Board sub-committees

The Board of Directors for Healthy North Coast is supported by a structure of sub-committees in line with ‘best practice’ standards in governance. This committee structure provides organisational Members with further opportunities to engage with the direction and performance of the organisation.

Audit and Risk Management Committee

The Audit and Risk Management Committee of Healthy North Coast is established in accordance with the Constitution to ensure good corporate governance.

The Committee assists the Board in exercising due care, diligence and skill in discharging its oversight responsibilities for:

  • The integrity of the Company’s financial reporting
  • The Company’s compliance with legal and regulatory requirements
  • The risk management and corruption resistance process
  • The independent auditor’s qualifications and independence
  • The performance of the Company’s internal controls

Nominations Committee

The Nominations Committee is established in accordance with the Company’s Constitution. The purpose of the Committee is to provide advice and recommendations to the Board and the Members on specified matters, particularly in relation to Board composition and governance generally.

Some of the key functions of the Committee are:

  • Review and provide feedback/advice on the Skills Matrix for the purposes of the Constitution, taking into account the needs and objectives of the Company and other relevant matters at that time.
  • Review the performance, skills and structure of the Board with reference to the then-current Skills Matrix with a view to determining whether an appropriate mix of competencies, skills and experience exists.
  • Assist the Board with the Director election process.

Finance and Performance Committee

The Finance and Performance Committee is a management committee of the organisation.

The Committee provides the Executive of the organisation the forum in which all matters relating to the setting of performance goals, financial management, budgeting, performance reporting and expert advice to the Board, both on the organisation’s financial performance in the current year and also the financial implications of future plans.

Board advisory bodies

To effectively support the Board to meet its objectives, the Board recently (July 2021) established three advisory committees to provide advice on locally relevant issues. These changes will increase engagement, communication and collaboration with the communities our organisation serves. Key changes include:

  • the formation of an Aboriginal Advisory Council to provide the Board with advice regarding cultural governance, cultural leadership and strategic Aboriginal health issues
  • consolidation of the region’s three clinical councils into one diverse and skills-based Clinical Advisory Council offering strategic advice on health policies, and providing an objective and collaborative clinician voice striving to build a person-centred health system that is integrated, high quality and easy for the community to access
  • the establishment of an independent Community Advisory Council to ensure that consumers, community members and people with lived experience provide input and advice.