Better Boards Conference 2017, Adaptive Directorship: Governing for the unpredictable, Brisbane, 28-30 July
The Better Boards Conference is the premier governance and leadership conference for leaders of Australasia’s non-profit organisations. The 2017 conference will be held in Brisbane from July 28 to 30 at the Brisbane Convention and Exhibition Centre.
In a recent article by Andrew Heaton for Nonprofit.news, James Beck discusses what he would expect to see on an NFP website to demonstrate governance and accountability to it's stakeholders. Click here to read the full article.
Effective Governance is delighted to welcome Melissa Grundy to the staff. Melissa has extensive governance experience having worked as a company secretary and with ASX-listed companies for many years. Melissa commenced her career in insolvency accounting, before moving to the Australian Stock Exchange (now ASX Limited), where she accumulated over 15 years’ experience addressing continuous disclosure, corporate governance and listing rule compliance issues, and participated in ASX policy development.
Written documentation is essential for effective and consistent communication within organisations, and the provision of clear, written policies and procedures that reflect current practice and community expectations assists in accountability. Further, written policies and procedures provide tangible evidence of intended practices that are consistent with the organisation’s values, and should be regularly reviewed, evaluated and updated.
Actions speak louder than words, but unfortunately not nearly as often in corporate Australia. We are faced with an ever-growing trend to substitute the latest jargon, cliché, corporate speak and weasel words for action.
By James Beck and Jennifer TunnyA board charter serves a number of important functions for your board. For example, a charter:
- Serves as a reminder for the board of the legal framework within which it operates;
- Documents the policies the board has decided upon to meet its legal and other responsibilities;
- Assists the organisation’s leadership in delivering good governance;
- Is a point of reference for disputes; and
- Serves as an induction tool for new directors and senior managers.
A common refrain I hear from CEOs and senior managers when discussing their boards is that they micromanage, i.e. the directors delve too deeply into operational matters. This is not only frustrating to management, but wastes the board members’ often limited time to do their actual job – directing, NOT managing the organisation.
Title: How to Avoid a Fall from Grace: Legal Lessons for Directors Author: Sarah Bartholomeusz Publisher: Advantage Media Group Publication Date: 2015 ISBN-10: 1599326752 ISBN-13: 9781599326757 Formats: Hardback Rating: 3/5
Effective Governance has just launched its new Governance Action Plan (G.A.P.) www.eg-gap.com.au tool, which is an online check of how your governance is performing. It is free and easy to use. The G.A.P. questionnaire consists of 20 questions based around the Corporate Governance Practice Framework® shown below.
Source: Kiel, G, Nicholson, G, Tunny, JA & Beck, J, 2012, Directors at Work, Thomson Reuters, Sydney.After completing the questionnaire, we will analyse your responses and provide you with a personalised report with recommendations as to how to improve your governance practices. The results of the G.A.P. will represent your personal perception of how your governance system is performing. Your perception may differ from the perception others, so having your colleagues complete the survey will give you a more complete picture of how your organisation’s governance shapes up. Please note: Any personal information you provide when completing this survey will be protected by Effective Governance in accordance with the 13 Australian Privacy Principles (APPs) contained in Privacy Act 1988 (Cth).
Risk governance is a key role of the board and is about applying the principles of good governance to the identification, assessment, management and communication of risks in an organisation so that the organisation’s risk-taking activities are aligned with its capacity to absorb losses and its long-term viability.