2.  Dominant research focus  What lacuna and why?  In review: › Director roles › Relationship management › Boardroom strategising › Board level control processes › Internal governance practices › Boardroom accountability

3.  A range of roles › Organisational control & accountability › Advice to executives › Strategic decisions & monitoring › Resource access & management › External environment linkages  Varying practice › Across boards › Versus normative prescriptions › Partnering, supporting, controlling continuum › Director attitudes & priorities › Time allocated to roles

4.  Building relationships with › Governments outsourcing services (surrogate/agent) › Wide spectrum of donors › Corporate sponsors › Regulators › Professional & volunteer staff  Profit centres & strategic piggybacking › can blur focus and identity  Increasing competition for resources & clients  Relationship strategies › Partnerships with public sector › Programs tailored to sponsor support › Promoting community brand recognition › Monitoring competitor strategies › Managing media & public relations

5.  Level of Involvement › Divided views & a range of levels  Board Profile & Strategic Involvement › A range of influences & a spectrum of styles  Compliance Versus Strategy Focus › The risk of compliance preoccupation  A Nonprofit Board Perspective › Reactive surrogate owners or commercial mimics?

6.  Commercial Versus Service Orientation  Strategy Monitoring and Evaluation  Informal Strategising › Sidelined formalities › Informal championing & discourse › Proactive shaping, influencing, advising  Slippage to Micro-Management

7.  From naïve to highly developed  Current researcher foci  Executive & nonexecutive directors  Attention to Control Functions  Risk Management  The Non-Profit Governance Picture › Formalisation › Control versus service orientation › Compliance, strategic, operational control › Monitoring CEO › Unclear constituency

8.  Reporting Format  Director Attention to Control Reports  Strategy-Induced Control  Control Balance  Budgetary Control › Incremental budgetary performance › Budget drafting focus  Risk Management

9.  Director Recruitment  Board/Director self–evaluation  Agenda Structuring  CEO – Board Relationship  Boardroom Culture

10.  Board Composition  Identification and Recruitment  Board Size & Rotation  Performance Evaluation  CEO-Board Relationship  Agenda Structuring  Boardroom Culture  Private Sector Mimicking

11.  NFPs’ multiple accountabilities › multiple stakeholders - differing agendas › clients, members, volunteers, employees’ - beliefs, values & missions › meeting service delivery and altruistic missions › internal and external accountabilities › public interest and social accountabilities  Balancing financial & broader scope operational accountabi lities  Trying to balance › Funders versus beneficiaries › Present versus future clients › Professional versus volunteer staff  Who are surrogates for the NFP “Owners”?

12.  Trend to formalised self-evaluation  Maintaining informal organisational evaluation  Wrestling with control reports  Boardroom agenda structuring  Variant board leadership styles  Commercialised NFP orientation  Strategic-operational control switching  The micro-management issue  “strategically induced, interactively generated and informally structured”