New South Wales Nurses and Midwives Association

Transcription

1 New South Wales Nurses and Midwives Association Governance Principles Implementation date: 1 July 2014 Reviewed: Next review date: 1 July 2018 Approved by: Brett Holmes General Secretary July 2014 Page 1 of 8

2 New South Wales Nurses and Midwives Association Governance Principles The New South Wales Nurses and Midwives Association (hereinafter referred to as the Association ) is an industrial organisation of employees registered under the provisions of the Industrial Relations Act 1996 [NSW]. It is a collective, democratic, membership-based association of people working in the professions of nursing and midwifery. The objects of the Association (see Rule 3. Objects) are to further the industrial and professional interests of members, to provide a means for co-operative action to further such interests, and to co-operate with other like organisations with similar aims. Governance refers to how the Association is managed and how authority is exercised and controlled to ensure that: The Objects of the Association 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 Association, with particular reference to Rule 16A and the Special Financial and Management Rules set out in Schedule 1 to the Rules. The Rules require the Association 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 Executive and Council of the Association (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 Association is vested in the Executive and Council (Rule 26. Management of the Association) and as such responsibility for good governance lies with Executive and Council. Executive and Council must: Develop, implement and maintain internal control policies and procedures relating to the expenditure of the Association; Approve all policies and procedures that apply to the Association, Association employees and Association members; Ensure that the Rules of the Association 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 Association website; Approve appropriate delegations within the Association; 1 Officer means any person who holds an office as a member of Council as per Rule 27(a) July 2014 Page 3 of 8

4 Through example, set the tone for the Association, including employees and members. All Association Officers and employees are responsible for ensuring that they comply with Association 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 Association; 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 Association activity. Integrity The Association 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 Association to maintain and enhance its reputation. Consistent with good governance principles, the Association shall develop, implement and maintain a code of conduct that shall apply to all officers and employees. The Association shall establish an independent Association-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 Association; 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 Association 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 Executive and Council for prompt consideration. Executive and Council are required to ensure there is procedural fairness for all parties prior to taking action. Sound Financial Management Executive is generally responsible for the financial management of the Association [Rule 29(b)(i)]. In accordance with the Association s Rules the Executive 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 Association; Ensure compliance with financial regulatory requirements; and Prepare the risk framework for the Council on an annual basis. At all times Association funds are to be spent only for the purpose of furthering the objects of the Association in the best interest of its members. Planning A planning process gives clarity to what the Association does, what its goals and vision are and how those goals will be achieved. July 2014 Page 5 of 8

6 A strategic plan is a useful document to: Focus the Executive, Council and employees and to guide them in their work on behalf of the membership; Ensure the effective allocation and use of resources against the identified priorities; and Form the basis for the evaluation of the Association s work and achievements. Planning will be on a whole of organisation basis with the aim of eliminating silos within the Association 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 Association shall plan and implement education and training for Officers and employees to ensure that: All mandatory educational requirements are met (e.g. training of Officers of the Association in accordance with Clause 7, Training of Officers of the Association, 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 Association shall maintain a register of training attended by Officers and employees. July 2014 Page 6 of 8

7 Transparency As a membership-based, democratic organisation, it is critical that the Association s actions and processes remain transparent to members. This enables members to remain assured their fees are expended in furthering their interests and that the financial and other dealings of the Association meet the required ethical standards. Accordingly, the Association shall: Publish relevant policies on the Members page of the Association s website (the website); Publish an up-to-date copy of the Association s Rules on the website; Publish copies of audited financial statements in the Lamp (Summary of Financial Statements) and on the website (full audited Financial Statements); 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); Adhere to the provisions of Rule 47, Inspection of Books; Publish a journal, the Lamp, and use electronic means to communicate with members; Communicate regularly with branch officials and report to branch delegates at each Committee of Delegates; Publish Decisions of Council on the website; Publish the General Secretary s written report to Council on the website; Report the meeting attendance record of Executive and Council to Annual Conference; and July 2014 Page 7 of 8

8 Report to each Annual Conference of the Association in accordance with the requirements of the Association s Rules. 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 Association s website July 2014 Page 8 of 8