Australian Nursing and Midwifery Federation - NSW Branch

Transcription

1 Australian Nursing and Midwifery Federation - NSW Branch Governance Principles Implementation date: 1 July 2014 Reviewed: Next review date: 1 July 2018 Approved by: Brett Holmes Branch Secretary July 2014 Page 1 of 8

2 Australian Nursing and Midwifery Federation NSW Branch Governance Principles The Australian Nursing and Midwifery Federation (hereafter referred to as the Federation ) is an industrial organisation of employees registered under the provisions of the Fair Work (Registered Organisations) Act 2009 (the Act). These Governance Principles apply to the New South Wales Branch of the Federation (hereafter referred to as the Branch ). It is a collective, democratic, membership-based organisation of people working in the professions of nursing and midwifery. The objects of the Branch (see Rule 3. Objects) are to promote and protect the industrial and professional interests of members. Governance refers to how the Branch is managed and how authority is exercised and controlled to ensure that: The Objects of the Rules are met; Members funds, the principal source of income, are expended only to advance the interests of members; Financial risks are monitored and assessed; Reputational risks are monitored and assessed; and Performance is improved and monitored. Adoption of sound and transparent governance principles is key to maintaining the confidence of members, thus maximising the opportunity to improve their industrial and professional interests and advance the provision of health and aged care services generally to the community. GOVERNANCE PRINCIPLES The governance principles listed below are based upon the Rules of the Federation, with particular reference to Schedule 1, Federal and Branch Special Financial and Management Rules. The Rules require the Branch to develop and put in place internal policies and procedures to control expenditure and encourage good governance, accountability to members and democratic functioning and control of the organisation. The governance principles include: July 2014 Page 2 of 8

3 1. Recognition that good governance is primarily the responsibility of the Branch Council (Officers as defined in Schedule 1 to the Rules 1 ) but also involves employees and members; 2. Recognition that good governance is a continuous process requiring monitoring and review; 3. Integrity, through adoption of ethical principles, behaviour and decision making; 4. Sound financial management; 5. Planning; 6. Education/training; and 7. Transparency. Responsibility The management of the Branch is vested in the Branch Council and as such responsibility for good governance lies with the Council. Council must: Develop, implement and maintain internal control policies and procedures relating to the expenditure of the Branch; Approve all policies and procedures that apply to the Branch, Branch employees and Branch members; Ensure that the Rules of the Branch are upheld. As part of that, they are responsible for developing and implementing internal control policies, developing and maintaining a risk framework and ensuring that relevant policies and procedures are published on the Branch website; Approve appropriate delegations within the Branch; 1 As defined by Section 9 of the Fair Work (Registered Organisations) Act 2009 July 2014 Page 3 of 8

4 Through example, set the tone for the Branch, including employees and members. All members of Council must comply with the Code of Conduct of the Branch. Branch Officers and employees are responsible for ensuring that they comply with Branch policies and procedures and co-operate fully within a governance framework. Governance is a Continuous Process Good governance involves continual improvement through a process of: Identifying core values of the Branch; Implementing a governance framework; Developing and implementing policies and procedures; Educating employees and members; Monitoring and reviewing all policies and procedures, and their application, on a regular basis. Planning is an essential part of this process and should be the basis of all Branch activity. Integrity The Federation has a proud reputation as a strong and democratic union, operating always in the best interest of its members. Officers and employees are expected to uphold this reputation at all times by acting honestly, fairly and with integrity. Adoption of ethical principles, behaviour and decision-making is critical for the Branch to maintain and enhance its reputation. Consistent with good governance principles, the Branch shall develop, implement and maintain a code of conduct that shall apply to all officers and employees. The Branch shall establish an independent Branch-appointed Ombudsman to investigate: July 2014 Page 4 of 8

5 Complaints/allegations of impropriety by Officers or employees that have been referred to the Council of the Branch; or Complaints regarding service or assistance to a member that cannot be satisfactorily resolved by a direction of Council after: o Having followed the procedures as per the Branch Complaints policy; and o Having been considered by the Council. The Ombudsman must abide by the principles of procedural fairness, both for the person who made the complaint and the person against whom the complaint is made. The Ombudsman shall report and make recommendation to the Council for prompt consideration. Council are required to ensure there is procedural fairness for all parties prior to taking action. Sound Financial Management The Branch Council shall: Cause to be prepared budget and cash forecasts; Closely examine financial statements on a regular basis; Monitor and protect the funds and property of the Branch; Ensure compliance with financial regulatory requirements; and Prepare the risk framework for the Branch on an annual basis. At all times Branch funds are to be spent only for the purpose of furthering the objects of the Branch in the best interest of its members. Planning A planning process gives clarity to what the Branch does, what its goals and vision are and how those goals will be achieved. A strategic plan is a useful document to: Focus the Branch Council and employees and to guide them in their work on behalf of the membership; July 2014 Page 5 of 8

6 Ensure the effective allocation and use of resources against the identified priorities; and Form the basis for the evaluation of the Branch s work and achievements. Planning will be on a whole of organisation basis with the aim of eliminating silos within the Branch and shall be communicated to all employees once approved by Council. Strategic Plans will always need to be adaptable and reviewable as the external environment is constantly changing, requiring timely strategic decision making. Education and Training The Branch shall plan and implement education and training for Officers and employees to ensure that: All mandatory educational requirements are met in accordance with Clause 8, Training of Officers of the Federation, of Schedule 1 of the Rules; Induction programmes are conducted for all new Officers and employees; Workplace Health Safety training is conducted regularly and on an as needs basis; Officers and employees are regularly advised of relevant changes to legislation to enable them to fulfil their duties and responsibilities; and Occupational specific training/education is identified and implemented as required, utilising, for example, annual performance appraisals for all employees. The Branch shall maintain a register of training attended by Officers and employees. Transparency As a membership-based, democratic organisation, it is critical that the Branch s actions and processes remain transparent to members. This enables members to remain assured their fees are expended in furthering their interests and that July 2014 Page 6 of 8

7 the financial and other dealings of the Branch meet the required ethical standards. Accordingly, the Branch shall: Publish relevant policies on the Members page of the website (the website); Publish an up-to-date copy of the Ferderation s Rules on the website; Publish copies of annual audited financial statements on the website and notify all members of same; Comply with the disclosure requirements of Schedule 1 Special Financial and Management Rules; Respond to all questions and requests for assistance by financial members in a timely manner (usually within 48 hours, but no later than 7 days after member contact); Publish Decisions of Branch Council on the website; Publish the Branch Secretary s written report to Council on the website; Publish the meeting attendance record of Council on an annual basis; and Forward copies of all relevant financial and organisational returns to the Federal office. REVIEW of PRINCIPLES These Governance Principles are to be reviewed on a regular basis and in any case no less frequently than once every four years. They can be amended by a resolution passed by a majority of all members of the Council. PUBLICATION A copy of these Governance Principles will be made available to members on the website. July 2014 Page 7 of 8

8 Governance Principles July 2014 Page 8 of 8