In the previous white paper, we otlinined the proposal for a virtuous circle of good charity governance. The Institute modelled a self-fulfilling cycle of good governance that could underpin the success of a charitable organisation and demonstrated the intrinsic value of governance.
In this paper, the role of the governance professional takes centre stage in promoting and embedding a virtuous circle of good governance in a charitable entity. Any organisation taking finances or personnel issues seriously is likely to have access to a financial or HR professional to help with any ‘business critical’ issues. The same approach should be adopted for governance arrangements as good governance can be the most important aspect of ensuring boards fulfil their legal duties, act ethically and contribute to the wide-ranging success of the entity. Poor governance has been a contributing factor to many organisational failures highlighted in the media and well-known to the wider public.
This document includes:
Defining and recognising governance
The virtuous circle of good charity governance
Good governance outcomes
The role of the governance professional in developing good governance
You will need to be logged in as a member, or free subscriber in order to access this guidance note. If you are not yet registered as a free subscriber, you can do so here: Register