The growing discernment and expectation of modern stakeholders, including government and media, who now demand increased accountability for the decisions made in board and committee rooms has driven much of today’s debate on extended governance accountability’s.  Organisational governance issues have never been the subject of so much scrutiny as they have been during the past 5 years.  This scrutiny has been driven by public perceptions that governance accountability’s were not being adequately observed by the current generation of Board members.

Managing Values has mainly worked with faith based organisations in the governance area, as they seek to move from informal to more formal and transparent governance frameworks. Because not for profits are generally manned by peoples’ enthusiasm or commitment and are strongly value driven, their governance systems are often highly contested.

Managing Values views governance from two distinct perspectives:

• A procedural approach informed by the Australian Standards guidelines to corporate governance
• A social construct of governance informed by the principals of corporate social responsibility (CSR) and within the context of profound changes in modern society and the resulting increasing complexities facing all organisational leaders

As with all our cultural work, we take a systemic approach to governance.  We see Board effectiveness as a dynamic beyond how the work of the board is structured (such as the make-up of committees, length of tenure of board members, regularity of meeting agendas) to include the social system the board represents and the extent to which board members perform as an effective team or a “high-functioning” work group.

Field Experience

CONSTRUCTION COMPANY:

Managing Values Principles’ reviewed the ethical framework of one of Asia’s largest construction companies identifying  the cultural underpinnings and providing  recommendations for a new ethical framework that was attuned to the global marketplace’s requirements.  This involved the following:

• Interviews with company directors
• Focus groups throughout the organisation.
• An internet based survey to identify the key cultural issues and gain an understanding of employee’s awareness of and interaction with the current ethical framework
• presentation to head of Governance

Based on our research findings, we presented a report with recommendations on a review of ethical protocols, communication plans and organisational structure.

MINING COMPANY:

In 2008 we conducted a governance review for the sustainability advisory committee of one of Australia’s largest mining companies.  We identified the strengths and weaknesses of the governance framework against its charter and facilitated a workshop with its Committee members.

TRUSTEE COMPANY:

In 2007 we conducted a governance review of a major financial trustee which identified potential conflicts of interest and irregular governance procedures.  This Review also included extensive stakeholder consultations and board presentations of findings.

GOVERNANCE MASTER CLASSES:

Managing Values has conducted public governance master classes on behalf of professional conference organisers during 2008/9.

NATIONAL ASSOCIATION OF RESPONSIBLE RETAILERS:

Managing Values Principles’ designed the process and facilitated the consultation for the drafting of key business principles for this association

MAYORS, COUNCILLORS & SENIOR STAFF SEVERAL CITY COUNCILS:

Managing Values Principles have provided facilitation services of strategic planning workshops for several local council authorities in several states.

HOSPITALS:

Managing Values Principles’ have conducted a review of Board, CEO and senior management performance in a major hospital. The review included operating procedures, performance standards, financial management, vision and strategic objectives.