Delegation to volunteers – handle with care

Delegation ‘Power‘ The power to delegate some part of the board’s authority or functions (other than ‘the power to delegate‘*), is one of the legitimate powers enshrined in most non-profit constitutions. Not being able to delegate ‘the power to delegate’ makes sense, as ultimate responsibility must remain with the governing board. In small to medium-sized… Continue reading Delegation to volunteers – handle with care

Strategic Realism

There are many small non-profits which have no staff, or only part-time office support. These associations, clubs, and charities are almost entirely dependent on their volunteer workforce, both for governance, and for program and service delivery. Often, the same people who already give hours each week to their involvement with the organisation, not only approve… Continue reading Strategic Realism

Continuous Reflective Governance

I’d like to amplify some points made in my previous post, which argued that directors need to continuously monitor their internal and external circumstances. The header image above illustrates the point that reflective governance requires ongoing monitoring and evaluation to determine new and emerging priorities (the EDM Governance Model), and that the data being analysed… Continue reading Continuous Reflective Governance