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    Attachment 3 - Induction Checklist1

    The induction should ensure new board members are suitably prepared to fulfil the required governance role. Adequate induction requires the provision of information, familiarisation and socialisation. A typical induction should cover the following information:

    1. Information about a board members fiduciary obligations.
    2. Information about the public sector.
    3. Information about the agency's legislation, particularly the required role of the Board.
    4. Information on the organisation, including:
      1. purpose of the organisation, Glossary of common terms and acronyms
      2. organisational structure
      3. role of key stakeholders
      4. strategic plan (Strategic Development Plan/Statement of Corporate Intent if applicable)
      5. core operations
      6. reporting requirements
      7. compliance obligations.
    5. Information on the organisation's strategic environment:
      1. glossary of common terms and acronyms
      2. recent trends and issues, and
      3. role of key stakeholders.
    6. Information about the Board:
      1. role of the board (including the board charter)
      2. role of management (if applicable)
      3. Board structure (including committees)
      4. Board procedures
      5. minutes from recent board meetings
      6. Code of conduct
      7. procedures for managing conflicts of interests
      8. Board policy manual (if applicable)
      9. Board annual calendar of activities.
    7. Information about other Board Members.

    The mechanism for induction should be considered carefully. It may be beneficial to:

    1. Provide all information in a written pack
    2. provide all information through a secure online facility
    3. conduct briefing sessions or site visits
    4. conduct session with the Chairman
    5. conduct sessions with the CEO
    6. conduct sessions with individual Board Members
    7. provide access to a training program in relation to board member responsibilities.

    The role of informal conversation and questioning with staff and board members should not be underestimated. Combinations of mechanisms outlined above are likely to be required to achieve an appropriate level of induction.

    1. Sourced from: Public Sector Commission, Western Australia
      Resources, links and tools for CEOs, board and committee members, board and committee chairpersons, Ministers and their staff, and staff supporting boards and committees, November 2009

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    Last updated:
    18 May, 2016
    Last reviewed:
    29 July, 2010