Board member performance Which of the following ratings best describes how many essential and advanced practices your organisation has in place? Practices Practices Addressing Addressing Addressing Addressing not relevant not yet some all essential all essential all essential addressed essential practices practices, practices, practices and some and most advanced advanced practices practices N/A 1 2 3 4 5 Essential practices Directors in the organisation: • understand and comply with their duties – have core competencies of a director, including the ability to think strategically, – work as part of a team, understand financial statements and possess business acumen attend meetings on a regular – constructively engage in the business of the board – follow up on a timely on commitments made – declare and manage potential conflicts of interest – The Chair and CEO have established a productive working relationship • Advanced practices Directors in the organisation: • link the company to important knowledge and resources in the community – can access learning and development for knowledge and capability gaps – actively engage with other information sources to increase their understanding of the – NDIS and other disability reforms have been exposed to external knowledge of good practice in other organisations that – is relevant to the NDIS reform
Board member performance Which of the following ratings best describes how many essential and advanced practices your organisation has in place? Practices not relevant Practices not yet addressed Addressing some essential practices Addressing all essential practices Addressing all essential practices, and some advanced practices Addressing all essential practices, and most advanced practices N/A 1 2 3 4 5 Essential practices • Directors in the organisation: – understand and comply with their duties – have core competencies of a director, including the ability to think strategically, work as part of a team, understand financial statements and possess business acumen – attend meetings on a regular – constructively engage in the business of the board – follow up on a timely on commitments made – declare and manage potential conflicts of interest • The Chair and CEO have established a productive working relationship Advanced practices • Directors in the organisation: – link the company to important knowledge and resources in the community – can access learning and development for knowledge and capability gaps – actively engage with other information sources to increase their understanding of the NDIS and other disability reforms – have been exposed to external knowledge of good practice in other organisations that is relevant to the NDIS reform
NDIS_Provider-Toolkit-2015__accessible.docx