Governance

Operational Governance Update

Since 1898, we have remained steadfast in our vision to be a world leader in cognitive disability care, services and housing.

Our history demonstrates our ability to adapt, change and respond to tough times and periods of change. More recently, we have adapted in response to unprecedented transformation within the disability sector, and embraced new opportunities created by the NDIS and the fundamental shift in how supports for people with disability are funded and delivered across Australia.

We are making good progress in our governance reform efforts, continuing to adapt and evolve in line with Government and community expectations.

A big part of this is in remaining focused on our vision and mission, with the 2020-2023 Strategic Plan offering a roadmap to ensure our sustainability and success.

Linked to the Strategic Plan, we have developed Executive functional business plans (in line with the Australian Business Excellence Framework) which inform key performance indicators (KPIs) across the organisation.

We have also revised our management structure with the Executive Manager Quality, People and Safety, Kym Shreeve, taking on People and Safety as well as Training and Development. With such a highly regulated environment under the National Disability Insurance Scheme, this is a natural fit.

A significant investment in Quality & Safeguarding resources and a new Quality and Safeguarding Governance structure, drives improved clinical and governance expertise and focus. This is accompanied by a review of the complaints management process, the development of practice standards, alerts and directives and the revision and development of mandatory training.

Within Client Services, Jocelyn Graham, has an expanded responsibility for client intake, with Disability Choices moving into her portfolio as part of her role as Executive Manager Client Services. Along with the recruitment of key senior roles in client services, this ensures that new clients can be efficiently welcomed into Minda and supported from day one as part of a more refined customer-centric approach.

We are also progressing workforce planning to deliver and improve the balance of staffing, with a new rostering manager developing a ‘care team’ approach to support for improved quality of supports and stabilisation of the number and people providing support.

The recently formed Minda Consultative Council (MCC) also ensures we have the voice of customer reflected in our operations, with family member representation from service areas across the business.

 

The Association

Minda Association (Minda) is a not-for-profit organisation incorporated under the Associations Incorporation Act 1985 (SA) (“the Act”).

Item 4 of Minda’s Constitution, known as the Minda Rules (“the Rules”), states the object of the Association to be –

“… to provide and assist in the provision of services and facilities that will enhance the wellbeing of people with intellectual disabilities, enabling them to be treated with respect and dignity and assisting them to lead valued and fulfilling lives, while encouraging the involvement and support of families, advocates and volunteers in matters affecting the quality of their lives.”

Governance is the system of control and monitoring put in place by Board members to govern the organisation.  The Minda governance framework comprises:

  • The Associations Incorporation Act
  • The Minda Rules
  • Policies and Procedures
  • Delegations
  • Terms of Reference for the Board and its committees
  • Funding and other agreements with government.

 

Corporate Governance

The Board and Management of Minda Association are committed to maintaining high standards of corporate governance.  This is achieved by:

  1. Ensuring that Board and senior management demonstrate professional, legal, and ethical behaviour in their responsibilities to Minda, in their professional relationships with each other and in their community service.
  2. Strengthening Association members’ and community confidence in all areas of the operation of Minda.
  3. Enhancing the public reputation of Minda through highly professional practice and adherence to the Australian Corporate Governance Standards and Principles 2007.
  4. Ensuring confidence in the probity, effectiveness and efficiency of all capital expenditure.
  5. Documenting a Code of Conduct for the Board that all Board members adhere to.
  6. Ensuring there is an appropriate separation of duties and responsibilities between the Board and senior management and that no individual has unfettered powers of decision-making.
  7. Ensuring the views of Board members are given due consideration and Board meetings are convened to ensure fair and full participation.
  8. Observing confidentiality relating to non-public information acquired by Board members.
  9. Meeting regularly to monitor and enhance the performance of management and the organisation. To do this the Board will ensure that there are appropriate monitoring and reporting systems which are used to provide accurate and timely information to the Board.
  10. Seeking independent professional or other advice to ensure effectiveness of Board operations.
  11. Ensuring that stakeholders are provided with an accurate and balanced view of the organisation’s performance, including both financial and service provision. This will be recorded in the Annual Report and related documentation.
  12. Regularly reviewing and improving Board performance as a whole, committee performance and the performance of individual members to ensure an appropriate contribution to Board deliberations.
  13. Ensuring that the organisation’s assets are protected by a suitable risk management strategy and implementing other strategies to prevent or detect fraudulent, dishonest and/or unethical behaviour.
  14. Ensuring that personal and financial interests of members do not conflict with the duty to the organisation.