An InSIdE VIEw... CHRISTIAN SuPER BOARDDavid Bartlett is a Chartered Accountant, author of Community Governance – a framework for building healthy Non Profit organisations and a full time management consultant with Resolve Consulting Group, specialising in the governance and financial management of Non Profit organisations.

David has retired from the board of Christian Super after fifteen years of service as a director (with ten of those years serving as Chairman).

I am 45 years old and I have decided to retire from the board of Christian Super. I still have lots to contribute and I don’t feel past my use by date, so why leave? I believe that a healthy board will have a good mix of directors in terms of tenure, expertise, age, gender etc. Having a healthy turnover of directors helps avoid stagnation, group think, narrow or fixed view thinking and complacency, and reduces the risk of boards being dominated by one or a small number of individuals.

I was one of the first member-elected directors under the new equal representation regime. Over the years of my involvement at Christian Super we have seen strong growth, mergers, change to being a public offer fund and a number of other changes. Throughout these Christian Super has enjoyed a stable, cohesive and cooperative board that has engaged in plenty of conflict and compromise.

One of the key strategies we employed to maximise the effectiveness of our board was to develop clear policy and process around the central

principle that we are ONE board working together in the best interests of members, not a group of individual representative directors presenting our own predetermined or limited view of the world.

The challenge our fund faced was similar to many – our fund structure was representative in design. We were “owned” by four employer groups who were entitled to appoint half of the board, and the other half of the board were elected by the members. It would have been easy to give each employer group a representative seat at the table, but instead we established a system that requires the employer organisations to work together and jointly appoint their half of the board.

This method of appointing employer directors has contributed to building a culture where each director contributes equally based on their expertise and skills, and not from any pre determined views of a particular employer representative group. The induction process for new directors also supports this culture and the principles of governance under which we operate.

The Chairs role is an integral part of this process – ensuring that all directors (including quieter people) are heard in meetings and generally creating a safe place for the boards business to occur. This does not mean the boardroom is free from conflict or that everyone thinks the same way – far from it. What it does mean however is that the boardroom can tackle difficult issues and have spirited discussions with confidence as the board works together under this safe culture.

Contact detailsHelpdeskP 1300 360 907 (local call cost)E helpdesk@christiansuper.com.auW www.christiansuper.com.au

M Christian Super Locked Bag 5073 Parramatta NSW 2124

DISCLAIMER The information in this newsletter is of a general nature and is provided in good faith - the Fund does not guarantee its accuracy. Readers should seek advice specific to their situation.

Issued by Christian Super Pty Ltd ABN 68 065 040 619 AFSL No. 244117

Ministry FocusAustralian Christian Lobby (ACL)

Most Christians have had enough of the increasingly rapid erosion of traditional family values and ethics in Australia.

ACL believe that our success as a nation and a community, is largely due to our strong Christian heritage. However, they also believe this heritage and our values are being eroded by self-serving interest groups who have achieved unprecedented political influence, largely because of our silence. The ACL aims to break that silence. After all, Christ calls us to be salt and light.

The vision of the ACL is to see Christian principles and ethics accepted and influencing the way we are governed, do business and relate to each other as a community. It aims to reassert the value of the Christian vote by activating the constituency that shares these values; encouraging support for candidates who demonstrate concern for Christian values; and lobbying to affect Christian principles in Government and legislation.

Do you know?• 64%(12.7million)ofAustraliansdeclaredthemselves

Christians in the 2006 ABS Census.

• Over2millionAustraliansattendaplaceofworshipeverySunday.

• TherearelargenumbersofChristianpoliticiansatalllevelsof Government who value your prayers and support.

ACL at a Glance…• Establishedin1995

• Non-denominational

• Rigorouslynon-partisan

• OperatesatFederal,StateandLocalGovernmentlevels

• Credibilitywithchurchleaders,politicalpartiesandthemedia

• PresenceinallAustralianStatesandTerritories

• Providesvotersupportpackagesinelections

• MakesarealdifferenceonissuesofconcerntoChristians

Read… about ACL’s recent political achievements

australianchristianlobby.org.au/about-acl/

I believe that a healthy board will have a good mix of directors in terms of tenure,

expertise, age, gender