Our Governance Model

We have worked with more than 130 Māori and community organisations to strengthen their governance leadership and their organisations.  Over that time we have consistently seen that by improving the quality of governance, this has a multiplier effect - as it improves, other things start to also change in the organisation.

We developed our governance model from the common challenges that we have seen governance boards face and practical solutions to them. It is also informed by various governance experts and theoretical models as well as our work with more than 130 community organisations. 

We believe that if just six aspects of governance are practiced well by a governance board, consistently and effectively, then that board will add significant value to their organisation. These six key aspects of governance are:

DO we dive straight into the detail OF GOVERNANCE?

Governance sets the tone and culture of the organisation. When it comes to addressing governance challenges through training, we believe that there is a right way and a wrong way - and that there is a right order and a wrong order.

Te Whare Hukahuka always starts with the mindset of the board members, and then looks at behaviour, and then will introduce in new information and detail, systems and processes that can improve the governance. Training that doesn’t address these things in this order is often ‘he moumou taima’ - it might seem good at the time, but it won’t result in any meaningful change or improvements.

1st level: Attitudinal 

Having the right kind of attitude as a governor  

When done well, this looks like governors striving for an ambitious and compelling vision, setting a culture of trust as expected within the organisation, dealing with tensions in a mana-enhancing and constructive way, and ensuring cohesion around the board table. 

In training this looks like shifting mindset, growing self-awareness and belief, and developing the mindset to stay high level rather than get involved in operational details.

2nd level: Strategic

Preparing the org for future growth and mitigating risks

This looks like trustees working smart by adopting a strategic and methodical approach to achieving the future direction of the organisation - deciding and agreeing on key priorities, setting clear goals and developing effective and iterative strategies to get there. 

It also involves making clear decisions about what is needed and providing the management team with a clear sense of what is expected of them. It involves considering and forming collaborative relationships with relevant strategic partners to achieve the goals. 

3rd level: Functional

Important processes, requirements and decision-making frameworks

When done well, this looks like trustees focusing their energy on important governance matters, rather than the details of operations. Key signs of success are stronger policies, procedures and processes in place to guide HR, financial and regulatory action.

In the context of training this often involves clarifying the particular governance roles and fiduciary responsibilities, drawing on best practice decision-making processes, and compliance and financial disciplines.