Ms ?ine Myler:

Many of the members present have probably been on boards and they would see and understand the dilemma they might find themselves in if they were faced with this. I am on boards myself. I have a board meeting later on which I am facing into as a CEO. One of the things before my board today is its risk register. I believe that this is going to become a very significant part of what the risk register is going to look like for our organisation. We will probably spend most of our board meetings talking about what could be or was or possibly will be, a significant event if the definition is not properly captured in any legislation that we pass.

Another aspect we have brought out in our submission is the time spent on governance and, obviously, the cost of governance. My board would probably suggest that we seek some legal definition on this and some legal advice on this. This all takes away from the operational planning, the strategy and the delivery of the services that the boards and people who work for charities want to deliver. I completely agree with the scenario that Mr. Cooper has built beforehand. I do not relish a board meeting where, in fact, I am going to spend most of it either managing or talking about hypotheticals. We are all in it to actually work and deliver the services that people need around the country. I believe we have laboured this point at this point in time but it is well worth talking about.