Getting to Grips with Governance & Organisation Structures, Mike Donnelly, Mike Donnelly &...

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Getting to Grips with Governance & Organisation Structures, Mike Donnelly, Mike Donnelly & Associates

Transcript of Getting to Grips with Governance & Organisation Structures, Mike Donnelly, Mike Donnelly &...

Page 1: Getting to Grips with Governance & Organisation Structures, Mike Donnelly, Mike Donnelly & Associates.

Getting to Grips with Governance & Organisation Structures, Mike Donnelly,

Mike Donnelly & Associates

Page 2: Getting to Grips with Governance & Organisation Structures, Mike Donnelly, Mike Donnelly & Associates.

OHS Harmonisation

New NFP Taxation Laws

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The role of the Board in this environment Board recruitment

The relationship with the CEOStrategy

Financial SurvivalMeeting stakeholder and funder demands

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MEMBER, FUNDER AND COMMUNITY, ENGAGEMENT FINANCIAL OVERSIGHT

GROWTH INNOVATION AND DEVELOPMENT

INTERNAL PROCESSES AND POLICIES

VISION, PURPOSE & FOCUS

© Michael Donnelly and Associates 2011

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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

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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?

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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?

Page 8: Getting to Grips with Governance & Organisation Structures, Mike Donnelly, Mike Donnelly & Associates.

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?

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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

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Chair: Primus inter pares

First amongst equals

Board:Nose in Fingers Out

Chair and CEO: Public unity; private candour

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Emerging Issues for Disability Sector Boards

Mike Donnelly, Mike Donnelly & Associates

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Afternoon Tea

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CORDS UpdateJill Robinson, Chair,

CORDS

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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)

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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

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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.

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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

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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?

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Wrap Up & Close Day 1Terry Simpson, NDS WA

State Manager