Good Practice Examples

Educo carries out its self-conducted performance reviews by the Board of Trustees

  As established in the Code of Good Governance, the Board of Trustees commits to carrying out at least two reviews of its performance during its period of mandate, one at the halfway point and the other at the end. Likewise, Educo is currently in the process of preparing the first self-evaluation of the current [...]

December 12th, 2017|Governance & Management|Comments Off on Educo carries out its self-conducted performance reviews by the Board of Trustees

Transparency International’s board members are mutually and externally accountable

Transparency International provides a very thorough account of the TI Board Code of Conduct and the TI Conflict of Interest Policy. The compilation of all Board members’ registers of interest is systematically circulated to each Board member to support mutual accountability among the Board on conflict of interest management. Transparency International (TI) Board members are [...]

December 12th, 2017|Governance & Management|Comments Off on Transparency International’s board members are mutually and externally accountable

ARTICLE 19 benchmarks the salary structure of its staff members

In 2013 ARTICLE 19 started to review its salaries and significant salary shortfalls in some offices were identified. The process used to undertake this review was outlined in detail, providing clear information on the data collection, comparative standards and analysis. A second benchmarking exercise was commissioned in 2014. In 2013, ARTICLE 19 initiated a review [...]

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Educo listens to its employees and its executive team responds

Educo uses employee satisfaction surveys, an interdepartmental meeting and corporate conferences, among others, as mechanisms of internal communication and response. Educo has different internal communication channels to facilitate the exchange of information across the entire organisation, thus contributing to improving efficiency in their work and encouraging staff to present their feedback and complaints to management. [...]

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SOS Children’s Villages engages in a dialogue between employees and management

SOS Children’s Villages use online communication forums, such as Federation Town Hall or General Secretariat GSC Café as feedback mechanisms for internal stakeholders. Here are some of the online communications forums that SOS Children’s Villages use: The Federation Town Hall is an online communication forum that allows all member associations and GSC to virtually come [...]

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Sightsavers’ Council of Trustees are subject to key performance indicators

Sightsavers has a clearly defined division of power among trustees and management team. The fact that each Trustee has their individual Key Performance Indicators to perform against can be seen as Good Practice for an effective Board. The Chair of the Council of Trustees is not an executive officer of Sightsavers. The most senior executive [...]

December 12th, 2017|Governance & Management|Comments Off on Sightsavers’ Council of Trustees are subject to key performance indicators

World Vision embeds risk management in all their regions

World Vision has a thorough risk management and data reporting in place around humanitarian response.   Embedding risk management World Vision’s focus in 2014 has been on embedding risk management globally – making it part of normal business – in all regions and offices across the World Vision International Partnership. All seven regions appointed the [...]

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90% of Amnesty’s national entities provided inputs for the accountability report

Amnesty uses Standard Action Reports to collect information from the national entities and include them in the accountability report. Each year, every Amnesty International entity submits a Standard Action Report (SAR) containing information on their activities, campaigns, growth and accountability measures for the past year. The SAR data is collated and analysed to support global [...]

December 12th, 2017|Other|Comments Off on 90% of Amnesty’s national entities provided inputs for the accountability report

ARTICLE 19 measures its risks and allocates responsibilities to address them

ARTICLE 19 carries out a risk analysis and management approach, which includes a risk registry, assessment of risks to staff and allocation of responsibilities to handle risks. ARTICLE 19 maintains a risk register for their organisation that is reviewed on an ongoing basis by senior staff and the board at their twice yearly meetings. The [...]

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Greenpeace implements a 360 degree performance evaluation to its Board of Directors

The International Board is assessed via thorough 360 evaluations which are shared with the Council and the Annual General Meeting. The Greenpeace International Board of Directors Chair coordinates a 360 degree evaluation of the performance of the Board (as a whole) each year. This consists of three separate online surveys; one is sent to the [...]

December 12th, 2017|Governance & Management|Comments Off on Greenpeace implements a 360 degree performance evaluation to its Board of Directors