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Good governance checklist/what we've learnt

Here are the big questions PBGS need to be asking themselves on a regular basis – this is not a tick list, but a prompt for ongoing conversations:

  • Who makes decisions in your organisation?

  • Why are they the right people to do this?
  • What skills, knowledge, experience and perspectives do they have?
  • Are they equipped to understand the needs and aspirations of the communities you serve?
  • How are decisions made to ensure inclusion and diversity?
  • What else can you do to make sure you are adding something new – not duplicating what already exists or doing what others could do better?
  • Does your governance support effective partnership working by inspiring trust and inviting challenge? 

Board/Steering Group checklist

  • Do you have a clear Terms of Reference, which is regularly reviewed?
  • Have you done a skills experience audit of your members?
  • Do all members have an equal say in strategic decisions?
  • How do you strike the right balance between operations and strategy for your stage of development?
  • Are your decision making processes transparent?
  • Have you equipped your trustees/members to do a good job:
    • With a clear role description.
    • With an induction.
    • With ongoing peer support.
  • How have you ensured that your recruitment processes are accessible to all sections of the community?

What We’ve Learnt

  • Social change as part of a PBGS vision, and an understanding of locality will prompt people to get involved.
  • It takes time to build trust, but it results in an effective partnership of decision makers.  Identifying unusual suspects who challenge, support and are enthusiastic champions of place takes investment.
  • Investing in people who are seldom seen and seldom heard who shape priorities and action is a powerful way to improve governance.
  • The energy and knowledge of the people affected by decisions will inform why and how PBGS matter.
  • It is easy to get distracted by process, rather than keeping a relentless focus on place. Good governance includes good housekeeping. Administrative processes need to be almost invisible to allow decision makers to concentrate on what matters.
  • The importance of renewing partnership decision makers and being outward focused is not to be underestimated.

Some of this learning applies to all organisations - but place based giving is a different partnership model that needs to keep bringing people together. The decision makers’ role is to galvanise local support, highlight important issues and find ways to influence and address them. 

This is a complex brief. It involves juggling to ensure that all members shape these discussions. The prize from such governance is significantly improved outcomes for communities.