NZALPA Governance

Good governance is essential for the success of any organisation; it enhances board decision-making, demonstrates accountability to members, and assists the board in providing good leadership.

Over the last few years, the NZALPA Board of Management has been engaged in a review of its governance practices and procedures with the goal of implementing the following best practice governance principles.

 An effective board will provide good governance and leadership by:

• Understanding their role

• Ensuring delivery of organisational purpose

• Working effectively both as individuals and a team

• Exercising effective control

• Behaving with integrity

• Being open and accountable

To date, the Board of Management has adopted the following governance policies:

1. Board Code of Conduct: This outlines the key principles that govern the conduct of the board of management members, both individually and collectively.

2. Board Members’ Duties:  This details what duties board members have, their access to information, and the expectations and requirements around commitment to their role as a board member.

3. Conflicts of Interest:  This explains board members’ obligations regarding conflicts of interest and the procedure for dealing with any actual or potential conflicts of interest.

4. Board Subcommittee Charters: Each of NZALPA’s Subcommittee Charters state how each subcommittee will conduct itself and perform its governance work responsibilities, in accordance with NZALPA Rules and best practice. These assist subcommittee members to understand what their roles are and what they are required to do. In turn, this aids in performance management, improved decision-making and accountability, as well as ensuring consistency of purpose and conduct when subcommittee members change. 

5. Principal Officer Position Descriptions: The Principal Officer Position Descriptions complement existing NZALPA Rules which outline the powers and duties of POs, by providing up-to-date information on day-to-day responsibilities and an indication of demands on time, as well as some guidance as to the Board’s expectations about preferred Personal Specifications (attributes, skills/experience) required for each role. Position descriptions improve an organisation’s ability to manage people and roles by clarifying expectations and providing an objective reference point for appraisals; assist people to understand what their roles are and what they are required to do; and ensure consistency of purpose and conduct when POs change. It is also hoped that by providing more detail about each of the PO roles, more members will be encouraged and/or have the confidence to consider standing for a PO Role.