Governance

Rationale

Governance in our leagues is about the systems and processes that ensure the overall direction, effectiveness, supervision and accountability of the leagues.

Purpose

  • The Governance Policy is intended to clarify the content of the leagues’ constitution by making explicit the underlying principles of governance approved by the leagues.
  • This policy does not cover legal or ethical issues concerning the role of the Board or its members, which are addressed separately elsewhere.

A Policy Framework

Our leagues, an incorporated body, must have an approved constitution which sets down the fundamental rules by which we operate. We have a set of by-laws filling in the details of how these fundamental rules operate in certain circumstances. To flesh out both the constitution and the by-laws we have a set of policy documents, which guide board members, clubs and RAC staff in their decision making and day-to-say operations.

The Board of the Central Murray & Golden Rivers Leagues is an elective, representative, and collective body.

  • It is elective, in that board members are elected by the members (clubs) through the election process, stated in the constitution
  • It is representative, in that no board member can be mandated by their club to adopt a particular position if they do not believe it to be in the best interests of the leagues. Whatever the constituency of any board member, all board members are committed to acting selflessly and making decisions and voting on governance decisions solely in the best interests of the leagues.
  • It is collective, in that while each board member may put the point of view of their club, and each board member has the right to argue for their own point of view and to vote for that position, once a collective decision has been taken board members are required to support that decision.

The function of the Board of is to collectively ensure the delivery of the leagues’ objects, to set its strategic direction, and to uphold its values. The Board should collectively be responsible and accountable for ensuring and monitoring that the leagues are performing well, are solvent, and are complying with all its legal, financial, and ethical obligations.

The responsibilities of the Board that cannot be delegated to any other person or body include:

  • Compliance monitoring – ensuring compliance with the objects, purposes and values of the leagues, and with its constitution;
  • Leagues governance – setting or approving policies, plans and budgets to achieve those objectives, and monitoring performance against them;
  • Strategic planning – reviewing and approving strategic direction and initiatives;
  • Regulatory monitoring – ensuring that the leagues comply with all relevant laws, regulations and regulatory requirements;
  • Financial monitoring – reviewing the leagues’ budget, monitoring management and financial performance to ensure the solvency, financial strength and good performance of the leagues,
  • Financial reporting – considering and approving annual financial statements and required reports to government;
  • Leagues structure – setting and maintaining a framework of delegation and internal control;
  • Leadership selection – selecting, evaluating the performance of, rewarding and, if necessary, terminating the employment of the Operations Manager;
  • Succession planning – planning for Board, Operations Manager and leadership succession;
  • Risk management – reviewing and monitoring the effectiveness of risk management and compliance in the leagues; agreeing or ratifying all policies and decisions on matters which might create significant risk to the leagues, financial or otherwise;
  • Dispute management – dealing with and managing conflicts that may arise within the leagues, including conflicts arising between Board members, RAC staff, members, volunteers, or service users;
  • Social responsibility – considering the social, ethical and environmental impact of all activities and operations and ensuring that these are acceptable;
  • Board performance and composition – evaluating and improving the performance of the Board.

Governance and Management

The Board should focus on the strategic direction and the core policies of the leagues, and avoid becoming involved in day-to-day operational decisions. Where individual board members do need to become involved in operational matters, they should separate their strategic role (where they operate independently of any direction) from their operational role (where they act at the direction of the Operations Manager).

Responsibilities

It shall be the responsibility of the Board to establish and maintain standing orders, policies and procedures, and systems of financial control, internal control, and performance reporting.

It shall be the responsibility of the Board to articulate and delegate the functions of sub-committees, working parties, officers, Operations Manager, and other staff and agents.

It shall be the responsibility of the Operations Manager to address key management and operational issues within the direction and the policies articulated by the Board, including;

  1. Developing and implementing the leagues strategies and making recommendations to the Board on significant strategic initiatives;
  1. Making recommendations for the appointment of staff, determining terms of appointment, evaluating performance, and developing and maintaining succession plans for staff;
  2. Developing the annual budget and managing day-to-day operations within the budget;
  3. Maintaining an effective risk management framework;
  4. Keeping the Board and regulators informed about any developments with a material impact on the leagues’ performance; and
  5. Managing day-to-day operations in accordance with agreed standards for social, ethical and environmental practices.

Procedures

Internal controls
The Board should set and maintain standing orders, policies and procedures, and systems of financial control, internal control, and performance reporting. The Board should ensure that there is a system for the regular review of the effectiveness of its financial control, internal control, performance reporting, and policies and procedures.

Managing risk
The Board should undertake a full risk assessment (either periodically or on a rolling basis) and take appropriate steps to manage the leagues’ exposure to significant risks. The Board must regularly review the risks to which the leagues are subject, and take action to mitigate risks identified.

Board review
The Board should ensure that there is a system for the regular review of its own effectiveness in meeting its responsibilities.

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