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Rethinking Office Bearers in Modern Governance

By Raniya Dass, Senior Consultant (UK/Global) | Lawyer (Australia only), Governology
Traditional office bearer roles such as President, Vice President, Secretary, and Treasurer have long provided structure and operational clarity within associations. However, consideration should be given to whether the model/composition is appropriate for ensuring strong governance, clear accountability, and fit-for-purpose board leadership in modern organisations.

The evolving role of the President or Chair

The President/Chair plays a critical role in setting tone, leading meetings, and ensuring strategic alignment. Increasingly, organisations are moving toward Board-appointed Chairs/Presidents rather than member-elected leaders of Boards. This allows the Board to select the person best suited to chairing, rather than defaulting to electoral popularity. It also aligns leadership selection more closely with board dynamics and capability needs.

Vice Presidents: fewer is often better

Where Vice Presidents exist, their value lies in succession planning and continuity. However, many governance reviews question the need for multiple Vice Presidents, which can introduce role ambiguity without adding meaningful benefit. A single Vice President—or clearly defined succession planning—often provides greater clarity.

Secretary: from elected office to professional function

Traditionally, the Secretary has been a key office bearer responsible for minute taking and administrative matters. However, as organisations grow more complex, this role increasingly requires knowledge of governance processes and regulatory compliance.

For this reason, many organisations now assign secretarial duties to professional staff or a designated Company Secretary with specialist governance expertise and continuity, rather than rotating the role among elected volunteers.

Treasurer: shifting from individual to collective responsibility

The Treasurer role has historically provided financial oversight and assurance. However, financial accountability is a collective board responsibility. To align with this and avoid “group-think”, many organisations are establishing Finance, Audit and Risk Committees, ensuring broader board engagement and reducing over-reliance on one individual.

The IPP (Immediate Past President): continuity or constraint?

The IPP role can provide valuable continuity and institutional memory during leadership transitions. However, it can also blur lines of accountability if influence continues beyond the formal leadership term or create tensions where their term as leader of the Board was poorly delivered. A helpful IPP tends to be willing to help the organisation on an informal basis.

Governance Takeaway

The question for Associations is whether “they way things have always been done” is still the best for effective governance.  Governology can assist organisations in reviewing their governance structure and advising on contemporary best-practice models.

For a detailed review of the pros and cons of each role, view the table below.

Role

Pros

Cons / Risks

Good Governance Considerations

President / Chair (Elected vs Board-Appointed)

  • Elected President/Chair gives members a direct say in leadership

  • Appointed President/Chair allows selection based on skills and experience

  • Provides leadership, runs meetings, and helps set direction

  • Acts as the main representative of the organisation

  • Elected role may focus more on popularity than governance skill

  • Risk of appointing someone who is not best suited to chair meetings effectively

  • Can create strong personality-driven leadership

  • Appointed model may feel less democratic if not explained clearly

  • Many organisations are moving toward a Board-appointed Chair so the best person for the role can be chosen based on skills, not election results.

  • Clear communication helps maintain member trust in this model

Vice President(s) (single or multiple roles)

  • Helps develop future leaders

  • Supports the President and steps in when needed

  • Can provide continuity over time

  • Having two Vice Presidents can cause confusion about who is responsible for what

  • May create unnecessary hierarchy without clear purpose

  • Can make succession planning less clear rather than more clear

  • Most modern organisations prefer one Vice President or Deputy Chair.

  • This keeps succession planning simple and avoids overlapping roles unless there is a clear, defined need for more than one

Secretary

  • Keeps meeting records and important documents organised

  • Supports good meeting processes and compliance with rule

  • Helps ensure decisions are properly recorded

  • Can be a demanding role for a volunteer

  • May require specialist knowledge of governance and compliance

  • Quality and consistency may vary if the role rotates often

  • Many organisations now assign these duties to a professional staff member or Company Secretary to ensure consistency, accuracy, and compliance with legal requirements.

Treasurer

  • Focuses attention on financial matters and reporting

  • Helps the board understand financial position clearly

  • Builds trust in how money is managed

  • Can place too much responsibility on one person

  • May require technical financial skills that volunteers do not always have

  • Risk that financial decisions become isolated from broader board discussion

  • Good practice is that the whole board is responsible for finances, supported by a Finance or Audit Committee.

  • The Treasurer role is often more of a guide than a sole decision-maker

Branch / Committee Representatives

  • Brings views from different regions or groups into board discussions

  • Helps members feel represented in decision-making

  • Improves connection between local groups and central board

  • Can result in too many people involved in meetings without adding decision-making value

  • May slow discussions if everyone is expected to contribute equally

  • Risk of confusion between representing views and making board decisions

  • It is important to separate representation from governance decision-making.

  • Clear rules about who attends meetings and who votes helps avoid duplication and keeps meetings focused and efficient

Immediate Past President (IPP)

  • Provides experience and knowledge from previous leadership

  • Helps support smooth leadership transitions

  • Can mentor new leaders

  • May continue to influence decisions after their term has ended

  • Can blur accountability between old and new leadership

  • May create tension if past leadership decisions are still influential

  • The IPP role works best as a support and advisory role only, without formal decision-making power.

  • Clear boundaries help ensure the new leadership team can operate independently


Disclaimer: This article provides summarised information for general knowledge only. It does not constitute legal advice and should not be relied upon as such. Circumstances vary, so please consult a legal professional for guidance on your specific situation.

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