Female Independent Board Director – Volunteer Role
About Triathlon NSW:
Triathlon New South Wales Limited, a public company, is the recognised State Sporting Organisation for the sport of triathlon in New South Wales. It is one of eight State or Territory Triathlon Associations who are members of Triathlon Australia. Triathlon Australia is a member of the International Triathlon Union (ITU) and is recognised by the ITU and Sport Australia (SA) as the National Federation representing Triathlon.
The Triathlon Australia Board is established under Clause 25 of the Triathlon New South Wales Constitution, is comprised of up to six elected and up to two Independent directors who collectively have the skills, knowledge, experience and attributes to effectively govern the organisation.
The appointment of Independent Directors is allowed under Clause 27 of the Triathlon NSW Constitution. An Independent Director appointed under this clause cannot be a person who, within the previous twelve (12) months, was an unsuccessful nominee for the position of President or an Interested Director.
In appointing Independent Directors under this Constitution, the Board shall have regard to the desire to achieve gender equity amongst the membership of the Board. For the reason, the Triathlon NSW is seeking applications from females, with the relevant skill sets as outlined below..
Primary Purpose of the Board:
- To govern the sport of triathlon in New South Wales.
- To develop the strategic direction of triathlon in New South Wales and to guide the implementation of the strategic plan.
- To review and report on the financial and operational performance of Triathlon New South Wales
Selection Criteria and Qualifications
- Triathlon NSW is seeking a female Independent Director who is either a current member of Triathlon Australia, or willing to take out a membership within the organisation.
- Corporate / professional experience in Marketing and Communications.
- Proven track record of procurement of sponsors and sponsorship
- Previous experience in an not for profit member based organisation will be highly regarded.
- As per the Triathlon NSW constitution, cannot be a current member with any club already represented on the Triathlon NSW Board. Clubs current represented are Macarthur Triathlon Club, Hills Triathlon Club, Illawarra Triathlon Club, Maitland Triathlon Club, Balance and UTS Triathlon Club, Balmoral Triathlon Club and Northern Suburbs Triathlon Club.
Commitment and Expectations
- The TNSW Board meeting monthly via teleconference (the third Tuesday of each month), and quarterly in person (face to face) in Sydney. These meetings are held on a Saturday.
- Paperwork will be circulated prior to each meetings, and each board meeting is expected to have perused the documents in preparation of the meeting.
- Ad hoc board decisions are made outside of teleconferences, usually via email.
As per clause 28.6 of the Triathlon NSW constitution, Directors are not entitled to be paid remuneration. As such this is a volunteer role.
Key Responsibilities of Board members:
- Guide the development of appropriate policies to define the parameters within which the organisation should operate.
- Identify key risks to the organisation across a range of areas including operational, financial, legal and regulatory responsibilities
- Monitor risk and compliance management frameworks and systems.
- Appoint and evaluate the performance of the CEO.
- Oversee and guide organisational change.
- Subject to the over-arching responsibility that the national body, Triathlon Australia (TA) has in the sport’s overall strategic planning, Identify and critically assess strategic opportunities and threats for triathlon and sport generally.
- Develop effective strategies to support the long term vision for Triathlon in New South Wales.
- Provide direction on the strategic use of information management and information technology.
- Provide direction on communications, marketing, branding and business systems, practices
- Engage and communicate with stakeholders in the triathlon and broader sport community.
3. Financial and Operational Performance
- Ask questions and challenge management and peer directors on decisions and activities in a constructive manner.
- Review and monitor the performance of management in meeting agreed goals and objectives.
- Analyse key financial statements.
- Critically assess financial viability and performance.
- Contribute to financial planning.
- Oversee budgets and the efficient use of resources.
- Oversee government and commercial funding arrangements and accountability.