WesternEdgeYouthArts(WEYA)CharteroftheBoardofDirectors
FirstEdition:October2015
Lastupdated9March2016
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WEYABoardCharterTableofContents
1 Introduction 3
2 WEYA 4 2.1 Whatdoestheorganisationexisttodo? 4 2.2 Stakeholdersandaudiences 4 2.3 Boardandmanagement 6 2.4 TheroleoftheBoard 6 2.5 ResponsibilitiesoftheBoardandresponsibilitiesofManagement 6 2.6 ManagementEvaluation 7
3 DutiesofBoardMembers 8 3.1 Compliancewiththelaw 8 3.2 PositivedutiesofBoardMembers 8 3.3 NegativedutiesofBoardMembers 9 3.4 Penaltiesforbreachofduties 9
3.5 ObligationsimposedonBoardMembers 103.6 BoardMemberprotection 10
4 Goodgovernance 11
4.1 Characteristicsofgoodgovernance 114.2 BehaviourofBoardMembersandcultureoftheBoard 12
5 BoardRoleDescriptions 13 5.1
BoardBoardMember 14
5.2 Chairperson 14 5.3 DeputyChair 16 5.4 Treasurer 17 5.5 Secretary 18 5.6 BoardMemberselectionandinduction 18 5.7 BoardMemberrecruitmentprocess 19 5.8 DirectorandBoardDevelopment 19 5.9 BoardEvaluation 20
6 Boardprocesses 21 6.1 BoardMeetings 21 6.2 Boardpapers 21 6.3 AgendaforBoardMeetings 21 6.4 OperationoftheBoardandsub-committees 21 6.5 Sub-committees 22 6.6 RoleofSub-committeeChair 23 6.7 Delegationofauthorities 23 6.8
LeadershipDevelopment 23
Appendix1.BoardMeetingAgenda 24 Appendix2.Boardskillsandstructure 25
Appendix3.Currentdelegationsandauthorities 26
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1 IntroductionWesternEdgeYouthArts(WEYA)isanotforprofitorganisationthatprovideshighqualityperformingartsexperiencestodisadvantagedyoungpeoplepredominantlyfromculturallyandlinguisticallydiversebackgroundsinMelbourne’sWest.WEYAprogramsaimtoengageyoungpeopleineducationandcommunitylifeandmakethemagentsforchangethroughsociallyengagedartspractice.
WesternEdgehasworkedwith1000sofculturallydiverseyoungpeopleinschoolsandcommunitysettingssinceincorporationin2006.WEYAhasfocusedonrefugeecommunitiescreatingculturalleadershipprojectsinFlemington,Footscray,BraybrookandGeelong.
WEYAismanagedbyaboardcomprisedofrepresentativesfromsectors relevanttoWEYA’soperationsandgovernance(theBoard).
TheaimofthisCharteristoprovideguidancetomembersoftheBoard(BoardMembers)sothattheymayunderstandthescopeoftheirdutiesandperformthosedutiestoahighstandard.
TheCharterisdesignedtobeusedinparallelwith,andtogivecontextto,WEYA’sConstitution(alegallybindingdocumentwhichsetsouttherulesfortheoperationofWEYA, inaccordancewithapplicablelaws). ThisChartershouldbeconsistentwithWEYA’sConstitution,howeverwherethereisanyinconsistencybetweenthosetwodocumentstheConstitutionwillprevail.
WhilethisCharterisintendedtobeaninternaldocument,inthespiritofsupportingtheartssectormorebroadlyWEYAmaydecidetosharethedocument(inwholeorinpart)with otherartsorganisations.
Editionsandreviewsofthisdocumentarenotedonthefrontcover.
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2 WEYA2.1 Whatdoestheorganisationexisttodo?
OurVisionYoungpeoplewhohavebeenpartofWesternEdgeYouthArtsareculturallydiverseleaders,artisticallyarticulateandastute.Throughtheirconnectionwithus,communitiesarestronger,healthy,connectedandinclusive.Theartisticlandscapeisenrichedwithdiversestoriesthataremeaningfultoyoungpeopleandtouchtheheartsandmindsofcommunities.WesternEdgeYouthArts(WEYA)achievesthisbycreatingchallenging,sociallyengagedandinspiringperformanceswithculturallydiverseandeconomicallydisadvantagedyoungpeople.
OurMission
Istoenablediverseyoungpeopletomakesenseoftheworldtheyliveinthrougharts.
OurGoals
Ourstrategicplan2016-2020setsoutourartisticvisionsupportedbyastronganddynamicoperationalmodelwithafocusonincomediversification,sustainability;whileensuringaccessandequityforyoungpeople.
WEYAhasidentifiedthe followinggoalsastheframeworkforachievingourexcitingvisionandmission.
Ourfourartisticandorganisationalgoalsfor2016-2020are:
1. Youngpeoplemakesenseoftheworldtheyliveinthroughart.
WEYAachievesthisbycreatingsociallyengaged,challengingandinspiringperformanceswithculturallydiverseandeconomicallydisadvantagedyoungpeople.Throughthisprocesswewill:v Engagedisenfranchisedyoungpeoplewiththeartsv DevelopCaLDemergingartistsbyprovidingemploymentopportunities,training,
mentoringandpathwaystotheindustryv Inspireartisticexperimentation,innovationandcreativitythatfostersleadersin
creativepractice.
2. Artisticpracticeisvibrant,relevantandaccessible,puttingculturallydiverseartspracticecentrestage.Toensureourartisticpracticeisrelevantandaccessiblewewill:v Learnthroughreflectivepracticeandevaluationsothatprogramsdemonstrate
excellenceofpracticeandarerelevantandaccessibletodiversecommunitiesv Producedistinctiveandmeaningfulartincollaborationwithdiverseyoungpeoplethat
ishighlyresponsivetotheculture,valuesandaestheticsofcommunitiesv Engageaudiencesandcommunitiesinadialogueaboutourpractice,enrichtheirdaily
livesthroughtheartsanddeepentheirunderstandingoftheworldthroughyoungpeoples’performances
v Collaboratewithcreativeindividualsandorganisationsacrossarangeofplatforms,
bothwithinAustraliaandinternationally,toshowcase,enrichandinvigorateourpractice.
3. Nationalleaderinartseducation
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WEYAiswellpositionedtobecominganationalleaderinartseducation.Wewillcontinueto:
v Forgelong-termpartnershipswithdisadvantagedschoolstodeliverartseducationwithrealoutcomes
v Advocateandinfluencethroughresearchandevaluationv Buildawarenessandaccessibilityofourinternationallypeerreviewedresearchv Ensureprogramsreflectcontemporarycollaborativepracticeofartistsandarts
educatorsv Leadinnovativecommunity-basedartseducationandpartnerships.
4. Well-governedandfinanciallysustainableorganisationAsaprogressiveorganisation,WEYAwillembarkonincomediversificationstrategiesnecessarytomaintainourexistinglevelofactivityandforgeinroadsintorealisingourfullpotential.
Forthesereasons,wewillensure:
v Fitforpurposegovernanceandmanagementstructuresareinplacev Strongfinancialmanagementandbusinesspracticesareadheredtov Diversifyincomesourcestomaintainexistinglevelsofactivityandrealiseourfull
potentialv Soundhumanresourcepracticesforexceptionalindividualandteam-basedresultsv Strongpartnershipswithexistingkeystakeholders.
2.2 Stakeholdersandaudiences
Formorethan20yearsWEYAhasworkedalongsidethousandsofyoungpeopletomakeawesomecontemporaryperformanceinthewest.WewerethefirstcrewatFootscrayCommunityArtsCentretogooutonourown,afterearningrespectforourluminousworkshopsandgigsincommunitiesandschools.Wewereamongthefirsttousehip-hopintheatre,andwriteplaysaboutVietnameseAustralianandAfricanAustralianyouthculture.Workingwithprofessionalandemergingartists,westillbringground-breakingproductionstothewest.Todaytherearetwowaysweplayit:
• WEYACommunitymakesqualitycontemporaryperformancethatblendscomplexsubjectswithhighartisticstandards,collaboratingwithyoungpeoplethroughoursocialandcommunitynetworks.
• WEYAEducationteachesmorethan600studentsayearinperformance,film,creativewriting
andresearch.Runningintenwesternsuburbsschools,theprogramcanchangehowyoungpeoplefeelintheclassroomandsocially.
WEYAhasfosteredthedevelopmentofmanyartists, initiatedcountlessinnovativecollaborations,builtmanysignificantpartnershipswithartsandnon-artsagenciesandiswellknownasaprogressiveyouthartsorganisation.WEYAengageswiththearts,disability,education,governmentandcorporatesectorsaswellasthediverseandrapidlygrowingandchangingcommunityofMelbourne’sWest andthecommunitymorebroadly.
2.3 Boardandmanagement
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Thecurrentboard,managementandstaffstructureandlinesofreportingaresetoutbelow.
2.4 TheroleoftheBoardTheBoardofWEYAsetsthegoalsandobjectivesofWEYAanddelegatestheachievementof thosegoalsandobjectivestomanagement.
ThelegaldutiesofBoardMembersstemfromthenotionofstewardshiportrusteeship. Inasense,theboardofanorganisationtakescontroloftheassetsoftheorganisationandactsastrusteeofthoseassets.
Inanoperationalsense,theBoardhandspossessionoftheassetstomanagementwithcleardirectionsastohowthoseassetsaretobeusedtoachievetheboard’slongtermgoalsandobjectives.
Theboard‘owns’thelongtermgoalsandlongtermvisionoftheorganisationanddelegatestheimplementationofthosegoalsandvisiontomanagement.
SomeoftheBoard’sfunctionsaresetoutinWEYA’sConstitution.
2.5 ResponsibilitiesoftheBoardandresponsibilitiesofManagementWEYAisanorganisationwherethereisastrongcollaborativelinkbetweenBoardandmanagement.
ItishoweverimportanttoensurethatthereisclarityaroundthescopeoftherolesoftheBoardandmanagementifBoardMembersandmanagementaretounderstandwhatisexpectedoftheminfulfillingtheirroles. ThiswillassistinensuringtheeffectiveandefficientfunctioningofWEYA.
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BoardandManagementAccountabilities
BoardBoard’skeyaccountabilitiesare:
• DevelopingandmaintainingWEYA’svisionandvaluesinpartnershipwithManagement
• SupportWEYA’sartisticvisionandapprovelevelofartisticrisk• EnsureWEYAisincompliancewithrelevantlegislation• DevelopandmonitorfinancialstrategytoensurethatWEYAisfinanciallysecure• ManagementofandappointingtheCEOandexecutivestaffasappropriate• DevelopingandextendingWEYA’snetworks• Boardrecruitment,inductionandevaluation• BoardMeetingadministration
Boardactsasanadvisoron:• Developmentoftoplevelpolicyframeworks• Financialmanagementreporting• Multiyearandmajorfundingrelationships• Managementofrelationshipswithlargesponsors• Riskmanagementandassessment• DevelopmentoforganisationalKPIs
Management
Management’skeyaccountabilitiesare:• DevelopmentandimplementationofWEYA’sartisticdirection• DevelopmentandimplementationofvisionandstrategyinpartnershipwiththeBoard
• FinancialmanagementofWEYA• DaytodaycomplianceinrelationshiptoOHSlegislation,riskmanagementetc.• Preparationandadministrationofallfundingapplications• Developingandmaintainingeffectiverelationshipswithkeyfundingbodies• MarketingandBrandingofWEYA• Developmentandmaintenanceofsmallpartnershipsandsponsorships• Developmentandmaintenanceofprofessionalnetworks• Recruitment,inductionandevaluationofstaff
2.6 ManagementEvaluationTheBoardwillconductareview(incamera)ofmanagementperformanceonanannualbasis–tomotivateperformanceexcellenceandencouragedevelopment. IssuestobecoveredincludeperformanceofmanagementagainstKPIs,professionaldevelopmentopportunities,successionandrecruitment.
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3 DutiesofBoardMembers3.1 Compliancewiththelaw
Legally,andethically,anon-profitboardissubjecttothesameresponsibilitiesasacommercialorganisation.
BoardMembersofWEYAmustensurethattheyact(andWEYAacts)incompliancewiththeConstitutionofWEYAandapplicablelaws.Thesearenumerousandmaychangeovertime.Whilenotallarelistedbelow,somerelevantlegislationincludes:
• CorporationsAct2001(Cth).
• LegislationrelatingtoWorkHealthandSafetyandEqualOpportunity;
• TradePracticesAct1974(Cth);
• FairTradingAct(Vic);
• PrivacyAct1988(Cth)aswellasVictorianprivacy-relatedlegislation;and
• CharterofHumanRightsandResponsibilitiesAct2006(Vic).
• WorkingwithChildren
Inaddition,BoardMembersmustensurethatWEYAcomplieswithitscontractualobligationsowedtootherparties(forexample,obligationsowedtofundingbodiesunderfundingagreements).
Belowarebriefdescriptionsofthekeyprinciplesthatgovernthedutiesofboardmembers.EachoftheseobligationsappliestoWEYABoardMembers.
Boardmembersmayfacepersonalliabilityiftheyfailtocomplywiththeirduties.
3.2 PositivedutiesofBoardMembersBoardMembersofWEYAaresubjecttothefollowingpositiveduties:
(a) ToactingoodfaithandintheinterestsofWEYA
BoardMembersmustactingoodfaithandintheinterestsofWEYA. Thatis:
• ActhonestlyandininterestsofWEYAanditspurposes
• Maintainconfidentiality
• Avoidconflictsofinterest
(b) Toexercisepowersanddischargedutiesforaproperpurpose
BoardMembersmustexercisetheirpowersanddischargetheirdutiesforaproperpurpose.Thatis:
• Donotactarbitrarily
• DonotexercisepowersanddutiesinawaythatdoesnotfallwithinthepermissiblepurposesofWEYA
(c) Toexercisepowersanddischargedutieswithadegreeofskill,careanddiligence
BoardMembersmustexercisetheirpowersanddischargetheirdutieswithskill,careanddiligence. Thatis:
• BoardMembersmustexercisetheirpowersanddischargetheirdutieswiththecareanddiligenceofa“reasonableperson”intheirposition
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• ”Reasonableperson”test:
• willdependontheBoardMember’spositionandherorhisskillsandexperience
• “Businessjudgmentrule”–aBoardMemberwillbetakentohaveactedwithcareanddiligenceifsheorhe:
• madethejudgmentingoodfaithandforaproperpurpose;
• didnothaveamaterialpersonalinterestinthesubjectmatterofthejudgment;
• informedherselforhimselfaboutthesubjectmatterofthejudgmenttotheextentheorshereasonablybelievedtobeappropriate;and
• rationallybelievedthatthejudgmentwasinthebestinterestsofWEYA.
Ä Essentially,BoardMembersmustbehonest,carefulanddiligentintheexerciseoftheirduties
Toproperlydischargetheirobligationofcareanddiligence,BoardMembersshould:
• attendboardmeetings;
• askquestionsandseekmoreinformationwhenrequired;
• ensurethatWEYAundertakesgoodfinancialmanagementandreportingpractices;
• understandthecoreworkandprocessesofWEYA;
• keepabreastofgovernanceissues;and
• defineappropriateBoardpoliciesandsupervisetheirimplementation.
3.3 NegativedutiesofBoardMembersBoardMembersofWEYAaresubjecttothefollowing“negative”duties:
(a) Tonotactwherethereisaconflictofinterest
NotifyotherBoardMemberswhereyou(orafamilymember,friendorotherassociate)haveamaterialpersonalinterestintheoutcomeofadecision(whetherinterestismonetaryornon-monetary)–itisirrelevantwhetherconflictactuallycauseslosstoWEYA (orprofitoradvantagetotheBoardMember).
(b) Tonotactforpersonalprofitorinterest
DonotuseinformationoropportunityforanypurposeotherthanthebusinessofWEYA–itisirrelevantwhetheradvantageisactuallygainedbyBoardMemberordetrimentcausedtoWEYA
(c) Tonotallowinsolventtrading
BoardMembersmustnotallowWEYAtotradewheretheyknow,orhavereasonablegroundstosuspect,thatitisinsolvent(i.e.whereitisunabletopayitsdebtsasandwhentheyfalldueforpayment).
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3.4 PenaltiesforbreachofdutiesBoardMemberswhofailtocomplywiththeirlegalduties(includingthemaintenanceanddisclosureofrequiredfinancialrecordsandreports)mayreceivefinancialpenaltiesorfinesandmaybedisqualifiedfromactingasadirector. CriminalpenaltiesmaybeimposedwhereaBoardMemberactsinarecklessorintentionallydishonestmanner.
Inrelationtocertainpenalties,acourthasdiscretiontorelieveadirectorfromliabilitywherethedirectoractedhonestlyandoughtfairlybeexcused.
3.5 ObligationsimposedonBoardMemberswhentheyceasetobeBoardMembersWhenBoardMembersofWEYAceasetobeBoardMemberstheymuststill:
• maintaintheconfidentialityofconfidentialinformationtowhichtheybecameprivyasBoardMembers;and
• ensurethattheydonotuseinformationoropportunitiesmadeknowntothemasBoardMembersfortheirpersonalprofitoradvantage.
AretiredBoardMemberwillalsostillremainliableforactscommittedwhilesheorhewasaBoardMemberofWEYA.
3.6 BoardMemberprotectionWEYAmaintainsavarietyofinsurancepoliciesincludingDirectors’andOfficers’LiabilityincorporatingentityLiabilitythatdealswithexposureandindemnityinrelationtoBoardMember’sactions.
WhileWEYAisanot-for-profitorganisation,theroleofitsBoardisaseriousundertaking.InsurancepoliciesdonotcoverBoardMembersforfraud,dishonestyornegligence.
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4 GoodgovernanceThissectionoftheCharterprovidessomefurtherdetailongoodgovernancepracticestoassistBoardMemberstoensurethattheycomplywiththeirlegalduties.
CorporateGovernanceisthesystembywhichcompaniesaredirectedandmanaged.Itinfluenceshowtheobjectivesofthecompanyaresetandachieved,howriskismonitoredandassessed,andhowperformanceisoptimised.
ASXCorporateGovernanceCouncil
Corporategovernancegenerallyreferstotheprocessesbywhichorganisationsaredirected,controlledandheldtoaccount.Itencompassesauthority,accountability,stewardship,leadership,directionandcontrolexercisedintheorganisation.
AustralianNationalAuditOffice
Goodgovernanceisaboutbothachievingdesiredresultsandachievingthemintherightway.
InstituteonGovernance
4.1 CharacteristicsofgoodgovernanceBelowisalistofmattersconsideredtobecriticaltogoodgovernance,asidentifiedbytheUnitedNations:
• Participation–providingallmemberswithavoiceindecisionmaking
• Transparency–builtonthefreeflowofinformation
• Responsiveness–ofpoliciesandprocessestostakeholders
• ConsensusOrientation–differentinterestsaremediatedtoreachabroadconsensusonwhatisinthegeneralinterest
• Equity–allmembershaveopportunitiestobecomeinvolved
• EffectivenessandEfficiency–processesandpoliciesthatproducegoodresultswhilemakingthebestuseofresources
• Accountability–ofdecisionmakerstostakeholders
• StrategicVision–leadershaveabroadandlongtermprospectiveongoodgovernanceandorganisationalgoals,alongwithasenseofwhatisneededforachievement
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4.2 BehaviourofBoardMembersandcultureoftheBoardListedbelowarepracticesandbehavioursthat,ifadoptedbyBoardMembers,willassistWEYAtoachieveitsobjectives.
• BeengagedintheendeavoursofWEYA-attendperformances,workshops,outcomes andengagewithstaffwhereverpossibleandbeanadvocateforWEYA
• Communicateopenly
• Challengeyourselfandothers
• Respectothers–listenandallowroomfordifferentpointsofview
• Beaccountable
• Demonstrateintegrity
• Bepunctual
• Share
• Pursueexcellence
5 BoardRoleDescriptionsTheBoardpresentlyhasfiveappointedroles:
• BoardMember
• Chairperson
• DeputyChair
• Treasurer
• Secretary
Theserolesaredescribedinthefollowingpages.
5.1BoardMember
BoardMembersarealsoknownas‘Directors’. ThefulltitleoftheBoardisthe‘BoardofDirectors’.
(a) Authority/responsibility
TheBoardofDirectorsisthelegalauthorityforWEYA.
AsamemberoftheBoard,aDirectoractsinapositionoftrustandisresponsiblefortheeffectiveandlawfulgovernanceofWEYA.
Directors,individuallyandasagroup,providegovernancefortheWEYAandaccept ultimatelegalresponsibilityforitsperformance.
(b) Qualifications/skills
HaveknowledgeandskillsinoneormoreareasofrelevancetoWEYA’sgovernance andalignedwithWEYA’sstrategyforexample:policy,law,finance,programs, and/orpersonnel,marketingandfundraising.Specificallythemajorityofboardmembersshouldbe:
• apersonwhohasmigratedtoAustralia• abarristerorsolicitor,registeredmedicalpractitioner,memberoftheInstituteof
CharteredAccountantsinAustraliaoroftheAustralianSocietyofCertified
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PracticingAccountants,orotherpersonbelongingtoaprofessionalbodywhichhasacodeofethicsandrulesofconduct;
• apersonwhohasreceivedformalrecognitionfromgovernmentforservicestothecommunity;
• atrusteeorboardmemberofanon-profitschoolorcollege;• aheadmasterorheadmistress;• aprofessor,dean,principallecturerorothersenioracademicappointedbya
chancellor;• personknowntoabroadsectionofthecommunitybecauseheorsheperformsa
publicfunction
(c) Term
DirectorsareelectedbythemembershipattheAnnualGeneralMeeting.Directorsserveforathree-yearterm,andmaybere-electedfortwoadditionalterms(amaximumofnineyears)butcannotservemorethan3yearsinroleofChairperson,ViceChairperson,Treasurer,orSecretary.
(d) Requirements
Therequirements,responsibilitiesandotherimportantdutiesofallBoardMembersaresetoutindetailtheBoardMemberPositionDescriptionbeingAnnexureAtothisCharter.
5.2 Chairperson(a) Authority/responsibility
TheChairpersonprovidesleadershipforthetheBoard,ensuringthattheBoardfulfilsitsresponsibilitiesforthegovernanceofWEYA.
TheChairpersonisapartnertotheDirector&CEOandwillhelpher/himachievethemissionofWEYA.
TheChairpersonwilloptimisetherelationshipbetweentheBoardandManagement.
TheChairpersonisalsoresponsibleandaccountabletothemembership.
(b) Qualifications/skills
HavecompletedtwoyearsasaBoardMember(preferably)andhaveanunderstandingofboardgovernanceandprocedures.
(c) Term
TheChairservesforathree-yeartermandcanbere-appointedinanotherroleinaccordancewith theWEYAConstitution.
(d) Requirements
TheChairpersonhassomeresponsibilitiesanddutieswhichareadditionaltothosesetoutintheBoardMemberPositionDescriptionatAnnexureA.TheChairperson’sadditionaldutiesmayrequireatimecommitmentof10-15 hourspermonth,(includesBoardpreparation,meeting,committeeand meetingtime)
(e) Majorduties
• WhenappropriatebetheprimaryspokespersonforWEYAtothemediaand communityatlarge
• AddressAnnualGeneralMeetings
• ChairmeetingsoftheBoard
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• ReporttoBoardonstatusofmajorprograms
• SigningauthorityonbehalfoftheBoardforfinancialandlegalpurposes
• Representtheorganisationtogovernmentandmunicipalofficials
• ProvideleadershipanddirectiontotheBoard
• ArrangeforDeputytochairmeetingsintheabsenceoftheChair
• RepresentWEYAatcommunityfunctions
• InconjunctionwiththeGeneralManager,setmonthlyBoardmeetingagenda andensurethattheBoardisprovidedwithappropriatepapersandother relevantinformationinatimelymanner
• Enhancerelationshipswithothercommunitygroupsandagencies
• Takeprimaryresponsibilityforthereviewoftheperformanceoftheexecutivestaffasappropriate.
5.3 DeputyChair(a) Authority/responsibility
TheDeputyChairoftheBoardwillworkwiththeChairpersontoassuretheBoardfulfilsitsresponsibilitiesforthegovernanceofWEYA.
(b) Qualifications/skills
HavecompletedoneyearofBoardmembershipterm(preferably)andhaveanunderstandingofboardgovernanceandprocedures.
(c) Term
TheDeputyChairservesforathree-yeartermandcanbere-appointedtoanotherrolein accordancewiththeWEYAConstitution.
(d) Requirements
TheDeputyChairhassomeresponsibilitiesanddutieswhichareadditionaltothosesetoutintheBoardMemberPositionDescriptionatAnnexureA.
(e) Majorduties
• FulfilChairpositionintheabsenceoftheChairpersonatmonthlyBoardmeetings
• SigningauthorityonbehalfoftheBoardforlegalpurposes5.4 Treasurer
(a) Authority/responsibility
InadditiontotheresponsibilitiesofaBoardMember,theTreasureralsoactsasthefinancialexpertforWEYAandisaccountablefor:
• Meetingtheauditingandfinancialreportingobligationsoftheorganisation.
• Overseeingthefinancialsecurityoftheorganisation
• Ensuringthatthefinancialreportsareanaccuratereflectionofthefinancialpositionoftheorganisation
• WorkingwiththeGeneralManagerandotherboardmembers,todevelopafinancialstrategyfortheorganisationthatwillensure itslong-termviability
• ChairingtheFinanceSub-committeeandreportingonthefinancialpositionoftheorganisationatMonthlyBoardMeetings,
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(b) Qualifications
CA/CPAqualified
(c) Term
ThetreasurerisappointedbytheBoardtoserveforathree-yeartermandmaybere-appointedforamaximumoftwofurtherthreeyeartermsinanotherrole.
(d) Majorduties
• Establishthefinancialstrategyfortheorganisationincludingthesettingoflongandshorttermfinancialgoals,objectivesandpriorities
• ChairtheFinanceSub-Committee
• ParticipateinMonthlyBoardMeetings
• PresentthemonthlyFinanceReportatBoardmeetings
• SigningauthorityonbehalfoftheBoardforfinancialmatters
• EnsureauditedfinancialstatementsarepresentedtotheBoardonanannualbasis
• CallthemotionatAnnualGeneralMeetingtoappointtheAuditor
• ActasaresourcetootherSub-committeeswhennecessary
• AdheretogeneraldutiesoutlinedintheBoardmemberjobdescription
5.5 Secretary(a) Authority/Responsibility
IngeneraltermsasecretaryperformssuchtasksasmaybeassignedtohimorherwiththeCorporationsActimposingfewspecificobligationsandwillholdtheofficeonsuchtermsandconditionsastheBoarddetermines.Thesecretarialroleisessentiallyanadministrativeratherthanamanagerialone.Forexample,thesecretarymayberesponsibleforensuringthatminutesofmeetingsandresolutionsaretakenandthatboardpapersarecirculated,andforensuringthatWEYAcomplies withlegalrequirements.TheCorporationsActmakesthesecretaryliableifa companycontravenesparticularrequirementsforexamplerequirementstolodgewithASICvariousdocuments.ThesecretaryhasresponsibilitiesundertheCorporationsActbyvirtueofbeinganofficerofacompany,asaretheBoardMembersmorewidely.
SincethechangestotheIncorporatedAssociationsActtheSecretaryalsoundertakesthePublicOfficerdutiesandisthepointofcontactfortheAustralianTaxationOfficeinrelationtoWEYA’staxaffairsforexamplerecordkeepingandsubmittingcompanyreturns.
(b) Qualifications/Skills
Thesecretarymustbeovertheageof18,beordinarilyresidentinAustraliaandbeanindividualbutotherwisetherearenoformalrequirementsasto qualifications.TheSecretary mustberecordedwiththeATOandabletosatisfyProofofIdentityrequirements.TheSecretarymaybeaBoardMemberormemberofWEYAstaffwhohassomeinvolvementindealingwithWEYA’staxandaccountingmatters.InWEYA’scontext,thesecretarywillordinarilybetheGeneralManager.
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(c) Term
TheSecretaryisappointedbytheBoardforatermofthreeyearsandcanbere-appointedforamaximumofthreeterms.Writtenconsenttothe appointmentmustbeprovided.ASICandtheATOmustbenotifiedoftheappointment within28days,likewisetoanychangetotheappointmentandofthe cessationofoffice. ThesecretarymaythemselvesgiveASICandtheATOwrittennoticeof resignationorretirement.
(d) MajorDuties
TheSecretaryisWEYA’srepresentativetotheATOandisresponsibleforWEYA’s obligationsundertheIncomeTaxAssessmentAct1936. TheSecretaryis responsibleforWEYAcomplyingwiththeActandisliableforthesamepenaltiesas WEYAifthereareanyviolations.
5.6 BoardMemberselectionandinductionTheWEYABoardoverseesavibrantcommunityyouthartsorganisation.
Accordingly,theBoardmustbeasupportiveenvironmentinwhichcommunitiesandbusinessprofessionalsinWEYA’scoredemographics,willhavetheopportunitytoexperiencetheactionsandresponsibilitiesofBoardwork.InadditiontotherolesandaccountabilitiesoftheDirectorsdescribedintheearlierpartsofthisdocument,WEYAmakesacommitmenttothepersonalandprofessionaldevelopmentofitsBoardMembersandManagement.
5.7 BoardMemberrecruitmentprocessThefollowingprocesswillgenerallybefollowedfortherecruitmentofanewBoardMember.
1. Vacancyoccursonboard.
2. Skillsauditoccurs(seeAppendix2),opportunityforexistingmemberstotakeonotherroles/develop.
3. Possiblemembers’names/biosarepresentedtoGovernanceSub-Committee(GSC).
4. Namesareshort-listedandinitialcontactismadewithpotentialmembers.
5. IntroductorymeetingoccursbetweenamemberofGSCandpossiblemember.
6. Discusspositiondescriptions,specificduties,membersurvey,legalobligations,financialobligations,lengthofterm.
7. Secondmeeting:Chair,GSCmember/s,GeneralManagerandpossiblemembermeet- extenddiscussionofabove,respondtoquestionsofpossiblemember.
8. Firstboardmeeting:possiblememberattendsmeetingasobserver. Aftermeeting,theyareaskedbyGSCcontactusiftheyarestillinterestedinjoining.Ifyes,theyareproposedformembershipatnextmeeting.
9. GSCcontactremainsmentorfor3-4months–callsnewmemberpostjoiningtodiscusstheirinvolvement,thoughtsonmeetingformat/discussion,providehistory/contexttodebates,suggestsrelevantsub-committeemembership.
5.8 DirectorandBoardDevelopmentWEYAacknowledgesthattheproperandeffectivedevelopmentofitsBoardMembers(atbothanindividualandgrouplevel)iscriticalforeffectiveboardfunctioningandforensuringthelongtermsuccessoftheorganisation.
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OnthisbasistheBoardwillallocateanagreedonamountfromtheorganisation’sannualbudgettosupportthedevelopmentofBoardMembers(atbothanindividualandgrouplevel).
(a) IndividualDirectorDevelopment
ToensurethatindividualBoardMembersareadequatelyskilledandhavetheappropriateknowledgetosuccessfullyperformtheirroleasaBoardMember,anannualskillsauditwillbeundertakentoidentifytheappropriateskillsandknowledgethatindividualboardmemberscurrentlyhaveandwhatfurtherskillsandknowledgetheyshoulddevelop.
Onceaskillorknowledgegaphasbeenidentified,individualboardmemberswillbegiventheopportunitytodevelopthatskillorknowledge. WhereappropriateandwiththeagreementoftheBoard,WEYAmayoffersomefinancialand/orin-kindsupporttoassistanindividualBoardMembertodevelopthosespecificskillsandknowledge.
(b) BoardDevelopment
ToensurethattheBoardfunctionsatthehighestleveltheBoardwillallocatethenecessaryfundsforboardspecificeventsastheneedarises.TheBoardmayalsoallocatefundstoassistinthedesignanddevelopmentofappropriatediagnosticinstruments,workshopsandeventsthatwillassisttheBoardinworkingeffectively.
5.9 BoardEvaluationToensurethattheBoardisfunctioningeffectively,theBoardwillundertakeanannualevaluation.
Theevaluationprocesswillfocuson:
• strategyandplanning;
• Boardculture;
• Boardstructure;
• individualBoardMembercontribution;and
• meetingeffectiveness.
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6 Boardprocesses6.1 BoardMeetings
(a) Schedule
Boardmeetingsareheldonquarterlybasis,aminimum4timesperyear.
(b) Meetingtime
Financesub-committee–approx.twoweekspriortoBoardmeeting
Governancesub-committee–approx.twoweekspriortoBoardmeeting
MarketingandDevelopmentsub-committee–approx.twoweekspriortoBoardmeeting
GeneralBoardmeeting–February,April(AGM),July,October,December
Otherstandingcommitteemeetingsasrequired
(c) Attendance
AllBoardMembers,GeneralManager,ArtisticDirectorandminutetaker(whererequired).
(d) Emergencydecisionmaking
RefertotheWEYAConstitution
(e) Quorum
RefertotheWEYAConstitution
(f) Meetingcycle
AGMbeheldinlateApril/earlyMay,12weekspostendofWEYA’sfinancialyear(toincludepresentationofaudit)
AnnualBoardEvaluationProcesstobeheldtwomonthspriortoAGM
6.2 BoardpapersBoardpapersforinclusionatthenextmeetingaretobepresentednolessthanoneweekbeforethemeeting. Boarddocumentationshouldinclude:
Minutes(includingsubcommittees)
Agenda
FinancialReport ExecutiveOfficersReport
BoardMembersshouldensurethattheyhavereadthepaperspriortotheBoardMeetingandbepreparedtodiscussthemattersraisedinthepapersandaskquestionswherefurtherinformationisrequired.
6.3 AgendaforBoardMeetingsSeeAppendix1forapro-formaagenda.
6.4 OperationoftheBoardandsub-committeesTheWEYABoardoperatesinthreemainmodes:
• Asawholeorplenary,inmakingdecisionsthroughdebateandagreement;
CharteroftheWEYABoard 22
• Individualstakeonspecificrolesasdirected/requestedbytheBoardandprovidedirection,supportandreportstotheBoard.
• Insub-committeeform,whereseveralBoardmembersworktogethertodevelopaproposalorreportfortheBoardasawhole.TypicalexamplesmightbetheFinanceSub-committee,whichreviewsthefinancesandpresentsareporttotheBoardforapproval. InsomecircumstancestheBoardmaydelegateitsauthoritytoasub-committeetomakeadecisiononaparticularmatteronbehalfoftheboard.
6.5 Sub-committeesSub-committeesareacommongovernancestructureadoptedbyboards,particularlythoseinnot-for-profitentities. Theiraimistosharearoundthework,andrelievethepressureonmainboardmeetingssothattheorganisationrunsmoreeffectively.
Sub-committeesaremostoftenusedtocoveroffonissueswhichrequireclosemonitoringandregularreporting,suchasfinancesorlegalissues,wherethespecialistexpertiseofparticularmembers/rolescanbebroughttobeareffectively.
Sub-committeeshavetwomodesofoperation:standing(thatis,theymeetregularlyonaschedule),oradhoc(thatis,theymeetattimesthataresetbythesub-committeeitself).
Sub-committeesarealsoconstitutedaseitherdecision-making,oradvisory.Thatis,theymakedecisionsonbehalfoftheBoard,ortheyresearch,administerandreporttotheBoardwithrecommendations.Eachsub-committeehasaChair,whoisresponsibleforreportingbacktotheboard.
EachSub-CommitteeisresponsibleforsettingitsTermsofReference(TOR)andneedstopresentthesetotheBoardforapproval. TORsareestablishedforashort-periodoftimeandtheGovernanceSub-Committeewillensurethattheyareadheredto.
WEYAhasthreestandingsub-committees,aslistedbelow. Fromtimetotime,theBoardmaydelegateitsauthoritytoaSub-Committeeformakingadecisiononaparticularissue.
FordevelopmentpurposesallBoardmemberscanoccasionallysit-inandobservesub-committeestowhichtheyarenotmembers.
Advisorysub-committee Participants Modeofoperation
Keyrolesandtasks
MarketingandDevelopment
2BoardMembers,GeneralManager,MarketingandDevelopmentManager
Standing To be updatedfromthetermsofreference
Finance Chair,Treasurer,GeneralManager,ArtisticDirector
Standing OverviewWEYA’sfinances,examinetheproposedbudget,reviewmonthlyorquarterlymanagementaccounts.
CharteroftheWEYABoard 23
Advisorysub-committee Participants Modeofoperation
Keyrolesandtasks
Governance 2BoardMembers,GeneralManager
Standing MaintainthehealthandeffectivenessoftheBoard,including,recruiting,induction,developmentandevaluation.
6.6 RoleofSub-committeeChairThekeyaccountabilitiesoftheSub-CommitteeChairareto:
1. Chairtheirsub-committeemeetings2. Setmeetingagendaformeetingsandcirculatetoallsub-committeemembers3. Takesummaryminutesofthemeetingidentifyingkeyagreements,actionsandtime-lines4. Circulateminutestoallsub-committeemembers,theExecutiveDirector,ArtisticDirector
andtheWEYAChair5. Ensureanyagreedactionsarecompletedwiththeagreedtimeline6. ReportbacktothefullBoardkeyagreementsandactionsandprogressonkeyactions
6.7 DelegationofauthoritiesThisreferstothepolicyusedtoseparateanddelegateresponsibilitybetweentheboard,managementandstaffofanorganisation. Forexample:
• Finance–signingofcheques,internetbanking,boardsign-offofexpenditureatboardmeetings,reserves
• Useofthecompanysealandotherinstrumentsthatbindtheorganisationtocontracts
• Maintenance,dispositionandsigningofkeydocuments–includinggrants,fundingagreementsandleases
• Decision-makingprocesses
Theprimarysourceofinformationregardingdecision-makingprocessesforWEYAistheWEYAConstitution.
RefertoAppendix3forthecurrentlistandextentofdelegationsofauthority.
6.8 LeadershipDevelopmentThisisasuccessionplanforinterestedBoardMembersopportunitiestodeveloptheirLeadershipgoals:
1. Allboardmembersareonatleast1sub-committee2. AllBoardmembersinterestedinbeingconsideredforChairand/orViceChairneedto:
a. Chaironesub-committeeb. Participateinoneothersub-committeewhichisoutsidetheirareaofexpertise