YMCA Victoria Board Recruitment Kit

Transcription

1 YMCA Victoria Board Recruitment Kit

2 Introduction Thank you for your interest in being an honorary board member or sub committee member of the YMCA. Volunteering has been an integral part of the organisation since its beginning over 160 years ago. Today, volunteers are as important and valued as they were in the early years of the YMCA. With a commitment to building Strong People, Strong Families and Strong Communities, YMCA Victoria offers many opportunities in all areas of our operation to contribute time, talent or treasure. The YMCA actively seeks committed, technically skilled and strategically networked board members to ensure good governance. YMCA directors are a voluntary activist board committed to the health, happiness and connection of people in the Victorian community. YMCA Victoria is a charity celebrating its 160th year servicing the community across recreation, camping, youth, accommodation, aquatics and children s services sectors. The Board is seeking the following voluntary Committee Members with the skills and capacity to contribute to the delivery of our Vision 2020 strategy. The YMCA has a commitment to youth empowerment which includes the governance of the YMCA. Our Constitution outlines the requirement to ensure that we have two young people under 31 years on our Board. We are currently seeking to fill a vacancy on the Board and Sub committees with one or more of the following skills; to be appointed to the Board in Board Member YMCA Victoria Inc. and YMCA Victorian Youth and Community Service Inc. Financial and operational investment expertise Community-sport, recreation, leisure or health expertise Committee Member Risk Sub Committee The risk sub committee is seeking an experienced professional to contribute to overseeing of the YMCA s Risk Management framework and provide knowledge and advice for the implementation of the Internal Audit framework. Broad risk skills in governance and operations Committee Member Capital Fundraising Sub Committee The Capital Fundraising sub committee is a new addition to the YMCA s governance structure and seeks to provide oversight, insight and foresight to the achievement of capital for YMCA projects identified in our Strategic Plan Vision Capital raising expertise Experienced fundraising campaigner YMCA Victoria s Strategic Plan Vision 2020, and Applications Form can be downloaded at ymca.victoria.org.au Applications close 7 June 2013 This Board Recruitment Information Kit will provide you with an overview of YMCA Victoria and its subsidiaries and Victorian YMCA Youth and Community Services Inc. which directly governs the work we do with communities facing disadvantage through YMCA Open Doors. This kit will inform you about your role and responsibilities and process required to become a board member or sub committee member. We encourage you to read the information provided and hope you take up the rewarding opportunity to become a board member or sub committee member and make a real and positive difference in the Victorian community. If you would like to apply for a vacant position on either the Board or sub committee please complete the application form available on our website.

3 The YMCA movement The YMCA is a worldwide organisation that serves local communities in 124 countries. There are over 14,000 local YMCAs with more than 45 million members worldwide. The World Alliance of YMCAs Based in Geneva, Switzerland The World Alliance of YMCAs operates in regions. In Australia, we are part of the Asia Pacific Alliance of YMCAs (APAY). YMCA Australia, through its membership of the World Alliance of YMCAs, governs the rights to the use of the YMCA name and trademarks in Australia. Links: World Alliance Asia Pacific Alliance of YMCA s YMCA Australia The YMCA in Australia The YMCA first came to Australia in Adelaide in 1851, only seven years after the first YMCA was established in London in The YMCA is a community based charity that delivers programs and services to help build strong people, strong families and strong communities from over 500 YMCA centres across Australia. We work in partnership with government, non-profit groups and partners to provide programs and services to more than 500,000 Australians every week in health and wellness, recreation, accommodation, early learning, camping, training, youth and family services. YMCA Victoria YMCA Victoria refers to The Young Men s Christian Association of Victorian Inc. and its subsidiaries and Victorian YMCA Youth and Community Services Inc. for the purposes of this information kit. The YMCA has been working in the Victorian community for more than 160 years in the areas of recreation, camping, accommodation, early learning, youth services, community housing and community services. YMCA Victoria is a charitable, community development organisation. Each week we positively impact the lives of more than 300,000 people, at 149 different locations across the State through our programs and services. It is our commitment that every day we help people and families become stronger physically, emotionally and spiritually through a diverse range of programs and services. We manage many facilities in partnership with local and state governments, and through these facilities deliver programs and services which intentionally seek to build strength and resilience in everyone. Mission YMCA Victoria works from a base of Christian values, to provide opportunities for all people to grow in body, mind and spirit. Values We look to our values caring, honesty, respect and responsibility to guide all that we do. Purpose We build Strong PEOPLE, strong FAMILIES, strong COMMUNITIES Vision 2020 With the Y, everyone can...be healthier, happier and connected to their community; and help those who are not.

4 Governance of YMCA Victoria Established in 1853, YMCA Victoria Inc. is licensed by YMCA Australia. As a steward of the Mission and Values of the YMCA Movement we operate in a chartered territory. Our work builds connections between people, encourages social inclusion, and promotes individual empowerment by improving people's holistic health and wellbeing. Everyone is welcome at the YMCA, regardless of faith, race, age, ability and income. We strive to ensure that no one is turned away for inability to pay. YMCA Victoria employs over 6,000 staff and has 1900 volunteers who contribute to helping build strong people, families and communities. YMCA Victoria Governance Framework

5 Expectations of YMCA Boards and Sub Committees Enhance the public image of the YMCA Fundraising Utilise the networks and experience of Board members in growing the Movement Contribute to the development of the wider YMCA Movement Futuristic thinking Preparation for meetings Attendance Collaborative, inclusive discussions. The Board s Role Accountable for exercising the authority given to it through its Constitution and the law of the land Sees its role as one of governance: Holds its Chief Executive accountable for the management of all delegated responsibilities. Ensures policy appropriately reflects the organisational aspirations Offers leadership in strategy achievement Ensures the board is accountable to the membership Responsible for ensuring regular board development; and discipline around its own performance and processes Sets the board s work plan and agenda for the year Establishes the extent of its authority in establishing programs, budgets, administering finances and otherwise managing the organisation according to sound practice Exercises due diligence, fiduciary and risk management responsibility and ensures that these risks are identified and managed.

6 Role of a board member Serve with honesty, caring, respect, responsibility and responsiveness Observe board solidarity about decisions reached and authority to act Endeavour to attend all board and committee meetings Have knowledge of the organisation s mission, policies and services Have read the agenda and supporting materials prior to board and committee meetings Systematically consider information that evaluates the organisation s performance Participate on committees and offer to take on special tasks Cannot speak on behalf of the Board unless authorised by the Board to do so Inform others about the organisation Suggest potential board members Adhere to and maintain the Board s policies Keep up to date on developments in the organisations area of service Attend a reasonable number of organisational and staff events, when considered appropriate by the Board. Role of sub committee members Serve with honesty, caring, respect, responsibility and responsiveness Serve with honesty, caring, respect, responsibility and responsiveness Observe committee solidarity about decisions reached and authority to act. Endeavour to attend all committee meetings of which they are members. Have knowledge of the organisation s mission, policies and services. Have read the agenda and supporting materials prior to committee meetings. Systematically consider information that evaluates the organisation s performance. Participate on committees and offer to take on special tasks. Cannot speak on the Board s behalf unless they have been authorised by the Board to do so. Inform others about the organisation. Suggest potential Board or committee members. Adhere to and maintain the Board s policies. Keep up to date on developments in the organisation s area of service. Attend a reasonable number of organisational and staff events, when considered appropriate by the Board. Participate in peer review process on an annual basis. Utilise expertise and skills to provide oversight, insight and foresight at the committee meetings. Board Governance Policy Review It is the Board s responsibility to review, and if necessary change, governance policies annually. Board Member and sub committee recruitment, appointment and development The board conducts a regular review its members in order to identify the skills the Board requires in new members to enable it to govern well All board members are responsible for identifying prospective board members; recommending them for consideration to the nominations committee From time to time the Board may approve when a prospective board member should be considered and recruited, in light of board composition and skills needed It is the responsibility of the Board to ensure there is an orientation program for new board members It is the responsibility of the Board to ensure an annual evaluation and development plan for the Board, from time to time informal evaluations may be carried out The Board includes the cost of these ongoing developments in its annual budget. Sub Committee members can be appointed to the committee by the Board.

7 Organisational Overview About YMCA Victoria YMCA Victoria is a leading charitable community development organisation that has served the Victorian community for 160 years. Together with our partners, we provide recreational opportunities for people of all ages, abilities and backgrounds to help them grow in body, spirit and mind. In everything that we do, we build strong people, strong families and strong communities. We believe a healthy life is a right, not a privilege, and it is our aim that no one is denied the opportunity to benefit from our health and wellbeing programs, due to disadvantage. Respect, responsibility, caring and honesty are the values which guide our work. State-wide, the YMCA delivers a wide range programs in many local communities, in our Key Program Areas of: Community Recreation Camping Youth Justice Volunteer development Student Accommodation Training Youth Services Community Services Early Learning and Children s Services In each of these program areas the Y works with people, families and communities with the aim of strengthening them in body, mind and spirit. This goal is achieved through the three principles of the YMCA s Community Development Framework. A Broad Based Approach to Community Development Being broad-based means that YMCA programs and services target the community as a whole, with the intention of building strength in all people not just in certain sections of the population. The YMCA s definition of strong is optimal health in body, mind and spirit, which can be viewed equally from the perspective of an individual person, a family or a community. A Strength Based Approach to Community Development YMCA programs purposefully aim to build strength and personal assets in the people they target. Programs at the Y build on every person s best and strongest qualities rather than highlighting their problems and weaknesses, which empowers them to assume greater control of their lives. Improving Health by Maximising Community Participation Through our programs, the YMCA supports individuals to participate and contribute in community life and to experience a sense of bonding with family members, peers and other people in their communities. When people actively participate at the Y, their physical, emotional and psychological health is improved through a positive interaction with their community.

8 Organisational Overview YMCA Victoria Inc. is a charitable, a not-for-profit community organisation which builds strong people, families and communities. We do this through programs and initiatives designed to provide health, fitness and personal development opportunities to all sections of the community. We deliver programs and services to 300,000 people a week at 149 locations every day in settings including camps, student accommodation, recreation and sporting facilities, schools and kindergartens. Our work builds connections between people, encourages social inclusion, and promotes individual empowerment by improving people's holistic health and wellbeing. In the governance context the YMCA Victoria Inc. is a recognised Tax Concession Charity and operates a corporate structure that has several subsidiary companies of which YMCA Victoria is the single member/shareholder. These entities are responsible for the business operations, our social enterprises of; Accommodation and Camping Victorian YMCA Accommodation Services Pty Ltd Rent roll for the Student Accommodation YMCA Property Management Service Pty Ltd Community Recreation Victorian YMCA Community Programming Pty Ltd Aquatic Education YMCA Aquatic Education Ltd South Australian Aquatic and Leisure Centre YMCA Aquatic and Event Services Ltd Everyone is welcome at the YMCA, regardless of faiths, races, ages, abilities and income. We strive to ensure that no one is turned away for inability to pay. Current Board YMCA Victoria Inc. currently has 12 Directors; Sue O Connor Anthea Hancocks Maria Lui Dean Barton-Smith Ian Jungwirth Meredith Carter Sue McGill Kate Bell Alan Morton Ben Hubbard Gael Jennings Stephen Ellich Chair, Experienced non-executive director and senior executive in the telecommunications industry Deputy Chair, Experienced non-executive directors, Chief Marketing Officer Herbert Gear Lawyers Treasurer, Corporate Tax Partner KPMG Chief Executive Link Community Transport, experienced non-executive director Retired Audit Partner Experienced non-executive director and Social Policy consultant Manager Environment for Heath Vic Health Senior Account Executive Essential Media Director of Morton Dunn Architects, Board Member of YMCA Australia Chief of Staff Prime Minsters Office Chief Executive MediaDoc, experienced non-excecutive director Executive General Manager Service Stream, experienced non-executive director

9 Organisational Overview Management Team Peter Burns Stephen Bendle Colin Organ John Summers Anthony Neal Greg Jennings Gerard Bolger Matt Feutrill Chief Executive General Manager Shared Services Chief Financial Officer Executive Officer North- West Executive Officer Southern, Hume, Gippsland Executive Officer Statewide Executive Officer Melbourne- East and Loddon Mallee General Manager Kings Swim BOARD MEMBER POSITION DESCRIPTION The Role Purpose: Collectively the Board plays a critical role in governing the YMCA. They are responsible for the health of the organisation and ensuring that diligent oversight of the business performance and compliance performance. Term: Three year term with the option of standing for re-election (with a maximum of nine consecutive years of service). Meeting Attendance: 80% of Board meetings Standing Committee as appointed Taskforce/Ad Hoc Committee as appointed Attendance at events or functions. Resignation: In writing to the Board Chair.

10 Organisational Overview Duties & Responsibilities Good governance requires that the Board exercises leadership by being clear about its role, responsibilities, relationships and governance processes. The Board is s accountable for exercising the authority given to it through its Constitution and the law of the land. Its role is one of governance. The Board sees its role as one of governance: Holds its Chief Executive accountable for the management of all delegated responsibilities. Ensures policy appropriately reflects the organisational aspirations Offers leadership in strategy achievement Ensures the Board is accountable to the membership Is responsible for ensuring regular Board development; and discipline around its own performance and processes. Sets the Board s work plan and agenda for the year. Establishes the extent of its authority in establishing programs, budgets, administering finances and otherwise managing the organisation according to sound practice. Exercises due diligence, fiduciary and risk management responsibility and ensures that these risks are identified and managed. Improve performance through strategy formulation and policy making. Monitor the organisation performance Recruiting and overseeing the CEO Competencies Required Ability to work cooperatively Leadership Skills Sense of Humour Commitment to the YMCA Mission The ability to donate Time, Talent and/or Treasure YMCA UNDERSTANDING demonstrate an understanding of the Y s purpose, vision, goals, objectives and operation for positive participation and effective policy formulation. COMMUNITY INVOLVEMENT utilise your community interests and involvements to build the capacity of the board to relate to the needs of the community. FUNCTIONAL LEADERSHIP EXPERIENCE demonstrated experience in management/leadership. Alignment with the community development and management principles of the YMCA. RECOGNITION / IMAGE utilise profile and networks to support the mission and vision of the YMCA. ORGANISATIONAL IMPACT Directors have the capacity to add value to policy development and influence to gain financial support for the Y

11 Organisational Overview Essential Personal Qualities Excellent written and oral communication skills. Excellent interpersonal skills. Use appropriate interpersonal styles and communication methods to present information in a manner that others find persuasive and compelling Demonstrated problem solving, decision making, negotiation, and consultation and conflict resolution skills. Able to make sound decisions based on consideration of the facts and alternatives. Relationship Building Able to establish and maintain relationships with people at all levels and builds trust through consistent actions, values and communication. Leadership Demonstrating personal conviction and motivates others to achieve. Developing Others Actively seeks to improve others skills and talents by providing constructive feedback, coaching and training opportunities. Integrity Conduct behaviour in the manner consistent with YMCA Code of Conduct. Ability to impart YMCA s ethical and cultural standards to others. Desirable Demonstrated computer skills and literacy with practical understanding and application of Microsoft Office software Ability to utilise online products to review board materials via the YMCA internal information management system (Ynet). Each week we positively impact the lives of more than 300,000 people, at 149 different locations across the state through our programs and services.

12 Organisational Overview Organisational Support The chair will be resourced through the Governance Secretariat as authorised by the CEO. Remuneration The position is an honorary role, reasonable approved out of pocket expenses will be reimbursed. Conditions of Appointment The successful applicant will be required to complete a Police Records Check, Working with Children Check, Bankruptcy and Disqualified Director Checks-AISC and Consent to Act as a Director Form. Board members are required to be a member of the YMCA Victoria Inc. Has the ability to attend 80% of meetings during business hours. Have read Board Member Position Description to understand the governance requirements of a Director. Commit to the philosophy of a paperless meeting and utilise technology to reduce our environmental footprint. Commit 3-4 hours per month.

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14 Risk Sub-Committee of YMCA Victoria Inc. Terms of Reference 1. Membership The members of the Board appoint/elect the members of the Risk sub-committee. The members of the Board select the Chair of Risk sub-committee who is normally a Board member of the Parent entity, this role is appointed annually by the Board. The sub-committee structure includes the Chair of the YMCA Victoria Inc, Chair of Finance and Audit Sub-Committee, Chair of Capital Fundraising sub committee, Board members or seconded specialists with broad risk / audit skills set required, Chief Financial Officer, CEO. Members are usually appointed for a term of one year, and this will be reviewed annually by the Governance & Personnel sub-committee of the YMCA Victoria Board. Sub-committee members may be Board members, staff of the organisation or people with relevant expertise from outside the organisation. Members are also expected to: act in the interests of the YMCA Victoria; contribute the time needed to study and understand the papers provided; apply good analytical skills, objectivity and good judgment; and express opinions constructively and openly, ask questions that relate to the committee s responsibilities and pursue independent lines of enquiry. 2. Purpose The purpose of the sub committee is to assist the Board with its responsibilities by providing oversight of the YMCA s risk management and audit functions. The function of the Risk sub committee does not replace Directors duties or dissolve them of the responsibility of any Board Member to ensure Directors obligations are fulfilled. 3. Delegated Authority The Board provides the sub-committee powers to: Make decisions on matters specially delegated to the sub-committee Review, discuss and make recommendations to the Board To request additional information or work to be completed. 4. Key Tasks The key responsibilities of the Risk sub committee are: 4.1 Risk Management Oversight of a current and comprehensive risk management framework, and associated procedures for effective identification and management of the YMCA s business risks. Oversight of a sound and effective approach has been followed in developing strategic risk management plans for major projects or business operations; Assess the impact of the YMCA s risk management framework on its control environment and insurance arrangements; Oversight of YMCA s business continuity planning arrangements, including whether business continuity and disaster recovery plans have been updated and tested periodically; Review control plans and satisfy itself the YMCA Victoria has appropriate processes and systems in place to capture and effectively investigate fraud related information; and Receive periodically (normally each Committee meeting) a report from the Governance Secretariat Risk and Audit Manager on the operation and performance of risk management.

15 4.2 Control Framework Oversee management s approach to maintaining an effective internal control framework, including over external parties such as contractors and advisors, is sound and effective; Oversee YMCA Victoria s policies and procedures and that these are periodically reviewed and updated Determine whether the appropriate processes are in place to assess, at least once a year, whether key policies and procedures are complied with; Review whether appropriate policies and procedures are in place for the management and exercise of delegations; Consider how management identifies any required changes to the design or implementation of key internal controls; and Review whether management has taken steps to embed a culture which is committed to ethical and lawful behaviour. 4.3 Legislative Compliance Determine whether management has appropriately considered legal and compliance risks as part of the YMCA s risk assessment and management arrangements; and Review the effectiveness of the system for monitoring the YMCA s compliance with relevant laws, regulations and associated government policies. 4.4 Internal Audit Act as a forum for communication between the Board, senior management, internal audit, and external audit; Review internal audit coverage as outlined in the strategic and annual internal audit plans, ensure the plan is developed based on a prioritisation of the audit. Advise the YMCA Victoria Board on the adequacy of the resources available to the Internal Audit activity to carry out its responsibilities, including completion of the approved internal audit plan; Oversee the coordination of audit reviews conducted by internal audit, external audit and other review functions; Review all of the Internal Audit activity s reports and provide advice to the YMCA Victoria Board on significant issues identified in those reports and action taken on issues raised, including identification and dissemination of good practice; Monitor management s implementation of Internal Audit activity s recommendations; Review the Internal Audit Charter to ensure appropriate organisational structures, authority, access, and reporting arrangements are in place; Periodically review the performance of the Internal Audit activity; and 4.5 External Audit Act as a forum for communication between the Board, senior management and external audit; Evaluate external audit plans and reports in respect of planned or completed audits and monitor management s response and implementation of audit recommendations; Provide advice to the Board on action to be taken on significant issues raised in relevant external audit reports or better practice guides. 4.6 Governance Arrangements When requested by the Board, review the YMCA Victoria s governance arrangements or elements of the arrangements and suggest improvements, where appropriate, to the Board. 5. Developing Recommendations The sub-committee develops options and recommendations for the Board to consider. The sub-committee does not normally make decisions on behalf of the Board unless the Board has uthorised them to do so in a particular circumstance. Sub-committee members decide how they will develop their recommendations for the Board. Sub-committee recommendations are usually presented to the Board by the Committee Chair.

16 6. Reporting The committee will regularly, but at least once a year, report to the Board on its operation and activities during the year. The report should include: a summary of the work the Risk Sub Committee performed to fully discharge its responsibilities during the preceding year; a summary of the Risk Sub Committee s progress in addressing the findings and recommendations made in internal and external reports; an overall assessment of the Risk Sub Committee s risk, control and compliance framework, including details of any significant emerging risks or legislative changes impacting the YMCA Victoria; and details of meetings, including the number of meetings held during the relevant period, and the number of meetings each member attended. The Risk Sub Committee may, at any time, report to the Board any other matter it deems of sufficient importance to do so. In addition, at any time an individual committee member may request a meeting with the Chair of the Board. 7. Quorum A quorum for meetings is half + 1 of current appointed members. 8. Meetings and Frequency The sub-committee meets quarterly on the last Thursday July, October, January and April. The sub-committee will meet for 2 hours from and 8.00am-10.00am in the CBD, Melbourne. Meeting dates to be circulated via the Governance Secretariat in advance. 9. Record of Proceedings Minutes of proceedings shall be kept of all meetings of the sub-committee on the Ynet meeting space. Minutes shall be subject to confirmation at the next succeeding meeting. Portfolio reports are provided at a Board meeting by the Chair of the sub-committee using the relevant sub-committee portfolio template. Minutes of the meetings will be filed on Ynet Board Communications and accessible to members of the relevant entity. 10. People in Attendance A wide range of other persons, involved in or interested in the organisation, its programs or stakeholders, from time to time, may be invited at the discretion of the Chair of the sub-committee to bring their knowledge and experience to the committee meetings to assist in the deliberations of the committee. 11. Committee Evaluation The sub-committee decides the form of evaluation for the committee and submits the outcome to the Board annually.

17 12. Terms of Reference Changes The Board may make changes to these terms of reference at any time in consultation with the subcommittee Chair. 13. Resources for committee meetings The Governance Secretariat will allocate a resource to support the successful function of the sub committee. The Chair will liaise with the CEO to ensure meeting frequency, venues and resources are allocated. The General Manager Shared Services will be the responsible staff management team representative and facilitator of the sub-committee. 14. Administration Agendas to be circulated via and linked to the Ynet Board communications site at least 5 working days before the meeting. All correspondence and agenda/minutes to be circulated electronically Draft minutes to be available at least 3 working days post the meeting Action items to be documented on Ynet work space Board Communications site. 15. Declarations of Interest Once a year Risk sub committee members will provide written declarations to the Board declaring any interests that would preclude them from being members of the Risk sub committee. Risk sub committee members must declare any conflicts of interest at the start of each meeting or before discussion of the relevant agenda item or topic. Details of any conflicts of interest should be appropriately minuted. Where members or observers at Risk sub committee members meetings are deemed to have a real, or perceived, conflict of interest it may be appropriate that they are excused from Risk sub committee members deliberations on the issue where a conflict of interest exists.

18 Capital Fundraising Sub-Committee of YMCA Victoria Inc. Terms of Reference 1. Membership The Board appoints the members of the sub-committee and review the composition annually. The Board appoints the Chair of sub-committee annually, usually a Board member. The Committee comprises 6-10 people including selected Board Members, seconded external members with specific skills sets required, CEO and or Senior Manager. 2. Purpose The purpose of the Capital Fundraising sub-committee is to provide oversight, insight and foresight to the achievement of the Capital for the YMCA. 3. Definitions Capital fundraising is defined as efforts that focus on financing of capital development projects through a Capital Campaign, special purpose financing ie: Project Prism or Fundraising events or activities. A capital campaign is an intensive fundraising effort designed to raise a specified sum of money within a defined time period to meet the varied asset-building needs of an organisation. Asset-building activities include the construction, renovation or expansion of facilities (for example, a new building), the acquisition or improvement of land, equipment, or other items, and additions to a financial endowment. Two characteristics set capital campaigns apart from other forms of fund-raising activities. First, "the gifts solicited are much larger than those generally sought during an annual fund." Second, "pledges are emphasised as commitments payable over a number of years convenient to the donor or through the transfer of appreciated real or personal property. Various types of capital campaigns have been identified. The traditional "brick and mortar" campaign, focused on building construction or improvements, schedule capital campaigns every five to ten years. A second type of capital campaign is the comprehensive, integrated, or total development campaign, which aims for a longer fund-raising program based on a long-term analysis of the organisation's needs and direction. This form of capital campaign includes ordinary fund-raising actives, such as annual gift drives, which are "slower-paced and lack the intensity of the traditional capital campaign. 4. Committee Responsibilities The committee is responsible for overseeing the organisation s overall Capital fundraising efforts The committee also has the responsibility to provide oversight on compliance to fundraising requirements and recommend fundraising policies and programs to the Board; to set long range and annual goals for current support, and capital campaigns and to enlist the support of others to progress forward the YMCA Victoria Vision and Mission through fundraising and financial development Members of the Capital Fundraising sub-committee will be expected to provide introductions, actively campaign and/or solicit major gifts, participate in specific development activities and identify opportunities to advocate for the development cause. The function of the sub-committee does not replace Directors duties or dissolve them of the responsibility of any Board Member to ensure Directors obligations are fulfilled. 5. Delegated Authority The Board provides the sub-committee powers to: Make decisions on matters specially delegated to the sub-committee Review, discuss and make recommendations to the Board To request additional information or work to be completed which relate to agenda items. 6. Key Tasks The sub-committee is charged to: Endeavour to involve all Board members in Capital Fundraising and financial development efforts where appropriate Oversight of the Capital Campaign and Capital development projects of the fundraising plan.

19 Identify and solicit funds from external sources of support Review Fundraising Strategy and financing plan results annually Monitor Capital fundraising efforts for compliance. ie: ethical practices are in place, donors acknowledgement methods are appropriate, and that fundraising efforts are cost effective. Review fundraising and financing policies. 7. Developing Recommendations The sub-committee committee develops options and or recommendations for the Board to consider. The sub-committee does not normally make decisions on behalf of the Board unless the Board has authorised them to do so in a particular circumstance. Sub-committee members decide how they will develop their recommendations for the Board. Sub-committee recommendations are to be presented to the Board by the Committee Chair. 8. Quorum A quorum for meetings is half + 1 of current appointed members. 9. Meetings and Frequency The sub-committee meets bi-monthly on the last Wednesday of the month The sub-committee will meet at a time and venue determined by the Chair of the sub-committee. Meeting dates will be circulated via the Governance Secretariat in advance. 10. Record of Proceedings Minutes of proceedings shall be kept of all meetings of the committee on Ynet in the Development sub-committee meeting work space. Minutes shall be subject to confirmation at the next succeeding meeting. Portfolio reports are provided at a Board Meeting by the Chair of the sub-committee using the relevant sub-committee Portfolio template. Minutes of the meetings will be filed on Ynet- Board Communications and accessible to members of the relevant entity. 11. People in Attendance A wide range of other persons, involved in or interested in the organisation, its programs or stakeholders, from time to time, may be invited at the discretion of the Chair of the sub-committee to bring their knowledge and experience to the committee s meetings to assist in the deliberations of the committee. 12. Committee Evaluation Agreed KPI s in conjunction with Board KPI s, Vision 2020 and the YMCA Victoria Strategic Plan The committee decides the form of evaluation for the committee and submits the outcome to the Board annually. 13. Terms of Reference Changes The Board may make changes to these Terms of Reference at any time in consultation with the sub-committee Chair. 14. Resources for committee meetings The Governance Secretariat will allocate a resource to support the successful function of the committee. The Chair will liaise with the CEO to ensure meeting frequency, venues and resources are allocated. The Chief Executive will be the responsible staff facilitator of the sub-committee. 15. Administration Agendas to be circulated via and linked to the Ynet Board communications site at least 5 days before the meeting. All correspondence and agenda/minutes to be circulated electronically Draft minutes to be available one week post meeting Action items and Agenda Builder Items to be documented on Ynet Board Communication site.

20 How to become a board member Becoming a board member involves seeking membership of the Incorporated Association and subsequently nominating to be elected as a Committee Member. The expectations of a board member include active participation in bi-monthly board meetings on the 2nd Wednesday (August, October, December, February, April and June) 4.45pm- 8.30pm (The Young Men s Christian Association of Victoria Inc). There may be additional opportunities to stand for election as Chair, Deputy Chair, and Treasurer or participate actively in sub-committees. The Annual General Meeting is the third Wednesday of November. The successful applicant will be required to participate in 2 1/2 day induction sessions and participant in our new board member mentor program which will be supported by current board members Board of Directors Application Form Complete the Application Form for consideration against the selection criteria outlined on the form. The Nominations Committee will assess the application and if it meets the selection criteria the Board will invite shortlisted candidates to an interview to discuss the application. Following this a formal selection and endorsement process will occur with the Board and the successful candidate will be invited to observe a Board meeting before being formally appointed. 1. You will be required to become a Member of our Association, your membership application must be approved by the Board. 2. To nominate for election as a board member you must be a non staff member 3. To nominate for a position on the Board, applications must be made in writing signed by the applicant and two current members of the Association and approved by the Nominations Committee. It is our commitment that every day we help people and families become stronger, physically, emotionally and spiritually through a diverse range of programs and services.