Explorez tous les épisodes du podcast Boards with Purpose

In our debut episode of Board with Purpose, we sit down with Zoe Black, Founder & CEO of Happy Paws Happy Hearts, and Mark Osborn, the organisation's chair, for a powerful conversation on the challenge of measuring impact in a not-for-profit organisation. 

Authentic, candid and full of practical insight, we delve into: 

• How impact data informs governance, board decision‑making and strategic planning 
• The importance of CEO wellbeing, including Zoe's transformative three‑month sabbatical 
• Balancing impact and sustainability in a changing NDIS landscape 
• Scaling a purpose‑driven model across diverse communities 
• Building board capability and culture for long‑term success 

Zoe and Mark generously take us inside the Happy Paws Happy Hearts organisation and board, sharing its journey of impact measurement so far. 

Here are just a handful of many noteworthy takeaways:

• Traditional output metrics fall short. A robust Theory of Change fundamentally reshaped how Happy Paws Happy Hearts understands and delivers impact. 
• Measuring impact requires trauma‑aware approaches that avoid retraumatising participants while still capturing meaningful outcomes. 
• Thoughtful impact reporting can strengthen participant agency, giving beneficiaries tools to advocate for themselves in complex support systems. 
• Embedding impact into organisational strategy demands board commitment—integrating it into dashboards, conversations and decision‑making processes. 
• Purpose‑driven organisations must carefully balance scale and sustainability without compromising the integrity of their mission. 
• Effective governance requires navigating shifting NDIS reforms, regional growth pressures, and a clearly defined risk appetite. 
• Leadership wellbeing is critical; conversations about burnout, sabbaticals and "healthy compassion" reveal what it takes to sustain impactful work over the long term. 

Learn more about Happy Paws Happy Hearts: https://www.hphhfoundation.org/ 

Thank you to Impact Culture Australian for their assistance in this episode of Boards With Purpose. https://impactcultureaustralia.com.au/ 

Find key resources for those in the NFP space in the AICD Not-for-Profit Resource Centre.

In this episode, Phil sits down with Rachael McLennan, co-founder of People for Purpose, for a thoughtful and practical conversation on succession planning in the not-for-profit sector. Together, they explore how rising community expectations, increased regulation and greater scrutiny are driving a more intentional approach to board and executive succession. Rachael highlights the shift from informal, relationship-based appointments to strategically aligned recruitment grounded in purpose, skills, diversity of perspective and future needs. She emphasises that effective succession planning is not a moment in time, but a continuous, forward-looking discipline embedded in strategy.

The discussion also examines what high-performing boards are doing well — from setting clear term expectations and aligning director "superpowers" to strategy, to using robust board reviews and nominations committees to drive accountability and improvement. Rachael reflects on the importance of strong chairs, healthy board culture, and honest conversations about CEO succession, internal bench strength and risk appetite. Looking ahead, they consider the impact of AI, remuneration pressures, evolving workforce expectations and the growing complexity of leadership in the sector. The episode offers practical insights for boards and executives committed to building sustainable, future-ready governance in an increasingly demanding environment.

Learn more about People for Purpose: https://peopleforpurpose.com.au/

Find key resources for those in the NFP space in the AICD Not-for-Profit Resource Centre.

In this episode of Boards with Purpose, Phil speaks with Martin Laverty, CEO of Aruma, and Virginia Bourke, Chair of Mercy Health, about the evolving landscape of care governance across aged care, disability, healthcare and early childhood sectors. Together, they explore how governance has matured in response to rising community expectations, regulatory reform and the lasting impact of Royal Commissions.

The conversation highlights the shift from compliance-focused oversight to a more holistic, person-centred approach—where quality care is defined not just by safety, but by dignity, choice and lived experience. Martin and Virginia unpack the growing expectations on directors, including the need for care governance literacy, stronger engagement with frontline services, and the ability to balance financial sustainability with high-quality care outcomes.

They also discuss the challenges of measuring impact, building the right organisational culture, and navigating increasing complexity in a highly regulated environment. With practical insights on board practice, information flows and the importance of constructive challenge, this episode offers a timely perspective on what it takes to govern well in the care economy today.

Key takeaways from this episode:

• Care governance is still maturing - hospitals lead, aged care is progressing, while disability and childcare are still developing—especially in defining outcomes.
• Quality care now means person-centred care - beyond safety, it includes dignity, choice, and quality of life (including the "dignity of risk").
• Director accountability has significantly increased - regulation, scrutiny, and legal exposure mean directors must be more proactive, informed, and engaged.
• Care governance must equal financial governance - boards need the same rigour for care outcomes as they apply to financial performance.
• All directors must be care governance literate - not just clinical experts—every director must understand enough to ask the right questions.
• Measuring outcomes is the biggest challenge - the sector is still moving from activity metrics to meaningful measures of impact and wellbeing.
• Culture is central to care quality - poor culture drives failures; strong governance frameworks must actively monitor and shape culture.
• Boards must balance compliance and improvement - heavy regulation must be managed alongside innovation, adaptability, and continuous improvement.
• Assurance relies on the right information and questioning - boards must focus on insights, outliers, and action—not just volume of reporting.
• Strong relationships and real-world insight matter - trust between board and executives, plus direct exposure (e.g. site visits), are critical to effective governance.

Learn more about Mercy Health Australia: https://www.mercyhealth.com.au/ 

Learn more about Aruma: https://www.aruma.com.au/ 

Find key resources for those in the NFP space in the AICD Not-for-Profit Resource Centre.

As artificial intelligence becomes embedded in everyday software and digital systems grow increasingly complex, boards are being asked to govern technologies they may not fully understand. In this episode of Boards with Purpose, Phil speaks with technology executive Jagdeep Singh about the evolving responsibilities of directors overseeing AI, cyber security, data and digital transformation in not-for-profit organisations.

Drawing on practical examples from the sector, Jagdeep explores how boards can move beyond technology jargon and policy documents to meaningful governance. He shares frameworks for understanding different types of AI, discusses why cyber resilience is ultimately about recovery rather than prevention, and outlines how boards can create a culture of experimentation while remaining focused on organisational purpose and community impact.

 Key takeaways from this episode:

• Technology governance is now a core board responsibility. Directors are increasingly overseeing systems that influence or make decisions, often without full visibility into how those decisions are reached.
• Not all AI is the same. Boards should distinguish between commodity AI (general tools like ChatGPT), operational AI embedded in existing systems, and strategic AI that can influence organisational decision-making.
• Focus on outcomes, not technology trends. AI adoption should be driven by organisational purpose and strategic priorities, not by pressure to keep up with the latest innovation.
• Cyber resilience is about recovery. While prevention remains important, boards should place equal emphasis on recovery capability, crisis preparedness and business continuity.
• Third-party technology creates governance risks. Directors need visibility over where organisational data is stored, who has access to it, and how quickly it can be recovered during an incident.
• Shadow systems often present the biggest vulnerabilities. Tools such as WhatsApp, Canva, Google Drive and other unofficial platforms may hold sensitive information outside formal governance controls.
• Many AI opportunities already exist within current systems. Boards should understand the AI capabilities being introduced by existing vendors before investing in additional technologies.
• Experimentation is essential. No organisation has all the answers when it comes to AI. Boards should create safe environments for controlled testing, learning and adaptation.
• Meaningful metrics matter more than policies. Effective governance requires measuring outcomes and organisational capability, rather than simply tracking compliance activities.
• Purpose should remain the guiding principle. The most effective technology strategies are those that strengthen an organisation's ability to serve its beneficiaries, members or communities.

Helpful resources and links: 

In this episode of Boards with Purpose, Phil speaks with Lisa Yen (Chair, Basketball NSW) and James Sutherland (CEO, Golf Australia) about the unique governance challenges and opportunities facing Australian sport. From grassroots participation to elite competition, they explore how sporting organisations balance passion with professionalism, navigate federated governance structures, and keep communities connected through sport. The conversation highlights the critical role sport plays in wellbeing, inclusion and social connection, while also unpacking the realities of running increasingly complex organisations powered by volunteers, boards and limited infrastructure. 

Lisa and James share practical insights into board composition, strategy, stakeholder management and the importance of role clarity between directors and operational teams. They discuss emerging pressures including facility shortages, child safeguarding responsibilities, integrity frameworks and growing participation demand across both basketball and golf. The episode also examines how strong governance, clear purpose and diversity of thought can help sporting organisations thrive, while offering valuable lessons for directors and leaders across the broader not-for-profit sector.

Key takeaways from this episode:

• Sport plays a vital role in building healthier, more connected and more inclusive communities across all generations and backgrounds.
• Strong governance is essential at every level of sport, from grassroots clubs run by volunteers through to national sporting bodies.
• Federated sporting structures work best when organisations maintain a clear focus on serving participants and local communities.
• Passion for sport is valuable on boards, but it must be balanced with commercial thinking, governance capability and strategic oversight.
• Clear strategy and purpose help sporting organisations make difficult decisions, align stakeholders and manage competing priorities.
• Volunteer administrators are the backbone of many sporting organisations, making governance education and support increasingly important.
• Role clarity between boards and operational management is critical to avoiding confusion, overlap and governance risks.
• Participation growth is creating major infrastructure challenges, with both basketball and golf facing shortages in facilities and access.
• Child safeguarding and integrity frameworks require zero-tolerance approaches, clear escalation processes and strong governance leadership.
• Diversity of thought on boards strengthens decision-making and helps sporting organisations evolve to meet future challenges.

Learn more about Basketball NSW. 

Find out more about Golf Australia.

Find key resources for those in the NFP space in the AICD Not-for-Profit Resource Centre.

We'd like to introduce you to another one of the AICD's podcasts, Director Download. This weekly podcast on contemporary governance practice brings you insights into what matters now and what's coming next, with views from AICD policy experts and Australia's leading governance specialists.

Search 'Director Download' wherever you listen to podcasts or click the link below to start listening: 

https://www.aicd.com.au/tools-and-resources/podcasts/director-download.html

Please note: The Australian Institute of Company Directors does not take a position on whether directors should or should not be remunerated. Our annual NFP study indicates a growing level of interest in this topic particularly from larger NFPs and for that reason, we have developed the Not-for-Profit Director Remuneration Guide to assist organisations considering remuneration in a thoughtful, ethical, and transparent way. 

Director remuneration remains one of the most debated issues in the not-for-profit sector. While most NFP directors continue to serve on a voluntary basis, increasing regulation, growing organisational complexity and heightened governance expectations are prompting more boards to consider whether remuneration is appropriate.

In this episode, Phil Butler is joined by Warrigal CEO Jenni Hutchins to explore the organisation's journey to remunerating its board and the governance framework that underpins that decision. Together they discuss why director remuneration is about far more than payment, the importance of skills, accountability and succession planning, and how boards can balance purpose, community expectations and future capability while remaining true to their values.

Key takeaways from this episode: 

• Director remuneration is about good governance, not just payment. Effective remuneration sits within a broader governance framework that includes board performance, succession planning, skills, accountability and transparency.

• Purpose, values and stakeholder trust must remain central. Boards considering remuneration need to balance community expectations with the increasing responsibilities placed on directors while staying true to the organisation's mission.

• The role of directors is becoming more complex. Heightened regulation, Royal Commission recommendations and emerging issues such as AI mean boards must continually refresh their skills and plan for future capability.

• Culture and care go hand in hand. Strong governance depends on directors overseeing not only compliance and risk, but also organisational culture, recognising that quality care is underpinned by a healthy culture.

• There is no one-size-fits-all approach. Every not-for-profit should carefully consider its own governance structure, organisational maturity, stakeholder expectations and strategic needs when deciding whether director remuneration is appropriate.

Links mentioned in this episode: 

AICD Not-for-Profit Resource Centre

Not-for-Profit Director Remuneration Guide

NFPSectorLead@aicd.com.au

Essential Director Update 2026