitigation
-Avoidance
-Adopted
-Not Practical
2
3
4
5
37. • Companies should ensure that the level and composition of
remuneration is sufficient and reasonable and that its relationship to
performance is clear.
• The board should establish a remuneration committee.
• The remuneration committee should be structured so that it:
– consists of a majority of independent directors
– is chaired by an independent chair
– has at least three members.
• Companies should clearly distinguish the structure of non-executive
directors’ remuneration from that of executive directors and senior
executives.
• Source: Corporate Governance Principles and Recommendations, ASX Corporate Governance Council,
www.asx.com.au
Slide 37
Organisation Governance
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Applying
Governance
(Principles)
Principle 8 – Remunerate Fairly & Responsibly
38. Slide 38
Organisation Governance
Common Issues – How Much Governance
1) How Much?
What is Governance
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(Principles)
Common
Issues
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39. Slide 39
Organisation Governance
Common Issues – Adherence / Adoption
2) Adherence / Adoption
Successful implementation of any change initiative depends on:
• Awarenes of the need to change
• Desire to participate and support the change
• Knowledge of how to change (and what the change looks like)
• Ability to implement the change on a day-to-day basis
• Reinforcement to keep the change in place
Source: Prosci, http://www.prosci.com/
What is Governance
Applying Governance
(Principles)
Common
Issues
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41. Slide 41
Organisation Governance
Common Issues – Adherence
Key Things to remember:
1. Lead by example
2. Audit
What is Governance
Applying Governance
(Principles)
Common
Issues
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42. • Three documents form the basis for NGO governance:
– articles of incorporation,
– bylaws,
– mission statement
• These documents, along with the minutes of board meetings,
budgets, financial statements, and policy statements,
communicate how the organization is governed, individual
responsibilities, the organization’s past, and the organization’s
future plans.
42Organisation Governance
Documents related to Governance
What is Governance
Applying Governance
(Principles)
Common Issues Documents Meetings Checklist & Test Attendance CertificateStrategic Planning
43. • Name of organisation
• Related organisation(s) and their relationship to each other
• Basic responsibilities and powers
• Duties of individual board members. For example confidentiality and loyalty
• Minimum number of board members
• Membership rules (including eligibility, suspension, and expulsion)
• Terms of office (length of terms, limits on re-election)
• Minimum number of board meetings per year
• Method of convening meetings (who initiates, how to set dates, who decides
agenda, etc.)
• Decision-making procedures (number needed for quorum, how to vote and record
• decisions)
• Conflict-of-interest provisions
43Organisation Governance
Documents should contain
What is Governance
Applying Governance
(Principles)
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44. • Name of the organization.
• Duration of the organization (usually perpetual).
• Purpose for which the organization is formed.
• Provision for conducting the internal affairs of the organization.
• Names and address of the incorporators.
• Address of the initial registered office and name of the initial registered
• agent of the organization.
• Provision for distribution of the assets of the organization on dissolution.
44Organisation Governance
Articles of Incorporation
What is Governance
Applying Governance
(Principles)
Common Issues Meetings Checklist & Test Attendance CertificateStrategic Planning Documents
45. • Bylaws are internal documents, a set of rules that enables each organization to
conduct its affairs. It is important they be written clearly and in language that is
easily understood by all organization stakeholders. Typical items addressed in the
bylaws are:
– The frequency, notice, and quorum requirements for organizational meetings.
– Voting qualifications, proxies, and procedures for approval of board items.
– The number and term for members of the board, scope of authority, method of nomination and election
to the board, and provision for filling vacancies.
– List of board officers, method of nomination and election, terms of office, powers, duties, and
succession.
– Membership and authority of standing committees.
– Title and scope of authority for the executive director/chief of staff.
– Record-keeping and financial reporting responsibilities.
– Amendment procedures for the bylaws and provisions for dissolution of the organization.
45Organisation Governance
By laws
What is Governance
Applying Governance
(Principles)
Common Issues Meetings Checklist & Test Attendance CertificateStrategic Planning Documents
46. • Corporate governance is:
– common sense and knowing what your responsibilities are
– listening to your shareholders/members/stakeholders and responding to them
– carefully monitoring the activities and finances of your Club
– developing some basic risk management practices for your committee and
your Club
– Establishing a clear Mission and ensuring activities conducted by all staff are
relevant to achieving that Mission
46Organisation Governance
Conclusion
What is Governance
Applying Governance
(Principles)
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47. 47Organisation Governance
Checklist
What is Governance
Applying Governance
(Principles)
Common Issues Documents Meetings
Checklist
& Test
Attendance CertificateStrategic Planning
# Item Check
1 Our organisation has a formally established governing structure
2 Our board makes decisions collectively
3 Our board has a designated leader or chair
4 Our CEO has a written job description outlining performance expectations and goals
5 Our board evaluates the CEO annually
6 Members of the staff, including the CEO, are not voting members of our board
7 The CEO is not the board chair
8 Our organisation has a mission statement, which is known throughout the organization
9 Our board focuses on strategic leadership and “big picture” thinking
10 Our board does not micro-manage or engage unnecessarily in operational details
11 Our board makes sure that adequate planning takes place throughout the organisation
12 Our board makes sure that regular evaluations of programs and operations are performed and acted
upon
13 Our board understands the organization’s finances and monitors the financial condition regularly
14 Our board ensures that internal financial controls are in place and working
15 Our board ensures that the organization’s accounts are regularly audited
Source: A Handbook of NGO Governance, Marilyn Wyatt, 2004
48. 48Organisation Governance
Checklist (continued)
What is Governance
Applying Governance
(Principles)
Common Issues Documents Meetings
Checklist
& Test
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# Item Check
16 Our board takes part in resource development
17 Our board ensures an annual report is produced and distributed
18 Our board members are not paid for their service and derive no other direct or indirect gain from their board service
19 Our board has established and enforces a conflict-of-interest policy
20 Our board sets a high professional and ethical standard
21 Our board has a clear set of rules for its own operation
22 Our board meets regularly, with dates set in advance
23 All board members arrive at meetings punctually and prepared to take part in proceedings
24 Board meetings focus on policy, oversight, and strategic direction
25 Board meetings involve active discussion and decision-making rather than rubber stamping and listening to staff reports
26 Our chair knows how to lead discussions, maintain discipline, and include all board members in accomplishing necessary
work
27 Board meetings keep to the preset agenda
28 Our board keeps minutes of all of its meetings
29 All board members have written guidelines outlining expectations of their board service
30 Our board works well as a team
31 Our board sets annual goals for itself
32 Our board assesses its own performance regularly
33 Individual board members serve set terms within a system of regular rotation
34 Our board recruits new members strategically
35 New board members are thoroughly orientated into the organisation and board service
36 Our board members serve enthusiastically as ambassadors for the organization