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Level 8, Waterfront Place, 1 Eagle Street Brisbane QLD 4000T: 07 3024 0455 | www.effectivegovernance.com.auLevel 8, Waterfront Place, 1 Eagle Street Brisbane QLD 4000T: 07 3024 0455 | www.effectivegovernance.com.au
The Board’s Role in Ensuring Organisation Sustainability
Denise Morton, Specialist Advisor
Effective Governance• Effective Governance is part of the HopgoodGanim Advisory
Group and is the largest and oldest specialist corporate governance advisory firm in Australia. We operate nationally and internationally. Our mission is to deliver measurable value to our clients by assisting them with their governance, strategy and risk needs.
• The firm was founded in 1998.
• We combine academic research with practical methods that have been developed in the field with clients.
• Our experience covers the full spectrum from family companies, not-for-profits, government-owned corporations, statutory authorities, publicly listed companies and large multinationals.
• We believe that in order for Governance to be effective it must be specifically tailored to the type of organisation and their industry dynamics.
• That said, each will be at a different phase of their lifecycle and will have their individual challenges at a governance level.
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Denise Morton
Denise has had extensive experience in working with Boards to enhance the governance of their organisations. In particular, in conducting Board-as-a-whole and director evaluations and working with chairs to ensure the evaluation meets the needs of the organisation. In addition to conducting Board evaluations, Denise is actively involved in our strategic planning and governance services, including providing governance advice, the preparation of Board charters, and developing CEO evaluation processes and Board and director development programs.
Specialist AdvisorEffective Governance
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Topics
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• The current environment in the for purpose sector
• The role of the board
• YWCA case study
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The current environment in the for purpose sector
The for purpose sector in Australia
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• Approximately 600,000 not-for-profit (NFP)/for purpose organisations
‒ Nearly 60,000 NFPs are registered with the Australian Charities and Not-for-profits Commission (ACNC)
• Annual turnover of all Australian NFPs is in excess of $3.3 billion
• Australian charities reported total income figure of $103.4 billion for 2014
‒ A small number of charities (120, or 0.4%) reported incomes of more than $100 million
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Impact of the NFP sector – ABS data
• NFP GDP in 2012-13 = $57,710 million
‒ GDP for direct tourism in 2012-13 = $42,255 million
• Total income in 2012-13 = $107,840 million
• Total assets in 2012-13 = $176.0 billion
• NFP employment was 1,081,900 persons
‒ 9.3% of the Australian workforce
• NFP volunteers = 3,882,300 persons
‒ Volunteering hours = 520.5 million
Source: ABS, 5256.0 - Australian National Accounts: Non-Profit Institutions Satellite Account, 2012-13
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Role of the board
Creating a Sustainable Future
Clear Strategic Direction
Culture
CEO & Exec Team Aligned to
Strategy
Executive Performance
Organisational Success
Monitoring
Board Aligned to Strategy
Director Skills
Monitoring
Board Performance
• Values Statement • Code of Conduct• Whistleblower policy
• Board Charter• Position Description
• Board Skills Assessment
• Director Induction
• Strategic Directions Document
• Position Description
• Executive Assessment Framework• KPIs Organisation • KPIs Personal
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• Board Performance Review
Executive Skills • Selection Criteria
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High Performance Board Model
Organisational Performance
Work with and through the CEO and Executive
Board Environment
StrategyCEO and Executive
MonitoringRisk Management
CompliancePolicy Framework
NetworkingStakeholder Communication
Decision Making
Board
Competencies
• Knowledge
• Skills
• Abilities
• Diversity
• Size
Board
Structure
• Roles
• Processes
• Procedures
• Committees
Board
Behaviour
• Personality
• Values
• Norms
• Relationships
Board Dynamics
Legal Framework
OrganisationType
Constitution HistoryStrategy
Board Roles
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Organisation Environment and Culture
How do you know whether or not your CEO and Executive are
doing a good job?
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Why Strategy?
If you don’t know where you are going, any road will get you there
13 CAALAS_Day 1 Board Governance Training 2014
YWCA case study
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YWCA National Merger Project
• http://www.ywcamerger.org.au/#the-case-for-change
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Advisors in Queensland, New South Wales, Victoria, and Western Australia
Level 8, Waterfront Place1 Eagle Street, Brisbane QLD 4000
T: 07 3045 [email protected]
www.effectivegovernance.com.au
Find us on
Connect with us
Advisors in Queensland, New South Wales, Victoria, and Western Australia
Level 8, Waterfront Place1 Eagle Street, Brisbane QLD 4000
T: 07 3045 [email protected]
www.effectivegovernance.com.au
Connect with us