General Meeting Minutes...Little Piggies $ 30.00 Old Nags’ Café $ 841.45 $ 1,441.45 Rides / Ticket Office Pony Rides $ 415.00 Hay Rides $ 695.00

General Meeting Minutes

4th December 2017

CONTROLLED DOCUMENT Authorised by: Management Committee

Doc Id: General Meeting Minutes 4 December 2017 Page 1 of 3 Doc Owner: Secretary Issue Date: 4 Feb 18

Version No.: 1.00

Date: 4th December 2017

Time: 1:02 PM

Place: 2 Monak Rd, North Arm

Attendees:

Carolyn Neville, Alicia Eltherington, Dave Morris, Lindi Davison, John O'Halloran, Julie Templeton, Jan O'Halloran, Sharon Watts, John O'Halloran, Glynis Clayton, Megan Swainson, Roy Gill, Bob Bridger, Peter Roper, Diana Wade, Elizabeth Hewgill, Di McNamee, Barbara Tyacke, Lorna Raynor, Ann Nielsen, Gary Bell, Matty Sormani, Inez Sormani

Apologies:

Robyn Humphrey, Di Bennett, Tom Schwabe, Rachel Bridger, Penny Wilson,

Libby Knight, Stephenie Crane, Karin Svenssen, John Wettenhall, Jessica

Nielsen, Lyn & Rick Andrew

Proxies

Rachel Bridger

Declaration of Interest (additional to the register)

Who Conflict Notes

Nil Additional

General Meeting 4th December 2017



Version No.: 1.00

Item Details and Actions

1 Opening

President Carolyn Neville welcomed all to the meeting and noted that a quorum had been established.

2 Declaration of Interest

No declaration of interest in addition to the Register of Interest were declared.

3 Acceptance of minutes of previous General meeting The Minutes of the EGM of 18 Sept 2017 and all supporting documentation had previously been distributed to all members via email on 30 Nov 2017. Proposed Carolyn Neville, seconded Sharon Watts that the minutes of the Extraordinary General Meeting of 18th September 2017 be accepted as a true and correct record of that meeting. Carried.

Business Arising from the Minutes

4 Mane Event Report Recommendations

The following is an update on the Key Recommendations from the Review of the 2017 Sunshine Coast Mane Event presented at the meeting of 18 September 2018. The Committee

The President has stepped down.

Prior to 18 September 2018 all candidates for committee were appraised of their legal responsibilities and challenges facing the organisation. It was noted that two candidates subsequently withdrew their nomination. Legal responsibilities would be included in the call for nominations for future elections.

Financial Management

A full audit of the 2016 / 17 accounts would be carried out as part of the reporting to the AGM.

Committee has implemented an approval process for all spending.

The Hobby Horse Riders sponsorship post event have been returned.

All connections between SCRDA and Hobby Horse Riders have been removed.

Declaration of interests have been implemented as part of all meetings. Go or No Go for 2018

There are currently no plans to repeat the Mane Event in 2018. Committee will decide on a ‘lower key’ Open Day style event in 2018.

Changes to the Constitution.

The committee will undertake a project to review the constitution and present any recommendation for changes to the membership in 2018.

5 Mane Event Financial Results The Mane Event Financial Summary had been distributed with the notice of this meeting. It showed a total expenditure of $20,545.94 offset by an income of $14,602.55 giving an overall loss of $5,943.39. Moved Alicia Eltherington, seconded Carolyn Neville, that the Mane Event Financial Summary, attached at Annex A be accepted. Carried.

6 Governance and Structure Update

The 18 September 2017 meeting tasked the Committee to produce a report to membership with regards to structure, finance and governance.

John O’Halloran updated the membership with the presentation attached at Annex B. It noted the legal requirements, a proposed new structure, roles and responsibilities and the development of policies and procedures required to improve governance. He emphasised this would be a long process and required the assistance and support of the membership.

General Meeting 4th December 2017



Version No.: 1.00

Item Details and Actions

7 Next meeting

The next general meeting would be the Annual General Meeting.

8 Meeting close

There being no further business the meeting closed at 2:45 PM.

Annexes:

A. Sunshine Coast Mane Event Financial Summary

B. Presentation on Governance

I certify these minutes are a true and correct record of the meeting.

Carolyn Neville – Chairman Date:

Sunshine Coast Riding for the Disabled (RDA) Inc

Mane Event Financial Summary

Income Sponsorships

Caloundra RSL $1,100.00 Caloundra RSL Sub-Branch $1,100.00 Nationwide Mobility $ 550.00 Coastal Landscaping $ 550.00 AR Floats $ 550.00 Favelle Family $ 275.00 Sormani Family $ 275.00 Hobby Horse Riders $ 0.00 $ 4,400.00

Stallholders

Bendigo Clothing $ 178.20 ATHRA $ 220.00 Sandplay $ 55.00 Saddle Safe $ 110.00 Brad Johnson $ 110.00 Online Horse College $ 55.00 I Give a Buck $ 110.00 Elite Horsemanship $ 110.00 $ 948.20

Food Vendors

Caffeine Driven $ 100.00 Fairy’s Floss $ 100.00 DC Catering $ 250.00 Lion’s Club $ 0.00 Weesparky Ice Cream $ 120.00 Little Piggies $ 30.00 Old Nags’ Café $ 841.45 $ 1,441.45

Rides / Ticket Office Pony Rides $ 415.00 Hay Rides $ 695.00 Kids Activities $ 360.00 Donations $ 68.40 Paintings / Art Sales $ 90.00 Donkey Ornament Sales $ 190.00 EFTPOS Ticket Sales $ 376.00 $ 2,194.40

Entry / Admission $ 4,863.50

Raffle $ 98.00 Other

Saddle Shop $ 55.00 Jobs’ Daughters $ 65.00 Cup Cakes $ 23.00 Opening Night $ 350.00 Art Entries $ 102.00 Hobby Horse Hire $ 62.00 $ 657.00

TOTAL INCOME: $14,602.55

Annex A toGM Minutes 4 Dec 17

Expenditure Marketing / Advertising

Printing Brochures $ 520.00 Mane Event Arena Sign $ 1,852.40 Horse Deals Advertising $ 320.00 Sunshine Coast Daily $ 800.00 Zinc 96.1 (Radio) $ 176.00 Horse Report $ 480.00 $ 4,148.40

Equipment Hire Hire a Loo $ 2,200.00 Rubbish Bins $ 540.00 Community Bus $ 110.00 JC Hire – Security Lights & Marquee $ 388.78 ASV – Sound System $ 423.50 Rooftop Express – Sound System $ 1,100.00 JC Hire – Hobby Horse Making $ 148.01 $ 4,910.29

Insurance $ 954.25

Roof Top Express $ 9,900.00 Opening Night

Catering $ 600.00 Wine Delivery $ 33.00 $ 633.00

TOTAL EXPENDITURE: $20,545.94

Total Income

$14,602.55

Total Expenditure

$20,545.94

Profit / Loss

$ 5,943.39 Loss

Notes:

• All figures reported are inclusive of GST;

• Hobby Horse Riders Sponsorship of $5,500 was refunded per Mane Event review recommendations;

• $275 Sormani Family Sponsorship retained as this was effected & communicated well in advance of

the Event;

• Saddlery Shop revenue ($885) from the day banked to Saddlery Shop Bank Account before any funds

transferred to SCRDA Working Account – $55.00 recognised for stall hire (determined by Committee);

• $3,590 for Earthworks to reinstate driveway & enable grandstand to be placed are not included in Mane

Event direct costs as driveway deterioration due to inclement weather required addressing in any case;

• $5,000 contra arrangement with APN is not reported in Sponsorship (Income) nor Advertising

(Expenses) above. Inclusion would increase Sponsorship $5,000 and increase Advertising by $5,000

but have no impact on net outcome. (NB: Contra arrangement is recorded in MYOB.)

Slide 1

Governance

Annex B toGM Minutes 4 Dec 17

Slide 2

Why?

• EGM 18th September• Finances

• Structure

• Governance

What is the reason for the Governance Project? It came out of the EGM of 18th Sept where the Independent Report into the Mane Event was presented. That report highlighted issues with governance and tasked the committee to report back to the membership in December on Finances, Structure and Governance. That is the reason for this meeting and presentation.

Slide 3

Corporate?

What’s required under the law?

There is a school of thought that this governance is unnecessarily applying corporate standards to a community organization and it is inappropriate. In determining what is appropriate we must examine what is required under the law.

Slide 4

SCRDA is covered by 2 sets of laws, one State and the other Fedral.

Slide 5

• National Regulator• Governance Standards

• Responsible Persons

The Australian Charities and Not-for-Profits Commission is the Federal regulator for organisations such as SCRDA. The ACNC Act and Regulations require charities to meet defined Governance Standards and that “responsible persons”, i.e. the committee, act in certain ways.

Slide 6

Responsible Persons

• Act with reasonable care and diligence

• Act honestly in the best interests of the charity and for its purposes

• Not misuse the position of responsible person

• Not to misuse information obtained in performing duties

• Ensure that the charity's financial affairs are managed responsibly

• Not allow a charity to operate while insolvent

Slide 7

Good Governance

• Structure• Roles & Responsibilities• Policies and Procedures

• Effectively• Openly• Achieve Goals

Good Governance is when the organisation has the appropriate structure, appropriately defined Roles and Responsibilities and well written Policies and Procedures. This will in turn ensure that it is run effectively, openly and in manner that achieves it goals.

Slide 8

• $1.5M - $2M in assets

• ~ $200,000 in turnover

Just to put matters into perspective for SCRDA. We currently have assets in the order of $1.5M-$2M and an annual turnover of approximately $200,000. These are large amounts and our benefactors expect their money to be managed responsibly and in the best interest of the organisation.

Slide 9

Structure

• Historical – workshops (Rachel Bridger)

• Oversight vs operational

• Flat vs hierarchical

Workshops to review the structure were run in the past by Rachel Bridger but the recommendations were not implemented. (see next slide for part of the reason.) The proposed structure attempts to move from the current one where the committee members are very much the doing most of the work to one where the committee members provide oversight of a team of volunteers. An important aspect is the lack of a hierarchy, all committee members, including the president are equal.

Slide 10

The organisation has grown but the same people are still doing most of the work. In the high workload it is easy to be too busy to accept a better way of doing things!

Slide 11

President

Treasurer(Financial &

Reporting Portfolio)

Service Delivery PortfolioPeople &

Culture Portfolio

Secretariat Portfolio

Facilities & Services Portfolio

Vice-President

The proposed structure. This is consistent with the current constitution committee requirements.

Slide 12

President




Culture Portfolio



Vice-Pres’

• Chair and maintain order at official SCRDA Meetings • Primary ambassador of SCRDA in the wider community • Facilitate pathway for strategic planning • Enable a culture that supports attainment of SCRDA Objects

Responsibilities

The next seven slides lists the responsibilities of each position.

Slide 13

President




Culture Portfolio



Vice-Pres’

• Newsletter Coordination & Distribution• Marketing & Promotions • Social Media Strategy & Execution (e.g. Facebook) • Support other portfolios in letters (e.g. grant proposals)• SCRDA Style-Guide • Media Interactions

Responsibilities

Slide 14

President




Culture Portfolio



Vice-Pres’ - Media, Marketing & Comms Portfolio

• Financial Management (Budget, Actuals, Reporting) • Accounts Payable / Accounts Receivable • Payroll • Fundraising & Funding Coordination & Reporting

• Inc Grant Applications & Acquittal

Responsibilities

Slide 15

President




Culture Portfolio




• Program Design, Coordination & Delivery

• Coach Coordination & Development • Herd Management • Saddlery Shop • Old Nags

Responsibilities

Slide 16

President




Culture Portfolio




• Members & Member Services • Volunteer Coordination & Services • Employee Relations

Responsibilities

Slide 17

President




Culture Portfolio




• Meeting administration & execution • Notices, Agendas, Minutes, etc;

• Official Point of Contact with external agencies • Legal & Regulatory “Office” compliance • Administration

• Correspondence, Bookings (e.g. Arenas, Assessments, other services)

Responsibilities

Slide 18

President




Culture Portfolio




• Physical Asset / Property and infrastructure maintenance

• IT • Project Management • Property Service Coordination &

Management

Responsibilities

Slide 19

President




Culture Portfolio




1-2 Communications Officers • Inc Saddlery Shop eBay• GumTree marketing)• Newsletter• Facebook

Roles

The following slides cover the roles of the positions and the subordinate, non committee, positions that are intended to reduce the workload of the committee.

Slide 20

President




Culture Portfolio




2 x Finance Officers (Invoicing, Receipting, Expenses, Debtor Management, Payroll, Banking, Rider Rolls, Asset Registers, Gift Register, Month End Reporting, Budget, Grant Expenditure Maintenance, Financial Policies & Procedures, Annual Audit, Insurance)

1 x Funding Coordinator

• Funding Coordination & Reporting • Horse Sponsorships, BBQ Support, ECCO

Support, Donors, Sponsors, Grant Monitoring & Application Coordination

• Grant Acquittal

Roles

Slide 21

President




Culture Portfolio




• 1 x Horse Manager • 1 x Head Coach & “#” Coaches (depends on

Programs & Availability) • 1 x Participant Coordinator (Assessments,

Program Bookings, Arena Bookings) • Saddlery Shop Manager (& Volunteers) • Old Nags Café Manager (& Volunteers)

Roles

Slide 22

President




Culture Portfolio




1 x Member Services Officer • Maintain & Administer Member Register (Names, Addresses,

Filing) 1 x Volunteer Coordinator• Volunteer Position Descriptions, Policies & Procedures,

Induction • Volunteer Communications Strategy & Volunteer Events

1 x Human Resource Officer – PDs, Policies/Procedures – perhaps this is just an initial piece of work which then doesn’t need a “role”

Roles

Slide 23

President




Culture Portfolio




1 x Administration Officer• Meeting Notices, Agendas, Minutes, Filing etc; • Inward / Outward Correspondence Register; • Coordination of Legal & Regulatory “Office”

compliance;1 x Compliance Officer

• WH&S Policies & Procedures; • Other Legislative Compliance;

Roles

Slide 24

President




Culture Portfolio




1 x Grounds Coordinator (with supporting volunteers) • Ground / Paddock maintenance 1 x Infrastructure Coordinator • Fencing, Stalls, Stables, Painting, Cleaning, Roads,

Gates, • Coordination of Trades (e.g. Plumbing, Electrical, etc) 1 x IT Coordinator “n” x Project Managers/Coordinators (depends on Projects)

Roles

Slide 25

Roles & Responsibilities Documents• Position Description

• Responsibilities• General

• Specific to role

• Skills & Qualities Required

• Handover

Each committee position will have a formal Roles and Responsibilities definition. These are the sections of the draft documents.

Slide 26

An example of the Roles and Responsibilities document for the President.

Slide 27

Slide 28

Responsibilities

1. Knowledge. To successfully undertake the role of President requires the person:

1. To be well informed of all SCRDA activities.

2. To have a good working knowledge of the Association Rules, Policies & Procedures

and duties of other Management Committee members.

3. Understand the legal and compliance obligations of SCRDA.

2. Governance. Key governance responsibilities include.

1. Always act in the best interest of the SCRDA.

2. Ensure the Association has clearly defined goals and objectives and documented

strategies and implementation plans on how they will be achieved.

3. Ensures that Association implements strong financial controls to protect the cash and

assets of the Association as well as volunteers handling cash.

4. Ensure the Committee receives regular and accurate financial reporting, budgets and

cash flow projections.

5. Ensure compliance and legislative obligations are met.

6. Ensure complaints and disputes are immediately investigated and responded to

according to the Association Policies and Procedures.

7. Attend all committee meetings.

8. Undertake the role in good faith and honesty.

9. Declare any personal conflict of interest, real or perceived, between them and

SCRDA. Immediately notify the Secretary who will enter the details into the Register of

Interests and inform all other Committee Members.

Roles & Responsibilities -President

More detail of the R&R for the President. (draft)

Slide 29

1. Tasks specific to the role.

1. Chair and maintain order at all SCRDA meetings.

2. Act as the primary ambassador of SCRDA in the wider community.

3. Facilitate pathway for strategic planning.

4. Enable a culture that supports attainment of SCRDA Objects.


Slide 30

Skills and Qualities Required

1. Be a team player with good people skills being able to inspire others to work towards SCRDA’s goals

and objectives.

2. Be a good listener, so as to understand the team whether it be the general membership or

management so as to be able to communicate the appropriate priorities.

3. A good understanding of meetings and how to manage them to efficiently reach the appropriate

decisions.

4. Good communication skills both verbal and written.

5. Sound knowledge of the constitution and meeting procedure.

6. An general understanding of project management.

7. A general understanding of accounting practices with the ability to read a financial report.

8. Maintain confidentiality on relevant matters.

9. Be receptive to change.

Handover

1. Updating Key Documents. Prior to the AGM review this Roles and Responsibilities document to

ensure it continues to reflect the requirements of the role. Submit any updates for Committee

approval prior to the AGM.

2. Ensure all other Committee members have reviewed their Roles and Responsibilities documents to

ensure the incoming Committee has a relevant and current documents.

3. Induction of Incoming President. Train, mentor and support the incoming President.


Slide 31

Roles & Responsibilities - Timeline

• All drafted by Committee Meeting 11th

December• Approved before calling for nominations for the

2018 AGM

Timeline for R&R documents.

Slide 32

Policies and Procedures

• Policy – What we do• Procedure – How it’s done• Day to Day way of doing things• Ensure we satisfy the legal obligations• Easy reference

Policies and procedures detail what we do and how it’s done. Well defined P&P contribute to consistent and open activities in managing the organisation.

Slide 33

An example of a Policy and Procedure Document.

Slide 34

Slide 35

Policies and Procedures -Timeline

• The major part of the governance project• 3 already approved (plus Code of Conduct)• 5 Financial in final draft• More under development• Aiming for core of ~20 by the AGM

• Financial management• Meeting management

• Overall 12 month project

Slide 36

Incoming Committee

• Manageable workload

• Managing vs doing

• Informed

If this is implemented effectively then the incoming committee will have a supporting framework within which to work and this in turn should reduce workload. It is very much about delegating to supporting volunteers and providing oversight. If members are well informed about the expectations of being a committee member, both the workload and the actual tasks they will be more open to stepping forward.

Slide 37

Operations Manual

Putting it all together

It’s all very well having a pile of documentation but it has to be accessible and referenced on a day to day basis. I propose putting it all together into an Operations Manual. The following slides are a proposed structure for such an Operations Manual.

Slide 38

Slide 39

Current, accurate information is important and must be easily accessible to the appropriate people. Much of this information will be included in registers, some of which will be in the Ops Manual physically while others are structurally part of the manual but physically stored elsewhere, e.g. Register of Password.

Slide 40

Conclusion

Slide 41

SCRDA has grown and the management structure has not grown with it. The same people cannot continue to do the same jobs as they get larger and larger. The committee needs volunteers to assist with some of the management tasks. Many of us join to work with the horses and clients but we probably know others with skills and interests outside horses who could help. Please keep them in mind and suggest that they step forward. In the coming weeks the committee will contact the membership asking for assistance in different areas.