1. Good Governance of Community- based and Community-managed Not-for-Profit Organisations

2. Characteristics of good NFP governance There is no one-size-fits-all for good not-for-profit (NFP) governance. What is appropriate for one NFP is not necessarily appropriate for another. The appropriateness of governance arrangements may well vary based on factors such as size, complexity of operations and mission. In general terms however, good NFP governance relies on the governing body's shared understanding of three important notions of accepted governance wisdom: 1.Meeting member and stakeholder expectations through accountability, transparency and disclosureMeeting member and stakeholder expectations through accountability, transparency and disclosure 2.Clearly defined internal control policies articulating individual authorities, responsibilities and accountabilitiesClearly defined internal control policies articulating individual authorities, responsibilities and accountabilities 3.A clearly defined relationship and linkage process with managementA clearly defined relationship and linkage process with management Source: http://www.companydirectors.com.au/Director-Resource-Centre/Not-for-profit/Characterisitcs-of-good-NFP-governance

3. Mandate and Accountability of Management Committees in the context of governing incorporated associations

4. Community

5. Members of the Association

6. Community Members of the Association Management Committee

7. Community Members of the Association Management Committee Manager

8. Community Members of the Association Management Committee Manager Sub- Committees

9. Community Members of the Association Management Committee Manager 2 nd Tier Manager Sub- Committees

10. Community Members of the Association Management Committee Manager 2 nd Tier Manager Sub- Committees

11. A reality in some organisations Manager Staff Management Committee Volunteers

12. Another reality in some organisations

13. 10 Principles of Good Governance © Principle 1 - Roles and Responsibilities: There should be clarity regarding individual director responsibilities, organisational expectations of directors and the role of the board. Principle 2 - Board Composition: A board needs to have the right group of people, having particular regard to each individual’s background, skills and experience, and how the addition of an individual builds the collective capability and effective functioning of the board. Principle 3 - Purpose and Strategy: The board plays an important role in setting the vision, purpose and strategies of the organisation, helping the organisation understand these and adapting the direction or plans as appropriate. Principle 4 - Risk-Recognition and Management: By putting in place an appropriate system of risk oversight and internal controls, boards can help increase the likelihood that their organisation will deliver on its purpose. Principle 5 - Organisational Performance: The degree to which an organisation is delivering on its purpose can be difficult to assess, but this can be aided by the board determining and assessing appropriate performance categories and indicators for the organisation. Principle 6 - Board Effectiveness: A board’s effectiveness may be greatly enhanced through: careful forward planning of board-related activities; board meetings being run in an efficient manner; regular assessments of board performance; having a board succession plan; and the effective use of sub-committees, where appropriate. Principle 7 - Integrity and Accountability: It is important that the board have in place a system whereby: there is a flow of information to the board that aids decision-making; there is transparency and accountability to external stakeholders; and the integrity of financial statements and other key information is safeguarded. Principle 8 - Organisation Building: The board has a role to play in enhancing the capacity and capabilities of the organisation they serve. Principle 9 - Culture and Ethics: The board sets the tone for ethical and responsible decision-making throughout the organisation. Principle 10 – Engagement: The board helps an organisation to engage effectively with stakeholders. Source: Good Governance Principles and Guidance for Not-for-Profit Organisations

14. Principle 1 - Roles and Responsibilities: There should be clarity regarding individual director responsibilities, organisational expectations of directors and the role of the board.

15. Principle 2 - Board Composition A board needs to have the right group of people, having particular regard to each individual’s background, skills and experience, and how the addition of an individual builds the collective capability and effective functioning of the board.

16. Principle 3 - Purpose and Strategy The board plays an important role in setting the vision, purpose and strategies of the organisation, helping the organisation understand these and adapting the direction or plans as appropriate.

17. Principle 4 - Risk-Recognition and Management By putting in place an appropriate system of risk oversight and internal controls, boards can help increase the likelihood that their organisation will deliver on its purpose.

18. Principle 5 - Organisational Performance The degree to which an organisation is delivering on its purpose can be difficult to assess, but this can be aided by the board determining and assessing appropriate performance categories and indicators for the organisation.

19. Principle 6 - Board Effectiveness: A board’s effectiveness may be greatly enhanced through: careful forward planning of board- related activities; board meetings being run in an efficient manner; regular assessments of board performance; having a board succession plan; and the effective use of sub-committees, where appropriate.

20. Principle 7 - Integrity and Accountability It is important that the board have in place a system whereby: there is a flow of information to the board that aids decision-making; there is transparency and accountability to external stakeholders; and the integrity of financial statements and other key information is safeguarded.

21. Principle 8 - Organisation Building The board has a role to play in enhancing the capacity and capabilities of the organisation they serve.

22. Principle 9 - Culture and Ethics The board sets the tone for ethical and responsible decision-making throughout the organisation.

23. Principle 10 – Engagement: The board helps an organisation to engage effectively with stakeholders.

24. Reference Guide Good Governance Principles and Guidance for Not-for-Profit Organisations http://www.companydirectors.com.au/Director-Resource-Centre/Not-for-profit/Good-Governance-Principles-and-Guidance-for- NFP-Organisations Associations Incorporation Act 1987 http://www.comlaw.gov.au/Details/C2011Q00023 Governance for good - the ACNC's guide for charity board members http://www.acnc.gov.au/ACNC/manage/tools/ACNC/edu/tools/GFG/GFG_Intro.aspx LOCAL – LCSA Publication on Governance http://www.lcsansw.org.au/resources/local/most-recent-edition-summer-2010 Good Governance - A Code for the Voluntary and Community Sector http://www.ncoss.org.au/projects/enews/downloads/101129UKCode-of-governance.pdf Review of not-for-profit governance arrangements http://archive.treasury.gov.au/documents/2252/PDF/CP_NFP_Governance_Arrangements.pdf A set of useful governance tools and resources online http://www.dpcd.vic.gov.au/communitydevelopment/community-sector/resources-for-nfps/governance Model Constitution for Incorporated Associations http://www.fairtrading.nsw.gov.au/pdfs/About_us/Publications/FT412_Model_Constitution.pdf