Why write a book for not-for-profit board members? And why four times?

As a manager and later board member in the arts and cultural sector, I noticed a pervasive lack of role clarity on many boards. This often leads to boards being less effective than they could be. My observation is echoed by numerous reports highlighting governance weaknesses throughout the broader not‑for‑profit sector. One UK Commission found, astonishingly, that many charity trustees or board members were unaware they even held such positions, let alone being conscious of their attendant duties and responsibilities.

In the USA and Canada, various guidelines and advisory documents for not‑for‑profit board members existed but in Australia, New Zealand and the UK, no accessible resources were available. This deficiency inspired me to write the first edition of The Book of The Board, first published in 2003 by
Sydney-based Federation Press. The book was reprinted, with revised editions issued in 2008 and 2014. It has been received generously:

“An indispensable resource for anyone involved in the governance of non-profit organisations in Australia.”
— Phil Butler, Not-for-Profit Sector Leader, Australian Institute of Company Directors

“Highly recommended for both new and experienced board members. It offers insightful commentary on the responsibilities and challenges facing non-profit directors today.”
– Australian Financial Review

Since the book first appeared more advice and support have become available—from the Institute of Community Directors Australia, the Australian Institute of Company Directors, and the Governance Institute of Australia, alongside numerous consulting and legal firms offering governance services.
Nonetheless, despite these developments and a dramatically changed operating environment for not‑for‑profit organisations, no comprehensive, practical guide exists to orient new board members and challenge experienced ones. This prompted my decision to rewrite The Book of the Board and
issue the fourth edition in 2025.

From the outset, the book has benefited from the wisdom and generous input of some of Australia’s most experienced board members—Janet Holmes à Court, David Gonski, Rupert Myer, Jillian Broadbent, Simon McKeon—and from equally wise but less familiar contributors such as Frankie Airey,
Heather Watson, Margo Powell and many others.

In 2025, not‑for‑profit boards are navigating a dramatically altered landscape—shaped by environmental, technological, legislative and social change, including:

The impact of climate change on society and organisations, including rising energy and other operating costs

The power of social media to communicate instantly and globally – a tool that is in the hands of not-for- profit leaders as well as the angry and dispossessed

A growing reliance on digital capabilities and an increase in cyber-security breaches

New legislative frameworks: the National Disability Insurance Scheme (NDIS), corporate manslaughter law, freedom of information and whistle-blower laws, fundraising and ACNC regulations

Increasing effects of ‘contract‑culture,’ where government becomes a customer rather than a funder.

This has led to a high level of dependence on government for some not-for-profits, and can be accompanied by onerous accountability requirements

Rising community expectations of accountability, demanding robust financial systems and timely reporting—especially challenging for smaller organisations with limited financial expertise

Social and attitudinal changes in the workforce, at both staff and board levels

A growing and ageing population, with socio‑economic disparities affecting definitions of ‘elderly’

Periodic disruption of supply chains, caused by global events such as the pandemic and conflicts in Ukraine and the Middle East, with flow-on effects for service delivery and organisational planning.

Growing complexity, fluidity and risk in human resource management, including evolving and generationally differing expectations around workplace conditions, flexibility, and staff wellbeing.

Growing awareness and social rejection of abuse in all forms—bullying, child or sexual abuse, modern slavery—with reputational risk for organisations

An increased focus on diversity, equity and inclusion in staff and board recruitment, despite recent resistance in the USA and other regions.

Beyond these emergent factors lie some very familiar constants, which keep the not-for-profit CEO awake at night: funding and resourcing the organisation, the affordability of skilled staff (an issue of continuing interest to Pro Bono), navigating the competitive environment, and adapting to shifting government policies and priorities.

Since the first publication of The Book of the Board there has been a growing recognition that effective boards must pause periodically to reflect on their performance—and ensure that they are genuinely adding value. Today, board recruitment processes are generally (but not universally) more professional and rigorous than they were two decades ago—and rightly so.

What’s new in the 2025 edition?
The new edition offers an expanded suite of 19 checklists, covering topics such as:
Monitoring and evaluation of both the organisation and the board
Board recruitment
Cyber‑security
And much more

Here’s a representative Risk Management checklist:
1. Have we undertaken a risk assessment process within the last 12 months?
1. Do we have a risk management strategy based on this?
2. Do we quantify risks?
3. Do we have a risk register?
4. Have we assessed cyber risks (e.g. ransomwear, data breaches) to the organisation?
5. Have we reviewed the scope and level of our insurances within the past twelve months?
6. Do we have clear procedures and up-to-date staff training related to operational areas which have been identified as high-risk?
7. Is the board regularly updated on any changes in risk exposure?
8. Do we have a risk tolerance policy and guidelines which provide the CEO with a clear framework for operations?
9. Are there clear delegations for the CEO in relation to financial and other decisions?
10. Have we developed a succession plan for key leadership positions to ensure continuity in case of unexpected departures?
11. Do we have a framework for board consideration of risks associated with new programs and initiatives?
12. Do we have a plan in place for managing crises, including communication strategies, key personnel responsibilities, and steps to be taken during emergencies?
13. Have we assessed the risks associated with external vendor or partner relationships? This could include financial stability, reputation, and potential legal implications.
14. Do we have measures in place to ensure data security and compliance with privacy regulations?
15. Do we have mechanisms in place for ongoing monitoring of risks, and do we provide regular reports to stakeholders on the status of risk management efforts?

The Book of the Board is available in print from Positive Solutions, and in print or e-book from Amazon, Kindle, Booktopia and Kobo. For more information on the contents of the book, visit the Positive Solutions website.