This document summarizes a governance workshop presented by Gerard Byrne. The workshop covered major trends in governance like reforms and technology, then discussed key aspects of governance like legal responsibilities, strategic planning, meetings and risk management. It emphasized that governance is about leadership, decision making and doing the right thing for an organization. The workshop also promoted the VOICE program as a tool to help with governance processes.
Practical Issues of NGO Governance - Ivan YIU's Presentation in HKICS IVANYIU3
The presentation focused on three areas of common concern of NGO governance : (i) Board-management relationship, (ii) Governance role on risk control and compliance and (iii) Performance accountability
Practical Issues of NGO Governance - Ivan YIU's Presentation in HKICS IVANYIU3
The presentation focused on three areas of common concern of NGO governance : (i) Board-management relationship, (ii) Governance role on risk control and compliance and (iii) Performance accountability
Slides from a talk on how to train and run a non-profit Board of Directors. Focus on non-profits with high board turnover and relatively inexperienced board members.
This presentation was prepared to support the induction process of new Board members of a Board I chaired for several years. It presents basic and introductory information sourced from various experts. It was intended to help Board members understand the role of the Board, their role as Board members and the difference between Board/policy and Operational roles. Feel free to use and adapt this slide show. I know how hard it is to Chair a volunteer Board and how frustrating it can be having to reinvent the wheel for processes like Board member induction. Some pictures would probably help this. A manual was also produced for distribution to Board members and that has been uploaded to Scribd.
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.
Nonprofit Board of Directors Best Practices Grace Dunlap
In this 1-hour webinar hosted by CharityNet USA, we review the 20 best practices for nonprofit board of directors. For more information on nonprofit startup, visit: charitynetusa.com/nonprofit_startup.php
When a Board of Directors serves in a governing capacity (e.g. for a non-profit, a public agency, or a corporation), the Board needs to act in certain ways in order to assure high levels of performance throughout the organization. This tool lays out the five habits of high-performing governing boards.
This presentation attempts to make the concepts of the Carver model of "Policy Governance" (registered trade mark) available to small nonprofits and their boards
We are born in nonprofit hospitals, we leave our children in nonprofit child care, we are educated at nonprofit schools and universities, and we come together in nonprofits seeking social justice, we are inspired in nonprofit museums and theatres, we worship in nonprofit churches, synagogues and mosques and we rely on nonprofits when challenges confront families and tragedy strikes our communities.
The nonprofit sector is like air -- it is all around us.
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.
Slides from a talk on how to train and run a non-profit Board of Directors. Focus on non-profits with high board turnover and relatively inexperienced board members.
This presentation was prepared to support the induction process of new Board members of a Board I chaired for several years. It presents basic and introductory information sourced from various experts. It was intended to help Board members understand the role of the Board, their role as Board members and the difference between Board/policy and Operational roles. Feel free to use and adapt this slide show. I know how hard it is to Chair a volunteer Board and how frustrating it can be having to reinvent the wheel for processes like Board member induction. Some pictures would probably help this. A manual was also produced for distribution to Board members and that has been uploaded to Scribd.
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.
Nonprofit Board of Directors Best Practices Grace Dunlap
In this 1-hour webinar hosted by CharityNet USA, we review the 20 best practices for nonprofit board of directors. For more information on nonprofit startup, visit: charitynetusa.com/nonprofit_startup.php
When a Board of Directors serves in a governing capacity (e.g. for a non-profit, a public agency, or a corporation), the Board needs to act in certain ways in order to assure high levels of performance throughout the organization. This tool lays out the five habits of high-performing governing boards.
This presentation attempts to make the concepts of the Carver model of "Policy Governance" (registered trade mark) available to small nonprofits and their boards
We are born in nonprofit hospitals, we leave our children in nonprofit child care, we are educated at nonprofit schools and universities, and we come together in nonprofits seeking social justice, we are inspired in nonprofit museums and theatres, we worship in nonprofit churches, synagogues and mosques and we rely on nonprofits when challenges confront families and tragedy strikes our communities.
The nonprofit sector is like air -- it is all around us.
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.
Principal of Management Report : Pharmaplex CompanyShahzeb Pirzada
Shahzeb Pirzada and his group partners make a report on a survey of a company "Pharmaplex".....
Course: Principal of Management
Details:
The organization is truly product based organization, the task provided to us is to know hierarchy of the organization the way they deal along with their products the management levels of their organization, the shareholders, the profit loss of the organization, the distribution of their products in market, to know their policy of leading their business to the peaks of the sky.
The ‘Innovation Audit’ has been developed to help organisations gain new insight into how they are positioned regarding Learning, Agility and Flexibility. These are some of the key components for Innovative organisations. The audit explores yours and others perspectives of the organisational cultural and Eco-cycle. It adds a unique all-round perspective of your organisation, exploring how it has performed in the past in prior change programmes. Many organisations believe they already learn from their past or desire to enhance this behaviour.
Some questions to hold,
How well do you respond to the dynamic demands of your market?
Do you and others;
have a dominant Performance or Learning Culture?
know the 'Strategic Direction' of the company
know where you are on the 'Organisational Eco- Cycle
know how your profile looks in terms of the 8 domains of the 'Change Matrix’
PURPOSE, LEADERSHIP, CULTURE, MOTIVATION, COMMUNICATION, MANAGEMENT, GROUP DYNAMIC, PERSONAL DYNAMIC.
If you want to try this (there REALLY is no charge), contact rod.willis@assentire.net
This document has been developed as a guide to
ethical decision-making in the boardroom. Rather
than focus on the ethical obligations of directors,
it aims to support directors as they navigate the
complex ethical terrain that is encountered in
every boardroom. This guide does not attempt
to prescribe a set of rules for good conduct.
Instead, it aims to complement and inform the
good judgement that directors bring to their
deliberations.
The insights that are presented in this document
have been distilled from interviews and roundtable
discussions with experienced directors and subject
matter experts, including senior academics and
board advisers.
The focus of this document is the boardroom;
the ultimate source of the ethical tone that flows
throughout a well-governed organisation.
This guide can be used:
·· as a general resource for directors;
·· to identify specific areas for strengthening a
board’s capacity in relation to ethics; and
·· to inform conversations about the ethical
dimension of complex issues encountered by
individual directors or the board as a whole.
How to embed emerging risk identification and management IRMindia AffiliateIRM India Affiliate
The Institute of Risk Management (IRM) is the leading professional body for Enterprise Risk Management
(ERM). We drive excellence in managing risk to ensure organisations are ready for the opportunities
and threats of the future. We do this by providing internationally recognised qualifications and training,
publishing research and guidance, and setting professional standards.
For over 30 years our qualifications have been the global choice of qualification for risk professionals and
their employers. We are a not-for-profit body, with members working in all industries, in all risk disciplines and
all sectors around the world. In 2019, the IRM welcomed the Institute of Operational Risk (IOR) into the IRM
group. www.theirm.org
We hope that you have read the first and second guides An Introduction to Identifying Emerging Risks, and
How to assess and treat Emerging Risks. These publications help you to identify and tackle potential risks
that may impact your organisation’s strategic objectives should they occur. In part one of this publication,
we offer tools and techniques to take that work and embed it within your organisation, with part two
providing ideas on how to tackle the leadership conversation about emerging risk management.
Similar to Governance Townsville 6 april 2013 (20)
Project management is about planning, controlling, and making decisions about projects.
Projects have a definite beginning and end.
Project management uses tools and techniques to manage the project so that it meets the requirements, is completed on time, within budget and to the required quality.
With all projects, there will be the risk that something will not go according to plan.
Examples of risk include:
• delays in recruitment of suitable staff
• computer breakdowns
• major disruptions in community e.g funerals
• lack of cooperation from other key stakeholders
• weather, wet season, cyclones
• poorly designed model of service delivery
• inadequate funding.
Writing a submission for funding can be overwhelming, time consuming, and at times, an unrewarding process (if unsuccessful) for an organisation.
Prior to writing the submission, the organisation should consider the following:
• What is the project?
• How much money is needed?
• Can the organisation’s current budget cover any of the costs?
• Does the organisation have enough staff members to effectively manage the project?
• Do we have enough time, expertise and commitment to write the submission?
• Do we have access to expertise in submission writing that can assist, if needed?
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
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
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).
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
5. VOICE was developed as part of the Queensland Government Strengthening
Indigenous Non-Government Organisations initiative
Source: www.communitydoor.org.au/voice
8. Governance Workshop 2013
Modern Governance and Community Groups
Governance is about how your organisation is run – the structures and systems and
understandings that enable you to make the right decisions and set the right course. It's
not the same thing as management – what the Board does is governance; what the CEO
does is management, although the two functions can overlap to some extent at the upper
levels.
Governance isn't your actual policies, either, or your mission or your direction; it's how
your organisation decides what that mission and that direction and those policies are.
There's no one perfect organisational solution, and a not-for-profit organisation can do
very well under a number of possible structures of governance.
(Source: Ourcommunity)
9. Governance Workshop 2013
Governance Principles
Responsiveness
Everybody who has an interest in a decision, and everybody who has information about
the topic, should be able to be heard; if possible, everybody who has an opinion on the
subject should be listened to.
Decisiveness
After everyone has been heard a decision has to be made, and that decision must be
implemented wholeheartedly across the organisation.
Ease of use
As far as possible the system should be transparent, flexible, and straightforward. It
should be possible to see immediately who's responsible for what, and how that
responsibility relates to the whole mission and to other sectors of the organisation.
10. Governance Workshop 2013
The Board / Committee
The Board is at the head of the organisation's structure of governance.
The Board has total authority, under the law, until some of that authority is
parcelled up and given away (delegated) to others.
Final decisions on important issues must always pass by the Board.
It is up to the Board to create the other organisational structures that will make
it possible to carry out the mission.
11. Governance Workshop 2013
The Board must:
Establish a clear mission and vision
Set up the light on the hill that will guide the organisation.
Identify the organisation's core values
What are the guiding principles that drive the organisation's response to events?
Define the organisation's programs and services
Assessing the need in the community, analysing opportunities, and developing a strategic plan based
on your resources
Obtain needed resources and community support
Board members need to be comfortable selling the mission of the organisation and participating in
fundraising activities. Board members should also be prepared to donate money themselves.
12. Governance Workshop 2013
The Board must:
Provide financial oversight and ensure the organisation meets its legal and financial
requirements
Developing budgets, monitoring program activities by tracking key performance indicators, managing
investments, and reviewing financial statements
Develop appropriate risk management practices
Gaining an understanding of the risks the organisation faces and its ability to obtain insurance for
some of those risks.
Select leaders for management positions
Choosing staff and monitoring their performance. Governance is not necessarily about doing: it is
about ensuring things are done. The Board must be definite about its performance expectations, must
assign these expectations clearly, and must check to see that these expectations are being met.
13. Governance Workshop 2013
Overview of your Legal Responsibilities
Duty to act in good faith and with care and diligence
Duty to act in the best interests of the organisation as a whole
Duty not to misuse information or misuse your position
Duty not to abuse a corporate opportunity
Duty to avoid/ disclose any relevant potential conflict of interest
Duty to maintain confidentiality
Duty to observe the constitution
Duty not to trade while insolvent
Duty to avoid negligence, fraud and other wrongs
14. Governance Workshop 2013
Purpose of Meetings
The primary reason for holding meetings is to allow the Board to make
decisions. However, meetings also serve a range of other important functions,
providing a forum where:
Board members are regularly brought together to focus on their roles and
responsibilities, identify problems and plan for the future.
Members are encouraged and motivated.
Ideas are shared and discussed and then discarded, improved or
implemented.
Tasks are allocated and reported on.
Regular updates about relevant issues are provided.
Members can get to know each other, professionally and personally.
15. Governance Workshop 2013
Minutes of Meetings
The Minutes are the official record of the actions and decisions of the Board. They are
taken every meeting and approved the next time the Board meets. Generally, meeting
minutes will include:
The date and time of the meeting (including start and finishing times).
Attendees (including absences and apologies – and noting when people have left and
re-entered the meeting).
A summary of the main points made during the discussion of each item.
The result of each item discussed (decisions made or deferred, sometimes also
including the number of votes for and against).
The minutes are sometimes approved without much thought, or even having not been
read by Board members. This is a dangerous practice indeed. The minutes show who
voted for what and what action the Board has committed itself to – and they may be
referred to as the official record days and weeks and even years after a decision has
been made. They should therefore not be treated lightly.
16. Governance Workshop 2013
What is risk management?
Many organisations have ways in which they currently manage risk: a sign
warning people to watch the step, a requirement that there always at least two
signatories to a cheque, inspecting an oval before competition to ensure it is
free of hazards, or backing up the computers once a week to protect records.
All are examples of risk management.
Standards Australia describes risk management as actions that prevent "the
chance of something happening that will have an impact on our objectives". So
the sign draws people's attention to possible danger, two signatories on a
cheques guards against one person using funds without authority, the
inspection ensures hazards that could injure are removed and the computer
back-up protects your records should a virus or surge strike.
17. Governance Workshop 2013
What is risk management?
Risk management is the process of thinking systematically about all the
possible risks, problems or disasters before they happen and setting up
procedures that will avoid the risk, or minimise its impact, or cope with its
impact. It is also about making a realistic evaluation of the true level of risk.
The chance of a tidal wave taking out your annual beach picnic is fairly slim.
The chance of your group's bus being involved in a road accident or a volunteer
hitting an electrical cable whilst digging during a working bee is a bit more
pressing.
18. Governance Workshop 2013
What is risk management – basic questions?
Risk management begins with three basic questions:
1. What can go wrong?
2. What will we do to prevent it?
3. What will we do if it happens?
Not every risk can be prevented. Football clubs, no matter how good their
medical and support team, can not stop all injuries. Organisations can not
always predict how people will react and in some cases the very activity the
community organisation was set up to do is risky.
19. Governance Workshop 2013
Summary
Governance is about leadership and decision making in an
organisation. Doing the “right thing”.
Therefore, Governance is about having the best leadership
team possible.
Governance is also about having the best systems and
processes in place to aid decision making (VOICE).
20. Questions?
Thank you for your attendance at this session
Need further help?
Volunteering North Queensland
www.volunteeringnthqld.org.au
Townsville City Council
www.townsville.qld.gov.au