Nine steps to effective governance
Building high-performing organisations
The 'Nine steps' publication and supporting material to help sport and not-for-profit organisations improve governance structures.
Supporting material
Listed as referred to in the Nine steps to effective governance (third edition). The Good Governance articles are generously provided by Boardworks International.
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Concepts, challenges, structures and change
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Step one: Get the right people on board
A short guide to board recruitment (DOC 61.5KB)
Board room competencies (DOC 30.5KB)
Recruitment advertisement (good practice example) (DOC 57.5KB)
Role description for a director (DOC 46.0KB)
Board needs matrix (DOC 60.0KB)
Commitment letter for new directors (DOC 30.5KB)
Due diligence checklist (DOC 59.0KB)
Board interview toolkit (DOC 34.5KB)
Using the board's expertise (from Good Governance) (PDF 138KB)
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Step two: Define and agree the board's role
Board charter and governance policies (DOC - Updated October 2018 184KB)
Board's role in organisational culture (DOC 110KB)
Directors assisting outside the board room (DOC 23.8KB)
Whistle Blowing policy (DOC 52.8KB)
Why do boards exist (PDF 160KB)
Your policies should be a tool (from Good Governance)(PDF 172KB)
Ten things a chair must know (from Good Governance) (PDF 189KB)
Key aspects of the chairman's role (from Good Governance) (PDF 160KB)
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Step three: employ and support a chief executive
Letter of expectation to incoming chief executive (DOC 24.0KB)
Chief executive's individual employment agreement (DOC 64.0KB)
Chief executive performance review and development plan (detailed) (DOC 167KB)
Chief executive performance criteria (DOC 72.0KB)
Performance review form (simple) (DOC 52.5KB)
Simple risk register (DOC 515KB)
Delegations and limitation policies (included in board charter) (DOC 184KB)
Board-CEO relationship (PDF 176KB)
CEO-chair relationship (PDF 176KB)
Approaches to documenting the board's delegation to the CEO (PDF 233KB)
When the board hears things about the CEO (PDF 133KB)
To empower your CEO create boundaries (PDF 345KB)
Selecting the right chief executive (PDF 191KB)
The stages of transition - towards a new chief executive (PDF 288KB)
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
More thoughts on selecting the right CEO (PDF 143 KB)
CEO performance assessment (PDF 167 KB)
Eight basic expectations a chief executive has of his or her board (PDF 182 KB)
More effective communication between boards and chief executives (PDF 174 KB)
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Step four: provide strategic leadership
Stratement of Strategic Direction Template (PDF 45.5 KB)
Creating a stakeholder communications plan (PDF 240 KB)
Risk management of events (PDF 886 KB)
Legal checklist for boards (PDF 81.7 KB)
Which parts of the strategic plan should the board approve? (from Good Governance) (PDF 136 KB)
Strategic planning is a partnership (from Good Governance) (PDF 195 KB)
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Step five: make board meetings count
Sample board papers:
Good practice meeting guidelines (93.0 KB)
Directors' register of interests (DOC 68.0 KB)
Interest disclosure form (DOC 59.0 KB)
Board paper structure (DOC 63.0 KB)
Reporting against the strategic plan (EXC 197 KB)
Financial reporting (EXC 197 KB)
Board minute-taking guide (DOC 30.6 KB)
Communications and support to the board policy (included in the board charter) (DOC 184 KB)
Director' letter of engagement (commitment letter) (DOC 30.5 KB)
Decision-making: processes, options and a sample decision paper (DOC 53.8 KB)
Get clutter off the board's agenda (from Good Governance) (PDF 177KB)
Financial dashboard (from Good Governance) (PDF 163KB)
What should a CEO expect to tell his or her board (from Good Governance) (PDF 190KB)
Quiet time - when the board meets alone (from Good Governance) (PDF 127KB)
Relevant information only please - board papers (from Good Governance) (PDF 195 KB)
Working the board CEO boundary (from Good Governance) (PDF 209 KB)
Setting performance expectations (from Good Governance) (PDF 94.5 KB)
Writing for the board (from Good Governance) (PDF 97.7 KB)
Writing for the board (2) Structure of reports (from Good Governance) (PDF 92.5)
Should the board meet alone? (from Good Governance) (PDF 98.5 KB)
Turn your agenda upside down (from Good Governance) (PDF 178 KB)
Why the CEO's report should not dominate a board meeting (from Good Governance) (PDF 184 KB)
Difficult conversations (from Good Governance) (PDF 334 KB)
Dealing to board meeting time wasters (from Good Governance) (PDF 139 KB)
Which parts of the strategic plan should the board approve? (from Good Governance) (PDF 136 KB)
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Step six: stay on top of the governance role
Communication and support to the board policy (DOC 184 KB) (in board charter)
Strategic and business planning (Sport NZ publication) (PDF 544 KB)
Sample reporting against the strategic plan
When the CEO's tail wags the board's dog (from Good Governance) (PDF 160 KB)
Criterion-based monitoring (from Good Governance) (PDF 191 KB)
Dealing with maverick board members (from Good Governance) (PDF 162 KB)
Help the chief executive to think aloud (from Good Governance) (PDF 125 KB)
Making better use of the board's time (from Good Governance) (PDF 190 KB)
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Step seven: develop the work plan
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Step eight: regularly review the board's performance
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Step nine: provide purpose director induction
Due diligence checklist (DOC 59.0 KB)
Harnessing the new director's involvement from day one (from Good Governance) (PDF 92.7KB)
Stack your board with talent (from Good Governance) (PDF 161KB)
Getting the best from referees (from Good Governance) (PDF 140KB)
Dealing to board meeting time wasters (from Good Governance) (PDF 139KB)
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