St Margarets                                     ACNCChristos

Saint Margarets Governance

The Foundation is governed by a committed, passionate and skilled Board, whose members ensure the organisation operates from a strong corporate governance and management base.

Saint Margarets is registered with the Australian Government’s Charities and Not for Profit Commission (ACNC) and as such will comply with all the ACNC governance standards requirements. It is also registered with the Government of Western Australia with a Charitable Collections Licence (Licence CC22525).

Saint Margarets Homeless Foundation Limited is endorsed by the Australian Taxation Office (ATO) as a Not for Profit Organisation enabling Deductible Gift Recipient (DGR) status for tax deductibility of donations made to the Foundation.

Governance Standards

Standard 1 – Purpose
Saint Margarets is a not for profit organisation and works towards our charitable purposes. We demonstrate this by providing information about our purposes to the public and our members which provides reassurance our charity has good reasons to be entitled to the tax concessions and other benefits received.
Standard 2 – Accountability
The board of directors and management take reasonable steps to be accountable to all members and provide them with adequate opportunity to raise any concerns about how the Foundation is governed. Being accountable includes informing the members about the charity’s activities and the results of these activities.
Standard 3 – Compliance
The board of directors and management take reasonable steps to ensure all personnel do not act contrary to any Commonwealth, State, Territory or Local Councils laws, rules and regulations.
Standard 4 – Suitability
The board of directors take reasonable steps to be satisfied that responsible persons (such as board members, committee members, trustees or management) are not disqualified from managing the Foundation under the Corporations Act 2001 or disqualified from being a responsible person of a registered charity by the ACNC Commissioner. If any responsible person who does not meet these requirements will be removed.
Standard 5 – Duties
The board of directors take reasonable steps to make sure that responsible persons are subject to, understand and carry out the duties set out in this standard with integrity and common sense. The duties can be summarised as follows:

  • To act with reasonable care and diligence
  • To act honestly and fairly in the best interests of the Foundation and its charitable purposes
  • Not to misuse their position or information they gain as a responsible person
  • To disclose any conflicts of interest
  • To ensure that the financial affairs of the Foundation are managed responsibly, and
  • Not to allow the charity to operate if insolvent

Governance Principles

The members have established the following Principles for the good governance of the Foundation, these are as follows:

Principle 1 – Roles and Responsibilities
There should be clarity regarding individual director responsibilities, organisational expectation of directors and the role of the board.
Principle 2 – Board Composition
The board needs to have the right group of mixes of skilled people, having regard to everyone’s background, skills and experience, and how the addition of an individual builds the collective capacity and effective functioning of the board.
Principle 3 – Purpose and Strategy
The board plays an important role in setting the vision, purpose and strategies of the Foundation, helping the organisation understand these and adapting the direction or plans as appropriate.
Principle 4 – Recognition and Management of Risk
By putting in place appropriate systems of risk oversight and internal controls, the board can help increase the likelihood that the Foundation delivers on its purpose.
Principle 5 – Organisational Performance
The degree to which an organisation is delivering on its purpose may be difficult to assess, but this can be aided by the board determining and assessing appropriate performance categories and indicators for the Foundation.
Principle 6 – Board Effectiveness
The board’s effectiveness may be greatly enhanced through careful forward planning of board related activities; board meetings being run in an efficient manner; regular assessments of board performance; having a board succession plan; and effective use of sub-committees where appropriate.
Principle 7 – Integrity and Accountability
It is important that the board has in place a system whereby there is a flow of information to the board that aids decision making; there is transparency and accountability to external stakeholders; and the integrity of financial statements and other key information is safeguarded.
Principle 8 – Organisation Building
The board has a role in enhancing the capacity and capabilities of the Foundation they serve.
Principle 9 – Culture and Ethics
The board sets the tone for ethical and responsible decision making throughout the organisation.
Principle 10 – Engagement
The board helps the Foundation to engage effectively with the members, stakeholders and community.