Instituting Board Governance and Performance in Public Sector Entities

Public bodies and many other organisations in receipt of public support must ensure that their corporate governance frameworks are of a best practice standard and that they are in compliance with specified corporate governance codes. This course will give insights into the principles on which codes are based, provide an overview of the key issues for the different stakeholders and discuss the implications of how governance practices can be assessed. The course objective is to enhance an in-depth view of the role, responsibilities and legal duties of a director also an understanding of the characteristic of an effective board as well as sound knowledge of Strategic terms and IT Governance. A dynamic and professional board of directors has collective responsibility to ensure that each member is contributing positively, is able to perform effectively and ready to help lead the organization. New directors will need to understand their role and how to be more effective; established directors will need to keep up to date with the latest thinking and trends, and the whole board will need to understand the implication and relevance of corporate governance in order to operate effectively.

The course will provide a valuable introduction for board members in the state parastatals, senior management and members of boards/governing state agencies on the implications, and the benefits, which arise from good governance. It will look at the different sides of reporting governance - whether as an Agency reporting or the assessment responsibilities of a Government Department. In dealing with case examples the experienced subject matter expert will facilitate an interactive approach with the intention of discussing particular contexts of most relevance to participants.

The most widely applied code to public bodies is the Code of Practice for the Governance of State Bodies which is currently undergoing review. 

This course pays particular attention to the key topics in corporate governance in governmental agencies, while referring to sectoral examples where differences may apply.

A respected and trusted public sector is vital to effective government. As a member of a government board or committee (collectively referred to as ‘boards’), you will contribute to community confidence in the public sector by providing relevant skills and experience to support public sector decision making, and ensuring the views of interest groups and stakeholders are considered in public sector service delivery.

In general, boards are responsible for ensuring good governance of a public sector body. As such, a board must ensure effective systems and processes are in place to shape, enable and oversee the body’s management.

Boards are not generally responsible for the day-to-day operations of the public sector bodies they oversee. That responsibility falls to the Chief Executive Officer of each body.

LEARNING OUTCOMES

Upon completion of this training, participants will have:

• A familiarity with corporate governance requirements of public bodies and how good governance procedures can add to the effectiveness of organisations.
• An understanding of the requirements of the Code of Practice for the Governance of State Bodies and other relevant governance expectations.
• An understanding of how the governance of an organisation should and can be assessed
• Guidance material on the assessment of an organisation’s corporate governance
• Understand the rationale for and elements of good governance practice
• Appreciate the key responsibilities of Boards and Directors
• Apply these concepts to your own role on the Board
• Add value to your own contribution as a Board Member

COURSE CONTENT

The course will cover the following areas:

• Overview of Corporate Governance
• The similarities and differences with the private sector
• The ‘hot topics’ in the Code of Practice for the Governance of State Bodies
• The role of a Board/ Top Management
• Effective processes -The Audit Process - Committee, External Auditor, Internal Audit
• Reporting and Stakeholder Relationships- Relationships between Departments and State Bodies
• Deciding the level of detail required Statement of internal financial controls

Directors’ Duties

• Legal
• Fiduciary
• Behavioural: Code of Conduct
• Key Relationships
• Internal
• External

Strategic Leadership

• Strategic/Operational Balance
• Performance Oversight
• KPIs, KRA
• CEO Performance
• Performance Recognition Policy

Multi-dimensional

• Board Role
• Sustainability
• Various Dimensions
• Succession Planning
• Board Development

For Whom?

Board Members Boards, newly appointed Boards members wishing to refresh or update their knowledge of good governance. Commissioners, Permanent Secretaries and Directors who wish to gain a better understanding of the principles and practice of good governance in their Agencies.