Hello everyone, and welcome to our webinar for new board members: Welcome to the board.

I’m Matt Crichton and with me today is April Kitchenham. We are from the ACNC’s Education team, and we’ll be presenting today’s session.

Joining us today to answer your questions during the webinar are Zane Worthington, a member of our Advice team, and Allison Le, who is part of the ACNC’s Legal team.

The purpose of this webinar is to give you the regulator’s perspective on what it means to be a board member. We will take a look at the duties of a board member, and some of the key things board members of charities registered with the ACNC need to know and do.

Just a few notes before we start.

If you have any difficulties with the sound on your computer, try calling the phone number listed in the GoToWebinar control panel.

If you would like to ask a question, you can type it at any time in the GoToWebinar panel, which should appear on the right-hand side of your screen. Use the chat or question box to ask a question. We’ll also allow some time for some questions at the end, after the formal presentation has finished, when we’ll stay online to chat.

We will answer your questions directly and privately, but if we think the answers would be useful for everyone, we can also respond in a way that allows everyone to see the question and answer – but not who asked it. Please let us know if you’d like your question to remain private.

We suggest you keep your questions general, rather than very specific and in a way that identifies your charity.

If there are any questions we can’t answer during the webinar today - which may happen if we get a lot of questions, or very complex questions – we will provide answers later by email.

A recording of this webinar, and the transcript and slides, will be available on our website within a few days.

We send a follow-up email to all attendees after the webinar with useful links and information from the session. So there is no need to try and write down all the website addresses you see throughout the presentation – the follow-up email will include them.

Finally, we value any suggestions you have to improve our webinars in the future. So please pass on your suggestions in the survey at the end of this session.


First of all, for those of you that are new board members – congratulations on your appointment!

Now, a bit of an overview of what we’re covering today.

Just as a starting point, for convenience, we will refer to charity “boards” and “board members”, but we are actually talking about the people with a role on the governing body of a charity. This may be a committee, a board, trustees… What we are covering applies to anyone with a position within this sort of governing body; the people who fit the definition of what the ACNC refers to as a ‘responsible person’ (called a ‘responsible entity’ in the ACNC Act).

So, even though we will be saying “board member” and “board” throughout, know that we are also referring to committee members, trustees and other positions responsible for the governance of a charity.

Also, it is important to realise that today’s session won’t cover everything you need to know about good governance. There are plenty of resources available that do that (including our own Governance for good guide). However, it will cover some of the key issues you’ll need to be aware of so that you can feel confident to undertake your role in a responsible way.

We’ll give you an overview of what the ACNC does and how it relates to your charity.

We’ll also outline the responsibilities you have to your charity as a board member.

Then we will get into more detail about some of the key issues, such as your role in ensuring that your charity:

  • operates as a not-for-profit and works towards its purpose,
  • is accountable to its members,
  • manages its finances responsibly and
  • manages any conflicts of interest that board members may have.

We’ll also point to where you can get more information along the way.


Let’s start by taking a look at the ACNC, and its role in relation to your charity.

April, if I’d never heard of the ACNC before today, how would you explain what it does and what its role is?


The ACNC is the independent, national regulator of charities.

We are a specialist charity regulator and there are essentially five functions we perform:

  • We register charities. Registration with the ACNC is voluntary, but you must be registered to receive charity tax concessions and other benefits of charity status.
  • We maintain an online database of registered charities – the Charity Register. This is freely available, searchable and used by the public, donors, volunteers, grant-makers and government.
  • We provide advice, guidance and education to charities on their obligations to the ACNC.
  • We monitor the compliance of charities with the requirements of being registered. We also respond to concerns raised about charities by the public and other government agencies.
  • And finally, we have a responsibility in all of our work to try to reduce red tape for charities, by ensuring our processes are as streamlined as possible and by working with other agencies to try to harmonise reporting requirements.

That’s the ACNC in a nutshell. Now let’s look quickly at the obligations that registered charities have to the ACNC.


All charities are required to meet certain obligations to the ACNC. A registered charity must continue to meet these to stay registered.

First – charities must maintain their entitlement to be registered. This means that they must be a not-for-profit and pursue a charitable purpose. We’ll talk more about these things later in this webinar.

Charities need to keep records. Aside from this being an obligation, it is also good practice and can help a charity to do its work efficiently. Charities must keep both operational and financial records but they do not have to provide these to the ACNC unless we ask for them.

Charities must submit a report about its operations and finances to the ACNC every year – this is called the Annual Information Statement or AIS. This is an online form submitted through the Charity Portal.

Charities must notify the ACNC if there are changes to:

  • Its name Its governing documents (for example, its rules, constitution)
  • Its responsible persons – that is, board members or committee members like you, or
  • Its address for service.

And finally, and probably most of interest to you as a board member, charities must meet the ACNC governance standards – which we will cover in more detail shortly.


Thanks, Matt. Just one more question about these requirements. Some people might be wondering, what should they do if they become aware of their charity failing to meet any of its obligations to us, or, for example, if there is an error in information that the charity has provided to the ACNC?


There is a duty to notify us if those things occur. Of course, the sooner people let us know of these issues, the better, and if they aren’t sure, our Advice Services team is always happy to answer any queries.


As Matt mentioned before, registered charities need to meet a set of governance standards, which set out minimum requirements for charity governance. These help to maintain public trust in charities and help charities do their charitable work in ways that meet their obligations under the law.

The governance standards are not a description of ‘best practice’ in governance, but rather a set of minimum standards that all charities must meet.

The standards are ‘outcomes based’, meaning that they do not exactly describe how a charity must comply with the standard, but instead set a minimum outcome that must be achieved.

We’ve got more information about each standard, and an example of how they can be met on our website. You can see the URL on the screen here:


Being a member of a board is a privilege and can be a great opportunity to learn new skills and actively participate in the life of a not-for-profit. It can be a big commitment, though.


Yes. Being on a board is very rewarding, and you can learn a lot and give something back, by donating your time, skills and experience. But joining a board also means accepting a significant responsibility: to the charity, its members, beneficiaries and the broader community. This is why it’s important to understand what your responsibilities are, as well as those of your charity.

The work of a board is instrumental to the success (or otherwise) of a charity. Being a board member is more than simply being a volunteer. You have a specific legal role in the organisation and certain responsibilities to the charity and people should make sure they are aware of the extent of these responsibilities before they agree to accept the role as a board member.


Collectively, the members of a charity’s board share ultimate responsibility for the way a charity is run. As a group, board members exercise power within a charity that can make a significant contribution to its success.

As a board member, you have a special relationship with your charity. A charity places trust in the members of its board to act on its behalf - and to do so with its best interests in mind.

As a result – you have duties to your charity: we’ll talk about these in more detail, but they are, broadly, to act carefully and diligently, and always in the best interest of your charity and for a proper purpose.


We mentioned the ACNC governance standards that apply to registered charities. Governance standard five sets out that charities must take reasonable steps to ensure that seven specific duties apply to their responsible persons (again – that is the board or committee of the charity), and that the responsible persons follow them.

We will go through them one by one.

These duties come from the common law, and have well-established meanings:

The first duty requires responsible persons to exercise a degree of care and diligence in their roles – such as reading any papers, turning up for meetings on time and making sure that they are appropriately informed about any matter on which they need to make a decision.


Duty number two requires responsible persons to always act honestly, fairly and, importantly, in the best interest of their charity. When you become a board member for a charity, you accept a duty to act in its best interests and you must ensure that you are always doing so when acting as a board member and that you do so in a way that is consistent with your charity’s charitable purpose.


The third duty requires responsible persons to not misuse their position. For example, you must not use your position to intimidate staff or to act on behalf of the charity at public events when you are not authorised to do so.


The fourth duty requires responsible persons to not use any information gained in their positions in a way that is improper. For example, if you gain access to confidential information in the course of your work as a board member, this must only be used for the purposes of informing any decisions you make on the board.


Under the fifth duty, a responsible person who has or may appear to have a ‘material conflict of interest’ in a decision being made by the board should tell the other responsible persons about it. Once the other board members are told about the interest, the charity must also take steps to ensure that this conflict is managed appropriately. We have a guide for managing conflicts of interest that can help charities through these instances. It is worth downloading a copy from our website at


The sixth duty requires responsible persons to ensure that the charity’s financial affairs are managed responsibly. This means understanding the charity’s financial position and making decisions which will not endanger its financial health. This duty is not intended to discourage you from being innovative or taking risks; it is to encourage charities to maintain appropriate financial systems and procedures to ensure its ongoing financial sustainability.


Finally, the seventh duty: responsible persons must ensure that the charity does not operate while it is insolvent. This means that the charity must be able to pay its debts when they are due.

Later in this webinar, we’ll look at the key issues that board members face and how these can be related back to the governance standards. Now we’ll look at what the board does as a group, and what individual board members do to contribute to the work of the board.


The work of boards is diverse and varies significantly between charities. The way a board approaches its work may change, but there are some essential components common to the work of most boards. These include things such as:

Setting longer term or ‘big picture’ goals and making sure the work of the charity is aligned with its purposes, as well as short-term goals that help to track progress towards achieving its goals.

This usually involves work such as overseeing the development of a strategic plan and ensuring the alignment of any business plans to the goals of the organisation.

  • Facilitating accountability within a charity. This means ensuring that the work of the charity is explained to the members and they have a reasonable opportunity to ask questions or raise concerns about the way a charity is run.
  • Board members are responsible for ensuring that they themselves are accountable, and that structures and processes exist so that there is accountability throughout the charity.
  • Ensuring that a charity is compliant with any obligations it may have under the law. The board members are the custodians of a charity, and they need to be confident that the charity is meeting its legal obligations.
  • One of the most important responsibilities of board members is obtaining and managing funding and other resources (for example, volunteer time).

The board must work to gather the necessary resources for a charity to undertake it’s work, and ensure that they are protected from abuse and used in an efficient and lawful way.

  • Boards also monitor progress towards goals, in particular, making sure the charity is working towards its purpose. This has a strong link to the first point we discussed – setting the strategy.
  • And finally, managing risk. The board identifies major strategic risks and ensures that there are systems in place to identify, manage and respond to risks throughout the charity. For example, this may be having financial controls in place to manage any risk of fraud.

April, how can an individual board member contribute to the work of the board?


There’s a lot that they can do. And, in fact, there are many things that they must do.

Board members should prepare for and attend board meetings. This means reading any board papers in full, as well as doing independent research required to be properly informed about matters being discussed.

They should stay informed about the charity’s situation – including its financial and operating position, risks and issues it faces, as well as opportunities it may have.

Board members should listen to and participate in discussions at board meetings – board members are generally expected to be active participants in the decision-making process, and taking part in these discussions is part of a board member’s due diligence.

As part of this process, board members also make decisions on behalf of the charity – and this may mean, at times, that they will be required to vote on some decisions.

Finally, in some cases, board members will be part of a sub-committee – a group of board members that have a specific responsibility, such as overseeing fundraising events. Otherwise board members may be involved in some project work that happens outside of board meetings.

These are the actions that members of all types of board can take. But is there anything in particular that board members of registered charities need to be aware of?


Well, based on our work in compliance, feedback from charities and our collective experience and expertise in the not-for-profit sector, we’ve come up with a few important points that we think board members should be aware of.

First, under ACNC governance standard 1, charities must be able to demonstrate that they have a charitable purpose, and work to pursue that purpose. As a board member, you should be familiar with this purpose to help make sure your charity is working towards it.


I’ll just explain charitable purpose quickly.

A charitable purpose is, essentially, the reason your organisation was set up – or what your charity’s activities work towards. It is at the heart of what your charity does. Some common charitable purposes are: advancing education, advancing health, and advancing social or public welfare.

All charities registered with the ACNC must have a ‘charitable purpose’ which meets the definition set out in the Charities Act 2013.

As a board member, the first step you should take is to find out what your charity’s purpose is.

Charities usually record their charitable purpose as their ‘object’ or ‘purpose’ within their governing documents – the charity’s constitution, rules, articles of association or other document that sets out how it operates.

It’s important, as a board member, to understand the governing documents.

Knowing exactly what your charity is trying to achieve is essential to succeeding as a board member. As a board member, it’s your job to ensure that your charity stays on course.


So, as a board member, make sure you understand what your charity’s charitable purpose is, and familiarise yourself with any documents that explain it.

When you are making decisions as a board member, consider whether your decisions align with the charity’s charitable purpose. Also, at regular intervals, review how the charity is working towards it.

When making a decision, you should ask yourself how it will contribute to the charity’s purpose.


Governance standard 1 requires your charity to be able to demonstrate that it is a not-for-profit.

A not-for-profit is an organisation that does not operate for the profit, personal gain or other benefit of particular people (for example, its members, the people who run it or their friends or relatives).

This does not mean that your charity cannot make a profit. It simply means that any profit made must go towards pursuing its charitable purpose.


There are some simple steps that you can take to be confident that your charity is a not-for-profit.

One of the easiest ways is to make sure that your charity’s governing documents contains clauses which require it to operate as a not-for-profit. If your governing documents already includes clauses such as these, make sure you’ve read them, understand them, and you know how to find them if the need arises.

As a board member of a not-for-profit, your responsibility is to ensure that there are systems in place that ensure that your charity operates as a not-for-profit.

Another way you can support this is by establishing a policy to prevent the misuse of funds and assets for private benefit. A policy on a topic such as this might include information such as how your assets will be used, who to report suspected misuses to and what steps you will take if there is a breach.

Of course, central to all this is ensuring that the people involved with your charity know that it is a not-for-profit. New board members, staff or volunteers should clearly understand what being a not-for-profit means and what their responsibilities are to the organisation as a result.

Finally, it’s a good idea to establish strong financial controls which will enable you to determine whether your charity’s assets are being used for their not-for-profit purpose.

You can find out more about what it means to be not-for-profit at

As a board member, you should ask yourself:

Are my charity’s money and assets being used solely for its charitable work? And does it have systems which protect them from being misused?


Governance standard 2 requires that your charity is accountable to its members. You can help support this by ensuring your charity communicates with its members about the decisions it makes and provides them with an opportunity to be heard.


There are a number of ways your charity can be accountable to its members.

Develop a policy which outlines how your charity will respond to members. For example, if a member wants to ask a question of the board, is there a certain timeframe within which the board has to respond? Or a process that needs to be followed in the event of a dispute? Everyone in your charity should be clear about the processes that make your charity accountable.

And – communicate regularly.

Provide reports to your members, stakeholders, supporters and clients. Charities do this in a number of ways – such as through providing regular newsletters, email bulletins for important updates and, usually, an annual report.

You could hold meetings with your members. Most charities will hold an annual general meeting.

And it’s a good idea to ensure that you provide members with the opportunity to ask questions, and to receive honest and fair answers. How you do this may be up to you, but you should make sure that your members have reasonable opportunity to ask questions and to raise concerns about the way your charity is run.

You should ask yourself:

How can the charity’s members find out about its work and ask questions about the way it does its work?


As a board member, you have a general responsibility to act with reasonable care and diligence. ACNC governance standard 5 requires a charity to ensure that board members do this.

As a board member, you should aim to be careful and diligent in all your work. Remember, you are the custodian of a charity on behalf of its members, beneficiaries and the community – and, as such, the expectations of you in this role are higher.

There are some simple things to consider which may help you to meet these expectations.

Participate actively in the discussion of any meeting you attend. You should make your views known and seek to understand the views of others, and their reasons for their views.

It may sometimes be necessary for you to do some independent research. You need to make sure you have the relevant facts for any decision you make, but sometimes it can be useful to understand the boarder context of a decision, or to review what others have done in similar circumstances. You should not rely exclusively on the information provided to you as a board member by your charity’s staff or volunteers.

As part of this process, you should make sure you are asking questions about anything you don’t understand. It’s your duty to understand any information relevant to a decision you have to make. If you’re not comfortable about a decision, you should feel confident to ask for more information or more time to consider it.

You should also think about whether you are making any assumptions as part of your decision-making. Identifying and testing your assumptions will help you to make more reliable and informed decisions as a board member.

Also, importantly, identifying risks – and deciding how they are managed – is a part of the responsibilities of the board. Considering what the risks of any decision are is part of doing your due diligence.

You should ask yourself – would someone observing my conduct as a board member feel that I was being careful and diligent in my work?


Of course, you can seek and – up to a point – rely on the advice of an expert, but you must not do so blindly. You should carefully consider any advice you are given and ask questions to ensure that you understand it, especially if you see any inconsistencies.

Professional advisers play an important role within charities, but your duties require you to have a critical mind when you are receiving advice.

You should be exercising diligence when selecting who you take your advice from, how you interpret their advice and what you do with it. Remember, even if someone is an expert, their advice may not be right for you in your particular circumstances.


This point is a really important for all board members.

All responsible persons must always act in the best interests of their charity, and put these interests above their own and those of people close to them, such as family members.

This is called managing conflicts of interest.

Registered charities have to ensure their responsible persons are aware of and follow their duty to disclose conflicts (governance standard 5, duty 5) as well as their duty to act honestly and fairly in the best interests of the charity and for its charitable purposes (governance standard 5, duty 2).

We’ll go into this in a bit of detail as it’s a common issue.

Why do you think conflicts of interest can arise for members of charity boards?


Board members will often have numerous family, social and business relationships. These relationships are often beneficial to the charity itself and great board members will use these relationships to assist the charity to achieve its goals.

However, the relationships and other interests that board members have can sometimes conflict with their duty to act in the best interests of their charity.

This can create a conflict of an interest: a situation in which two competing interests make it difficult or impossible for you to perform your role as a board member.


There are essentially three different types of conflict of interest.

The first are actual conflicts. This is where your interests are actually in conflict with your duties to the charity.

For example, if you are on the board of a charity that is considering giving a grant to a kindergarten that your child attends – you will have an actual conflict of interest.

Second, we have potential conflicts. This is where you do not currently have a conflict, but there is a potential for a conflict to arise.

For example, you are on the board of one charity and you are employed at another in a role where you might, at some point, apply for a grant from the charity you are on the board of. This could, potentially become a conflict of interest.

Finally, there are perceived conflicts of interest. This is where you may not necessarily have a conflict, but an outsider might perceive that you do. Although they may not prevent you from acting impartially, this type of conflict may still damage your organisation’s reputation and it is important to take them seriously.

For example, if you are reviewing quotes for a service and one of the potential providers is the employer of your sister. While you believe you can make an impartial decision in the best interests of the charity, it could be perceived as being made in your own interest.


Let’s look at an example.

Maya is a paediatrician and a member of the board of the Healthy Hospital. As we have previously explained, this means she has duties to Healthy Hospital as a board member.

The hospital is considering opening a new children’s clinic in a nearby town, serviced by doctors from its own facility.

Maya’s private practice is located in this town, and she is concerned that if Healthy Hospital operates a children’s clinic nearby, she might lose patients, and her business would make less money.

Because Maya has an interest in the success of her private practice, but also a duty to act in the best interests of the Healthy Hospital, she has a conflict of interests.

In this situation, Maya should declare her conflict to the board, and the remaining board members should decide on an appropriate course of action to manage this conflict. In this situation, it’s likely that the board would decide that Maya should not participate in the discussion or vote on the matter – and they may even consider it appropriate to ask her to leave the room for the duration of the discussion.


Most board members will experience a conflict of interest at some point – and conflicts of interest do not have to be a problem for your charity if managed properly.

There are some simple steps you can take to respond to these conflicts. These align with the governance standards’ requirements.

Make sure you are aware if any interests you have that could influence you as a board member. It’s important to consider how you might be conflicted in your duties based on other interests you may have, such as shares in businesses, memberships of organisations or other board roles you may have.

If you do have any conflicts of interest – either those that relate to a particular decision or any that might be more ongoing – make sure you declare your conflict of interest to your fellow board members as soon as you can. If you are uncertain about whether or not you have a conflict, err on the side of caution and raise the issue with your fellow board members so that they can consider it and decide what to do.

If your charity doesn’t already have one, you should develop a policy on how you identify and manage conflicts of interest. If you already have one, make sure you know it and follow it.

Finally, it’s a good idea to develop and maintain a register of interests. This is a document where conflicts of interest are recorded so that you can keep track of them – and also record information about any steps you may have taken to address a conflict. Make sure you keep this document up to date and you refer to it often.

You should ask yourself – as a board member, am I confident that I can declare and manage conflicts of interest if they arise?


Our final point is about the importance of understanding the charity’s finances. Part of this is understanding how decisions as a board member affect a charity’s financial situation. These duties are spelt out in governance standard 5, specifically:

  • to ensure that the financial affairs of the charity are managed responsibly, - under Duty 6, and
  • not to allow the charity to operate while it is insolvent – under Duty 7:

As we mentioned earlier in the webinar, ensuring that your charity has access to the resources it needs to do its work – and that these resources are appropriately managed and protected – is one of the key responsibilities of boards.

We’ll now talk about what financial understanding is expected of board members.


As a board member, you must have a level of financial literacy that will enable you to make informed decisions about your charity’s finances.

While many boards appoint treasurers and board members with financial expertise, every board member must be able to read and understand a charity’s financial information. You may need to participate in some training to improve your financial literacy as part of your role.

As a board member, you are required to be appropriately informed about the matters on which you may make a decision. You cannot make informed decisions about your charity’s finances without an understanding of the concepts that relate to them.

At the very least, you should be able to determine whether your charity is solvent and know the impact any decision you make will have on your charity’s financial situation.


We’ve had feedback from charities, especially small ones who may only be managing minimal budgets, that understanding reporting requirements – especially the financial aspects – can be difficult. How much knowledge does the average board member need?


Financial literacy is an area that many board members find difficult – but it is an important part of a board member’s role.

It’s important to point out that you are not expected to have the same level of expertise as a professional in finance, such as an accountant.

However, you must ensure that your financial literacy is enough to read and understand your charity’s accounts. You cannot rely exclusively on the treasurer or another board member.


Just to summarise…

As a board member, you should make sure that you are closely reviewing your charity’s finances. This means reading any financial reports and trying to pick out anything that looks unusual or concerning. It’s a good idea to even consider verifying some calculations yourself, especially if they are informing assumption’s about your charity’s financial health.

If there are things about your charity’s finances that you don’t understand, you should feel confident to ask questions and to ask for more information.

If you are making a decision that could affect on your charity’s financial health – consider the effect and whether the action is appropriate for your charity.

And finally, monitor your charity’s solvency and make sure that you are confident that your charity is not, or is not heading towards being, insolvent.

Ask yourself – do I under understand my charity’s financial position and how my decision will affect it?


Well, I think that’s quite a bit to take in.

Now, a bit of a wrap-up of what we’ve covered today.

Obviously each one of these topics could be covered in greater detail, but we hope you have gained an understanding of some of the important obligations of charities and board members, as well as some of the areas we see as issues for boards and charities generally.

We gave you an overview of what the ACNC does and how it relates to your charity and then outlined the responsibilities you have to your charity as a board member.

We also looked at some of the most significant issues relevant to the work of charity board members. These were:

  • Knowing the charity’s purpose, where to find it and to always consider whether your actions as a board member align with it.
  • Ensuring that the charity is a not-for-profit and that there are processes in place that support this.
  • Being accountable to the charity’s members
  • Acting with care and diligence in your role as a board member
  • Properly responding to actual, potential and perceived conflicts of interest, and
  • Managing the charity’s finances responsibly

Now we’ll have a look at other sources of information for you, in exercising your role as a charity board member.


Our website has plenty of additional information that will provide more detail on some of the topics we’ve covered today – especially about the obligations of a charity.

On this slide, we’ve included the links to several pages that are relevant to today’s webinar. You can access any of these pages by going to forward slash – ongoingobligations, governancestandards and so on.

We have a range of resources that aim to support charities and board members in their roles. For example, our guide ‘Governance for good’ explains the responsibilities of board members and the role of governance within charities – another guide: ‘Protect your charity from fraud’ explains the role of financial controls in keeping your charity’s resources protected from misuse. Also, as I mentioned earlier, our guide to managing conflicts of interest is a good one to keep handy.


You can stay in touch with the ACNC in a number of ways, particularly by subscribing to our updates via the homepage.

Find out more information about the ACNC’s program of webinars at

Call us on 13 ACNC – which is 13 22 62. Our phone lines are open between 9.00 am and 6.00 pm Monday to Friday AEST – and they are staffed by helpful people who understand the charity sector and can provide advice on how charities can meet their obligations to the ACNC.

And, of course, we’re active on social media – so you can find us on Facebook, Twitter and YouTube.


And that brings us to the end of our webinar.

Thank you for taking time out of your busy day to join us today, and thank you for your questions. We hope that this has been useful to you and helped you to further your understanding of the responsibilities and opportunities that come with being a board member.

We will hang around for ten minutes or so to answer any more questions that come in. If you think of something to ask later, feel free to email us at

A recording and transcript of this webinar and previous webinars will be available on our website in the coming days, and we will send a follow-up email with all the useful links too.

Just before we go, we are always looking for ways to improve our education products so we would appreciate it if you took the time to let us know what you thought.

If you have any additional comments or questions about the webinar, you can get in touch with the ACNC Education team directly at

Well, that’s it from Matt and me. Thank you to Zane and Allison for answering questions.
We’ll see you next time.