BUILDING BETTER BOARDSChange and the development of a

quality management system

Dr Graeme Smith, November 2006

History

Founded in 1910Land purchased 1912 for 174 poundsCommenced under Board of Management 1913The Temporary Home for Lost and Starving Dogs

History

Started as CEO/General Manager in 1986Financial basket case20 Staff$500,000 annual budget

History - 1986

Partnerships DevelopedWith RSPCA 24/7 Ambulance ServiceWith Cat Protection Society (Western Suburbs Cat Shelter)

History - 1986

Feasibility study conductedInitial Changes

Increase profileComputerization

Local Government Work

Compulsory competitive tendering legislationTendering for pound and animal management contractsTender assessed on quality and price

Council Contracts

Each tender required a quality planWe were losing tenders on “quality”Organised training course for our animal control officers

Council Contracts

Very close interaction between training, quality and Occupational Health and SafetyFirst animal management contract awarded April 1st, 1996$2 Million generated by council contracts

Late 1990’s

Business too big to run “autocratically”Change absolutely necessaryOpted for a quality management system

Late 1990’s

Process driven by our education training and training officerConsultants assistedQMS is a risk management toolStaff involved in the implementation and ongoing management phases

QMS

Each process has a process owner. (Now over 20 processes)There are internal auditors, quality officer, document controllerStaff involved in the decision making processesAlert staff to what is important

QMS

Improvement opportunity register$10 paid per genuine and original idea or suggestionOver 500 suggestions made in first 18 months

QMS

QMS has provided positive feedback in terms of…Staff involvement in workplace changeStaff moraleDemocratization of our organisationalstructureImprovements in the effectiveness of service delivery

QMS

Staff have up to date information to do their workDocument control function provides this assuranceAll processes reviewed on an annual cycle

QMS Review of activities of businessManagement review involves senior management looking at the “big picture”on a monthly basisActivities are prioritisedResponsibility for implementing new improved practices or processes are allocated

QMS Review of activities of businessBoard are now far better informed on day to day activitiesObjectives for improvement are now my principal communication with the boardThe board are therefore better informed as to how LDH is performing

QMS

Due diligence is well supported by QMS through the requirements of all activities to be managed in respect toStorageRetrievalRetention period andDisposal protocols

Self evaluation of TheLost Dogs’ Home

Board effectiveness Quiz

Board Effectiveness Quiz

The size of the LDH Board is optimal for the role it fulfils – Board members are neither too busy nor bored.Board members complement each other, each having their own unique skills and experience.Board members are loosely representative of the stakeholders the Board serves

Board Effectiveness Quiz

Policies are well-articulated, clearly understood and strictly adhered to.Board members are conversant with and strongly committed to the organisation'soverall mission and vision. The mission and vision are thoughtfully reviewed from time to time.Series of questions on meeting procedures and function.

Board Effectiveness Quiz

Board members are fully informed of all relevant information relating to The Lost Dogs’ Home.The Board has in place both short-term and long-term goals and strategies to provide direction.There are clear expectations of the contribution and commitment required of Board members, articulated in a formal written job description.

Board Effectiveness Quiz

All new Board members are subject to a thorough induction process.Board members are fully aware of the division of roles between the Board and the staff and do not stray into operational territory.

Board Effectiveness Quiz

The Board is led by a competent, efficient and enthusiastic chair.The Board has given professional, thoughtful consideration to the review of performance of the Managing Director.

Board Effectiveness Quiz

Strict procedures are in place to ensure theorganisation's financial status is reported in full to the Board at regular intervals.The Board keeps a vigilant eye on The Lost Dogs’Home's finances, requesting information when required and taking swift steps to remedy any potential or real problems that arise. An audit is undertaken annually.Procedures are in place to ensure that all Board members are aware of their ethical, legal and financial responsibilities. Updates are provided when appropriate.

Board Effectiveness Quiz

Risk management is a high priority for The Lost Dogs’Home Board.The Board is aware of its responsibilities to its stakeholders and conducts its business, where possible, openly and transparently.The Board is marked by a culture of self-improvement, regularly carrying out Board building and assessment activities.

Board Effectiveness Quiz

The Board is not spooked by internal or external changes but is able to respond quickly and effectively.A culture of honesty and disclosure is encouraged among the Board and throughout the organisation.The Board is well led but not dominated by one person or a group of people. All views are treated equally.

Summary of Board Purpose

Monitoring:financial activities and health of organisationboard activitiesethical behaviour

Summary of Board Purpose

Provide direction and input on:strategyvisionfuture planning

Summary of Board Purpose

Risk Management.Ensure activities remain within the organisational charter.Ensure that LDH remains accountable to stakeholders.

Summary of Board Purpose

Evaluate MD performance.Publicly support MD and organisationalpolicy.

Summary of Board Purpose

It was also generally agreed that a vibrant and effective Board would bring diverse skills and competencies to the LDH in the content of a high level of commitment to the mission of the organisation.

Summary of Board Purpose

The Board should be able to challenge, debate and discuss organisational issues and initiatives and to support the MD in the running of the Home, without stepping into the minutiae of day to day operations.

The Lost Dogs’ HomeDr Graeme Smith, November 2006