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Board Processes

First created 8 June 2009
Last reviewed 4 May 2026
Review cycle Three years
Approver Board
Owner Board Policy Review Task Group
Stakeholders Board

Summary #

  1. The Board has developed the Board Processes Policy taking into account John Carver’s policy governance philosophy in order to ensure the integrity of its processes. The policy sets out the Board’s view as to its role in the governance process and the manner in which that role will be carried out.
  2. The Board Processes Policy has been developed to provide a broad summary of the circumstances and activities that are acceptable to the Board.
  3. The following guidelines are intended to assist Board members and the Chief Executive Officer (CEO) in complying with their responsibilities. They are not meant to be exhaustive and may be added to over time to address issues of importance as they arise.
  4. For the avoidance of all doubt, the overriding interpretative principle is that this policy is to be interpreted in a manner that is consistent with the Doctrinal Statements and with the overarching duty of the Board and CEO to ensure that the College’s values and practices honour God, and expressly affirm and promote the Christian ethos of the College as expressed in the Doctrinal Statements.
  5. Doctrinal Statements means both the Westminster Confession of Faith and the Three Forms of Unity, these statements establishing the standards of Biblical interpretation at the College. The Westminster Confession of Faith is a doctrinal statement adopted by Reformed Protestant denominations since 1646. It reflects the same theological framework as the Three Forms of Unity (which consists of the Heidelberg Catechism, the Belgic Confession, and the Canons of Dort).

Review Cycle #

The Board approved this policy at its meeting held 4 May 2026. It is to be reviewed every three years as part of a Board-appointed Policy Review Task Group.

Global Policy Statements #

  1. The purpose of the Board, on behalf of the Members of the Association for Christian Education (‘the Association’), is to see to it that the Association achieves its Objects as set out in the Constitution.
  2. It is the Board’s responsibility to ensure that the College’s operations are conducted in accordance with the Christian ethos of the College, including as articulated in the Doctrinal Statements. Accordingly, it is the Board’s responsibility to ensure that all delegated authority is exercised in a manner consistent with the doctrines, beliefs, and teachings held by the College.
  3. The Board is to ensure that College values and practices honour God and expressly affirm and promote the Christian ethos of the College, including as expressed in the Doctrinal Statements.
  4. In pursuit of these objectives, the Board will draw upon established research and examples of best practice governance to ensure that its purpose and functions are consistent with its Christian ethos and are of a high standard.

Governing Style #

  1. The Board will govern with an emphasis on:
    1. adhering to a Biblical worldview consistent with the Doctrinal Statements of the Association
    2. demonstrating a servant leadership style
    3. outward vision, rather than an internal preoccupation
    4. encouraging a diversity in viewpoints within the limits imposed by the Constitution and the Christian ethos of the College, including as articulated in the Doctrinal Statements
    5. strategic leadership, rather than administrative detail
    6. a clear distinction between the roles of the Board and CEO
    7. collective, rather than individual decisions
    8. the future, while acknowledging the past and monitoring the present
    9. being proactive, rather than reactive, and
    10. individual Board members fully supporting Board decisions.
  2. As such the Board will:
    1. deliberate in many voices, but govern in one
    2. cultivate a sense of group responsibility
    3. be responsible for good governance
    4. be an initiator of policy, rather than simply reacting to staff initiatives
    5. use the expertise of individual Board members to enhance the ability of the Board as a body, rather than to substitute the Board’s values for individual judgments
    6. direct, control, and inspire the organisation through the careful establishment of broad written policies reflecting the Board’s values and perspectives with the major policy focus being on the intended long-term impacts outside the operating organisation, not on the administrative means of attaining those impacts
    7. enforce upon itself whatever discipline is needed to govern with excellence, including matters such as attendance at, and preparation for, meetings; policy-making principles; and respect of roles and ensuring the continuity of governance capability
    8. continually develop its members, including orientation of new members as to the Board’s governance process and periodic Board discussion of process improvement
    9. not allow an office bearer, individual Board member, or task group established by the Board to hinder or be an excuse for not fulfilling its commitments
    10. regularly monitor and discuss the Board’s process and performance, including comparison of Board activity and adherence to policies in the Board Processes and Board/CEO Relationship policies, and
    11. govern in a manner that is fiscally responsible.

Code of Conduct #

The Board commits itself and its members to Biblical, ethical, commercial, and lawful conduct, including proper use of authority and appropriate decorum when acting as Board members. Accordingly, Board members:

  1. must comply with the Child Safe Codes of Conduct in addition to the items included here
  2. must ensure their interests (including the interests of third parties as well as their interest as parents of students) do not conflict with those of the Association in their capacity as Board members
  3. must avoid conflicts of interest with respect to any material personal interests (including non-financial interests), and as such:
    1. there must be no self-dealing or any conduct of private business or personal services between any Board member and the organisation except as procedurally controlled to ensure openness, competitive opportunity, and equal access to inside information
    2. will annually, and otherwise on the first occurrence of such, disclose their involvements with other organisations, with vendors, or with any other associations which may produce a conflict of material personal interest
    3. at the commencement, or during the course of, a Board meeting declare any conflicts of material personal interest with regards to the issues being discussed
    4. will, at the next scheduled General Meeting, disclose any conflicts of material personal interest that may have arisen
    5. when the Board is to decide upon an issue about which a Board member has an unavoidable conflict of interest, the nature and extent of the interest is to be declared, together with the mechanism by which this interest may arise, and that Board member shall absent herself or himself from not only the vote but also from the deliberation, and
    6. must not use their positions to obtain employment for themselves, family members, or close associates – should a Board member desire employment, he or she must first resign from the Board
  4. have a primary duty to promote the purpose of the Board which overrides any conflicting material personal interest or duty to another organisation
  5. must not make improper use of information acquired through their membership of the Board
  6. must not take improper advantage of their position as a Board member
  7. have an obligation to be independent in judgment and actions and to take all reasonable steps to be satisfied as to the soundness of all decisions taken by the Board
  8. must not disclose, outside of the Board meeting, confidential information received during the course of Board duties, unless disclosure has been authorised by the Board or is required by law
  9. must not engage in conduct likely to bring discredit upon the Board or compromise the achievement of the Board’s purpose
  10. have an obligation at all times to comply with the spirit, as well as the letter, of the law and with the principles of this section, meaning any material breach of this obligation will (in addition to any legal consequences) amount to misbehaviour potentially resulting in removal from the Board
  11. shall not attempt to exercise individual authority over the organisation except as explicitly set forth in Board policies
  12. interacting with the CEO or with staff must recognise the lack of authority vested in individuals except when explicitly authorised by the Board
  13. interacting with the public, press, or other entities must recognise the same limitation and the inability of any Board member to speak for the Board except where explicitly authorised by the Board to do so
  14. shall not make adverse judgements of CEO or staff performance outside of Board meetings
  15. must complete an Annual Declaration confirming the acceptance of their responsibilities as a Board member, and
  16. act in the best interests of the College as a whole.

Role of the Board #

The Board’s role is to achieve the Association’s Objects as defined in the Constitution and undertake a stewardship role that is necessary for the proper governance of the Association. The role of the Board is to:

  1. Assist the College in the maintenance of its Christian ethos.
  2. Assist the College to conduct its activities in a manner that is consistent with the Doctrinal Statements specifically, and the Christian beliefs and ethos held by the College more generally.
  3. Implement good governance in a manner that is entirely consistent with the Christian beliefs and ethos held by the College, including as articulated in the Doctrinal Statements.
  4. Govern the operational arm of the Association on behalf of its members.
  5. Develop governing policies written at a strategic level reflecting the core values of the Association and which cover:
    1.  the objectives of the Association (Board Objectives Policy)
    2. prudential, doctrinal, and ethical limitations binding upon the staff (CEO Authority Limits Policy)
    3. delegation of power and monitoring of its use (Board/CEO Relationship Policy)
    4. the manner in which the Board carries out its tasks (Board Processes Policy)
  6. Appoint the CEO, assuring satisfactory performance through control and evaluation.
  7. Control staff selection primarily through policy that prescribes:
    1.  staff advertising
    2. selection criteria
    3. selection panel
    4. staff appointment
    5. Pastors/Ministers on the selection panel
    6. staff induction process, and
    7. Senior Leadership Team contracts (refer to CEO Authority Limits Policy).
  8. Assess and approve membership applications for Ordinary and Affiliate Members by delegating this role to at least one Board member (refer to CEO Authority Limits Policy).
  9. Have final authority over the curriculum:
    1.  Through policy that ensures the curriculum will achieve the Objects stated in the Association’s Constitution; prepare students for service to church, state, and society; recognise that students are individually gifted and talented; be grounded in a Biblical worldview that is consistent with the Doctrinal Statements; be distinctly different, not merely to government schools, but even to other Christian schools; be well-documented and accessible; and meet government registration requirements, subject to the above.
    2. By requiring the curriculum to be reviewed by 31 October (or prior to the first draft budget) of each year and reported to the Board through the CEO.
    3. By delegating at least one Board member to represent it as a Curriculum Monitor who shall provide an annual report to the Board.
  10. Act as guardians of the Association as outlined in its Constitution and ensure that the Association does not lose sight of its Constitutional Objects and the Board continually educates itself as to the Constitutional Objects on which the Association was founded.
  11. Encourage all new Association members, both Ordinary and Affiliate, to attend an induction that is based on the Foundational Principles and Distinctives:
    1.  applicants will be advised of the date of the next induction evening in their acceptance communication
    2. at least one induction session a year will be run
    3. induction sessions will be facilitated by the CEO and/or school Principal and include a brief historical overview of the Association;  a primer on what Christian education is; an overview of our Foundational Principles and Distinctives; the Objects of the Association; how the College is operated in accordance with its Christian beliefs and ethos (including as articulated in the Doctrinal Statements); and how people can partner in the work of the Association (e.g. time, building fund, projects, etc).
  12. Ensure that all public meetings will have an educational element based on the Foundational Principles and Distinctives.
  13. Ensure that staff understand the Constitutional Objects of the Association through annual professional development.
  14. Ensure that the Association is a contributor to the cause of Christian education through membership of, influence over, and involvement in organisations aligned (as determined by the Board) with the Association’s Constitutional Objects.

Role of the Chairperson #

  1. The Board will appoint a Board member at the Board meeting immediately following the Association’s Annual General Meeting to fill the role of Chairperson.
  2. The Chairperson is responsible for the integrity of the Board process and the functioning of the Board. This contrasts with the role of the CEO who is responsible for the functioning of the organisation.
  3. Accordingly, the Chairperson shall at all times:
    1. be clear on what the Board has to achieve, both in the long and the short term
    2. provide firm guidance to other Board members about what is expected of them
    3. ensure the Board behaves in accordance with its rules and codes of conduct
    4. ensure the Board maintains a good working relationship with the CEO
    5. ensure that the CEO’s performance is regularly assessed
    6. be cognisant that as an individual he or she has no authority to supervise or direct the CEO
    7. make the Board’s requirements clear to the CEO by acting as the focal point for communications between the Board and the CEO
    8. ensure that all Board members actively build and maintain the Association’s image and reputation
    9. fulfil the duties of  a representative or spokesperson of the Board (e.g. in presentations to media or staff), and
    10. when representing the Board, limit comments to what the Board has stated, unless the Board has specifically granted further authority.
  4. The Chairperson shall ensure that the Board only deals with:
    1.  the creation of policy, clarifying policy, and modifying policy
    2.  operational items that are the preserve of the Board
    3. high-level operational items, originating out of operational reports that cannot be dealt with satisfactorily between a Board member and the CEO
    4. high-level operational items that a Board member needs to bring to the attention of the Board (where no conflict of interest arises), and
    5. high-level operational items that the CEO needs to bring to the attention of the Board.
  5. The Chairperson shall ensure that the following criteria are utilised to set the agenda for Board meetings:
    1. only items that satisfy item 7.3(b)(i)-(v) above will be placed on the agenda
    2. items are placed on the agenda through the Chairperson no less than seven days before the meeting
    3. items to be placed on the agenda will be supported with a document stating what it is that will be discussed, with supporting/clarifying information, and a recommendation if required.
  6.  Ensure that Board meetings are orderly and effective by:
    1. conducting the meeting
    2. following the agenda (only the agenda will be dealt with)
    3. not contributing to the debate
    4. passing the Chair to the Deputy Chairperson or another Board member in the event that the Chairperson is going to join the debate or if a conflict of interest or partiality arises
    5. ensuring that all Board members have equal opportunity to contribute, including dissenting members of a task group where applicable (whether or not the task group has issued a majority and minority report)
    6. ensuring that the will of the majority is ascertained
    7. ensuring that a clear resolution is achieved within the time allotted (debate that is going nowhere will be terminated or rescheduled)
    8. ensuring that resolutions are motioned, seconded, voted on, and minuted
    9. ensuring that actions are time-bound, and
    10. ensuring an owner is attached to an action item.
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Role of the Deputy Chairperson #

  1. The Board will appoint a Board member at the Board meeting immediately following the Association’s Annual General Meeting to fill the role of Deputy Chairperson.
  2. Accordingly, the Deputy Chairperson shall:
    1. at all times be ready, willing, and able to fill the role of Chairperson of called upon; and
    2. assist the Chairperson outside the Board meeting by offering advice on issues or matters being addressed by the Chairperson, including, but not limited to, the preparation of the agenda for the subsequent Board meeting.

Role of the Secretary #

  1. The Board will appoint a Board member at the Board meeting immediately following the Association’s Annual General Meeting to fill the role of Secretary.
  2. Accordingly, the Secretary shall:
    1.  coordinate the Association’s correspondence
    2. coordinate the nomination, election, and resignation of Board members in accordance with the Association’s Constitution
    3. consult with the Chairperson in the preparation of agendas for Board and Association meetings
    4. keep full and correct minutes of Board and Association meetings
    5. prepare and send meeting notices to attendees
    6. maintain the Register of Members and other books, documents, and records of the Association
    7. coordinate grievance/dispute procedures between Association members
    8. meet other duties imposed on the Secretary by the Constition.
  3. The exercising of some or all of these duties may be delegated to a suitable employed officer of the Association as the Board deems appropriate.

Role of the Treasurer #

  1. The Board will appoint a Board member at the Board meeting immediately following the Association’s Annual General Meeting to fill the role of Treasurer.
  2. The Treasurer, in consultation with the CEO and the Board, monitors the financial health of the Association.
  3. Accordingly, the Treasurer shall:
    1.  review and monitor financial governance
    2. be clear on the Board’s financial objectives both long and short-term
    3. interpret financial reports and information prepared by the Finance Manager and submitted through the CEO (e.g. quarterly reports, annual budgets, annual accounts, etc.)
    4. present financial reports and information, prepared by the Finance Manager and submitted through the CEO, as per reporting requirements detailed in the Association’s Constitution to Annual General Meetings (noting that the Treasurer may request the Finance Manager to present financial reports and information to Annual General Meetings also)
    5. as far as is practicably possible, identify factors that may affect the financial health of the Association and notify the Board accordingly
    6. research alternate funding sources and make recommendations to the CEO and the Board, and
    7. make recommendations to the Board on the development and review of financial policy.
  4. The exercising of some of these duties may be delegated to a suitable employed officer of the Association as the Board deems appropriate.

Role of the Curriculum Monitor #

  1. The Board will appoint a Board member at the Board meeting immediately following the Association’s Annual General Meeting to fill the role of Curriculum Monitor. Accordingly, the Curriculum Monitor shall:
  2. Act as the Board’s chief representative, when called upon by the Principals and CEO to assist with strategic planning in the area of curriculum
  3. Advocate to the Board in order to ensure that the Association’s Strategic Plan retains a strong curriculum component reflecting future curriculum directions
  4. Monitor the curriculum by way of random audits to ensure that the curriculum will:
    1.  achieve the Objects of the Association’s Constitution
    2. prepare students for service to church, state, and society
    3. recognise that students are individually gifted and talented
    4. be grounded in a Biblical worldview that is consistent with the Doctrinal Statements
    5. be distinctly Christian in nature
    6. be documented and accessible, and
    7. meet government registration requirements, subject to the above
  5. Eecommend, if needed from time to time, that the monitoring process be subcontracted to an independent third party such as CEN or similar, and
  6. Report to the Board regularly, outlining the progress of this evaluation.

Role of the Membership Monitor #

  1. The Board will appoint a Board member(s) at the Board meeting immediately following the Association’s Annual General Meeting to fill the role of Membership Monitor.
  2. Accordingly, the Membership Monitor shall:
    1. receive a copy of all Ordinary and Affiliate membership applications recommended by the CEO (as well as applications considered borderline by the CEO) and monitor compliance with the approved policy of Association membership
    2. receive a template copy of exit/termination interviews that take place when Ordinary or Affiliate Members leave the Association
    3. audit (by way of random inspection) compliance with approved procedure for membership interviews
    4. report to the Board on the outcomes of any audit undertaken with specific emphasis on any divergence from approved policy and procedure.

Role of the CEN Delegate #

  1. The Board will appoint a Board member at the Board meeting  immediately following the Association’s Annual General Meeting to fill the role of CEN Delegate.
  2. Accordingly, the CEN Delegate shall:
    1. attend the Annual General Meeting of Christian Education National (CEN) as the official delegate of the Association
    2. keep themselves informed of CEN news and issues
    3. provide recommendations, guidance, and updates to other Board members about CEN news and issues
    4. draw to the Board’s attention suitable CEN resources and/or consultants whenever the Board contemplates the use of an external consultant
    5. attend meetings convened by the WA State Council of CEN
    6. ensure that the Association is a contributor to the cause of Christian education through membership and involvement in CEN. To that effect the delegate will seek opportunities to contribute Association distinctive (as outlined in such documents as the Foundational Principles) to CEN policy development and seek opportunities to influence the National Institute for Christian Education (NICE) to structure professional development material on the Reformed understanding of Scripture.

Role of the Meeting Critiquer #

  1. Board meetings and associated processes will be reviewed by the Meeting Critiquer.
  2. Accordingly, the Meeting Critiquer shall:
    1. observe the meeting and associated processes and record any deviations
    2. complete these observations using the Critique of Board Meeting Form provided at each meeting, and
    3. provide feedback through the form to the Chairperson.

Role of the CEO Evaluation Coordinator #

  1. The Board will appoint a Board member at the Board meeting immediately following the Association’s Annual General Meeting to fill the role of CEO Evaluation Coordinaor.
  2. The goal of CEO evaluation is to assess CEO performance and behaviours in relation to meeting Board objectives and upholding the Association’s values.
  3. Accordingly, the CEO Evaluation Coordinator will ensure systematic and rigorous monitoring of CEO performance in accordance with the CEO Evaluation Framework, which will be prepared and updated from time to time by agreement between the CEO and the Board.

Role of the Child Safety Monitor #

  1. The Child Safety Monitor is responsible for ensuring that a child safe culture is prioritised, modelled, and championed at the Board level of the College.
  2. Key responsibilities of the Child Safety Monitor include:
    1. having a working knowledge of the College’s Child Safety and Wellbeing Policy and Child Safe Program
    2. acting as a ‘Child Safe Champions’ and ensuring that a strong and sustainable child safe culture is embedded within the College
    3. promoting child safety strategies within the College community and responding to queries from the College Child Safety Officers with respect to the College’s Child Safe Program
    4. being a point of contact for staff or other members of the College community in escalating child safety concerns within the College
    5. being the point of contact where the child safety incident or concern involves another child safety officer or a member of the Senior Leadership Team
    6. ensuring that the College’s Child Safe Program is being effectively implemented, on behalf of the Board
    7. reviewing and managing particular aspects of the College’s Child Safe Program, and specifically the College’s procedures for Responding to and Reporting Child Safety Incidents or Concerns, on behalf of the Board
    8. assisting in the management of the College’s response to a child safety incident or concern, and ensuring that the incident, allegation, disclosure, or suspicion is taken seriously, and
    9. offering assistance and support when a member of the College community receives or makes a disclosure of abuse, grooming, or other harm.

Board Member Induction #

  1. On each occasion an Association Member is newly appointed to the Board, they will receive an induction package comprising the following organisational information:
    1. the Association’s Constitution
    2. the Association’s Foundational Principles and Distinctives
    3. the Association’s Strategic Plan
    4. minutes of Board meetings for the previous 12 months
    5. organisational charts
    6. profiles of other Board members
    7. profiles of the Senior Leadership Team
    8. governance and related policies
    9. information about the Board Library, and
    10. the Association’s contribution to the cause of Christian education via membership and involvement in an organisation aligned with the Association’s Constitutional Objects (as determined by the Board).
  2. On each occasion an Association Member is newly appointed to the Board, they will be required to undertake an induction program which will include:
    1.  within three months of appointment, participation in an induction evening for all new Board members, including a briefing of the organisational information contained in the induction package
    2. within one month of appointment, the new Board member will be paired with an experienced Board member who will act as their mentor.

Board Education and Training #

  1. All Board members are to be continually educated on the values and beliefs upon which the Association was founded.
  2. To this effect the Board:
    1. may, from time to time, invite a suitably qualified person (being a Reformed Minister, Pastor, staff member from Reformed Theological College or Trinity Theological College, or a lay person with significant understanding in this subject) to speak on a topic from a Biblical worldview based on the Doctrinal Statements
    2. will ensure it is familiar with the Constitutional Objects on which the Association was founded
    3. will facilitate an annual cycle of professional development on the Foundational Principles as summarised in the Christian Education: A Solid Foundation booklet (the six core values are to be addressed over the course of a year’s Board meetings)
    4. will ensure its members receive training as required in order to develop skills and knowledge sufficient to assure the Board can govern with excellence, and
    5. will use feedback mechanisms as needed to ensure that it is aware of Association members’ viewpoints.

Board Task Groups #

  1. The Board may, from time to time, establish task groups to help carry out its responsibilities. This policy applies to any group that is formed by Board resolution, whether or not it is called task group and regardless of whether the group includes any Board members.
  2. If Board task groups are necessary, they will assist the Board’s role only, never interfering in the direct link between the Board and the CEO, and never fragmenting the wholeness of the Board’s role.
  3. As such, Board task groups:
    1. are to help the Board and not the staff, ordinarily by preparing policy alternatives and implications for Board deliberation
    2. may not speak or act for the Board except when formally given such authority for specific and time-limited purposes
    3. shall be created in accordance with terms of reference approved by the Board
    4. cannot exercise authority over staff
    5. that created the Board policy on some topic will not be used to monitor organisational performance on that same topic unless clearly defined in its terms of reference
    6. shall have a finite term as defined in its terms of reference, and
    7. will ensure that all participants have equal opportunity to contribute to its reports and, where consensus cannot be achieved, the task group will issue a majority and minority report.

Annual Planning #

  1. To accomplish its purpose with a governance style consistent with Board policies, the Board will follow an agenda that completes a review of governance policies periodically as approved by the Board and continually improves Board performance through Board education and enriched input and deliberation.
  2. Accordingly:
    1. the Board will work with staff to develop an agenda for the next year
    2. CEO monitoring will be included on the agenda with reference to the CEO Evaluation Framework, and
    3. CEO remuneration will be decided annually, following the CEO performance evaluation.
Updated on 22 May 2026