Winners and finalists of the 2022 Indigenous Governance Awards talk about the importance of developing the next generation of leaders and how succession planning takes place in their organisation...
Policies for promoting effective governance in governing bodies
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Home
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01 Understanding governance
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02 Culture and governance
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03 Getting Started
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04 Leadership
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05 Governing the organisation
- 5.0 Governing the organisation
- 5.1 Roles, responsibilities and rights of a governing body
- 5.2 Accountability: what is it, to whom and how?
- 5.3 Decision making by the governing body
- 5.4 Governing finances and resources
- 5.5 Communicating
- 5.6 Future planning
- 5.7 Building capacity and confidence for governing bodies
- 5.8 Case Studies
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06 Rules and policies
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07 Management and staff
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08 Disputes and complaints
- 8.0 Disputes and complaints
- 8.1 Aboriginal and Torres Strait Islander and non-Indigenous approaches
- 8.2 Core principles and skills for dispute and complaint resolution
- 8.3 Disputes and complaints about governance
- 8.4 Your members: Dealing with disputes and complaints
- 8.5 Organisations: dealing with internal disputes and complaints
- 8.6 Practical guidelines and approaches
- 8.7 Case Studies
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09 Governance for nation rebuilding
- Governance Stories
- Glossary
- Useful links
- Acknowledgements
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Policies for promoting effective governance in governing bodies
05 Governing the organisation
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- Develop board member role descriptions that are distinct from management and staff responsibilities.
- Develop values statements for the board, management and staff regarding their roles and responsibilities.
- Hold some private board meetings without staff in attendance, to allow for more open discussion.
- Make policies that enable your governing body to draw on independent external expertise and advice.
- Have the chair or an executive committee set agendas for board meetings so meetings are not only focused on management and its priorities.
- Provide short, accessible background information for any matters you intend to bring up in a board meeting.
- Define the skill sets board members need to have. Actively look for people to fill skill gaps and give existing board members the opportunity for professional development.
- Focus on orientation and training for new board members.
- Develop procedures for routine evaluation (and self-evaluation) of board performance.
- Use mentors or management support to achieve more effective chairmanship, if needed.