Definitions of Corporate Governance

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Definitions of Corporate Governance
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The Authors View About Governance
Compliance AND Responsibility to Society at
Large
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Corporate Governance in Australia
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The Urgent Need for Corporate Governance Recent
Cases
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Some Challenges Being Faced by the TAFE Sector

• ENVIRONMENTAL ISSUES
• constraints on government funding
• increasingly complex competitive markets
• learning gt teaching

• globalisation
• all of life learning
• independent learning / flexible delivery
• rapid technology changes

• changing employer / employee loyalties and
  career patterns
• succession planning
• change demanding new teacher competencies
• alliances, partnerships, collaborations

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Some Challenges Being Faced by the TAFE Sector

• INSTITUTE SPECIFIC ISSUES
• flexible delivery
• knowledge management and intellectual capital
• differentiation and competitive advantage

• leadership effectiveness
• participative planning
• succession planning
• change demanding new teacher competencies

• performance management
• employment conditions under existing agreements
• need for more integrated and strategic HRD
• alliances, partnerships, collaborations

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The Learning Board
The Fish Rots from the Head, Harper Collins
Business
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The Governance Players in TAFE
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The Old Guide and the New Guide
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What Constitutes a Successful TAFE Institute?
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Structure of Guide 2002
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Structure of Modules
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Governance Diagnostic Options

• Approach
• Interviews with Councillors (and senior managers)
  and / or
• Workshop with Council members and senior
  management

• Analysis
• Review modules from Guide 2002
• Assess current performance against each Module
• Identify areas for attention

• Plan Action
• Assign responsibilities and timing
• Develop overall action plan

Establish a Review Process
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Diagnostic Tool
Specific Module Overall Score 0-10
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Sample Issues Module 10 Audit
Audit Overall Score
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Comments from the Pilot Programs
At our last Council workshop we agreed that an
examination of our Corporate Governance
performance was due. Dench McClean Carlson was
contracted to assist us through the process of
reflecting on Council performance and areas for
improvement. We were provided with two excellent
tools for this purpose, an on-line survey and the
manual. As we completed the survey prior to the
workshop the impact on busy work schedules was
minimised.
The workshop focused our considerations and
assisted in the identification of performance
gaps. We now know more about what we do well and
we have developed strategies to strengthen our
governance practices.
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Further Comments from Pilots
The Diagnostic Tool caused us to ask questions
about our gaps and thereby plan how to improve
our Governance.
The Diagnostic Tool provides Councillors with an
interesting analysis of their own and their
Institutes performance in a quality improvement
environment.