The governance advice help-desk allows you to obtain advice from a governance expert about your organisation's governance challenges or issues.
Here's some examples of the sort of advice organisations have asked us about:
Board Discussion papers are prepared by governance experts on current and emerging strategic issues for Boards with questions your Board should be discussing and answering to be satisfied that your organisation is adequately addressing these important issues.
Have a look at a snippet of the first Board Discussion Paper here
You will be able to access 1 paper per month (except in December and January) from the Governance Matters' website with the username and password you create when you purchase Directored Thinking.
Board and Director Development videos assist in the induction of directors and/or provide ongoing development for the existing Board and directors. The videos are generally 50-60 minutes in duration. You can watch them as many times as you like during your 12 month access period.
Choose 4 topics from those available:
Board members who don’t have a legal background are often confused about their legal duties. We have seen lots of examples of this from conflicts of interest that are “ignored” or not handled properly to board members who don’t understand accounts and financial statements and can’t tell whether the organisation is solvent – for which they are responsible.
The Duties and Responsibilities of Directors (Board Members) covers the legal duties owed by board members. It uses case studies to explain the concepts in a simple, concise and easy to understand way.
It looks at:
You will also get:
It’s a perfect topic for:
What our subscribers say
“The Duties and Responsibilities of Directors simplifies the message into plain English and uses case studies really well to explain concepts”. Paul Edginton, CEO, SYC.
About the Presenter – Kate Costello
Governance Matters’ founder Kate Costello is widely recognised as an expert in advising corporate and not-for-profit clients on strategy, restructures, skilling programs and board evaluations that have enhanced company and board performances both at home and abroad. When not applying her mind to improving the world’s corporate governance practices, the University of Melbourne law graduate finds time to engage in her other passion of archaeology and its study of human behaviour through the ages.
Charity: $5 is set aside for The Australian Indigenous Education Foundation each time a subscriber selects this topic.
Our research shows:
“84% of NFP and government entity CEOs believe their boards interfere in operational issues which should be the domain of management. Only 23% of chairs or boards agree” and “84% of government and NFP boards don’t measure strategic outcomes (strategic KPIs). They only measure activities”.
Encourage the Board to Think, Plan and Act Strategically is about helping boards understand the importance of working at a strategic level and not spending an inordinate amount of time on the small details which should be left to management. It provides some tools to assist, including a tested and tried process for developing a robust 2-3 page strategic plan.
The topic looks at:
“Encourage the Board to Think, Plan and Act Strategically included some great reminders to board members and some simple messages to help focus the board on the strategic document and measuring outcomes”. Catherine Schultz, Board Member, SYC
Charity: $5 is set aside for the Jodi Lee Foundation each time a subscriber selects this topic.
There is a whole industry around risk management with risk registers and coloured “heat” charts.
But, does your board understand how to agree your organisation’s risk appetite and what risks to monitor, how often? More importantly, do you know what company collapses have shown is the best risk mitigator for an organisation?
The Board’s Role in Risk Management covers the development of a risk management policy for approval by the board.
Charity: $5 is set aside for the Amy Gillett Foundation each time a subscriber selects this topic.
“…intelligent, caring individuals regularly exhibit procedures of governance that are deeply flawed”
John Carver, Boards that Make a Difference
Boards think they make rational decisions but psychology tells it differently.
Improving Board Decision-Making challenges board members to question their belief in their innate ability by introducing psychological research and case studies demonstrating that human thinking and decisions can be flawed. This is new territory for boards. Specific board techniques to guard against these “flaws” are covered.
Charity: $5 is set aside for the Cancer Council SA each time a subscriber selects this topic.
I’m sure you have heard the quote ”cash is king”! Do you understand why this is so?
Understanding Financial Statements (Part II – Cash Flow Statement) looks at one critical component of the financial statements – cash flow. It highlights,
“The finance topics are pitched at exactly the right level for Board Members who want to understand financial statements.” John Munchenberg, Chair, Balcos Pty Ltd.
About the Presenter – Ben Miels
It’s fair to say Ben Miels is something of a sports tragic. His resume is sprinkled with board positions at organisations such as Greyhound Racing SA and the SA Motorsport Advisory Board, but away from the tracks and playing fields, this dynamic and multi-awarded chartered accountant and managing partner at professional services firm Edwards Marshall is an eminent authority on business disciplines ranging from taxation to risk management and has consulted to a wide array of industries.
Charity: $5 is set aside for The Australian Childhood Foundation each time a subscriber selects this topic.
We’ve all worked with good and “bad” Chairs and know the difference this makes to effective governance. Most “bad” Chairs are not malevolent, they often just don’t understand the myriad responsibilities of the role. They usually have to learn by trial and error.
What Effective Chairs Do is about how to select the right Chairs and ensure they understand all dimensions of the role. The role requires as much work, if not more, outside the boardroom as in it. Tips from clever Chairs are provided.
The topic also looks at:
Charity: $5 is set aside for the Mary Potter Foundation each time a subscriber selects this topic.
Everyone else in the organisation is evaluated, so why not the board?
Board Evaluations explains the ways in which the board can demonstrate leadership and:
Charity: $5 is set aside for SYC each time a subscriber selects this topic.
Board-endorsed Policies are organisation, operational policies reviewed and approved by the Board and overseen by management.
Choose 2 Board-Endorsed Policies from those currently available:
Or let us know and we will create another Board-endorsed policy for your organisation.
Governance Matters Board Charter Policies are plain English, practical, best practice and easily adapted to suit the requirements of your Board.
Board Charter Policies are policies specific to the functioning of the Board which collectively form a Board Charter. These policies are reviewed and approved by the Board.
The Board Charter policies listed below follow the sequence of a logical Board Charter index.
Choose 10 Board Charter policies:
Please select your package:
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