Mike Hudson
Director, Compass Partnership
Mike Hudson is the director of Compass Partnership, a group of management consultants specialising in governance, strategy and management of voluntary organisations. He has worked as a consultant to the chairs, chief executives and directors of not-for-profit organisations for over 25 years.
His book, Managing Without Profit (Third Edition, DSC, 2009), has sold 20,000 copies.
He is a visiting fellow at Cass Business School in London, a board member of the Leadership Foundation for Higher Education, chair of its Audit Committee, chair of the Farm Animal Welfare Forum and a member of the editorial board of Governance magazine.
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Mike Hudson advises a trustee who wants to oust the charity's chief executive.
A survey of the 500 largest charities has revealed that their governance would be improved by focusing on their leaders’ behaviour, rather than structures and processes.
Mike Hudson describes a few of the findings of a recent survey of the governance of the largest 500 charities.
A major new study shows audit committees at the heart of good financial governance, reveals Mike Hudson.
The Trustee Exchange one-day conference is an excellent opportunity for all trustees to benefit from stimulating presentations, workshops and interactive sessions to gain fresh insights to help your board operate more effectively and efficiently. The day also gives you the perfect chance to network face-to-face with other board members who tackle similar issues, share ideas and find solutions to develop best practice.
The first three articles in this series described why charities are focusing on results, how to develop scorecards to track performance and how to establish performance management systems. This article looks at the challenges of selecting the best measures of performance.
Stephen Moreton challenges Mike Hudson's view that scorecards can be a useful way of helping charities to assemble and manage their performance information.
Organisations across the voluntary sector are striving to get a tighter grip on managing the performance of services and internal support functions. Boards and managers want to know what the organisation has achieved, whether it is on target and what actions are needed to improve performance.
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