The Conscious Governance toolkit provides many examples of conscious governance policies and tools that will assist your nonprofit Board to function with conscious awareness.
These tools have been skilfully crafted and developed to deliver practical and sustainable high performance results for you and your organisation.
Conflicts of interest can be defined as any situation in which an individual director is in a position to exploit a professional or official capacity in some way for their personal benefit. The appearance of a conflict of interest is present if there is a potential for the personal interests of an individual to clash with fiduciary duties, such as a situation that has the potential to undermine the impartiality of a person because of the possibility of a clash between the director's self interest and the board interest or the organization's interest.
Have a Board charter that specifies these relationships. The best Board charters include sections such as Purpose of Charter, Purpose of Board, Roles and Responsibilities of Directors, Membership and term of Board , Relationship of Board and CEO, Board culture and Reporting Requirements. Ensure that all Board members and staff have a copy.
This checklist can be used to provide insight into what a truly accountable annual report might look like. The key to an annual report that makes a difference is when the annual report is not reporting against how "busy" the organization has been. It reports against vision, strategy and key stakeholder expectations.
The individuals who are selected to be on the board of directors of an organization have overall responsibility for the activities of the organization. Directors have duties and responsibilities to assure good governance and act in the interests of the organization – including putting the organization’s interests ahead of their own. Governance is about the Board making the choices that create the future for the communities they serve.
To operate at the speed of today’s business environment, boards must strategically and constantly keep an eye on the big picture. But since the big picture keeps changing, they must cultivate an ability to be aware of future trends and how these trends may affect their business. One of the most frequently asked questions by CEOs of nonprofit organizations today is, “What can I do to get my Board to be more strategic?