With the ever-changing landscape of technology, it brings with it a lot of new language to the table, which makes it seem complicated and one of those technically detailed conversations. It doesn’t have to be.
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As we started to touch on in last month’s blog post, year three is a magic number in the evaluation journey. The third year is when we see surface level issues, such as risk management, board meetings and agendas, and governance systems and processes, resolving or resolved and the real work beginning for deeper level improvements.
Our Governance Evaluator Crowd Governance Data is a wonderful resource for evaluating, trending, and benchmarking data that delivers powerful insights into governance.
An effective induction program sets directors up for success – Fi & Jo-Anne explore the many elements required to support new directors to feel engaged and confident to contribute faster to minimise your governance risks.
The Governance Evaluator 2019 Benchmark Report analysed evaluations from 92 boards comprising of 777 members across a range of sectors, with Risk Management and Compliance being identified as one of the top five risks for boards.
Stakeholder Engagement still a concern for many boards – find out what boards have done to build their capabilities in 2019
The Governance Evaluator 2019 Benchmark Report has identified for the second year in a row Stakeholder Engagement as the number one risk for boards.
Governance Evaluator and The Australian Centre for Healthcare Governance (ACHG) are excited to announce a new initiative for building strong governance in the health sector.
Why are sub-committees so important? For many boards, sub-committees are where the bulk of the board’s work actually takes place. Sub-committees enable a board to ‘divide and conquer’ by distributing the detailed planning and oversight of each of the board’s many responsibilities across smaller groups of appropriately skilled members.
A key factor for building high functioning boards that have the ability to lead successful organisations is for the board to have the right systems, processes and supports in place to empower a group of experts to become an expert group.
A board that listens and acts will help secure a better ageing futurePicture yourself in bed, incapacitated and unable to communicate. Your greatest pleasure is a hot cup of coffee, but every day your coffee grows cold while you await the arrival of your carer. A board that hears the voice of the consumer can prevent this from happening.