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The Christian leaders' marketplace for jobs, boards and more. About CMA Connect
Important disclaimer: CMA does not represent the organisations who place these listings, we do not guarantee that they are licensed or authorised to offer the positions, and we encourage readers to make their own inquiries to satisfy themselves that all is in order.
 

Media Director

Global Disciple Network
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The Role of the Media Director



Global Disciple Network was established in 2018 and its mission is to

Providing access to life-changing resources through global media collaboration

Non-Executive Board Members of Global Disciple Network Ltd. are appointed to support the mission, vision and values of the Ministry. Board members will be appointed in accordance with the Global Disciple Network constitution. They will be appointed with a view to the skills they can bring to the Board. Some Non-Executive Members will have specific positions descriptions in addition to the generic information contained here within.

The Non-Executive Board Member with the Media portfolio will represent the views of the Media division to the board of directors.

The Role Inside the Board Meetings

·       Speak to issues specifically pertaining to Media.

·       Contribute to meetings is a positive and constructive manner.

·       Ensure attendance at all meetings (physical or electronic) of the Board where possible.

·       Participate on subcommittees of the Board as requested.

·       Ensure all reports and documentation sent by the Secretary are read before the meeting.

·       Ensure reports that you are responsible for are submitted to the Secretary in time for meetings.

·       Ensure all tasks allocated by the Board are completed in a reasonable time frame.

·       Assisting with the planning for the succession of the CEO.

·       Assisting with the selection of Board members.

The Role Outside the Board Meetings

·       Advise the Executive Team on matters pertaining to Media, as directed by the Chair and report to the board of directors as required.

·       Progress the mission, vision and values of the Ministry wherever possible.

·       Positively advocate for the Ministry and its mission, vision and values.

·       Represents the Ministry as requested by the CEO.

Non-Executive Board Members should be Independent

Non-Executive Board Members should be an independent non-executive director and be able to execute the Conflict of Interest Disclosure and Confidentiality Statement. This means that the Non-Executive Board Member is free from potentially conflicting relationships with the organisation or has disclosed any potential conflicts - e.g. being an executive or professional adviser within the last few years, being a substantial supplier, and having no material contractual relationships with the organisation.

Competencies and Personal Attributes of the Media Non-Executive Board Member

The Media Non-Executive Board Member should be a person of:

·       Spiritual maturity who supports and actively contributes to the mission, vision and values of the Ministry.

·       Integrity - Fulfilling a director’s duties and responsibilities, acting ethically, appropriate independence, putting the organisations interests before personal interests.

·       Collaborative– a director must be able to function as an effective team member but also must have the inquisitiveness to ask questions and to persist in authentic discussion with management and fellow board members where necessary.

·       Emotional Intelligence – as well as self-awareness and self-management, a director needs to demonstrate empathy manifested through strong interpersonal skills.  A director must work well in a group, listen well, and be tactful yet able to communicate a cogent and candid viewpoint.

·       Commercial judgement and instinct – a director needs to demonstrate good business instinct and acumen, be able to assimilate and synthesis complex information.

General Competencies of Non-Executive Board Members

·       Knowledge of a director’s responsibilities – includes an understanding of the role as well as the legal, ethical, fiduciary and financial responsibilities.

·       Strategic expertise – the ability to review the strategy through constructive questioning and suggestion and contribute to the effective decision making of the board.

·       Accounting and Finance – the ability to read and comprehend the company’s accounts, financial material presented to the board, financial reporting requirements and some understanding of corporate finance

·       Legal – the board’s responsibility involves overseeing compliance with numerous laws as well as understanding the individual director’s legal duties and responsibilities

·       Managing people and achieving change – experience in current management thinking on employment branding, engagement, strategic vision, and stakeholder communication; some experience in executive remuneration and compensation

·       Industry Knowledge – experience in similar organisations or industries.

The Expectations of a Director

·       Directors are appointed for a three-year term.

·       Directors are expected to attend six Board meetings and the AGM annually. The AGM will be held after and a Board meeting.

o   It is understood that from time to time Directors may not be able to attend however, they should attend at least 50% of meetings annually.

o   Notice of meetings will be given on an annual basis.

o   If we cannot form a quorum it may be determined to move the date or hold an electronic meeting in its place.

·       Directors are expected to respond to electronic Board meetings within 48 hours unless prior notice of absence is noted.

·       Directors are expected to be fully prepared for each Board meeting including the preparation of all reports in time for distribution.

 

 

Please send your expression of interest or to arrange a time to chat please contact  Dr Brendan Roach, Founder and CEO

Brendan@axx.global

 


 
The Listing
Area: Melbourne, VIC
Status: Honorary - expense reimbursement
Date: Not specified
Contact
Dr Brendan Roach
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