Volunteering Canterbury advocates that organisations ensure volunteers are offered the opportunity to influence organisational policy and direction. This is often most easily achieved through an incorporated structure. Generally (though not always) policy decisions in Incorporated Societies are made by the members at a general meeting. In Charitable Trusts decisions tend to be made by the trust board members.
Recent research* shows “a strong trend, particularly in Auckland, of a move away from the collective towards corporate governance. This was highlighted by the trend away from incorporated societies and towards charitable trust status. Auckland boards and CEOs tended to be professional and university educated, while Christchurch Not-for-profits had a more community development focus, including more volunteers.”
“The (Auckland) trend away from incorporated societies and towards trust status is due to difficulties in gaining quorums at AGMs and ensuring that elected board members have the necessary skills and commitments necessary to fulfil the requirements of a modern governance board.”
Why don’t people come to AGM’s? Is it because the meetings are boring? Or are people afraid they may be coerced into taking a role they don’t really want?
Why is it apparently so hard for organisations to get Board members? There is a trend for those considering voluntary roles to seek shorter term assignments. It seems to be harder to find people who will take on roles of responsibility. Some see such roles as carrying risks, but those risks may be more perceived than real. Are we offering opportunities that suit today’s busy lifestyles? Is there another way to attract good Board members, and/or to ensure that volunteers have the opportunity to influence the direction of their organisations?
Ruth G.
*From “Governance of Not-for-profit Organisations in Auckland and Christchurch”, 2008, by David Haigh, Lecturer, Unitec, Auckland.
