BOARDCHARTER
Background
1.Scope(Aust) Ltd.(Scope) wasestablishedin1948 as TheSpasticChildren’sSocietyofVictoriaby a group of parentsof children withcerebral palsy.ItlaterbecameTheSpastic Societyof Victoriaandin 2002 changed itsnametoScopein recognition of thechangeinthenatureof itsworkto embrace awider number of peoplewith disabilitiesincluding thosewith multipledisabilities, not justthosewithcerebral palsy.
2.Scope’sMissionis toenableeach person wesupporttoliveasan empowered and equal citizen.
3.Scope’sVisionistoinspireand lead changetodeliverbestpractice.Wewill:
a.supportand listen toeach person and their family.
b.provideleadership toinfluencestrategyand policy.
c.deliverperson driven,flexibleresponsiveservicestobuilda sustainablefuture.
d.build on ourfoundationforsuccessthrough our expertisein servicedelivery,workforcedevelopment,qualityimprovementandresearch.
4.Wewill deliverbetteroutcomes.
5.Scopehasadopted theScopeApproachasitssetof guiding principles–SeeThePerson,DoItTogether,DoItRight,DoItBetter.TheBoard of Scopeis committed totheScopeApproachand toitsinfluenceon everyaspectofScope’sactivitiesand governance.
Purpose
6.ThisBoard Charter (Charter) setsouttherole,responsibilities, structure and processesof theScopeBoard.If thereis anyinconsistencybetween thisCharterand Scope’sConstitution,Scope’sConstitution prevailstotheextentof anyinconsistency.
Review
7.ThisCharterwill beregularlyreviewed bytheBoard,and notlessthan onceeveryyear.RoleandResponsibilities
8.Theroleof theBoard istosetthestrategic direction forScopewith regard toScope’sMissionand theScopeApproach,and toguideandsupportthe organisation todeliveron itsstrategicinitiatives,throughstrong governanceand agiledecisionmaking.
9.Tosucceed in its role,theBoard needstooperativeeffectively:
a.Bymeeting on a regular basisandworking together constructively.
b.By having therightformal structuresand delegationstosupport agile and considered decision making.
c.By having therequired mix of skillsand experienceatBoard,Officebearerand Committeelevel.
d.By regularlyreviewing Board,Officebearer and Committee performance.
e.By ongoing Board development.
f.By considered succession planning atBoard,Officebearerand Committeelevel.
g.Bymeeting thechallengesof theScopeStrategicPlan.
10.TheBoard isaccountabletoitskeystakeholders –clients,families,customers, members, staff,and fundingagencies –fortheperformanceof theorganisation.
11.In performing itsrole,theBoard aspirestobest practicegovernancestandardsand endorsestheAustralian Instituteof CompanyDirectors GoodGovernancePrinciplesandGuidancefor Not for ProfitOrganisations.
12.Thekeyresponsibilitiesof theBoard areas follows:
a.ApprovinganychangetoScope’sMission, Scope’sVision Statement or theScopeApproach.
b.Approvinganyrecommendation toScope’smembersregarding changestoScope’sConstitution.
c.Setting thestrategicdirection of Scopeand approving significantorganisationalandstrategicinitiatives.
d.Providing guidanceandsupporttotheChief ExecutiveOfficerwhererequired in relation totheimplementation of Scope’sstrategicdirection.
e.Approving Scope’sbudget,keyperformanceindicatorsand financialstatementsandmonitoring performance against targetsandpriorperiods.
f.Approving financialand non-financial delegationsof authoritytotheChief ExecutiveOfficer(CEO).
g.Demonstrating and promotinga cultureand behavioursthatareethicalandarematched toScope’s Missionandthe ScopeApproach.
h.Approving theAnnualReportandany communicationstomembersregarding thestrategicdirection of theorganisation.
i.Ensuring thatkeyrisksfaced byScopehave been identified and assessed,and thatScopehasprocesses in place for managing riskin accordancewith theAustralian/New Zealand riskmanagementstandard.
j.Ensuring that Scope’sriskmanagement processes areregularlyreviewedin accordancewith regulatoryrequirements.
k.Selecting,appointingand approving thetermsof appointmentof theCEOand CompanySecretary.
l.Approving keyperformanceindicatorsrelevanttotheremuneration of theCEOand evaluatingtheperformanceof theCEOin lightof thesekeyperformance indicators.
m.ApprovingsuccessionplansfortheCEOand reviewing succession plansfor membersof theExecutive.
n.Consideringand approving Scope’sremuneration policiesand incentiveplans.
o.Providing oversight and monitoring ofOccupationalHealth and Safety(OHS)issues at Scope including setting targetsforcontinued improvement in key OHSindicators.
RoleandDelegationtoManagement
13.Onbehalf of theScopeBoard,theCEO is responsibleforthedevelopmentof Scope’sstrategicplan and theachievementof plannedtargetsfor theorganisation.
14.Managementof Scope’sdaytodayoperationsis undertaken bytheCEO,subjecttospecifieddelegationsofauthorityapproved bytheBoard.
15.Anymattersortransactionsoutsidethedelegationsof authoritymustbereferred totheBoard or Board Committee(asapplicable) forapproval.
BoardSizeandComposition
16.TheBoard isresponsible for:
a.Identifyingand evaluating possiblefutureDirectorstotheScope Boardand non-Director membersof Committees.
b.Appointing Directorstofill casual vacancieson theScopeBoard.
c.Appointing and removing Directorsfromappointed directorpositionson theScopeBoard.
d.Making recommendationstoScope’smembersfortheappointmentorremoval of elected Directors.
17.TheBoardwillcomprise amajorityof Independent Directors,andamajorityof all Directorsmustbeordinarilyresidentin Australia.AnIndependentDirectormeansa directorwho:
a.Hasnotwithin thelast5yearsbeen employedbyScope.
b.Hasnotwithin thelast3 yearsbeena principaloremployeeofa material professionaladvisorora material consultanttoScope.
c.Isnota supplierorcustomerof Scope.
d.Isnota clientof Scope.
e.Isnota parentor familymemberof a clientofScope.
f.Has nomaterial contractual relationship withScope(otherthan as adirectorof Scope).
g.Isfreefromanyinterest,businessorotherconnection orassociation which could,orcould reasonablybe perceived to,materiallyinterferewith thedirector’sabilitytoactin thebestinterestsof the company.
18.UnderScope’sConstitution,atleastoneBoardmembermustbea person with a disability.
19.Thesizeof theBoardwill bedetermined byScope’sConstitution.TheBoard will regularlyreview whetherthesizeoftheBoard isappropriateand will make recommendationsto membersregarding anychangetothemaximumor minimumnumber of DirectorsunderScope’sConstitution.
20.Collectively,theBoardshould havea broad range of financial and other skills,experienceandknowledge necessarytoguidetheoperationsof Scope.Thisincludesan understanding of the experience of disability,thedisabilitysector,andkeystakeholdersfortheorganisation.TheBoard will determineand regularlyreview thecomposition of theBoard having regard totheoptimumnumber and skillmix ofDirectors,subjecttothelimitsof Scope’sConstitution and thetermsserved byexisting Directors.
21.TheBoardwillapprovea written capabilityframeworkforDirectorsto assist:
a.Tosetorganisational expectationsabouttheroleof theBoard.
b.ToprovideclaritytoBoardmembersandBoard officebearersabouttheirrolesand responsibilities.
c.Toreview thecapabilityperformanceof individual Boardmembers,and theBoard asa collective.
d.Toidentifylearning anddevelopment needsofBoard members.
e.ToinformBoardsuccession planning including progression ofBoardmembersintoBoard Committeerolesand intoBoard officebearerroles.
f.Toidentifycapabilitygaps atBoard and Committeelevel.
g.Toinformtheselection criteriafor new Boardmembers,CommitteemembersandBoard officebearers.
DirectorIndependence
22.TheBoardwillassesstheIndependenceof each Directorpriortoelection orappointmentand priortoanysubsequentelectionorreappointmentbyattestation byeach Director.
23.Directorsmustactinthe bestinterestsof Scope and willapplyan independentmind totheBoard’sworkand decision making.Directorsshould consider whether they haveanyconflict of interestoranyconflictof dutywhenmaking decisionson behalfof Scope.Thisappliestoequallyto Independent andnon-Independent Directors.
President
24.TheBoardwillappointa President in accordancewith Scope’sConstitution.Directors whowish tonominatefortheroleof Presidentwilldosoin accordancewith thenominationsprocessapproved bytheBoard fromtimetotime.
25.ThePresident representstheBoard to membersand communicatestheBoard’sposition.
26.ThePresident:
a.Isgenerallyexpected tohavebeena Directorfora minimumof three(3)years,havea well developed understanding of theorganisationand the sector in which itoperates,and havesignificantexperiencein leading and managing teamsandin strategydevelopmentand implementation.
b.Will preferablyhaveadditional experienceasaDirector(orequivalent) of otherorganisations,ideallyas an officeholder(orequivalent).
c.Musthavetimetocommittotheroleand tomeettheoutcomesexpected of therole.
d.Isgenerallyexpected tohavetheskills,qualificationsand experiencecommensuratewith the requirementsformembershipof theAustralian Instituteof CompanyDirectorsorequivalent.
27.ThePresident’sroleincludes:
a.Establishing theagendaforBoardmeetings.
b.Chairing Boardmeetings,theAGMand othermeetingsofmembers.
c.Chairing thePeopleGovernance Committee.
d.Ensuring thatBoard minutesproperlyreflectBoard decisions.
e.ManagingBoard interactionstobeeffective, open, focussed,constructive,collegiate,and respectful.
f.Managingtheformal reporting linebetween the Boardand theCEO /CompanySecretary.
g.Meeting with theCEOon a regularbasistoreview theCEO’sperformanceagainst keyperformanceindicatorsapproved bytheBoard.
h.Ensuring that there is aprocessfor regularlyevaluatingthe performance of theBoard and individualDirectors.
i.Meeting with individualDirectors(atleastannually)as partof theperformanceevaluation process.
j.Ensuring thatthere is aprocessfor induction of newBoard members.
k.Appointing amentor for new Boardmembersin accordancewith theMentoring Policyapproved bytheBoard fromtimetotime.
l.Ensuring thattheBoard allocatestimeeach yearforstrategydevelopmentand thatstrategyalignment isconsideredasa factor ineveryBoard decision.
VicePresident
28.TheBoardwillappointa VicePresident in accordancewith Scope’sConstitution.Directors whowish tonominate for theroleof VicePresidentwill dosoinaccordancewith thenominationsprocessapproved bytheBoard fromtimetotime.
29.TheVicePresident isgenerallyexpected tomeetthesameorsimilarrequirementsas fortheroleof President.
30.TheVicePresident’srole includes:
a.Providing guidanceandsupporttothe President.
b.Performing theroleofPresidentif the President is on leaveorotherwiseunavailable.
c.Mentoring new Boardmembers inaccordancewith theMentoring Policyapproved bytheBoard fromtimeto time.Treasurer
31.TheBoardwillappointa Treasurer inaccordance with Scope’sConstitution.Directors whowish tonominatefortheroleof Treasurerwilldosoin accordancewith thenominationsprocessapproved bytheBoard fromtimetotime.Theroleof Treasurermaybeheldconcurrentlywith theroleof VicePresident.
32.TheTreasurer:
a.Isgenerallyexpected tohavebeena Directorfora minimumof one (1) year,haveadditionalpriorBoard experience,haveawelldeveloped understanding of theorganisationand thesectorin whichitoperates,and havesignificantskillsand experienceinfinanceandaccounting.
b.Musthavetimetocommittotheroleand tomeettheoutcomesexpected of therole.
c.Isgenerallyexpected tohavetheskills,qualificationsand experiencecommensuratewith the requirementsformembershipof theInstituteofChartered Accountantsor equivalent.
33.TheTreasurer’sroleincludes:
a.Being thekeypointofcontactbetween theBoardand theChief Financial Officer(CFO).
b.Ensuringregular and accuratereporting totheBoard on thefinancialperformanceof theorganisation.
c.Ensuring thepreparation of anannual budget inlinewith budgetassumptionsapproved bytheBoard.
d.Ensuring thepreparation of annual financial statementsin accordancewith regulatoryand funding requirements.
e.Mentoring new Boardmembers inaccordancewith theMentoring Policyapproved bytheBoard fromtimeto time.CompanySecretary
34.TheBoardwillappointa CompanySecretary in accordancewith Scope’sConstitution.AllDirectorswill havedirectaccesstotheCompanySecretary.
35.TheCompanySecretary:
a.Isgenerallyexpected tobean experiencedAustralian legal practitioner andwillpreferablyhavea minimumof three(3) yearsexperiencein companysecretarial role.
b.Isgenerallyexpected tohavetheskills,qualificationsand experiencecommensuratewith the requirementsformembershipof theGovernanceInstituteorequivalent.
36.TheCompanySecretary’sroleincludes:
a.Ensuring thattheagendaforBoard meetingsisdeveloped ina timelyand effectivemanner for review and approval bythePresident.
b.Ensuring, in conjunction with theCEO,thatboard papersaredeveloped ina timelyand effectivemanner.
c.Draftingand maintaining minutesofBoard andCommitteemeetings.
d.Ensuring, in conjunction with theCEO,thatBoard decisions are notified toand implementedbytheExecutive.
e.Ensuring that compliance requirementsof theBoard aremetin including regulatoryfilingstorelevantstatutoryandregulatorybodies.
f.Providing adviceand guidancetotheBoard on governancemattersincluding through the issuing of written Guidance Notes.
g.Obtaining legaladviceattherequestof theBoard.
h.Workingwith thePresidentand CEO tomaintainand deliverbest practice governance.
Committees
37.TheBoard hasestablished CommitteestoassisttheBoard inexercising itsauthority,including theresponsibilitiessetoutin paragraph 12.
38.ThestandingAdvisoryCommitteesof the Board are:
a.PeopleGovernanceCommittee
b.RiskAuditCommittee
c.BusinessDevelopmentCommittee
d.InvestmentsCommittee
39.TheBoardmayestablish ad hoc Committeesfromtimetotimeinaccordancewith Scope’sConstitution toconsidermattersorspecialimportanceortoexercisethedelegated authorityof theBoard.
40.TheBoardwilldetermine theChartersof standingandad hoc Committees, which will set out theroles andresponsibilitiesof theCommittee(including, if applicable,whetherand totheextentthat the Committeemayexercisethedelegated authorityof theBoard).TheChairof each Committeeis responsible for reporting totheBoard wheredelegated authorityisexercised bytheCommitteepursuanttoapproved delegations.
41.TheBoardwillreview themembership and composition ofBoard Committeesnotlessthanannually,having regardtoworkload,skillsandexperience,and anyregulatoryrequirements.
SupportGroups
42.TheBoardmayapprovetheestablishmentofSupportGroupssuchasParentand FriendsAssociations inaccordancewith Scope’sConstitution.
43.TheBoardmayissuepolicydirectionsto Support Groups.If a Support Group doesnot complywith approved policydirections,theBoardmayterminatetheSupportGroup inaccordancewith Scope’sConstitution.
BoardMeetings
44.ThePresidentis responsible,inconsultation with theCEO and CompanySecretary,fortheconductofBoard meetings.Thisincludesbeing satisfied thatagendas are comprehensive, thatall agendaitemsareappropriate,and thatrecommendationsfitwithin thebroadstrategicdirectionset bytheBoard.
45.ThePresidentwill promote Boardinteractionswhich areeffective,open,focussed,constructive,collegiate,and respectful.ThePresidentwillseekregular feedback fromtheBoard regarding theconductof Boardmeetingsand thequalityofBoard interactions.
46.TheBoardwill regularlymeetwithouttheCEOormembersof theExecutivepresent(InCameraMeeting),includingatthestartof eachBoard meeting.
BoardPapers
47.TheBoardwillmanageBoard Papersasstrictlyconfidential and inaccordancewith protocolsapproved bytheBoard fromtimetotime.BoardPapersincludesBoard and Committeeagendas,minutes,paperspresented totheBoard orCommittees,andanyothermaterialsprepared forBoard orCommitteemeetings.
48.TheCompanySecretarywill beresponsibleforkeeping theoriginalBoard Papers.Thesemaybekeptin hard copyand/or electronicform.Itis intended that theoriginal setbetheextantset.
49.Board Paperswill generallyonlybemadeavailablein electronicform,viaa secure web portal.Accesswill be limited toBoard members,Committeemembers,theCEO,the CFO, the CompanySecretary,andrelevantsupportstaff (on a need to know and strictlyconfidentialbasis).Board membersmustkeep theiraccessdetailstotheweb portal confidential.
50.Anyhard copyBoard Papers(otherthan theoriginal set) mustbegiven totheCompanySecretaryattheend of each meeting,forsecuredestruction,unlessotherwiseapproved bytheCompanySecretary.
51.Board and Committeememberswill be required tosign aDeed ofAccess,IndemnityandInsurance (Deed)with Scopeatthetimeof theirappointment.Boardand Committeemembers(including formermembers) will be provided withaccesstoBoard Papersin accordancewith theDeed and asotherwiserequired bylaw.
52.Board and Committeememberswill haveaccesstoBoard policiesand proceduresasupdated fromtimetotime.
BoardPerformance
53.TheBoardwillundertake regularassessmentandreview of theperformanceof thenBoard, itsCommittees,and individual Directors,including externalBoard appraisal atleast once everythree(3) years.
54.Directorsareencouraged toundertakecontinuouseducation and professional development relevanttotheirroleasDirectorsof Scope.EthicalStandards
55.Board members are expected toobservethehigheststandardsof ethical behaviour.TheBoard willapprovea written Codeof Conductsetting outthe ethical and behavioural expectationsforDirectorsof Scope.
ConflictsofInterest
56.Directorsareexpected toavoidanyaction,position or interest that conflictswith thebestinterestsof Scope,orgivestheappearanceofaconflict.
57.TheBoardwillapprovea writtenConflictof InterestsPolicysetting out theBoard’sexpectationsregarding thedisclosureandmanagementof actualorpotential conflictsofinterest.
58.TheCompanySecretarywill maintain a register of standing interestswhich will bereviewedbytheBoardatthe start of each Boardmeeting.