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

2. OHS Harmonisation New NFP Taxation Laws

3. The role of the Board in this environment Board recruitment The relationship with the CEO Strategy Financial Survival Meeting stakeholder and funder demands

4. MEMBER, FUNDER AND COMMUNITY, ENGAGEMENT FINANCIAL OVERSIGHT GROWTH INNOVATION AND DEVELOPMENT INTERNAL PROCESSES AND POLICIES VISION, PURPOSE & FOCUS © Michael Donnelly and Associates 2011

5. 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

6. MEMBER, FUNDER AND COMMUNITY, ENGAGEMENT GROWTH INNOVATION AND DEVELOPMENT INTERNAL PROCESSES AND POLICIES Does 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?

7. 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 POLICIES Does the Board understand and oversee the management of risk? How does the Board manage its governance?

8. 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 POLICIES Does 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?

9. 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 Association Board Charter Board Committee terms of reference CEO Contract and performance plan Strategic Plan Board agendas, minutes, Papers Risk Management Organisational Structure Executive Contracts Accounting Policies, Budgets, monthly and annual accounts Annual Reporting Complaint handling Insurance Delegated Authorities Leases and other significant legal documents Job Descriptions of Staff Business continuity and disaster recovery plans OHS HR Policies and Procedures Staff performance plans and procedures

10. Chair: Primus inter pares First amongst equals Board: Nose in Fingers Out Chair and CEO: Public unity; private candour

12. Emerging Issues for Disability Sector Boards Mike Donnelly, Mike Donnelly & Associates

13. Afternoon Tea

14. CORDS Update Jill Robinson, Chair, CORDS

16. 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)

17. 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

18. 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.

19. 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

20. 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?

21. Wrap Up & Close Day 1 Terry Simpson, NDS WA State Manager