NIODA's

Board of Governance
The NIODA Board of Governance’s primary reference lies in the Institute’s statement of purpose: ‘To further systems psychodynamic education for the improvement of organisations, community and society’.

Outstanding

Board Leadership

The central focus or ‘reason for being’ of Board of Governance members is to maintain the relevance and usefulness of NIODA education (through academic programs, research and scholarship and consultancy) to organisations and the people who work in them. These are the primary stakeholders of the Institute.

The role of the Board of Governance is to be accountable for how the organisation works to successfully achieve this purpose within legal, ethical and prudent bounds. The Board is where all authority lies until some is delegated to others.

The Board is responsible for developing governance policy.

The Board defines, in writing, its expectations and intentions with regard to delivery, intended recipients, and intended impact on the outside world.

The Board is also responsible for the appointment of the CEO, for providing appropriate support to the CEO and for monitoring his/her performance.

WHO’S ON THE BOARD

Exemplary Experience

The exemplary experience of the people behind NIODA is superb, providing NIODA with real and valuable skills towards optimal governance leadership of the Institute.

Mr Seth Thomasson

Mr Seth Thomasson

Chair of Board of Governance

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Dr Judy Kent

Dr Judy Kent

Deputy Chair Board of Governance, Strategy portfolio

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Mr Fred Wright

Mr Fred Wright

Board of Governance Member, Board Policy portfolio

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Ms Rosemary Pacquola

Ms Rosemary Pacquola

Board of Governance Member, Finance portfolio

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Mr Michael Carpenter

Mr Michael Carpenter

Board of Governance Member, Academic Governance portfolio

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Mr James Lavery

Mr James Lavery

Board of Governance Member, Risk Management portfolio

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Ms Sally Mussared

Ms Sally Mussared

Board Secretary

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EXCEPTIONAL

Direction

The Board is responsible for developing governance policy as it defines, in writing, its expectations and intentions with regard to delivery, intended recipients, and intended impact on the outside world.  To achieve this, the Board:
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Sets Purpose Statement

Determined NIODA’s statement of purpose T’o ‘provide education in systems psychodynamic approaches for the improvement of organisations, community and society’.

Evaluates Purpose

Evaluates, in an ongoing way, the extent to which the stated purpose of NIODA is being fulfilled.
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ORGANISATIONAL VALUES

Protects, models and explains NIODA’s organisational values.

ADAPTS

Keeps abreast of changes in NIODA’s environment and ensures the organisation adapts as necessary.

AND

Leadership

The Board defines in writing all of its policies including performance expectations and results, practices, delegation style and discipline that make up the means by which the Board makes its decisions. To these ends it :

monitors performance

Monitors the performance of the Board to ensure excellence in practice.
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Develops Reporting Processes

Develops high level reporting processes to ensure all legal, regulatory and financial requirements are met.   .

ORGANISATIONAL MONITORING

Develops rigorous organisational monitoring that connect to internal and external reporting processes.

External Stakeholders

With the CEO, develops and maintains appropriate relationships with external stakeholders.   .

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