- Location: Across: Melbourne VIC, Banyule VIC, Hawthorn VIC, Heidelberg VIC, Docklands VIC, Doncaster VIC, Sydney NSW, Canberra ACT
- Commitment: Regular - more than 6 months
- Category: Human Rights
10+ hours per fortnight/month (negotiable)
- Skilled Volunteers
- Centrelink Volunteers
- Online & Remote Volunteers
Type of work
- Education & Training
- Safety & Emergency Services
- Accounting & Finance
- Fundraising & Events
- Governance, Boards & Committees
- Tutoring & Coaching
- Marketing, Media & Communications
- Research, Policy & Analysis
• Fair Work Ombudsman Training • Council of Social Services Training • Aboriginal and Torres Strait Islander Community Training • Mandate Report Training • Basic Governance Knowledge Training etc.
- Working with Children Check *
- National Police Certificate *
- Driver's Licence (C)
• Australian Citizenship/Permanent Resident/New Zealand Citizenship
• Supportive to the Aboriginal and Torres Strait Islander Communities
• Supportive to the Lesbian, Gay, Bisexual, Transgender, Intersex, Queer, Asexual or other gender and sexual diversities (LGBTIQA+) Communities
• Culturally and Linguistically Diverse (CALD)
• Have sound Business, Charities and Not-for-Profit experience
• Have competent knowledge and skills with basic Technology, Google Suite, Web designs and browsers, etc.
• Ability to communicate honestly and transparency, with sound knowledge and ability to speak and write in English.
• Relevant Qualifications and Certificates/Registrations;
• Minimum of 3 years of relevant experience within Australia;
• Great communication and listening skills;
• Ability to commit the required time for the position and be able to commit to a 12-month position (minimum);
• Upon engagement, you will be required to have or obtain a Working with Children Check (WWCC) and a National Police Check (NPC), which is conducted alongside our partnered charity agency.
* May be arranged via the Organisation. Details to be provided on expression of interest.
What is the role of the board?
The board is responsible for providing leadership and direction to a charity. It also bears ultimate legal responsibility.
Generally, boards delegate some of their responsibilities to staff or volunteers. However, there are some things that are usually reserved for the board such as appointing the most senior staff members (for example, the chief executive officer, if the charity has one), developing (or at least approving) a strategic plan, considering how organisational risks should be managed and calling meetings of the charity’s members (if any).
There are some responsibilities that are common to most boards:
- accountability – making sure the charity meets its obligations, manages its finances and operates transparently
- strategy – setting the charity’s long-term goals and making sure it pursues its charitable purposes
- resourcing – securing funding and other resources to support the work of the charity
- advocacy – representing the charity to the community and to its members and stakeholders (with a chief executive officer and staff, if any)
- monitoring – making sure the charity is run as required under its governing document and the law.
What are board members?
Board members are the people who are either elected (usually by the charity’s members) or appointed by nomination (for example, under legislation or under a trust deed) to be a member of the charity’s governing body. These people are sometimes also called directors, committee members, or trustees. Just being appointed does not generally give you any individual authorized to bind the charity (for example to sign a contract on its behalf) – it is the board as a group that has this power.
What are ‘officers’ of the board?
Although boards act as a group, some board members take on extra responsibilities. For example, most boards will appoint a chair (or president), who will be responsible for running meetings and providing leadership to the board.
Some boards appoint a treasurer to be responsible for looking at the charity’s finances in more detail and to help provide them with the information they need to make financial decisions. But don’t forget – all board members need to understand the charity’s financial position, not just the treasurer.