b'FEATURED ARTICLEGood information as you have probably gathered isThe objective of your board or council should be to critical. In your papers always be clear about whether theydeliver good governance decision-making. Those tasked are for noting, discussion or decision. In any case providewith governing your organisation should be seeking a clear recommendation and indicate what options havethe information they need to meet and enhance their been explored and the pros and cons of each. decision-making role, which in turn will lead to better compliance and organisational performance. Your directors come from multiple backgrounds and so you In his article Performance Reporting to Boards: A guideneed to be clear about the messages in the reports you to Best Practice for CIMA London, Danka Starovicgive them.described good board information as:Relevant - focused and reflective of the organisationsThe key for you is the quality of data and information you objectives give them, not the quantity. Only data and information Integrated - satisfying internal and external reportingrelevant to the strategy and risk appetite should be needs reported and measured.In perspective - presented in the context of a timelineTimely - imperfect information (within tolerance) isA good board will, at the end of each board meeting, better than perfect out of date discuss and hopefully agree that value was added to both Frequent - different information for different times sides of the governance-operational divide. Reporting should be seen as a dynamic activityone that can, and Reliable - your board must have confidence with whatshould be, continuously improved.you are providing themComparable - actual performance should be presented against benchmarks and targetsClear - text written in a clear and simple wayFrom a credible source.Clinton Jury GAICD State Manager Board & Governance Services SA/NT Australian Institute of Company DirectorsNOVEMBER 2021 21'