Post on 01-Apr-2015
Getting to Grips with Governance & Organisation Structures, Mike Donnelly,
Mike Donnelly & Associates
OHS Harmonisation
New NFP Taxation Laws
The role of the Board in this environment Board recruitment
The relationship with the CEOStrategy
Financial SurvivalMeeting stakeholder and funder demands
MEMBER, FUNDER AND COMMUNITY, ENGAGEMENT FINANCIAL OVERSIGHT
GROWTH INNOVATION AND DEVELOPMENT
INTERNAL PROCESSES AND POLICIES
VISION, PURPOSE & FOCUS
© Michael Donnelly and Associates 2011
MEMBER, FUNDER AND COMMUNITY, ENGAGEMENT
FINANCIAL OVERSIGHT
Does the Board understand the financial position and performance?
Does the Board understand its role in financial oversight?
GROWTH INNOVATION AND DEVELOPMENT
INTERNAL PROCESSES AND POLICIES
VISION, PURPOSE & FOCUS
© Michael Donnelly and Associates 2011
MEMBER, FUNDER AND COMMUNITY, ENGAGEMENT
GROWTH INNOVATION AND DEVELOPMENT
INTERNAL PROCESSES AND POLICIESDoes the Board understand and oversee the
management of risk? How does the Board manage its
governance?
VISION, PURPOSE & FOCUS
© Michael Donnelly and Associates 2011
FINANCIAL OVERSIGHT
Does the Board understand the financial position and performance?
Does the Board understand its role in financial oversight?
MEMBER, FUNDER AND COMMUNITY, ENGAGEMENT
How does the Board relate to external parties, funders, the community,
government?
How can the Board better position and profile the organisation?
GROWTH INNOVATION AND DEVELOPMENT
VISION, PURPOSE & FOCUS
© Michael Donnelly and Associates 2011
FINANCIAL OVERSIGHT
Does the Board understand the financial position and performance?
Does the Board understand its role in financial oversight?
INTERNAL PROCESSES AND POLICIESDoes the Board understand and oversee the
management of risk? How does the Board manage its
governance?
GROWTH INNOVATION AND DEVELOPMENT
How does the Board understand emerging directions, opportunities, trends, new
technologies?
Is the Board Composition well positioned for the future?
VISION, PURPOSE & FOCUS
© Michael Donnelly and Associates 2011
FINANCIAL OVERSIGHT
Does the Board understand the financial position and performance?
Does the Board understand its role in financial oversight?
INTERNAL PROCESSES AND POLICIESDoes the Board understand and oversee the
management of risk? How does the Board manage its
governance?
MEMBER, FUNDER AND COMMUNITY, ENGAGEMENT
How does the Board relate to external parties, funders, the community,
government?
How can the Board better position and profile the organisation?
Incorporation, Board policy and governance
Executive Policy and other documents
(Requires Board oversight and approval)
Management policies and procedures
(Board ensures their existence and reviews by exception)
Rules of AssociationBoard CharterBoard Committee terms of referenceCEO Contract and performance planStrategic PlanBoard agendas, minutes, Papers
Risk Management Organisational StructureExecutive ContractsAccounting Policies, Budgets, monthly and annual accountsAnnual ReportingComplaint handlingInsurance Delegated AuthoritiesLeases and other significant legal documents
Job Descriptions of StaffBusiness continuity and disaster recovery plansOHS HR Policies and ProceduresStaff performance plans and procedures
Chair: Primus inter pares
First amongst equals
Board:Nose in Fingers Out
Chair and CEO: Public unity; private candour
Emerging Issues for Disability Sector Boards
Mike Donnelly, Mike Donnelly & Associates
Afternoon Tea
CORDS UpdateJill Robinson, Chair,
CORDS
CORDS• CORDS was set up in 2004
• The original membership consisted of;– Albany - LGSFSA & CLA (Jill Robinson and Kathy Hough)– Narrogin – UGSFSA (Joyce Sully) (now accessibility)– Bridgetown – Strive (Anthony Thomas) – Bunbury - SWFSA (now Enable) (Pam– York – WIFSA (Karen Miller)– Geraldton – MWFSA (Robert Mosel)– Nannnup (Hospital) - (Cecelia Aldridge)– DSC SCDO (Cheryl Lewis)
Strengthening Regionally Governed Community Disability Services Paper.
• informed people about regionally governed community disability organisations;
• clarified the value and contribution of these organisations;• outlined the challenges faced by the regionally governed disability
services;• proposed solutions to reduce/overcome current challenges; and• Influenced policy development impacting on the regional
community services sector
MEMBERSHIP
The membership criteria is:
• Open to all regional service providers working in the disability sector.
• Members must have staff working in regional locations. • One representative from each organisation may attend
meetings.• Member organisations, not based regionally, can only be
represented by a regionally based staff member.• Must receive funding from Disability Services Commission• Membership is not open to employment organisations.
Current Members
• Albany - LGSFSA (Chair), CLA, Anglicare
• Karratha - Epic (Deputy Chair)
• Broome - KIFSA
• Kalgoorlie - GIFSA
• Narrogin - Accessability
• York - WIFSA
• Bridgetown - Strive
• Bunbury - Enable, Southwest Advocacy, Midcare, Activ, Essential personnel,
• Geraldton - MWCLA, Atlas
• NDS - State Manager/Admin Support
Feedback on CEO Manual• Does it cover all areas new CEO’s need to
know?• Is it set out clearly?• Does the graphics depict Regional?• Have we missed anything?
Wrap Up & Close Day 1Terry Simpson, NDS WA
State Manager