GOVERNANCE AND
ACCOUNTABILITY
Interrelate is a Company Limited by Guarantee. The Board of Directors is the governing body of Interrelate
and is supported by the CEO and Executive Team. The Board has broad powers to make decisions and exercise
the powers and functions of the organisation within the constraints of Interrelate’s Constitution and the
Corporations Act 2001.
The Board’s task on behalf of our members is to ensure that Interrelate achieves its vision, mission and objectives,
and in doing so, avoids adverse and unacceptable outcomes. The Board focuses on ensuring the values of
Interrelate are respected, along with ensuring that Interrelate members are represented in determining
appropriate organisational performance. To achieve this, the Board maintains a clear link between Interrelate
and our members whilst monitoring Board-level policies which provide direction and boundaries for both the
functions of the Board and the CEO.
The Board’s focus is on ensuring it:
• operates in accordance with Interrelate’s Constitution
• gives attention to the systems and processes that ensure the overall direction, effectiveness, supervision
and accountability of the organisation
• operates efficiently and effectively, with a shared understanding of the governance role of the Board and
the specific responsibilities of the CEO and the Executive Team.
Board Committees
Interrelate has three Board Committees which assist the Board to carry out its role. In 2015-16 the following
committees were active:
• Finance, Audit and Asset Management Committee (FAAM)
• People Culture and Performance Committee
• Governance and Engagement Committee
Finance, Audit and Asset Management Committee
The Finance Audit and Asset Management Committee met 6 times this year and in addition to undertaking
the risk management and quality assurance functions reflected in FAAM’s committee charter, a major focus of
the committee’s work over the last year has been a review of the organisation’s long-term asset management
strategies. This has included working with the Executive in relation to recommendations to the Board on the
acquisition and sale of real property. Positive examples of the committee’s work include the purchase and fitout of our new Port Macquarie premises and the ongoing scoping of our real property needs and infrastructure
management in the Newcastle, Lismore and Greater West areas.
The committee has been well served by the members of the senior executive on the committee and it has
drawn upon the services of external consultants approved by the Board when necessary in relation to real
property matters.
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