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“This is possibly the most exciting advance in understanding governance of community organisations since the introduction of the Carver Policy Governance Model. It is not incompatible with existing models but sheds light on areas that they leave unexamined.” – Julie Garland McLellan. The Community Governance framework has sold thousands of copies and impacted Christian and NonProfit organisations in more than 23 countries – churches, schools, mission organisations and many others have benefited from this new view of Governance based on building healthy relationships. If you are involved as a leader in a Christian church, school, mission, aged care service or other Christian not-for-profit this book is for you. The Resolve Consulting Group Community Governance framework puts together the pieces of the healthy Christian organisational governance puzzle in an easy to use visual framework that is designed for your Christian organisation. Paul Campey and David Bartlett have more than 30 years combined experience in the governance and management of Christian not-for-profits in Australia and internationally. They have responded to the call for a practical, hands on guide for Board members, management and leaders of Christian ministry and provided a framework that describes the key characteristics of a healthy Christian organisation. The Community Governance framework is not a model of governance, rather it is a teaching tool that focuses on the key ingredient for effective, healthy ministries – relationships!

“This is possibly the most exciting advance in understanding governance of community organisations since the introduction of the Carver Policy Governance Model. It is not incompatible with existing models but sheds light on areas that they leave unexamined.” – Julie Garland McLellan. If you are involved as a leader in a church, school, mission, aged care service or other Not-for-Profit this book is for you. The Resolve Consulting Group Community Governance framework puts together the pieces of the healthy NonProfit organisational governance puzzle in an easy to use visual framework that is designed for your organisation. Paul Campey and David Bartlett have more than 30 years combined experience in the governance and management of Not-for-Profits in Australia and internationally. They have responded to the call for a practical, hands on guide for Board members, management and leaders of NonProfits and provided a framework that describes the key characteristics of a healthy NonProfit organisation. The Community Governance framework is not a model of governance, rather it is a teaching tool that focuses on the key ingredient for effective, healthy NonProfits – relationships!

They finally settled on 11–including Fannie Mae, Gillette, Walgreens, and Wells Fargo–and discovered common traits that challenged many of the conventional notions of corporate success. Making the transition from good to great doesn’t require a high-profile CEO, the latest technology, innovative change management, or even a fine-tuned business strategy. At the heart of those rare and truly great companies was a corporate culture that rigorously found and promoted disciplined people to think and act in a disciplined manner. Peppered with dozens of stories and examples from the great and not so great, the book offers a well-reasoned road map to excellence that any organization would do well to consider. Like Built to Last, Good to Great is one of those books that managers and CEOs will be reading and rereading for years to come.

Richard Chait, William Ryan and Barbara Taylor in their award winning book Governance as Leadership make some interesting points in challenging the ways we view the work of Boards as well as the way Boards view themselves. Their key points are: • The need for Boards to reclaim their key leadership role in organisations. The book suggests that Boards have actually abdicated their key responsibilities to management in accordance with leadership being seen as the province of CEOs • The 3 types of work that Boards do-Fiduciary (the every day stuff); Strategic (planning and development); Generative (issues of vision and the out of box decisions that organisations sometimes need to make). The authors believe that Boards tend to get stuck at the Fiduciary level and while that is important, they have trouble moving to Strategic type. Most boards spend very little if any time doing Generative work. Governance as Leadership provides some thought provoking material though a little repetitive at times. Informed by theories that have transformed the practice of organizational leadership, this book sheds new light on the traditional fiduciary and strategic work of the board and introduces a critical third dimension of effective trusteeship: generative governance. It serves boards as both a resource of fresh approaches to familiar territory and a lucid guide to important new territory, and provides a road map that leads nonprofit trustees and executives to governance as leadership.

The Not for Profit Board Answer Book by Robert Andringa and Ted Engstrom is a very handy, practical book that answers lots of questions that Boards face in the governance of NFPs. The book has 60 chapters! But it is a quite easy read with each chapters being only a few pages long and very practical in their nature. The topic areas include: * Board Function, structure and process * Selection and development of Board Members * Boards and Committees * Board-Staff Relationships * Financial Management We would recommend the book as an excellent resource for the development of Boards.

One of the significant ones in the book is the “rule of 150” whereby community can be lost once a group of people passes 150. This struck me in that often when schools pass 1,200 students, community becomes harder to maintain. On reflection this may have more to do with there being more than 150 staff at that size than just the number of students. I would recommend The Tipping Point for people leading large schools or other organisations, especially those undergoing growth.