Western Edge Youth Arts (WEYA) Charter of the Board of ... · Charter of the 5WEYA Board WEYA is...

WesternEdgeYouthArts(WEYA)CharteroftheBoardofDirectors

FirstEdition:October2015

Lastupdated9March2016

CharteroftheWEYABoard 2

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


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.


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


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


Thecurrentboard,managementandstaffstructureandlinesofreportingaresetoutbelow.

2.4 TheroleoftheBoardTheBoardofWEYAsetsthegoalsandobjectivesofWEYAanddelegatestheachievementof thosegoalsandobjectivestomanagement.

ThelegaldutiesofBoardMembersstemfromthenotionofstewardshiportrusteeship. Inasense,theboardofanorganisationtakescontroloftheassetsoftheorganisationandactsastrusteeofthoseassets.

Inanoperationalsense,theBoardhandspossessionoftheassetstomanagementwithcleardirectionsastohowthoseassetsaretobeusedtoachievetheboard’slongtermgoalsandobjectives.

Theboard‘owns’thelongtermgoalsandlongtermvisionoftheorganisationanddelegatestheimplementationofthosegoalsandvisiontomanagement.

SomeoftheBoard’sfunctionsaresetoutinWEYA’sConstitution.

2.5 ResponsibilitiesoftheBoardandresponsibilitiesofManagementWEYAisanorganisationwherethereisastrongcollaborativelinkbetweenBoardandmanagement.

ItishoweverimportanttoensurethatthereisclarityaroundthescopeoftherolesoftheBoardandmanagementifBoardMembersandmanagementaretounderstandwhatisexpectedoftheminfulfillingtheirroles. ThiswillassistinensuringtheeffectiveandefficientfunctioningofWEYA.


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.


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


• ”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).


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.


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


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


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.


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


• ReporttoBoardonstatusofmajorprograms

• SigningauthorityonbehalfoftheBoardforfinancialandlegalpurposes

• Representtheorganisationtogovernmentandmunicipalofficials

• ProvideleadershipanddirectiontotheBoard

• ArrangeforDeputytochairmeetingsintheabsenceoftheChair

• RepresentWEYAatcommunityfunctions

• InconjunctionwiththeGeneralManager,setmonthlyBoardmeetingagenda andensurethattheBoardisprovidedwithappropriatepapersandother relevantinformationinatimelymanner

• Enhancerelationshipswithothercommunitygroupsandagencies

• Takeprimaryresponsibilityforthereviewoftheperformanceoftheexecutivestaffasappropriate.

5.3 DeputyChair(a) Authority/responsibility

TheDeputyChairoftheBoardwillworkwiththeChairpersontoassuretheBoardfulfilsitsresponsibilitiesforthegovernanceofWEYA.


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,


(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.


(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.


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.


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;


• 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.


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

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