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Objectives
• Identify the business of the organisation including the core functions of the organisation
• Work within the structure of the organisation
• Monitor operations
• Follow legal requirements when carrying out Committee/ Board duties
• Work with the wider community to ensure relevance
Volunteering SA Inc and the Government of South Australia accepts no responsibility or liability for any
inaccuracies contained in any material in this presentation.
This presentation is intended to provide general useful information and should not be relied upon as
constituting any advice.
Attendees should, before acting on any matters arising out of or otherwise in relation to this presentation,
seek their own specific independent legal or other advice about their situation.
Disclaimer
Know Your Organisation
Identify relevant documents addressing the core business of your organisation, e.g. Mission statement,
constitution…
Identify how your organisation is structured and your role within it
Be clear about operational outcomes for each section of the organisation
Ensure compliance with relevant legislation
What is your ”community” and how does your organisation keep in touch?
What is a Management Committee or Board?
Brainstorm
Difference between Structure and Function?
Handout 1 - where do you fit?
Benefits of Committee Work
Why do you want to be on a committee?
To see the big picture
Guide the organisation
Improve the organisation
Review procedures
Appoint the CEO
Build the public profile
Financial management
Provide leadership and direction
Who is on a Committee/ Board?
Founding members
Officials and service providers
‘Wonderfuls’
Status seekers
Grass roots
Service users
Staff
Government representative
What the Law says 1
This is a summary – not legal advice
Members cannot be undischarged bankrupts
Special permission is needed to have as members people who have been convicted within the last five years of a
serious fraud or other crime, or a company offence
Members are expected to use their skills and experience, so the reasonable care which the law expects from an inexperienced member is less than that expected from,
for example, a treasurer who is a qualified accountant or chairperson who is a manager
What makes a good committee?
CommitmentTime
EnergyRegular attendance
Accurate recordsAbility to seek clarification in a supportive environment
Ability to accept complaints as feedback and address them constructively
Supporting and encouraging staff and one anotherPlanning and regular reviews
Dispute resolution and grievance proceduresClear roles and portfolios
Connections and networksDirection
It’s a Risky Business!
What if …
Your Treasurer is away a lot?
Staff/ Volunteers use their own cars?
The bar at an event is unlicensed?
Someone breaks confidentiality after a meeting?
You don’t have a volunteer policy?
Someone argues with the local MP at a meeting?
You don’t acquit your funding?
Managing Risk
The Board is responsible for minimising and managing risk.
This ensures protection of assets such as:
People
Property
Income
Goodwill
What the Law says 2
Check the Associations Incorporation Act 1985:
Minutes kept and confirmed
Accounting records
Special requirements if income is over $200,000
Larger organisations must be audited by qualified accountants
Responsibilities of Individual Members
Duty of care
Conflict of interest
Authority
Moving on
Representing another organisation
Personal consumer issues
Whose Job is it?
Committees of Management have the job to manage, set direction, review and evaluate
Policy
Staff have the job to implement the decisions of the Committee, report and provide advice and
support
Procedure
What the Law says 3
Representatives of other organisations have to put the interests of your organisation first when they are sitting
on your Committee. They cannot vote to the instructions of their nominator, although they can put
their point of view in discussions. They have no right to report back on any information which your Committee
agrees is confidential.
No Committee member can take part in a decision about any contract in which they have financial interest. The committee member must disclose their interest to the Committee, and to the members at the next annual
general meeting.
What the Law says 3 (cont)
A Committee member who gets paid by the Association has a direct financial interest which they must disclose, and on which they cannot vote. If their partner or family member is paid, they have an indirect interest and the
same rules apply.
Each committee member of any incorporated association is personally responsible for seeing that the legal
requirements in the Associations Incorporation Act are complied with.
What the Law says 4Boards and committees must act within the following laws:
Commonwealth Legislation:
Racial Discrimination Act
Sex Discrimination Act
Disability Discrimination Act
Income Tax Assessment Act
Fringe Benefits Tax Assessment Act
Superannuation Guarantee (Administration) Act
State Legislation:
Industrial and Employee Relations Act
Equal Opportunity Act
Long Service Leave Act
Occupational Health, Safety and Welfare Act
Workers’ Rehabilitation and Compensation Act
Pay-roll Tax Act (where applicable)
NB: A committee or member risks personal liability for negligence by failing to comply.
Chairperson’s RoleThe meeting starts and finishes on time
Attendees, apologies, minutes are recorded accurately and in sufficient detail
Meeting rules are followed
Everyone gets a chance to speak on each topic
Business is conducted in an orderly manner
Discussion is focussed on the agenda item of the moment
Discussion is courteous at all times
The views of all members are respected
Decisions are made according to the policies of the organisation
Tasks are delegated appropriately and fairly
All guests are made to feel welcome
All guests understand their rights at the meeting
Minutes are signed as a true record
Interviews prospective Board members
Media spokesperson
A Good Chairperson isCommitted to the goals of the organisation
Willing to be unbiased on issues
Able to focus on principles, not politics or personalities
Familiar with basic meeting procedure
Able to avoid repetition, arguments, interruptions and distractions
Willing to encourage relevant debate
Committed to encouraging everyone to participate
Willing to allow dissenting views to be expressed
A good listener who can summarise
Focused on the process of the meeting, not the content
Able to suggest appropriate delegations of authority or tasks
Able to recognise and make the most of the talents of other members
Willing to acknowledge the work of other people
Secretary’s role To ensure:
Records of the organisation are kept
Incoming and outgoing correspondence is managed (although this task, in whole or part, may be delegated to a paid worker)
Meetings are called according to the constitution
Agendas are prepared (usually in conjunction with the Chairperson and/or senior staff member) and circulated at least a week before the meeting
Formal records of all meetings of the Board are kept
Treasurer’s role
To ensure:
The finances of the organisation are managed appropriately
Recommendations are made to the board about income and expenditure and investments and debts
Records are kept of all incoming and outgoing payments
Attend meetings
Read papers before meeting
Listen
Contribute to decision making
Carry out work
Support office bearers
Take on agreed tasks
Be involved
Act in the best interest of the organisation
Be clear about the role
Committee Member’s role
Further information
Volunteering SA library
Contacts list handout
Websites handout
Training Schedules
TAFE accredited courses
Objectives
Objectives for this workshop were:
Identify the business of the organisation including the core functions of the organisation
Work within the structure of the organisation
Monitor operations
Follow legal requirements when carrying out Committee/ Board duties
Work with the wider community to ensure relevance