Board Director

Department: Board – Organisational Governance

Conditions: Three-year term (Can be reappointed)

Location: Rural Care Australia Business Centre 153 Lime Avenue Mildura, or another site of Rural Care Australia as required.

Classification: Volunteer

The Organisation

Rural Care Australia Ltd (RCA) operates Chaffey Aged Care (CAC), a 100-bed residential aged care service, and Generations Early Learning (GEL), a 72-place-long daycare service which is collocated with Chaffey Aged Care, one of Australia’s first shared site Intergenerational Early Learning services.

Rural Care Australia also provides management services to Bingarra Units Incorporated, which provides low-cost housing for our community's financially disadvantaged older people.

Rural Care Australia is a community-owned not-for-profit organisation dedicated to delivering services that support our community and is governed by a skills-based volunteer Board.

Our Values & Philosophy

The Board Director will model and promote Rural Care Australia’s vision, mission, and values in all aspects of their work.

Vision: Connected Communities

Mission Statement: Delivering innovative services to support and empower our community.

Core Values:

·      Respect - We demonstrate care, compassion, and consideration in our interactions with our Care recipients, children, families, staff, and the wider community.
·   Compassion - We act with sensitivity, empathy, and consideration for others in every interaction with our care recipients, children, customers, families, staff and the wider community.
·      Dignity - We recognise and embrace the diversity and value of each individual.
·      Integrity - We exercise responsibility in decision making and demonstrate honesty, credibility, and ethical conduct in all that we do.
·      Knowledge - We understand and contribute to our region, our community, our aged care, and early learning industries to improve the experiences of stakeholders and care recipients.
·      Innovation - We embrace innovation and the opportunities that follow.

Principal Purpose

(a) The Principal Purpose of the Company is to provide benevolent relief to people in need, in accordance with the “public benevolent institution” charity subtype at item 14 of the table in section 25-5 of the ACNC Act.

(b) In particular, the Company will provide residential accommodation and related services for the aged who may be suffering sickness, disability, helplessness, disadvantage or poverty (“the consumers”).

(i) Providing consumers with services which are of a high standard that meets accreditation standards and legislative requirements;

(ii) Providing consumers with a range of services which meet their needs;

(iii) Providing a mix of concessional and full fee-paying accommodation options to consumers;

(iv) Providing a friendly and safe working environment for staff and consumers;

(v) Ensuring growth in facilities and services to meet the needs of the Merbein, Mildura and regional communities;

(vi) Engaging in education and research activities, either alone or in conjunction with any other persons or organisations which may enhance the care and experience of consumers;

(vii) Improving and enhancing the aged care experience with intergenerational interaction;

(viii) Any incidental activities compatible with the provision of care services;

(ix) Fundraising; and

(x) All other things incidental or conducive to furthering the Principal Purpose.

(d) Subject to clause 2.3, the Company has the following powers:

(i) The powers of an individual; and

(ii) All the powers of a Company limited by guarantee under the Act.

The Principal Purpose is charitable.

Position Purpose

The Board is responsible for the overall governance, management and strategic direction of the organisation and for delivering accountable corporate performance in accordance with the organisation’s goals and objectives.

Governance is deemed to include

· Setting and monitoring the strategic direction of the organisation.

· Defining the relationship between the Board and the Chief Executive Officer.

· Recognising and documenting the respective roles and responsibilities of the Board and management.

· Having a structure to verify and safeguard the integrity of the financial reporting.

· Risk management.

· Promoting ethical and responsible decision-making.

· Adding value to the organisation.

· Accountability and member/stakeholder engagement.

· Reviewing the effectiveness of the Board.

General Duties of Directors (Board Members)

· Act honestly and in good faith always in the best interests of RCA stakeholders as a whole.

· Declare all interests that could result in a conflict between personal and organisational priorities (refer to Conflict of Interest Policy).

· Exercise diligence and care in fulfilling the functions of the office and exercising the powers attached to that office.

· Recognise that primary responsibility is to RCA as a whole but may, where appropriate, have regard for the interest of all stakeholders of the organisation.

· Be diligent, attend board meetings, and devote sufficient time for preparation of meetings to allow for full and appropriate participation in the Board’s decision making.

· Ensure scrupulous avoidance of deception, unethical practice, or any other behaviour that is, or might be seen as, less than honourable in the RCA business.

· Be aware that gifts and favours of any kind, whether for Board members or members of their families, may influence or be perceived to influence decision making.

· Not disclose to any other person confidential information other than as agreed by the Board, is publicly available, or as required by law.

· Not take improper advantage of the position as a Director (Board Member).

· Act in accordance with their fiduciary responsibilities, complying with the spirit as well as the letter of the law, recognising both the legal and moral duties of the role.

· Not misuse funds or property of RCA.

· Abide by Board decisions reached, notwithstanding a director’s right to pursue a review or reversal of a Board decision.

· Not do anything that in any way denigrates RCA or harms its public image.

· Treat all persons with respect, dignity, and proper regard for their rights and obligations and foster a culture that is free of intimidation and bullying.

The Directors (Board Member) will also be responsible for

· Knowing and understanding the organisation you lead.

· Working on the organisation to improve outcomes.

· Acting in keeping with RCA values.

· Championing the range of RCA services.

· Attending and actively participating in at least 75% of meetings per year (both Board and Subcommittee).

· Undertaking identified and agreed training and development.

· Committing to timely replies to Board Portal messages, emails, and telephone requests.

· Using and interpreting complex information to inform discussion and guide decision making.

· Creating effective agreements, partnerships, and alliances at all levels.

· Ensuring accountability, compliance, transparency, and effective human resource management across the organisation.

The Board shall

· Ensure that there is an appropriate separation of duties and responsibilities between itself and the CEO.

· Ensure that RCA’s financial management system is adequate and designed to minimise processes that can lead to errors.

· Understand the importance that strategic direction plays in ensuring that RCA fulfills its purpose for its stakeholders and government.

· Make every reasonable effort to ensure that RCA does not raise stakeholder expectations that cannot be fulfilled.

· Meet its responsibility to ensure that staff employed by RCA are treated with due respect and are provided with a working environment and working conditions that meet all reasonable
standards of employment as defined in relevant workplace legislation.

· Regularly review the Board’s performance for its development and quality assurance.

· Carry out the Board’s meetings in such a manner as to ensure fair and full participation of all Directors (Board Members).

· Ensure that RCA assets are protected via a suitable risk management strategy.

Key Responsibilities and Duties

Planning and Leadership

· Assess and approve the RCA Vision, Mission, and Values statement and review management’s performance in achieving it.

· Annually assess the organisation’s environment and approve the strategy in relation to it.

· Review and approve the organisation’s medium and long-term financial goals.

· Recommend policy to the Board.

· Monitor and evaluate the effectiveness of RCA through a regular review of programs and services, clinical governance and early learning/education monitoring.

· Execute, monitor, and report on the RCA strategic plan.

The Organisation

· Appoint, monitor, appraise, advise, support, reward, and, when necessary, replace the Chief Executive Officer.

· Be assured that management and Board succession is properly planned.

· Be assured that organisation workforce planning is equal to the requirement of RCA’s long range goals.

· Be assured that appropriate financial and management delegations are in place to facilitate the effective operation of the organisation.

· Annually approve the performance review of the Chief Executive Officer, and establish compensation based on Board discussion/recommendation.

· Determine eligibility for and appoint Board Subcommittees and review Subcommittee performance annually.

· Annually review the performance of the Board, and implement steps to improve its performance.

Operations

· Work in partnership with the Chief Executive Officer to ensure that Board resolutions are carried out.

· Review the results achieved by management as compared with the organisation’s philosophy, annual and long-range goals, and benchmark results with other healthcare organisations where appropriate.

· Be certain that the financial structure and the internal controls of the organisation are adequate for its current needs and its long-range strategy.

· Provide candid, constructive, and researched criticism, advice, and comments.

· Approve decisions related to strategic initiatives of RCA, such as service delivery initiatives and capital expenditure proposals.

Audit

· Be assured that the Board and its Subcommittees are adequately and currently informed through reports and other methods of the condition of the organisation and its operations.

· Be assured that published reports of RCA properly reflect the operating results and financial condition of the organisation and compliance with its Clinical Governance and Early Learning/Education responsibilities.

· Ascertain that management has established appropriate policies to define and identify conflicts of interest and conflicts of duty throughout the organisation, and is diligently administering and enforcing those policies.

· Appoint independent auditors, subject to the approval of the Board.

· Review compliance with relevant laws and legislation affecting RCA.

· Ensure that RCA has analysed its risks, developed a Risk Management Plan and that the Board is consistently reviewing the mitigation of identified risks.

· Ensure that all necessary corporate governance policies are in place and are regularly reviewed.

· Service on Board Subcommittees as required.

Accountability and Organisational Relationship

· The freedom to act is limited by standards and procedures encompassed in the RCA delegations, policies, procedures, and by Government requirements.

· There is considerable scope, and an expectation, that initiative will be taken within strategic planning, service development/planning, monitoring, and policy development.

· Monitor budget allocations and financial and service targets, ensuring services are delivered, and established performance criteria are met.

Judgement and Decision Making

· Demonstrated ability to make effective decisions, with sound judgment in difficult and sensitive circumstances.

· Expected to make decisions on issues having regard for all relevant objectives, budgets, and member/stakeholder impacts.

· With the total Board, authority in the determination of service priorities within agreed policies and allocate resources accordingly.

· In conjunction with the Board, formulate, develop, oversee the implementation and review of the organisation’s strategic vision.

· Provide strategic leadership to the process of continuous improvement.

· Demonstrate creativity and initiative to promote creative solutions for service delivery.

· Comply with the constitutional and legal requirements of a Director (Board Member) of RCA.

· Use the powers of office for proper purposes, in the best interests of RCA as a whole, and not make improper use of information gained through the position of Director (Board Member).

Specialist Skills, Competencies and Knowledge

· Ability to operate in a broad organisational framework and provide governance leadership.

· Knowledge of the relevant legislation and its application to individuals and the organisation regarding the designated services and operating environment of RCA.

· Demonstrated experience and knowledge in the development, implementation, and operation of corporate and compliance management within the Aged Care, Early Learning/Education, and/or business sector.

· Demonstrated ability to have input into, and monitor, complex budgets and cash flows, and meet accountability requirements.

· Identified analytical skills in the assessment, preparation, and evaluation of strategies and plans.

· Demonstrated skills in strategic thinking, risk management, and audit.

· Demonstrated skills in member/stakeholder management.

Interpersonal Skills and Competencies

· Ability to liaise effectively with all levels of leadership.

· Excellent verbal, written, and negotiation skills.

· Disciplined, logical thinker.

· Ability to act as a professional advocate for the organisation at a Director (Board Member) level.

· Demonstrate high levels of networking skills.

· Ability to build high trust relationships, internally and external to RCA.

· Maintain a high standard of personal integrity and professionalism.

· Flexibility and responsiveness to changes in requirements.

· Ability to challenge important issues constructively.

· Ability to take personal responsibility for meeting objectives and progressing work.

· A track record of acting in good faith and the best interests of an organisation.

· Willingness to attend meetings, ask questions, and take responsibility.

· Integrity and standing in the community.

· A commitment to the future development of RCA.

Qualifications and Experience

· Substantial experience in management at a corporate level, with some tertiary qualifications in finance, law, governance, clinical governance, education, marketing, community services, or related disciplines preferred.

· Demonstrated experience working within the corporate governance environment (either working on, or with, a Board).

· Experience in managing the development of corporate policies and procedures.

· Experience of working in a regional, rural, or remote context.

· Experience in networking and dealing with stakeholders at a senior level.

· Performance at high levels in relevant fields of expertise.

· Strong analytical and leadership skills.

Other Qualifications and Experience

· RCA is deeply committed to the people with whom we work and goes to great lengths to ensure that any positions we offer (Board or staff) are filled by the best applicants. To assist with this, the Director (Board Member) selection committee may undertake several selection processes beyond initial interviews.

Authority and Accountability

· The Board has an elected Chair, Deputy Chair, Secretary, and Treasurer.

· All Directors (Board Members) and the CEO report to the Chair.

· This position has voting rights.

· All Directors (Board Members) will adhere to the approved Constitution, policies, and procedures of RCA.

· Should a conflict or dispute arise, the Board will follow the approved procedure for conflict and dispute resolution.

Key Selection Criteria

Board Directors should have demonstrated knowledge of, skills in, or involvement in, at least one or more of the following areas:

Accreditation & Policy
Administration
Marketing, Communications & Public Relations
Business Management / Senior Leadership
Building & Property
Community Engagement
Education
Financial & Accounting
Governance
Human Resources
Industry Experience
Legal
Lived Experience
Mental Health / Counselling / Behaviour
Risk Management
Strategy & Planning
Workplace Training & Assessment

Personal Qualities that Directors (Board Members) should have:

Commitment
A commitment to improving opportunities for care recipients, children, and the intergenerational concept.

Integrity
Integrity in fulfilling Board duties and their responsibility, putting the RCA interests before personal interests, and acting ethically.

Curiosity and Courage
A curiosity to ask questions and the courage to persist in asking, or too challenge management and fellow directors (board members) where necessary.

Interpersonal Skills
An ability to work well in a group, listen well, and be tactful, but able to communicate their point of view, frankly.

Genuine Interest
A genuine interest in RCA and its business.

Instinct
Good business instincts and acumen, ability to get to the crux of the issue quickly.

An Active Contributor
There is no room on boards today for those who do not want to, or cannot, contribute.

Applications

Applications for Board Director positions need to address or include the following:

1. Applications must include a cover letter, identifying whether the applicant would like to be considered for a Board Director position, casual vacancy, or both.

2. Applicants must include their current CV.

3. Applicants must address the key selection criteria, as outlined above, with responses being no longer than two (2) pages in total.

4. Outline any previous experience in a Board Director role.

5. Outline experience working with government or other regulated environments that is relevant to a director position.

DOWNLOAD APPLICATION FORM

Applications can be:

1. Emailed to:
ceo@ruralcareaustralia.com.au

2. Posted to:
Chief Executive Officer
C/- Board of Directors Selection Panel
Rural Care Australia
153 Lime Avenue
Mildura Vic 3500

3. Hand delivered to:
Chief Executive Officer
C/- Board of Directors Selection Panel
Rural Care Australia
153 Lime Avenue
Mildura Vic 3500

Successful candidates will be required to undergo probity checks and must be appropriately qualified, skilled and experienced for the role they perform.
Upon successful completion of the suitability checks, all Board members will be deemed suitable Key Personnel / Persons with Management or Control (refer to Key Personnel / Person’s with Management or Control Policy and Checklist).

ALL APPLICATIONS WILL BE KEPT CONFIDENTIAL

BOARD POSITION DISCRIPTION

BOARD NOMINATION FORM