The document provides an overview of policy governance and how it can help boards operate more effectively. It discusses common frustrations board members face, such as spending too much time on operational issues rather than strategy. A policy governance model separates the board and manager roles, with the board focusing on oversight through policy setting and the manager handling operations. This provides clearer accountability. The document then addresses frequently asked questions about implementing a policy governance approach and provides examples of sample policies.
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.
This presentation attempts to make the concepts of the Carver model of "Policy Governance" (registered trade mark) available to small nonprofits and their boards
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.
This session covered:
- What do we mean by governance?
- What does it mean for NEDs?
- Main points from ‘Boardroom Behaviours’ and ‘Board - Effectiveness Guidance’ reports
- Good (and bad) governance – can it deliver value/prevent loss?
- Benefits of perceptive governance
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.
This presentation attempts to make the concepts of the Carver model of "Policy Governance" (registered trade mark) available to small nonprofits and their boards
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.
This session covered:
- What do we mean by governance?
- What does it mean for NEDs?
- Main points from ‘Boardroom Behaviours’ and ‘Board - Effectiveness Guidance’ reports
- Good (and bad) governance – can it deliver value/prevent loss?
- Benefits of perceptive governance
Corporate Governance a Balanced Scorecard approach with KPIs between BOD, Exe...Chris Rigatuso
This paper, from 2003, during my time at Oracle, was an early attempt to define metrics for inducing accountability between BOD, executives, and operating management of corporations. It's geared to large companies, but the lessons are broadly appreciable. It was published in CFO Reviews by Anderson Consulting, and other places. It predates the SOX Sarbanes Oxley laws that were a result of the Enron Scandal.
How can agile thinking be used to improve work and practices in Boards of Directors? Why is traditional budgeting limiting companies' performance?
This presentation is about agile thinking in Board work and beyond budgeting. In the end of the presentation, 10 recommendations for every Chairman.
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/
In a " VUCA" environment its becoming increasingly challenging for CEO to align the short time horizon of " Strategic initiatives" with " Operational deliverables".... thus is presented a " Strategy map" TO aid realise the broad blue-print for direction setting to see better " strategic-operational alignment"
Steer towards success: What very successful portfolio company boards doLeslie S. Pratch
In our previous edition, we began to look at how you can design and fill the boards of your companies so they will be more effective. This edition shifts attention to board processes. Board processes exist to help the company reach its goals. First, we’ll examine how boards organize their activities. Then we’ll look at how board members actually behave in and between board meetings to support the company’s achieving its goals, and how to build the trust that facilitates good interactions between the board and management. The purpose of board processes is to encourage good board behavior to happen, but sometimes bad behavior still happens, and drastic action may be required.
The purpose of a financial college is to put into effect, at every level in an organisation, unusually strong and coordinated practices of financial control.
Given powerful cultural and philosophical support, this approach acts as a check on the unilateral power of Managing Directors or their equivalents in subsidiary organisations. So it strengthens corporate compliance and
produces more rational decisions, and a better balanced process for taking them.
Evaluation of Board of Directors of the Company - Corporate GovernanceHariom Rastogi
Evaluation of the Board and of the individual directors is one potentially effective way to respond to the demand for greater board accountability and effectiveness of the company as well.
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
Corporate Governance a Balanced Scorecard approach with KPIs between BOD, Exe...Chris Rigatuso
This paper, from 2003, during my time at Oracle, was an early attempt to define metrics for inducing accountability between BOD, executives, and operating management of corporations. It's geared to large companies, but the lessons are broadly appreciable. It was published in CFO Reviews by Anderson Consulting, and other places. It predates the SOX Sarbanes Oxley laws that were a result of the Enron Scandal.
How can agile thinking be used to improve work and practices in Boards of Directors? Why is traditional budgeting limiting companies' performance?
This presentation is about agile thinking in Board work and beyond budgeting. In the end of the presentation, 10 recommendations for every Chairman.
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/
In a " VUCA" environment its becoming increasingly challenging for CEO to align the short time horizon of " Strategic initiatives" with " Operational deliverables".... thus is presented a " Strategy map" TO aid realise the broad blue-print for direction setting to see better " strategic-operational alignment"
Steer towards success: What very successful portfolio company boards doLeslie S. Pratch
In our previous edition, we began to look at how you can design and fill the boards of your companies so they will be more effective. This edition shifts attention to board processes. Board processes exist to help the company reach its goals. First, we’ll examine how boards organize their activities. Then we’ll look at how board members actually behave in and between board meetings to support the company’s achieving its goals, and how to build the trust that facilitates good interactions between the board and management. The purpose of board processes is to encourage good board behavior to happen, but sometimes bad behavior still happens, and drastic action may be required.
The purpose of a financial college is to put into effect, at every level in an organisation, unusually strong and coordinated practices of financial control.
Given powerful cultural and philosophical support, this approach acts as a check on the unilateral power of Managing Directors or their equivalents in subsidiary organisations. So it strengthens corporate compliance and
produces more rational decisions, and a better balanced process for taking them.
Evaluation of Board of Directors of the Company - Corporate GovernanceHariom Rastogi
Evaluation of the Board and of the individual directors is one potentially effective way to respond to the demand for greater board accountability and effectiveness of the company as well.
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
PGA Catalunya Resort - Residential CollectionPGACatalunya
Welcome to PGA Catalunya
Resort, set in one of the most
enviable locations in Spain.
Catalonia is without a doubt one
of the most attractive areas in
Europe with a geographic and
cultural variety that inspired the
genius of Dalí, Picasso and Gaudí.
In this presentation I present some basics of multimedia streaming such as: Multimedia Communications- Multimedia Streaming Apps- Characteristics of Multimedia - QOS - Streaming Stored Audio And Video
This powerpoint presentation helps you to understand the characterstics of computer in brief....nd in very easy language...!! enjoy nd send me ur views....
Strategic Policy Governance – a System That Works for Publicly-Elected BoardsLeading Resources, Inc.
Working with many elected Boards, I’ve continued to facilitate the adoption of this governance system. From my experiences over the past 15 years, I’ve seen how effective this system, which I dubbed “strategic policy governance,” can be.
In the year 2002, Warren Buffett made an admission that he had not been as vigilant as he should have been in his role as Director of the various subsidiaries of his holding company, Berkshire Hathaway. In a letter to the shareholders he wrote “ Too often I was silent when management made proposals that I judged to be counter to the interest of the shareholders. In those cases, collegiality trumped independence and a certain social atmosphere presides in boardrooms where it becomes impolitic to challenge the Chief Executive.
Kevin Sharer, Chairman of Amgen, the US biotech company, portrayed a very different relationship between board and chief executive. “ Working with the board is vital, complex, and beyond your prior experience. It is among the most complex human relationships, especially if you are the chairman, when you are their boss, and they are your boss. Get the relationship right or it will hurt you.
These two very different experiences open a new book, Boards that Lead- When to take charge, When to Partner and When to stay out of the way. The central premise of the books is a plea. “ Governing boards should take more active leadership of the enterprises, not just monitor its management?
The growing complexity of markets and strategy, the authors say, is one of the biggest challenges for board members. It also means that they cannot afford to sit back and rubber stamp executive’s plans.
Boards often fail to do their job, they point out, for example failing to do their due diligence. They cite the example of Yahoo’s Chief Executive Scott Thompson. After a few months in the post, it was discovered that he had listed a degree in both accounting and computer science, but had actually earned only the first.
A good book to read move from Delivering to Leading.
Happy Reading
This session covers the following:
- What do we mean by governance?
- What does it mean for NEDs?
- Main points from ‘Boardroom Behaviours’ and ‘Board Effectiveness Guidance’ reports
- Good (and bad) governance –can it deliver value/prevent loss?
- Benefits of perceptive governance
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 2022
See more at https://www.financialpoise.com/webinars/
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.
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.
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.
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
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/
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
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
Navigating the world of forex trading can be challenging, especially for beginners. To help you make an informed decision, we have comprehensively compared the best forex brokers in India for 2024. This article, reviewed by Top Forex Brokers Review, will cover featured award winners, the best forex brokers, featured offers, the best copy trading platforms, the best forex brokers for beginners, the best MetaTrader brokers, and recently updated reviews. We will focus on FP Markets, Black Bull, EightCap, IC Markets, and Octa.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
buy old yahoo accounts buy yahoo accountsSusan Laney
As a business owner, I understand the importance of having a strong online presence and leveraging various digital platforms to reach and engage with your target audience. One often overlooked yet highly valuable asset in this regard is the humble Yahoo account. While many may perceive Yahoo as a relic of the past, the truth is that these accounts still hold immense potential for businesses of all sizes.
2. 2
Frustrations of a Board
Member
Most operate as a member of a committee of
management but are interested in a governance model
Often frustrated with organisational ‘busi-ness’
Thought they were going to make a difference to their
community – but just ended up with more work
Thought they would have a leadership role but ended up
one of the workers – and unpaid
Seem to spend (waste) a lot of time talking about
operational issues and very little time talking about
strategic issues
Need a strategic focus developed in a strategic plan but
can’t find the time or the willingness to do it
Concerned about their liability as a board member but not
sure how to manage the risk
Not sure what their role is as a board member – the
Manager seems to run the show
3. 3
Ponderings of a Board
Member
What actually is the role of the board?
What is my role as a board member?
What is the role of the Manager
How do the two work together?
How do we know if the organisation is going OK?
How well is the board going?
How do we know the Manager is doing a good job?
4. 4
How Boards Have Operated
in the Past?
Spent a lot of time discussing anything that anyone wants
to discuss
Delegating the same job to more than one person
Monitoring performance with no criteria to judge against
Failing to clarify the most important organisational value
of all – the purpose of the organisation
5. 5
Policy Governance Model
Is a model of board governance based on the underlying
assumption that the board has the final (and legal)
responsibility for the actions, outcomes and outputs of the
organisation
The board operates through a set of policies across a
range of areas that are implemented by the staff of the
organisation who are under the direction of the Manager
The model relies upon the board operating at the strategy
and policy level and the staff operating at the operational
level – with a clear separation between the two
The board oversees the operations of the Manager by
setting limitations representing the values the board see
as most important in the way the organisation operates
The linkage between the board and the staff is through
the Manager
6. 6
Why a Policy Governance
Model?
Addresses most of the concerns raised by board members –
particularly committee of management members
Provides clear policy statements indicating:
The role of the board
The role of the Manager
The relationship between the two
The role of the strategic plan
Provides a proven way of managing risk within the organisation
Improves the efficiency of board management (reduces time)
Makes recruiting board members easier
Makes recruiting and employing a Manager more successful
Addresses many of the concerns raised by funding bodies
regarding:
strategic direction,
risk management
governance procedures within applicant organisations
how the organisation minimises risk for the funding body
7. 7
What a model of corporate
governance will do
The model is applicable:
Whether your organisation has staff or not (but easier
if you have)
To startup or continuing organisations
To for-profit, not-for-profit and public sector
organisations
The model builds powerful boards but is still attractive to
Manager’s because it:
Provides greater authority for the Manager
Provides greater autonomy and flexibility for the
Manager
Provides clear lines of responsibility for the Manager
The model does not create the situation where the
question needs to be asked:
Who is running the organisation – the Board or the
8. 8
Who wins – Who loses
All parties win with a policy governance model because
the roles, responsibilities and accountabilities are clear (if
you don’t like it you don’t join at the outset). However:
If in the past the board has been rubber stamping
everything the Manager does – then the Manager
loses some power
If the board has been actively involved in operational
management – then the board loses some power
9. 9
Some FAQ’s
How do you run your existing model whilst developing the
new one?
Development and implementation of a policy
governance model cannot be done incrementally
The new model is developed whilst while continuing to
run your existing model
The changeover occurs when the organisation is ready
10. 10
Some FAQ’s
What policies do we develop first?
Role of the board
Role of the Manager
Relationship between the board and Manager
Strategic objectives
How do we start?
Use the generic set of policies provided and
then customise them for your organisation
11. 11
Some FAQ’s
Should we hire an outside consultant?
Only if the consultant knows the policy governance
model thoroughly
Who should lead the process?
The person on the board who is most familiar with the
model – this may or may not be the chairperson
Should the Manager lead?
The board should not give the role of board
governance to the Manager – the Manager should be
involved – but not lead
What happens to our current policies and
procedures
Tends to work best by discarding current policies –
better with a fresh start
12. 12
Some FAQ’s
How long does it take?
More than likely – over a period of several months
The bulk of the work can be done in 3- 4, three-hour
sessions
Is there a way we can ‘try before we buy’?
Yes – develop policies and then see to what extent they
address existing issues
Does every board member have to be in favour of the
move to policy governance?
Adopt the way you usually make board decisions – it is a
board decision!
How much detail do we need to include in a policy?
As much (or as little) as it takes for the board and the
Manager to reach a common agreement. Commence with
the broad detail and provide more specific detail as required
13. 13
Some FAQ’s
How does the adoption of policy governance increase the
chance of obtaining government funding?
Clearly shows how the funded project fits into the strategic direction
of the organisation
Shows how, by managing risk, your organisation is able to minimise
the risk funding bodies have addressing:
Legal risk
Commercial risk
Provides for the development of operational procedures including:
Financial management
Staff management
reporting
How does the adoption of policy governance decrease the time
spent at board meetings and increase board effectiveness:
minimising time spent discussing operational issues
maximising the time spent on monitoring board performance
Maximising the time spent on organisational performance and policy
development
Maximising spent on identifying potential opportunities and threats
and responding to them
14. 14
Board Governance Policies
Overarching Board Commitment
Governing Style
Board – Owner Linkage
Agenda Planning
Role of Chairperson
Board member’s Code of Conduct
Board Committee Principles
Board Member Induction
Cost of Governance
General Manager Constraint
Treatment of Customers
Treatment of Staff
Financial Planning and Budgeting
Financial Status of Dreamtime Child Care Services
Emergency Manager Succession
Asset Protection
Remuneration and Benefits
Communication and Support to the Board
Public Affairs
Unity of Control
Accountability of the Manager
Delegation to the Manager
Monitoring Manager Performance
15. 15
Board Governance Policies -
Examples
Role of the Board
Governing Style
The Board will govern with an emphasis on:
Outward vision rather than internal pre-occupation
Encouragement of diversity of view-points
Strategic leadership more than administrative detail
Clear distinction between Board and Manager roles
Collective rather than individual decision-making
Pro-activity rather than reactivity
In the process of doing this:
The Board will cultivate a sense of group responsibility. The Board,
not the staff, will be responsible for excellence in governing
The Board will direct, control and inspire the organisation through
the careful establishment of broad written policies reflecting the
Board’s values and perspectives about ends to be achieved and
means to be avoided.
The Board will enforce on itself whatever discipline is necessary to
govern with excellence.
The Board will monitor and discuss the Board’s progress and
performance at each meeting.
16. 16
Board Governance Policies -
Examples
Policy Type: Role of the Manager
General Manager Constraint
The Manager shall not cause or allow any practice, activity, organisational
circumstance or decision that is unlawful, imprudent or that contravenes any ethic
specific to Yolla Producers or commonly held business or professional ethic.
Policy Type Relationship Between the Board and the Manager
Unity of Control
Only decisions of the Board acting as a body are binding on the Manager.
Accordingly,
Decisions or instructions of individual Board members, officers or committees are
not binding on the Manager unless the Board, under rare circumstances, has
specifically delegated such authority
Whilst recognising the need for individual Board members to have access to
information relevant to their governance responsibilities, the Manager can refuse
such requests (or defer them to the Board), when, in the Manager’s opinion, a
significant amount of staff time or funds are required, or is disruptive. The
Manager will notify the Chairperson when a refusal/deferral occurs.
17. 17
Board Governance Policies
Relationship Between the Board and the Manager
Accountability of the Manager
The Manager is the Board’s only link to the operational
achievement and conduct, so that all authority and
accountability of staff, as far as the Board is concerned, is
considered the authority and accountability of the
Manager. Accordingly:
Instructions to persons who report directly or indirectly to
the Manager will be conducted through the Manager
The evaluation or appraisal of staff, either formally or
informally, other than the Manager, will only be carried out
by the Manager
The Manager’s performance, in general terms, will be
appraised against the achievement of organisational
objectives subject to the limitations placed on the Manager
by the Board through its policies
18. 18
Board Governance Policies
Policy Type Relationship Between the Board and the Manager
Delegation to the Manager
The Board delegates to the Manager responsibility for the implementation of its
operational and strategic objectives whilst complying with its Manager Limitations
policies
The board will develop operational and strategic objectives that make clear the
results the Board expects the Manager to achieve
The Board will develop, monitor and modify Manager Limitations policies that limit
the latitude the Manager may exercise in determining the means by which
organisational and strategic objectives may be achieved
The level of detail prescribed in any Board policy will be determined by the degree
of information required to ensure the interpretation of policies by the Manager is
consistent with the interpretation intended by the Board
The level of detail in board policies may change therefore shifting the boundary
between Manager operations and Board operations. But as long as any particular
delegation is in place, the Board will respect and support the Manager’s choices of
means of implementation
The Manager is encouraged to utilise the knowledge and experience of individual
directors on the Board
19. 19
Board Governance Policies
Policy Type Relationship Between the Board and the Manager
Monitoring Manager Performance
The Manager’s performance will be continuously, rigorously and systematically
assessed by the Board against achievement of operational and strategic objectives
and, compliance with Manager Limitations policies. The Board will provide regular
feedback to the Manager.
Monitoring the Manager’s performance is to determine the degree to which Board
policies are being met. Only data that is relevant to the Board’s policies will be
included in the monitoring process
The Board will acquire monitoring data by one or more of three methods:
By the Manager reporting directly to the Board
By an external, independent third party selected by the Board to provide data regarding
compliance with Board policies
By direct Board inspection, in which a designated member or members of the board gather
relevant data to assist the Board determine the degree of compliance with Board policies
by the Manager
In each case, the standard for compliance shall be any reasonable interpretation of
the policy being monitored, by the Manager. That is the Manager’s interpretation
consistent with the spirit and intent of the policy by the Board
All policies that instruct the Manager will be monitored at a frequency and by a
method chosen by the Board. The Board can monitor any policy at any time and
by any method, but will usually depend on a routine schedule
20. 20
Getting Started
Draft Workshop Agenda Questions
The Role of the Board
What is the purpose of the Board?
Who is the Board accountable to?
How is the Board’s performance monitored and appraised?
What is the role of the Chairperson?
What is the code of conduct expected of Board members?
How can the cost of governance be minimised?
The Relationship between the Board and the Manager
What is the role of the Manager?
What decisions are binding on the Manager?
What is the Manager accountable for and authorised to do?
How will the Board instruct the Manager?
How will the Board monitor and appraise the Manager’s performance?
Limitations Placed on the Manager by the Board
What requirements does the Board have relating to the way activities are carried out?
How are customers/clients treated?
How are staff treated?
How are finances planned and budgeted for?
How is the financial status managed?
How is Manager succession managed?
How are assets managed and protected?
How are internal/external parties (employees, contractors, consultants, volunteers)
compensated?
How the Board is kept informed and supported by the Manager?
What is the focus of Manager activities?
22. 22
The Board and The
Organisation
Outward vision rather than internal pre-
occupation
Encouragement of diversity of view-
points
Strategic leadership more than
administrative detail
Clear distinction between Board and
Manager roles
Collective rather than individual
decision-making
Pro-activity rather than reactivity
23. 23
Board Meetings
Reports and reporting
Financial
Activity
Action Plan
Strategic direction
Committees
Decision making
Agenda