This chapter identifies the institutional qualities and governance principles that are critical for developing and implementing effective and equitable policy measures to … 1 Department of Health, Governing the NHS: A Guide for NHS Boards, June 2003 2 Department of Health, Integrated Governance Handbook, February 2006. www.good-governance.org.uk 5 3. Due diligence guide for purchasing a business, Interview: Major General (Ret) Fergus McLachlan AO — Leadership is a team sport, CEO Memo: Making the post-pandemic working world the best it can be, President’s commentary: Let’s keep the spotlight on mental health once the pandemic lifts, ASX Corporate Governance Principles and Recommendations roundtable, Corporate culture and governance: Crucial for pandemic and post-pandemic era, When everything changes, change everything, Further changes to FIRB rules announced: Effective 1 January 2021, Digital transformation governance: What boards must know, Governance Institute Risk Management Survey Report 2020: Insights into the risk landscape, Security and privacy issues when working from home, President’s commentary: Why risk professionals — and boards — must learn from the COVID-19 pandemic, CEO Memo: Board diversity study shows there’s still plenty of room for improvement, Interview — Jason Brown — Maximise certainty to deal with uncertainty, Ploughing on: Supply chains in agriculture in the COVID-19 era, Practical considerations for electronic execution, Letting people go well: A guide on what to do. Why systems drive culture and what leaders need to look out for to prevent conflict, The 6 pillars to curb change fatigue and lead change. How creativity can boost teams’ productivity and happiness during COVID-19, The powerful role authentic leadership plays in driving culture. … The governance handbook provides guidance on the roles and duties of governing boards, and advice on the skills, knowledge and behaviours they need to be effective. 0 Future of the risk management professional, Interview: Michael Chaney AO ― The future is always unknown, CEO Memo: Taking some summer downtime to get your office house — and personal house — in order, President’s commentary: Taking stock of 2020 and casting forward to 2021, Why aligning anti-corruption and human rights approaches makes good business sense, Risk, resilience and recovery: The role of boards in uncertain times, Personal liability for insolvency: The devil’s in the detail, The key to breaking through organisational inertia, How to influence using the power of emotional intelligence, Walking the talk: Australian insights on ESG, Interview: James Bartle — Ethical fashion, sustainable futures and jeans, CEO Memo: Governance on the front page: Lessons for corporate Australia that can’t be ignored, President’s Memo: Join our National Conference for insights from global and national leaders, Responding to unsolicited director nominations. 34Conclusion. Attention to four main components of the model can help boards construct or refine their own governance operating model: … What we have attempted to do in this Competency Framework for Governance is to define more clearly the knowledge, skills and behaviours needed for governance to play its full part in this vision. The second pillar - An effective governance culture; 2.1 Board culture; 2.2 Ethics; 2.3 Board architecture – a charter for the board; 2.4 Board composition and succession planning; 2.5 Key competencies for non-executive directors; 2.6 Due diligence; 2.7 Induction; 2.8 Director development; 2.9 Board and director evaluation; 2.10 Exiting the board The board should fulfill certain key functions, including maintenance, review and monitoring of corporate strategy, effectiveness of corporate governance practices, executive compensation and succession planning, transparent board nomination and election process, potential conflicts of interest, integrity of accounting and financial systems, and process of disclosure and communications. Board Software Comparison Kit. Religious institutions and NSW's changing child protection landscape, Why you need an employee promise to win today’s war for talent, CEO Memo: Strong start with member briefings, President’s commentary — Influence, Strategy, Impact, 2019 Australian annual general meeting season review, Interview with Joanna Knox: Transforming the risk discussion, Directors dealing with whistleblowing in the new environment, The year ahead: Governance, risk and compliance in 2020, REST super case to set climate risk precedent, Modernising Commonwealth Business Registers and Director Identification Numbers. The creation of a school council skills matrix is an opportunity for considered reflection and productive discussion on how council is working and what changes are needed to better meet its role and responsibilities. Background . 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