SSAA NSW

2 Sporting Shooters Association of Australia (NSW) Inc. President's Message Hi Members, welcome to another quarterly report. A lot has been happening so there is a lot to report. This quarter I will report on the following topics. 1. Our new CEO and his first 6 weeks on the job 2. New Board meeting policy/process 3. Organisational Review 4. Running for Board, Branch committee & Discipline chairs 5. Austerity drive 6. Registry meeting 7. NPWS SPC program 8. Political activity for the March NSW State elections Our new CEO, Jai Rowell Our selection criteria was derived mainly from the research project – focusing on what our members want, as well as ensuring that the candidate met the key responsibilities expected of a CEO in any peak business. The criteria were; 1. Greater access to, and influence on, the NSW Government with emphasis on sports funding and legislation 2. Supporting our volunteers, without whom we could not operate 3. Public Relations 4. Leadership of Office & Members 5. Bringing the sport together in common interest areas while ensuring other shooting organisations were able to retain their autonomy 6. Improved income and funding models for greater infrastructure and service to shooters. Before commencing work with us Jai resigned as the Member for Wollondilly and had also voluntarily resigned as a member of the Liberal party. We do already have members of our board that are members of a political party so this last resignation was not required, but it is a positive and appropriate step for someone who will be promoting SSAA NSW's agenda to all political parties. In week one Jai arranged appointments with two sitting Ministers in the sitting government. Week two was Christmas when arrangements were made to visit seven Branches in week three. Week four included the political meetings previously arranged plus meetings with three other political parties. Week five was further political meetings, the relaunch of the National Parks SPC program and a full day at the Firearms Registry. Jai is also doing a budget review and managing our organisation as CEO and will continue to visit Branches personally. New Board meeting policy and process Previously Board meetings were conducted four times per year, plus the AGM. This model created delays in decision making and less information currency for Directors, the Staff and the Membership, as well as massive workloads to Directors and staff around each Board meeting. The future model will continue with the face to face meetings as previously managed but will now include formal monthly Board video conferences to maintain information currency and to manage decisions that are needed in a timely manner. Organisational Review We have reviewed our governance framework and have identified areas for improvement. A healthy organisation is one that continues to review its internal structure and we have introduced a behavioural framework and assessment matrix to equip us with the tools necessary for good decision making. We are currently working on a new social media policy and a wider reaching code of conduct, as well as new reporting pathways and mechanisms for all members to use if they have any criticism. Another outcome is a modification of the Memo that accompanies Director nominations. I wish to thank Rob Austin who has good skills in this area and worked hard on issues during the transitional process. Running for the Board, for Branch Committee and for Discipline Chairs These positions are all elected positions within our Organisation and as such deserve the respect of all who are engaged in SSAA NSW. The flip side of deserving respect is the responsibility that goes with these volunteer positions. The modification of the Memo that accompanies Director nominations should also be considered at Branch level and in the Discipline structure. Our volunteers are essential to SSAA NSW and these elected volunteers especially need to think of the work load and the responsibilities that accompany these positions. Anyone running for the NSW Board should consider that all Directors are expected to work on Sub-committees as well as managing their primary Director role. The Finance committee headed by Ben Smith with two directors in support, the Range committee headed By Warren Brown with staff and specialist members in support, the Discipline Chairman – Warren Brown and the Discipline Chairpersons, and the SSAA Pty Ltd Directors – Rob Austin & myself are examples of the additional work required.

• Cover