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| Where the Chief Executive has sat on or attended at least one other board | |
| Leading to the Chair and Chief Executive having an excellent relationship and taking actions to develop their relationship | |
| Behaviour in meetings | |
|---|---|
| A board that focuses sufficiently on strategic rather than operational matters | |
| Where members are good at praising management | |
| And providing robust but also appropriate challenge | |
| Where members are good at listening to each other and working as a team | |
| Where there is an atmosphere of openness, confidence and mutual trust within the board and between the board and management. |
In the case where a charity is part of an international movement a number of other characteristics promote good governance. Key ones are where there is:
| Governance in a movement | |
|---|---|
| An overarching vision for the movement adopted by the chapter | |
| Clear and appropriate delivery of arrangements to govern relations between the different parts of the movement | |
| An open, ethical and constructive relationship with other organisations in the movement | |
| A high regard for other member organisations in the movement | |
| A facility to learn from other organisations in the movement |
3.3 Managing conflicts of interest
Both Wikimedia UK and the Wikimedia Foundation have given particular attention to policies and practices to manage conflicts of interest in the last few months. For example:
- The Wikimedia UK board passed a resolution in November 2012 stating that ‘no Trustee of Wikimedia UK will receive any financial benefit or consideration from
Compass Partnership
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