Nine steps to effective governance
Building high-performing organisations
The ‘Nine Steps’ publication and supporting material have been developed to help Play, Active Recreation and Sport, and not-for-profit / for value organisations, learn and apply good governance practices.
Supporting material
This supporting material appears as referenced in the Nine steps to effective governance (fourth edition). A particular acknowledgement to Boardworks for their ongoing thought-leadership support.
-
Concepts, challenges, structures and change
-
Step One: Define and agree the board's role
-
Step Two: Develop the work plan
-
Step Three: Make meetings count
Board minute-taking guide (DOC 30.6 KB)
Board paper structure (DOC 63.0 KB)
Communications and support to the board policy (included in the board charter) (PDF 74KB)
Decision-making: processes, options and a sample decision paper (DOC 53.8 KB)
Directors' register of interests (DOC 68.0 KB)
Financial reporting (EXC 197 KB)
Good practice meeting guidelines (93.0 KB)
Interest disclosure form (DOC 59.0 KB)
Quiet time - when the board meets alone (from Good Governance) (PDF 127KB)
Relevant information only please - board papers (from Good Governance) (PDF 195 KB)
Reporting against the strategic plan (EXC 197 KB)
Turn your agenda upside down (from Good Governance) (PDF 178 KB)
Writing for the board (2) Structure of reports (from Good Governance) (PDF 92.5)
-
Step Four: Provide strategic leadership
Creating a stakeholder communications plan (PDF 240 KB)
Legal checklist for boards (PDF 81.7 KB)
Risk management of events (PDF 886 KB)
Stratement of Strategic Direction Template (PDF 45.5 KB)
The Board's Role in Strategic Planning (PDF 226 KB)
Which parts of the strategic plan should the board approve? (from Good Governance) (PDF 136 KB)
-
Step Five: Employ and support a chief executive
Approaches to documenting the board's delegation to the CEO (PDF 233KB)
Board-CEO relationship (PDF 176KB)
Chief executive performance criteria (DOC 72.0KB)
Chief Executive Performance Management - a three-part article on managing your greatest asset (and risk): Part 1 (PDF 159 KB), Part 2 (PDF 107 KB), Part 3 (PDF 118 KB), Issues 20-22
Chief executive's individual employment agreement (DOC 64.0KB)
Delegations and limitation policies (included in board charter) (PDF 74KB)
Eight basic expectations a chief executive has of his or her board (PDF 182 KB)
Letter of expectation to incoming chief executive (DOC 24.0KB)
Performance review form (simple) (DOC 52.5KB)
Selecting the right chief executive (PDF 191KB)
Simple risk register (DOC 515KB)
Six ways boards undermine chief executive accountability (PDF 189 KB)
-
Step Six: Measure and monitor the right things
Communication and support to the board policy (DOC 184 KB) (in board charter)
Criterion-based monitoring (from Good Governance) (PDF 191 KB)
Performance measures: are they more trouble than they are worth? (PDF 128 KB)
Policy making: does your board put the cart before the horse? (PDF 146 KB)
Strategic and business planning (Sport NZ publication) (PDF 544 KB)
-
Step Seven: Review the board's performance
-
Step Eight: Get the right people on board
A short guide to board recruitment (DOC 61.5KB)
Board interview toolkit (DOC 34.5KB)
Board needs matrix (DOC 60.0KB)
Board room competencies (DOC 30.5KB)
Commitment letter for new directors (DOC 30.5KB)
Due diligence checklist (DOC 59.0KB)
Getting on board – the new director induction process (PDF 143 KB)
Recruitment advertisement (good practice example) (DOC 57.5KB)
-
Step Nine: Provide purposeful induction
Share
