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The Governance Committee Board (GCB)
of Crown Institute of Studies (Crown) will be composed of executive and non executive directors, and other suitably qualified persons. The primary purpose is to review and approve Crown’s strategic direction, provide advice
on risk management, and support the tactical decisions and corporate actions of the senior management team. The Institute’s Managing Director will consult regularly with GCB members, individually and corporately, as dictated by importance and necessity.
CGC is accountable and answerable for the Institute’s strategic direction, corporate actions, and public conduct. It will always act in the best interests of the Institute.
GCB places a premium on truthfulness, sincerity and frankness. This value helps inform, challenge and guide the Institute’s activities, its plans for the future, and any risks involved in its strategies.
GCB adheres to moral and ethical principles. The GCB will mentor and support the Institute’s senior management team in its obligations, to monitor and be ready to give an explanation or reason for its actions and conduct.
GCB works to be fair and evenhanded in its treatment of all stakeholders of whom are students, employees, communities, industry partners and shareholders. It will inspire the Institute’s management to be fair and free from bias in their conduct and execution of responsibilities.
Transparency facilitates confidence that stakeholders can have in the decision-making process and management of the Institute. GCB seeks always to be clear in its meanings and intentional in its expressions.
The strategic importance of the GCB’s position requires its members to bring their specialist expertise and range of skills to the table; to govern, inform, inspire, provoke, challenge, and guide management. And to ensure Crown is and continues to be an Institute of which its owners, employees, students, and wider communities can be proud.
Provide strategic direction and be a thought provoking sounding board for the Institute
Monitor developments in Crown’s management decisions and keep current with the Institute’s activities through participation in meetings, conference calls, and information updates from the Institute’s staff
Participate in at least one conference call per year, as requested. Members who are unable to attend one meeting or one conference call in a row over an 18 month period may be asked to resign
Assist in advancing the goals and mission of the Institute, as appropriate, through public speaking, professional work, and networking
Engage in a reflective, self-evaluative process to improve GCB’s efficacy
Managing Director of Crown Institute of Studies
SKAL New Zealand Committee Member
Cathay Pacific Senior Captain
Director of The Hong Kong Youth Aviation Academy (HKYAA)
Director of Marsden Group (Owner of Ramada & Wyndham Hotels)
Managing Director of Crown Group
Managing Director of Katalyma Hotels & Hospitality
Chairperson of Hospitality NZ – Accommodation Auckland
ATEED Destination Committee Member
General Manager (Marketing) of Assurity Consulting Limited
Programme Director of Go with Tourism
Legal Counsel of Fuji Xerox, Member of New Zealand Women's Ruby Clubs: Manurewa, Ardmore Marist
The Local Advisory Committee (LAC) is composed of 20 or more specialist participants invited to join by the Institute’s Managing Director or Senior Management Team. Participants are chosen for their expertise with relevance to the Institute’s courses, namely, Travel, Tourism, Hospitality,
Business, Short Courses, English Language, and Literacy & Numeracy. Further contributors are selected from the Student Body (current and alumni). The Institute’s hosts are its Academic Heads. Other persons are seconded as required
and agreed to by the Managing Director.
The LAC is tasked with reviewing the Institute’s courses and programmes, comparing them with industry trends and forecasts, and measuring against historical data. LAC meets twice per calendar year.
Advise on demand
for suitably trained graduates
Identify emerging trends and new developments
in industry
Consult on avenues for potential future growth within the Institute
Recommend new courses or revision of curricula to strengthen the Institute’s relevancy
Engage in a reflective, self-evaluative process to improve GCB’s efficacy
Support with specialist advice in the appointment of academic staff as required
