1. family and parenting
2. children

NSW Department of
Community Services
Service Analysis and Business
Development Tools & Templates
WORKBOOK
FOR NSW DoCS FUNDED CHILDREN’S SERVICES
How to use this Workbook
This workbook has been produced as a supplement to the ‘Service Analysis and
Business Development Resource Manual: For NSW Children’s Services.
It is a collection of tools and templates to assist services with their assessment and
planning activities. On page 44 there is also a list of resources for further information.
A business plan template has been designed for children’s services which can be
downloaded from: www.mob.com.au/mob2007/sabd.html.
SABD CHECKLIST
The SABD Checklist is a tool that can be applied to all of your assessment and planning activities.
Be clear about the purpose
• Why do you want to do this activity?
• What are you aiming to achieve?
Engage the key people
• Who needs to be involved to ensure success? (i.e. help achieve the desired outcomes)
• Is everyone committed and prepared for the possibility of change?
Review resources required
• What do you already have that can contribute?
• Do you need any other information? If so, where could you get it from?
Develop an action plan
• What are the key tasks?
• Who will be responsible?
• What is the timeframe?
• How will you know when you achieve your goal? (i.e. measure)
Example action plan
GOAL
TASK/S
RESPONSIBLE
DUE
MEASURE
1. Develop a demographic
profile of our community
1.1 Contact council for
information
1.2 Look up ABS statistics
1.3 Refer to id website
Authorised supervisor
and management
committee (secretary)
March 2008
An up to date demographic
profile is developed and
approved by the
management committee.
KEY
Action
Template
Guide
3
SECTION ONE
Understanding Your Business Environment
TOOLS AND TEMPLATES
Scoping the Business Environment Checklist
Page
6
A set of questions to assist in identifying information you may have.
Demographic Profile Template
7
A template for entering demographic information which can be
transferred to a business plan.
Risk Management Analysis
8
A set of questions to assist in analysing risk management practises.
Risk Analysis Action Plan Template
9
Assists in identifying the impact of risks and monitors control strategies.
The NSW Legislative Framework Chart
10
A reference chart.
5
Scoping the Business Environment
Please tick when complete
Does your service have a map illustrating the geographical boundaries of the intake
area?
Do you know how many potential customers (children under six years) there are in
your area?
Do you have a list of other children’s services covering your area and have you
identified their target group?
Do you have information about your local government area that includes:
• The numbers of families with children under six years of age
• The numbers of families with children under six on low incomes
• The projected numbers of children aged six and under for the coming five years
• The SEIFA (socio-economic index for areas) for the suburb
• The number of children’s services in the LGA and the numbers of places each
service provides for different age groups?
Do you have a list of potential partners in your area?
6
Refer to module one in the resource manual and page 44 in this
workbook for more information.
Demographic Profiling Template
Service name
Local catchment area
boundaries
Local Government Areas
(LGAs) covered
The SEIFA (socio-economic
index for areas) index for the
suburb/s
Current numbers of families
with children under 6 in the
catchment area
Current numbers of families
with children under 6 on low
incomes
Work patterns of families in
the area
The number of children’s
services in the LGA and the
numbers of places each
service provides for
different age groups
7
Risk Management Analysis
YES
Does your management committee assume leadership and
accept responsibility for risk management?
Does your management committee appoint a “risk manager”
(who can be a volunteer) as the person with responsibility for
the risk management process?
Does your management committee identify “key” people in your
service to be involved in the risk management process?
Has your management committee established a risk committee
(of at least two persons, if possible) which is responsible for the
risk management process?
Has your risk management committee developed a risk
management action plan(s) and reported it to the management
committee?
Does your management committee communicate the strategies
to all appropriate levels of the service?
Does your management committee address risk management
periodically as a meeting agenda item?
Does the risk committee monitor, review (at least annually) and
report to the management committee via the risk manager?
8
For more information refer to module two in the resource manual and
the resource list at the end of this workbook.
NO
eg. Fall in number of enrolments
Indentification/
definition
High
Low
Assessment of risk
Impact Likelihood
Marketing campaign
Control strategies
Run one per year
Implementation of
control strategies
Publicity Officer
Responsible
Officer
July each year
Monitoring & review
of effectiveness
Risk Analysis Action Plan Template
9
The NSW Legislative Framework1 Chart
NSW State Government
• NSW Children’s Services Regulation 2004:
www.austlii.edu.au/au/legis/nsw/consol_reg/csr2004287/
• Children and Young Persons (Care and Protection) Act 1998
www.community.nsw.gov.au/DOCS/STANDARD/PC_101108.htm
• Occupation Health and Safety Regulations
www.workcover.nsw.gov.au/Publications/LawAndPolicy/Regulations/
summaryohsreg2001.htm
Anti Discrimination Legislation
www.lawlink.nsw.gov.au/lawlink/adb/ll_adb.nsf/pages/adb_legal_database
• Privacy Act.
www.lawlink.nsw.gov.au/lawlink/privacynsw/ll_pnsw.nsf/pages/PNSW_03_fedprivact
Federal
• Anti-Discrimination Legislation
www.hreoc.gov.au/
• Industrial and Financial Laws
www.industrialrelations.nsw.gov.au/
• Privacy Act.
www.privacy.gov.au/act/index.html
Child Protection
The legislation in place to ensure the protection of children and young people includes:
• Children and Young Person (Care and Protection) Act 1998
• Commission for Children and Young People Act 1998
• Child Protection (Prohibited Employment) Act 1998
• Ombudsman Amendment (Child Protection and Community Services) Act 1998.
Children and Young Person (Care and Protection) Act 1998
The objects of this Act are to provide:
• That children and young persons receive such care and protection as is necessary for
their safety, welfare and well-being, taking into account the rights, powers and duties of
their parents or other persons responsible for them.
• That all institutions, services and facilities responsible for the care and protection of
children and young persons provide an environment for them that is free of violence and
exploitation and provide services that foster their health, developmental needs, spirituality,
self-respect and dignity.
• That appropriate assistance is rendered to parents and other persons responsible for
children and young persons in the performance of their child-rearing responsibilities in
order to promote a safe and nurturing environment.
Adapted from: Community Child Care Co-operative LTD. (NSW) http://ccccnsw.org.au/pdf/BusinessPlanProforma.doc pg pages 6-8
1
10
Commission for Children and Young People Act 1998
The Act requires that all people commencing paid work that primarily involves direct
contact with children where that contact is unsupervised must be screened. This screening
process incorporates:
• A relevant national criminal record check
• A check of relevant Apprehended Violence Orders, and
• A review of relevant completed disciplinary proceedings the applicant may have had in
previous employment.
Under the Act employers may also screen current employees engaged in child-related
employment and unpaid workers, such as volunteers.
Child Protection (Prohibited Employment) Act 1998
The Act aims to prevent a “prohibited person” from gaining or remaining in specific types
of child-related employment. An employer cannot employ a prohibited person for work
which primarily involves direct contact with children where that contact is unsupervised.
A prohibited person is a person convicted of committing a serious sex offence. For the
purposes of this legislation a serious sex offence is an offence involving sexual activity or
acts of indecency which is or was punishable by penal servitude or imprisonment for 12
months or more in New South Wales.
NSW Ombudsman
The NSW Ombudsman is the organisation charged with the responsibility of implementing
the Ombudsman Act of 1974. The NSW Ombudsman’s role is to respond, monitor and
investigate allegations of child abuse by staff in services and to respond to any complaints
about inappropriate handling of complaints or allegations against employees.
Anti Discrimination Law
This law which is covered by both Commonwealth and State Acts applies to both the
employment of staff as well as to children and families using, or wishing to use, a service.
It prohibits any employer from discriminating on the basis of race, religion, sex, marital,
disability, carer’s responsibility and homosexual and lesbian discrimination.
Privacy Act
The Privacy Act is also covered by both Commonwealth and State Acts.
Commonwealth Privacy Act 1988 - Privacy Amendments (Private Sector) Act 2000
This Act applies to private sector organisations with an annual turnover of more than
$3 million and all providers of health services, regardless of size. Children’s services can
be considered health services.
NSW Health Records Act 2001
The aim of the Health Records Act is to protect the privacy and management of personal
health information.
NSW Privacy
In NSW public sector agencies are required to comply with the Privacy and Personal
Information Protection Act 1998. The implementation of Information Protection Principles
regulates the way in which the NSW public sector handles personal information. The Act
defines personal information as any information or opinion about a person, whose identity
is apparent or can be reasonably recognised from the information.
11
SECTION TWO
Developing Your Business
TOOLS AND TEMPLATES
Results Based Accountability Implementation (RBA) Self Assessment
Page
14
Self-assessment to identify areas for further development
Business Plan Development Guidelines
16
These guidelines provide a list of suggested headings and content for
a business plan. It can be used in conjunction with the business plan
template available from: www.mob.com.au/mob2007/sabd.html.
Memorandum of Understanding (MoU) Guide
17
This guide provides key areas and questions which can assist in the
development of an MoU
Key Steps in the Amalgamation Process Guide
18
This guide extends on information provided in module six of the resource
manual. It may also be used as a checklist
Types of Partnerships Table
20
This provides a basic overview of the level of partnerships, their
characteristics as well as examples.
13
Results Based Accountability (RBA) Implementation Self Assessment
YES
NO
Is your service familiar with RBA concepts?
Are you able to identify the key results for your service?
Can you identify how you will measure those results?
Are you able to track your improvement over time?
Do you review your RBA/key results when you are doing and
reviewing your business plan?
ACTION
If you answered no to any of the questions please refer to module four in
the resource manual and the list of resources at the end of this workbook
for further information.
For more information about the Department of Community Services’
approach to RBA please contact your local CSA.
14
Business Plan Development Guidelines
A cover sheet
The cover sheet includes your service’s name, logo and trademark,
contact information and copyright notice.
A signature page
The chairperson of the board and/or key personnel should sign and date the
document to endorse the business plan.
A table of contents
The contents page must accurately guide the reader through the details
of the plan.
An executive summary
The executive summary is a comprehensive overview of your
business plan and includes the goals of the service and why it
will succeed. It is usually the first part (and sometimes the only part) of the
plan that people read when deciding whether to fund or partner with your
service.
Tip: You should write the
executive summary after you
have completed your plan
Although the summary is included towards the front of the document, it
should be written after the entire plan has been completed, so that all the
major points can be included.
The summary needs to be clear and concise and include points such as:
• What type of service you are (e.g. long-day care, mobile service, etc.)
• The key features of your service delivery – the purpose of the plan
(problem and solution)
• Your service’s goals
• Your service’s objectives
• The keys to success – factors that will ensure the viability of the
service.
Service history
This section gives a brief overview of the history of your service and the key
milestones in its development, including the past successes in
meeting its objectives.
Your mission and vision
statement
A brief and clear statement about what your service does and what it hopes to
achieve.
The location and catchment
area
Include a simple map showing the catchment boundaries in this section.
Further information can be found in Module One.
The business environment
The overview of the environment that your service operates in is an essential
part of the plan. This includes information about the service’s stakeholders
(including the community, parents, staff, government and other nongovernment agencies) and identifies the nature and size of other
children’s services in the area and a statement about their relationship
(if any) to your service. Further information can be found in Module One.
Demographic profile
A demographic profile describes the characteristics of the community or LGA
your service is operating in. Further information can be found in Module One.
15
Corporate governance
and management
This section should include a diagram or flowchart illustrating the management
arrangements of the service. A description of each position in the service, including
the roles and responsibilities of the various office bearers on the management committee, should be incorporated in this section. This information is important for service continuity, such as when responsibilities are transferred to different people at the
Annual General Meeting (AGM). This information can be placed at the front of the
document or in the appendices. Further information can be found in Module 7.
Strengths and risks
analysis
This section should include the details of the strengths and risks analysis of your
service.
A list of long-term goals
and objectives
Goals and objectives are the necessary steps to achieving the long-term goal of
the service and enable your service to stay on track. You may prefer to include
this information in your action plan (see point 16 below).
Marketing plan
The marketing plan contains the information that will enable your service
to answer the following questions:
• Who are your service users?
• Who is your competition?
• How does your service differ from your competitors?
• What advantage do you have over your competitors?
• Who is your target market?
• What are the characteristics of your average service users?
• What are the environmental factors in your service?
• How will you market or promote your service and capitalise on your strengths
and advantages?
Assess land holding
and building assets
A list of the physical assets, their condition, who owns them and details of their
current and/or potential use, is important. It is also important to document information on council rates and maintenance requirements. Information about rental
property, the owner, and term of the lease and options for renewal, rent and outgoings should be documented. A list of other assets and their condition (such as
motor vehicles and office equipment) should also be included in this section.
The service budget
Details of your service budget should be included in this section. It should also
include a projected five year financial budget to ensure that the strategies in the
plan are financially feasible and to provide a context for funding. Further information can be found in Module 8.
A business development
action plan
All of the above sections should culminate in a forward plan for the service, taking
into account the ultimate goals of viability, sustainability, improving access,
affordability and quality of services across NSW. The sustainability action plan
should be based on a clear statement of the proposed size, scope and nature of
the services offered over the next five years, and the actions required to deliver
against this statement. Being specific in developing the business development
action plan ensures that everyone understands what the strategy actually is and
that its success or otherwise can be determined. It is realistic for the long-term
actions to be a little less specific than the short-term actions. The plan should
clearly state what needs to be done, by whom, within what timeframe and how the
strategy will be resourced.
16
Memorandum of Understanding Guide
Memorandum of Understanding1
Between (enter partner service) and (enter partner service)
1. Period of Effect
How long do you want this Memorandum of Understanding (MOU) to be effective for?
2. Project Name or Title
This MOU recognises and formalises the mutually beneficial relationship between
and
for the purpose of delivering…………..............................................................…………………………......…
3. Aims and Objectives
What are the main aims and objectives of this partnership?
What are the results all parties want to achieve?
All objectives should be measurable for evaluation purposes.
4. Scope of the Partnership
What will this MoU apply to? Is it related to one specific project or is it a general
agreement affecting all interaction between the partner services?
a. Your Service
What are you prepared to commit your service to contributing to achieve the objectives
of this partnership?
b. Partner Service(s)
What do you expect from the partner service(s)?
5. Agreed Principles
Are there any specific policies, practices or values that must be adhered to for the
success of this partnership?
6. Resources and Products
How do you expect resources to be shared? Who will own equipment?
Who will own intellectual property created by the partnership?
7. Publicity
Do you require any specific marketing strategies for this partnership?
Is there a project or partnership logo – something that will represent the collective rather
than individual services?
8. Evaluation and Review
How and when will the partnership be evaluated?
10. The MoU should be written in plain English.
11. Is there any other essential information for inclusion in this MoU?
12. Signatories
Make sure people signing the agreement are authorised to engage in agreements on
behalf of their services. Include date, name and signature and position titles.
17
Key Aspects of the Amalgamation Process Guide
Before deciding to amalgamate it is critical to do a Self Analysis. This provides an
opportunity to identify reasons for merging, including the benefits, risks and challenges.
Preparation and planning
When an agreement is reached developing a shared vision and deciding how best to
formalise the relationship should be a priority. The following areas need to be considered:
Governance (changes to the constitution, voting, standing committees
and composition)
Service name and structure
Staffing and Administration
Programs and services
Finances
Facilities
Process for implementation (including legal requirements)
Equity
Transition issues
Timeline for implementation
Promotion and marketing
18
TIPS:
Consultation
This should include all stakeholders (including management
committee members, staff and funding bodies) and may include
Government, State and national bodies.
Feedback
Allow enough time for feedback and do not ignore any issues raised.
Following the preparation and planning stage, the commitment stage begins, where the
relationship is formalised legally. All parties should sign a Memorandum of Understanding
(MoU) which documents each party’s intentions and sets out relevant details of the
amalgamation or merger.
This covers aspects such as:
• Legal issues – service name and constitution, winding up old bodies and creating new
groups, notification to Department of Fair Trading NSW (www.fairtrading.nsw.gov.au).
• Financial issues – accounting and banking systems, pre-amalgamation transactions,
finalising contracts.
• Governance issues – transitional board, voting rights, management committee functions,
advisory and equity issues.
• Management and staffing issues – industrial issues, transitional arrangements, staff
requirements, location, policy and procedures, human resource management.
• Timeline issues – deadlines and issues to be addressed before the merger and after the
incorporation of the new body.
Application forms and a processing fee must also be lodged at the Department of Fair
Trading NSW before an amalgamation between two or more services can be formally
recognised. The public officers (the official contact person for the incorporated association,
usually a committee member) of both (or all) merging services need to sign the application
forms. All property, debts and liabilities of the services being amalgamated will transfer
across to the newly amalgamated body.
If both services have a registered Australian Business Number (ABN) and/or are registered
for Goods and Services Tax (GST), parties need to finalise any GST payment and Business
Activity Statements (BAS) prior to cancelling their individual ABN and GST registrations.
Further information and advice can be obtained from the Australian Taxation Office at
www.ato.gov.au.
It is recommended that each service seeks independent legal advice on the process
of amalgamation. A good starting point for advice specifically for not-for-profit
organisations is Pro Bono Australia www.probonoaustralia.com.au.
19
Following the completion of the formal processes integration occurs. This is where all parties
learn how to work together under the new structure and is often the most difficult phase of the
amalgamation. The areas that are crucial at this stage are:
•
•
•
•
Making sure people are on side and supportive of the new service
Providing clear orientation and clear direction in order to support the new amalgamation
Proactively managing expectations (both internal and external)
Providing open and honest information throughout the amalgamation process.
20
Be clear in what you are trying to achieve. Be truthful with your self-evaluation and
realistic in your expectations of merger partners.
Good personal relationships should be developed between key people with clear
and honest communication. This should include staff and parents.
Establish a working party to create a common vision of the “new” service.
Formally commit to the new vision, keeping an open mind to the desired outcomes.
Make sure you document the process.
Allow for adequate training and support for staff to adopt the new entity.
Make sure the process and timeline suits each service’s circumstances and
requirements. Adequate time for planning and consultation is necessary.
A strategic plan and business plan for the new service (based on the vision and
agreed principles) should be developed with structures determined accordingly.
Formal agreements and new governance structures should incorporate fairness,
equity and “non-negotiables”. Be clear on what is non-negotiable and what you
can be flexible about and compromise on.
Independent advice should be sought to ensure you meet all the legal requirements,
including industrial relations, tax and corporate affairs.
Allow time for cultural integration and aim for early positive achievements.
Develop team building strategies focusing on staff and committee members.
Develop an effective communication strategy to ensure stakeholders are engaged
and informed throughout the process.
Types of Partnerships Table
Level of
partnership
Characteristics
Examples
Cooperation/
Networking
Sharing information and ideas.
Promoting and referring to each
other’s services. Establishing
capacity building networks.
Lobbying or campaigning on a
major point of issue.
Sharing of effective initiatives,
ideas, strategies etc.
One or more agencies or services (including funding bodies)
coordinate or facilitate the
delivery of specific service
through the work of other
agencies. Foster alignment
of partner’s activities.
Sponsorship or mentoring
where one or more small
services are supported by a
larger service provider acting
in an advisory role.
Collaboration
Cooperation plus
sharing resources, staff responsibilities on joint projects and
sharing publicity materials.
Co-location of services, codelivery of services or shared
outreach projects.
Collective
Management
A new service with its own
mission, culture, management,
budgets and administration.
Managed by partners from independent services.
Joint ventures such as new programs managed by a collective
of existing services who remain
legally independent.
Coordination
Equality of status, shared decision making, responsibility and
authority for a new program.
Shared resources, risks and rewards. Holistic service delivery.
Integration/
Amalgamation
Services share so many
resources and clients that it no
longer makes sense to remain
separate corporations.
Jointly preparing funding submissions e.g. for DoCS, local
council etc.
Autonomous
agencies with
loose ties.
Potentially
large group
of members
with diverse
interests.
Subcontracting where one
service takes on the task of
engaging an expert service and
subcontracts that service to
others.
Management of a service by
another body, e.g. services
managed by councils or church
bodies.
Merger where two or more
services become one new
entity. Alternatively, a new
incorporated entity is created
while parent agencies continue
to function autonomously.
Goal defined
partnership.
Small number
of strong
relationships.
Partners
undertake
management
functions.
21
SECTION THREE
Managing and Sustaining Your Business
TOOLS AND TEMPLATES
Page
Sample Board Charter
Provides a framework for the management committee.
24
Management Committee Member Agreement
Assists with newly appointed committee members.
26
Management Committee Member Induction Sheet
A checklist for assisting in ensuring all relevant information is provided
for induction.
28
Management Committee Self Assessment Tool
A self assessment tool measuring performance.
29
Policy and Procedure Development Template
A framework for basic policy and procedure development.
31
Internal Policy and Procedure Analysis Checklist
Assists in identifying areas requiring further development.
32
Policy and Procedure Manual Assessment Tool
Assists in identifying policies and procedures requiring further
development.
33
Guide to Legislation and Industry Standards
This guide highlights legislation which may assist in identifying
considerations when developing policies and procedures.
34
Checklist for the Treasurer
Key items to be considered by the Treasurer.
36
Example Reports
• The Income and Expenditure Report
• The Income and Expenditure Report (To Budget)
• Balance Sheet
• Accounts Receivable (Aged Debtors)
• Accounts Payable (Aged Creditors)
• Bank Register
• Depreciation Report
• Cash Flow Budget Report
37
23
The business of the Spring Chicken Preschool is managed under the direction of the
management committee. The management committee is accountable to members for
the performance of the service.
Role of the management committee
• The management committee has primary responsibility to members for the sustainability
and relevance of the service by guiding and monitoring its business and affairs.
• To serve the interests of the service, members, employees, clients and the broader
community.
• Each committee member will act in good faith in the best interests of the service as a
whole, and collectively oversee and appraise the strategies, policies, processes and
performance of the service using care and diligence to ensure the long-term sustainability
of the service.
• Committee members will not misuse their position to advance personal interests nor to
bias others. Committee members will not use information available to them as committee
members to advance personal interests or agendas and must inform the board of any
conflicts or potential conflicts of interest they may have in relation to particular items of
business. Committee members must absent themselves from discussion and decisions on
those matters. Where a conflict of interest or potential conflict is not identified by a
committee member, the chairperson or other committee members will call the matter to the
attention of the committee member.
Structure and composition
• The constitution provides for the election of committee members and executive positions.
• Each committee member must be a member of the service.
Responsibilities of the Committee
• To shape and set the strategic direction and mission of the service.
• To monitor and improve, if necessary, the performance of the service in meeting its mission
and strategic intentions.
• Selection and appointment of the authorised supervisor, determining their conditions of
employment and monitoring their performance against established objectives.
• The management committee delegates to the authorised supervisor responsibility for
implementing the strategic direction, and for managing the day-to-day operations of the
service.
• Reviewing senior staff and succession planning and development.
• Developing the financial resources needed to support the strategic plan.
• Providing expertise or access to policymakers to support service priorities.
• Building/enhancing reputation of the service with key stakeholders/community.
• Approving policies and procedures.
• Monitoring financial outcomes and the integrity of reporting in particular, approving annual
budgets and long-term financial commitments.
• Setting specific limits of authority to commit to new expenditure, entering contracts or
acquiring resources.
• Ensuring that effective audit, risk management and compliance systems are in place to
protect the services’ assets and to minimise the possibility of the service operating beyond
legal requirements or beyond acceptable risk.
24
• Monitoring compliance with regulatory requirements and ethical standards.
• Reporting to the members annually at the Annual General Meeting.
• In discharging responsibilities, each committee member is bound by the Corporations Act,
the constitution and all charters, policies and codes of conduct that are in force.
• The committee members’ responsibilities are collegiate and, once decisions are made,
board members must not publicly advocate policies contrary to established management
committee decisions.
• Contact between staff and management committee members is coordinated through the
authorised supervisor.
Role of the chairperson
• To ensure that new management committee members are inducted and have access to
information regarding the services’ operations.
• Establish the agenda for committee meetings, in consultation with the authorised
supervisor.
• Be the main point of contact and communication between the management committee
and the authorised supervisor ensuring that the committee members’ views are
communicated clearly and accurately.
• Act as primary support to the authorised supervisor
• Review of the management committee members’ performance and review of the
authorised supervisor performance, ensuring that the delegated authority of the
authorised supervisor and expected key performance criteria for the authorised supervisor
are clear.
• Preside over management committee and general meetings of the service. They have the
task of making sure the management committee is well informed and effective, that the
members, individually and as a group, have the opportunity to air differences, explore
ideas and generate the collective views and wisdom necessary for the proper operation of
the committee and the service.
• Set a standard for committee members in terms of attendance at meetings and prior
familiarity with papers and issues to be raised.
• Ensure that the meetings are conducted competently, ethically and in an open fashion
consistent with a transparent culture. Provide effective leadership in formulating the
strategic direction for the service.
• Ensure that general meetings are conducted efficiently and that members have adequate
opportunity to air their views and obtain answers to their queries.
Review of performance
The management committee will conduct, at least every two years, a review of its
performance. The method of conducting each review, and the extent of that review, is for the
management committee to determine.
Review of the charter
The management committee will review this charter every three years to coincide with the
service’s planning cycle and confirm that it remains consistent with the objectives and
responsibilities of the committee, and relevant standards of corporate governance.
25
Management Committee Member Agreement
Agreement One
As a management committee member of (name of service) I am fully committed and
dedicated to the mission and have pledged to carry out this mission. I understand that
my duties and responsibilities include the following:
1. I am fiscally responsible, with other management committee members, for this
service. I will know what our budget is and take an active part in reviewing,
approving and monitoring the budget and fundraising to meet it.
2. I know my legal responsibilities for this service and those of my fellow management
committee members. I will work with my fellow management committee members
to know and oversee the implementation of policies and programs.
3. I know and accept the by-laws of this service and understand that I am morally
responsible for the health and wellbeing of this service.
4. I will actively engage in fundraising for this service.
5. I will actively promote (name of service) and encourage and support its staff.
6. I will attend management committee meetings, be available for phone consultation
and serve on at least one committee.
7. If I am not able to meet my obligations as a management committee member,
I will offer my resignation.
8. In signing this document, I understand that no rigid standards of measurement and
achievement are being formed. Every management committee member is making a
statement of faith about every other management committee member. We trust
each other to carry out the above agreements to the best of our ability.
SIGNED: ……………………………………………………………………….
Dated:…………………………………
26
Agreement Two
The chairperson should sign two copies of this agreement for each management committee member. Each new management committee member should sign both, return
one copy and keep the other for reference.
I,
understand that as a member of the
management committee of
, I have a legal and
ethical responsibility to ensure that the service does the best work possible in pursuit
of its goals. I believe in the purpose and the mission of the service, and I will act responsibly and prudently as its steward.
As part of my responsibilities as a management committee member:
1. I will interpret the service’s work and values to the community, represent the service
and act as a spokesperson.
2. I will attend at least 75% of committee meetings and special events.
3. Each year I will make a personal financial contribution at a level that is meaningful
to me.
4. I will actively participate in one or more fundraising activities.
5. I will act in the best interests of the service and excuse myself from discussions
and votes where I have a conflict of interest.
6. I will stay informed about what is going on in the service. I will ask questions and
request information.
7. I will participate in and take responsibility for making decisions on issues, policies
and other management committee matters.
8. I will work in good faith with staff and other management committee members as
partners towards achievement of our goals.
9. If I don’t fulfil these commitments to the service, I will expect the chairperson to call
me and discuss my responsibilities with me.
In turn, the service will be responsible to me in several ways:
1. I will be sent, without request, quarterly financial reports and to remain updated on
service activities that allow me to meet the “prudent person” standards of law.
2. Opportunities will be offered to me to discuss with the director (or equivalent) and
the chairperson the service’s programs, goals, activities and status; additionally I
can request such opportunities.
3. The service will help me perform my duties by keeping me informed about issues
in the industry and field in which we are working and by offering me opportunities
for professional development as a management committee member.
4. Management committee members and staff will respond in a straightforward fashion to questions that I feel are necessary to carry out my fiscal, legal and moral responsibilities to this service. Management committee members and staff will work
in good faith with me towards achievement of our goals.
5. If the service does not fulfil its commitments to me, I can call on the chairperson
and director (or equivalent) to discuss the service’s responsibilities to me.
Signed:
Member, Management Committee
Signed:
Chairperson, Management Committee
27
Management Committee Member Induction Sheet2
Please tick when complete
Meet with the Chairperson and authorised supervisor
Visit the service’s premises and meet the staff
Receive a history of the service
Be provided the most recent annual report, constitution and key policy documents
Be provided the most recent audited financial statement
Be provided the strategic plan and budget, including the services’ code of ethics
Be provided the list of current management committee members, titles and affiliations
Be provided the staff organisation chart and list of programs provided
Be provided the service’s newsletter, brochures and other publications (if applicable)
Be provided a brief biography of the authorised supervisor
Be provided the two or three recent sets of management committee minutes
Be provided the management committee role descriptions
2Adapted from Fishel, D. The book of the Board - effective Governance for non-profit organisations: 2003 The Federation press,
Sydney– Page 32
28
Management Committee Self Assessment Tool3
Assessing the management committee’s current performance on key functions
Please rate the performance of the management committee against these nine
responsibilities.
Key management committee
responsibilities
Developing
Satisfactory
Distinctive
1. Clarifying the service’s
mission or vision
2. Resolving key strategic or
policy issues
3. Developing the authorised
supervisor
4. Developing the financial
resources needed to
support the strategy
5. Providing expertise or access
to policymakers to support
service priorities
6. Building/enhancing reputation
of the service with key
stakeholders/community
7. Overseeing financial
performance and ensuring
adequate risk management
8. Assessing performance of
the service against its
mission and key priorities
9. Improving management
committee performance
Adapted by Matrix on Board from Mckinsey ‘Capacity Building in Nonprofit Organisations’ 2006: Venture Philanthropy Partners
3
29
As you complete this section identify the areas your management committee needs to focus
on over the following one or two years.
How important is it for the
management committee to
focus on:
Low
Medium
High
1. Clarifying the service’s mission
and vision
2. Resolving key strategic or
policy issues
3. Supporting the authorised
supervisor
4. Developing the financial
resources needed to support
the strategy
5. Providing expertise or access
to policymakers to support
service priorities
6. Building/enhancing the
reputation of the service with
key stakeholders/community
7. Overseeing financial
performance and ensuring
adequate risk management
8. Assessing performance of the
service against its mission and
key program priorities
9. Improving management
committee performance
30
Use these results to inform key areas for development. Refer to module
seven and the list of other resources at the end of this manual.
Policy and Procedure Development Template
Title of policy
Section the policy
belongs to
A clear statement of
purpose
An explicit statement
of the expectation
Who the policy applies
to or the circumstances
it applies to
The consequences of
non-compliance
Date created
Date to be reviewed
Actual date reviewed
Procedure
List of relevant forms,
checklist etc. to be
included
List of relevant
legislations, legal
obligations e.g.
31
Internal Policy and Procedure Analysis Checklist
Development
YES
Are staff involved in the development of policies that affect
them?
Do staff and management committee members understand the
process of policy development?
Implementation
Are staff trained to understand and use the policies and
procedures?
Does induction of new staff include policy and procedure
training?
Does induction of new management committee members
include policy and procedure training?
Do job descriptions specify that staff must work in accordance
with the policies and procedures?
Do performance appraisals and supervision allow for monitoring adherence and provide feedback opportunities for the staff
member?
Maintenance and Review
Is the person responsible for the policy review aware of their
duties and is it included in their job description?
Is there a plan to ensure policies are reviewed frequently?
Are policies reviewed regularly?
Are policies dated when reviewed?
Are policies easily accessible to all staff?
32
All questions should be answered ‘yes’ to comply with good practice.
Review practices, developing an action plan where necessary.
NO
Policy and Procedures Manual Assessment Tool
Using the recommended Policy and Procedures Manual contents found in Module
Eight:
a. Look at each heading
b. Answer the following questions
YES
NO
Is this relevant to your service?
Is the policy included in your Policy and Procedures Manual?
If so, is the policy and procedure easily understood?
Is the policy and procedure up to date?
Is it cross referenced with other relevant sections?
Where applicable is it based on relevant legislation or industry
standards?
For policies and procedures that need to be developed or reviewed you
will need to develop an action plan. Research examples and refer to the
DoCs good practice guidelines as listed in the resource list at the end of
this manual for further assistance.
33
Guide to Legislation and Industry Standards
Area
Content
Roles and responsibilities of the
management committee
Associations Incorporations Act 1984
Trades Practices Act (section 52) –
prohibits deceptive conduct or
conduct that is likely to mislead or deceive
Occupational Health Safety Act 2000
OHS Regulations 2001
Legal
Associations Incorporations Act 1984
Child care regulations
Child and Young Persons (Care and
Protection Act) 1998
Child Care Act 2002
Ombudsman’s Act
Children’s Services Regulation 2004
Financial
Associations Incorporations Act 1984
Charitable Fundraising Act 1991
Australian Accounting Standards
Annual General Meeting
Associations Incorporations Act 1984
Staff
Commonwealth Privacy Act 1988
Anti Discrimination Act 1977
Relevant award or agreement
Occupational Health Safety Act 2000
OHS Regulations 2001
Workplace Injury Management and Workers
Compensation Act 1998
Public officer
Associations Incorporations Act 1984
Code of Conduct for management
committee members
Associations Incorporations Act 1984
Election of management committee
members
Associations Incorporations Act 1984
Information management (privacy)
Commonwealth Privacy Act 1988
Personnel files
Commonwealth Privacy Act 1988
Building maintenance
Occupational Health Safety Act 2000
OHS Regulations 2001
Policies and relevant Award/s or
Employment Agreements
Relevant Award or Agreement
Equal employment opportunity
Equal Employment Opportunity Principle
Anti Discrimination Act 1977
Equal Opportunity for Women in Workplace
Act 1999
Governance
Management,
operations and
administration
34
Legislation
Area
Content
Recruitment and selection
EEO principles
Workers’ compensation
Worker Compensations Act 1987
Bullying, discrimination and harassment
Anti-Discrimination Act 1977
Equal Opportunity for Women in the
Workplace Act 1999
Disability Discrimination Act 1992
Human Rights and Equal Opportunity
Commission Act 1986
Racial Discrimination Act 1975
Sex Discrimination Act 1984
Industrial Relations Act 1988
Termination of employment
Relevant Award or Agreement
Redundancy
Relevant Award or agreement
Fire safety and evacuation
Occupational Health Safety Act 2000
OHS Regulations
2001
Risk Management
– Hazard identification
– Risk assessments
Occupational Health Safety Act 2000
OHS Regulations
2001
Delegation of responsibilities
Occupational Health Safety Act 2000
OHS Regulations
2001
Work place accidents
Occupational Health Safety Act 2000
OHS Regulations
2001
Return to work/rehabilitation
Workplace Injury Management and
Workers Compensation Act 1998
Privacy
Commonwealth Privacy Act 1988
Fundraising
Charitable Fundraising Act 1991
Child protection
Children and Young Persons (Care and
Protection) Act 1998
Commission for Children and Young
Act 1998
Ombudsman Act 1974 part 3a Child
Protection
Human
resource
management
Occupational
health and
safety
Clients and
stakeholders
Legislation
35
Checklist for the Treasurer
CHECK
36
Current assets exceed current liabilities
Cash at bank amount on balance sheets equals the total of the bank
reconciliation
Total of the bank’s statement matches the bank reconciliation
Aged debtors (receivables) report matches balance sheet
Balance sheet accumulated earnings (from the Profit and Loss Statement)
are not trending downwards without an acceptable explanation
Taxes (GST/PAYG/Superannuation) have been paid on time.
The Income and Expenditure Report Example
Spring Chicken Preschool
Income and Expenditure Report [2007]
for the period1 July 2006 to 31 March 2007 ( 9months)
Income
Grant DoCS
Grants Other
Donations
Enrolment fees
Parent fees
Interest received
Actual (Month)
Actual (YTD)
$10,742
$0
$650
$521
$18,320
$0
$96,675
$8,000
$4,100
$3,750
$181,020
$630
$30,233
$294,175
$125
$0
$60
$840
$120
$0
$800
$365
$202
$50
$450
$1,750
$243
$350
$5,355
$2,650
$2,850
$560
$7,500
$650
$12,300
$800
$2,820
$1,432
$520
$3,654
$12,104
$2,010
$2,760
$52,610
Salaries and wages
Annual leave
Recruitment costs
Superannuation
Workers compensation
Salaries and wages
Training and development (staff)
Sub Total Salaries and Wages
$100
$0
$2,001
$0
$22,650
$0
$24,751
$2,982
$0
$17,650
$7,650
$199,432
$430
$228,144
Total
$30,106
$280,754
$127
$13,421
Total
Expenditure
Advertising and Promotion
Audit fee
Bank charges (Building Repayments)
Cleaning
Computer expenses
Insurance (general)
Insurance (public liability)
Interest paid
Postage, freight and couriers
Printing and stationery
Program materials
Repairs and maintenance
Telephone and fax
Utilities
Sub Total Administration
Surplus/deficit
37
The Income and Expenditure Report (to Budget) Example
Spring Chicken Preschool
Income and Expenditure Report [2007] for the period
1 July 2006 to 31 March 2007 (9 months)
Income
Grant DoCS
Grants Other
Donations
Enrolment fees
Parent fees
Interest received
Total
Annual
Budget
Budget
(This
Month)
Actual
(Month)
Variance
$
$128,900
$10,000
$5,000
$5,000
$234,630
$800
$384,330
$10,742
$833
$417
$417
$19,553
$67
$32,028
$3,000
$3,800
$250
$317
$125
$0
$125
$317
Budget
(YTD)
Actual
(YTD)
Variance
$
$96,675
$8,000
$4,100
$3,750
$181,020
$630
$294,175
$0
$500
$350
$0
$5,048
$30
$5,928
0%
7%
9%
0%
3%
5%
2%
$2,250
$2,850
$2,650
$2,850
($400)
$0
-18%
0%
$10,742
$0
$96,675
$0
($833)
$7,500
$650
$233
$3,750
$521
$104
$3,750
$18,320 ($1,233) $175,973
$0
($67)
$600
$30,233 ($1,795) $288,248
Variance
(%)
Expenditure
Advertising and Promotion
Audit fee
Bank charges
(Building Repayments)
Cleaning
Computer expenses
Insurance (general)
Insurance (public liability)
Interest paid
Postage, freight and couriers
Printing and stationery
Program materials
Repairs and maintenance
Telephone and fax
Utilities
Sub Total Administration
Salaries and wages
Annual leave
Recruitment costs
Superannuation
Workers compensation
Salaries and wages
Training & Development (staff)
Sub Total Salaries and Wages
$700
$10,000
$680
$17,000
$800
$3,600
$2,000
$750
$5,000
$18,000
$2,650
$4,500
$72,480
$58
$833
$57
$1,417
$67
$300
$167
$63
$417
$1,500
$221
$375
$6,040
$60
$840
$120
$0
$800
$365
$202
$50
$450
$1,750
$243
$350
$5,355
($2)
($7)
($63)
$1,417
($733)
($65)
($35)
$13
($33)
($250)
($22)
$25
$685
$525
$7,500
$510
$12,750
$600
$2,700
$1,500
$563
$3,750
$13,500
$1,988
$3,375
$54,360
$560
$7,500
$650
$12,300
$800
$2,820
$1,432
$520
$3,654
$12,104
$2,010
$2,760
$52,610
($35)
$0
($140)
$450
($200)
($120)
$68
$43
$96
$1,396
($23)
$615
$1,750
-7%
0%
-27%
4%
-33%
-4%
5%
8%
3%
10%
-1%
18%
3%
$3,500
$1,000
$22,916
$10,704
$267,622
$1,200
$306,942
$292
$83
$1,910
$892
$22,302
$100
$25,579
$100
$0
$2,001
$0
$22,650
$0
$24,751
$192
$83
($91)
$892
($348)
$100
$828
$2,625
$750
$17,187
$8,028
$200,717
$900
$230,207
$2,982
$0
$17,650
$7,650
$199,432
$430
$228,144
($357)
$750
($463)
$378
$1,285
$470
$2,063
-14%
100%
-3%
5%
1%
52%
1%
Total
$379,422
$31,619
$30,106
$1,513 $284,567
$280,754
$3,813
1%
$4,908
$409
$127
$13,421
$9,740
265%
Surplus/deficit
38
$282
$3,681
Balance Sheet Example
Spring Chicken Preschool
Balance Sheet as at 31 March 2007
Assets
Current Assets
Operating Account
Cash Management
Total Bank Accounts
Deposits Paid
Petty Cash
Accounts Receivable
Total Other Assets
Fixed Assets
Motor Vehicle (less Accum Dep'n)
Furniture and Fittgs (less Accum Dep'n)
Computer Eqpmnt (less Accum Dep'n)
Total Fixed Assets
$107,837
$22,430
$130,267
$2,000
$500
$12,846
$15,346
$11,432
$4,687
$19,317
$35,436
Total Assets
$181,049
Liabilities
Current Liabilities
Credit Card
Creditors
Grants in Advance
Total Liabilities
GST Liabilities
GST Collected
GST Paid
Total GST Liabilities
Tax and SGC Liabilities
Tax Payable:General
PAYG Withholding
Superannuation Payable
Prior Year PAYG Liability
Total Tax and SGC Liabilities
Employee entitlements
Provision - Holiday Pay
Provisions - Long Service Leave
Total Provisions
$2,260
$12,345
$13,021
$27,626
$10,539
($8,219)
$2,320
$8,475
$13,655
$5,681
$19,336
$22,560
$11,270
$33,830
Total Liabilities
$83,112
Net Assets
Equity
Retained Earnings
Current Earnings
Total Equity
$97,937
$84,516
$13,421
$97,937
39
Accounts Receivable (Aged Debtors) Example
Spring Chicken Preschool
Accounts Receivable as at 31 March 2007
Name of Debtor
Department of Services
Big Boy Fundraising
Happy Municipal Council
Department of Housing
Total:
Total Due
$5,400
$3,000
$65
$4,381
$12,846
0-30 Days
31-60 Days
61-90 Days
90+ Days
$5,400
$3,000
$65
Accounts
$4,381
$4,381
$3,000
$5,400
Accounts Payable (Aged Creditors) Example
Spring Chicken Preschool
Accounts Payable as at 31 March 2007
Name of Creditor
Total Due
0-30 Days
31-60 Days
All Clean Cleaning
Pumpy's Car Wash
Smith's Consultants
Officeworks
Telstra
All Electricity Company
ABC Real Estate
Big Gun Security
Workers Compensation
Insurance
Lenny's Catering
Total:
$960
$32
$4,320
$600
$940
$430
$2,400
$120
$640
$320
40
$2,450
$93
$12,345
61-90 Days
90+ Days
$32
$4,320
$160
$940
$230
$1,200
$430
$1,200
$120
$90
$120
$2,450
$93
$7,353
$2,300
$122
$2,570
Bank Register Example
Spring Chicken Preschool
Bank Register as at 31 March 2006
Date
1-1110
11-Mar-06
13-Mar-06
17-Mar-06
26-Mar-06
26-Mar-06
26-Mar-06
26-Mar-06
27-Mar-06
29-Mar-06
29-Mar-06
29-Mar-06
29-Mar-06
29-Mar-06
30-Mar-06
2-1190
5-Mar-06
5-Mar-06
5-Mar-06
5-Mar-06
25-Mar-06
25-Mar-06
25-Mar-06
29-Mar-06
29-Mar-06
29-Mar-06
Memo/Payee
Bendigo Bank Account 112111
Metropolitan Electricity
WLJ Real Estate
RACV Ltd
Payment: The Motor Company
Payment: Footloose Dance Studio
Payment: My Town Realty
Payment: A-Z Stationery Supplies
WLJ Real Estate
Payment: James Cameron
Payment: The Motor Company
Payment: My Town Realty
Payment: Footloose Dance Studio
Payment: Island Way Motel
Ultra Tune
Deposit
Withdrawal
$125.35
$465.00
$89.75
$3,755.16
$411.68
$381.74
$46.20
$465.00
$104.70
$929.29
$2,309.71
$2,033.09
$64.00
$225.00
$17,063.64
$1,370.10
$0.00
$661.54
$841.85
$329.23
$1,042.46
$471.90
$4,371.36
$352.19
$25.00
$150.00
$108.20
$8,351.73
Visa Credit Card
Mary Jones
Alan Long
Peter Parker
Sue Smith
Metropolitan Electricity
Mojo Advertising
Underwater Springs Pty Ltd
WLJ Real Estate
Curbys Super Stands
Curbys Super Stands
41
Depreciation Report Example
Spring Chicken Preschool
Depreciation Schedule as at 31 March 2007
Asset
ID
236
321
Asset
Computer
Data Server
System
Purchase
Date
Cost
Price
1/09/2003
$5,000
1/12/2005
$20,161
Year
OWDV
Depreciation Depreciation Accumulated
Rate
Depreciation
2004
$5,000
33%
$1,250
$1,250
$3,750
2005
$3,750
33%
$1,665
$2,915
$2,085
2006
$2,085
33%
$1,249
$4,164
$836
2006
$20,161
33%
$1,680
$1,680
$18,481
Total
Computer
Equipment
237
Compactus
$19,317
1/12/2003
$6,048
2004
$6,048
10%
$302
$302
2005
$5,746
10%
$605
$907
$5,141
2006
$5,141
10%
$454
$1,361
$4,687
Total Furniture
and Equipment
128
322
Motor Vehicle
NCS 124
Motor Vehicle
DSA 988
Total Motor
Vehicles
42
CWDV
$5,746
$4,687
1/03/2001
1/09/2005
$21,100
$13,065
2001
$21,100
25%
$1,319
$1,319
$19,781
2002
$19,781
25%
$5,275
$6,594
$14,506
2003
$14,506
25%
$5,275
$11,869
$9,231
2004
$9,231
25%
$5,275
$17,144
$3,956
2005
$3,956
25%
$3,956
$21,100
$0
2006
$0
25%
$0
$21,100
$0
2006
$13,065
25%
$1,633
$1,633
$11,432
$11,432
Bank Balance
$5,100
$540
$6,040
Parent Fees
Interest
Total Income
$38,250
New Bank Balance
$25,010
$35,620
$10,610
($12,950)
Net
($13,240)
$6,500
$39,640
Total Expenditure
$18,740
$18,990
Audit
$340
Telephone
$6,000
$14,300
$50,250
$5,100
$150
$45,000
$25,010
Sep
$12,500
$340
$6,000
$12,400
$5,500
$5,200
$300
$38,250
Aug
Insurance
$540
$6,000
Rent
Workers Compensation
$12,450
Payroll
Expenditure
$400
$51,200
Donations
Government Grants
Income
Jul
$32,940
$340
$14,500
$6,000
$12,100
$5,500
$5,100
$400
$23,030
Nov
$23,030
($4,410)
($12,590) ($27,440)
$18,690
$340
$6,000
$12,350
$6,100
$500
$5,100
$500
$35,620
Oct
$23,700
$28,110
$20,590
$340
$6,000
$14,250
$48,700
$2,500
$1,200
$45,000
($4,410)
Dec
$10,980
($12,720)
$16,670
$120
$6,300
$10,250
$3,950
$400
$3,500
$50
$23,700
Jan
($2,810)
($13,790)
$19,090
$340
$6,300
$12,450
$5,300
$5,100
$200
$10,980
Feb
$26,700
$29,510
$20,990
$340
$6,300
$14,350
$50,500
$5,200
$300
$45,000
($2,810)
Mar
Spring Chicken Preschool Cash Flow Budget as at 1 July 2006
$13,750
($12,950)
$19,090
$340
$6,300
$12,450
$6,140
$540
$5,200
$400
$26,700
Apr
$200
($13,550)
$19,090
$340
$6,300
$12,450
$5,540
$5,200
$340
$13,750
May
$31,650
$31,450
$19,150
$400
$6,300
$12,450
$50,600
$5,200
$400
$45,000
$200
Jun
Cash Flow Budget Report Example
43
Other Resources
MODULE 1
Scoping the Business Environment
www.abs.gov.au
The Australian Bureau of Statistics website.
www.id.com.au/home/default.asp
The id community snapshot website provides a free and accessible socio-demographic
snapshot of your community based on the latest Australian Bureau of Statistics Census
data.
www.nsw.gov.au/popular_list.asp?KW=Home%2BPages%2BLocal%2BGovernment
List of Local Government websites.
MODULE 2
Identifying Strengths and Risks
www.community.nsw.gov.au/DOCSWR/_assets/main/documents/EOI/PEER_PERFORM
ANCE_FRAMEWRK.PDF
Department of Community Services Performance Management Framework
www.community.nsw.gov.au/DOCSWR/_assets/main/documents/Fraud_risk.pdf
Department of Community Services Fraud Risk Assessment Tool for Service Providers
www.community.nsw.gov.au/html/comm_partners/good_practice_guidelines.htm
Department of Community Services Good Practice Guidelines
www.community.nsw.gov.au/DOCS/STANDARD/PC_100939.htm
NSW Ombudsman Guidelines for Community Services Providers
MODULE 3
Legislation for Children’s Services
www.community.nsw.gov.au/DOCS/STANDARD/PC_101134.htm
Department of Community Services Guide to Children’s Services Licensing
www.legislation.nsw.gov.au
The Children’s Services Regulation 2004
www.legislation.nsw.gov.au
The Children and Young Person’s (Care and Protection) Act 1998
www.kids.nsw.gov.au
The NSW Commission for Children and Young People
45
MODULE 4
Using a Results Based Approach to Service Delivery
www.community.nsw.gov.au/DOCSWR/_assets/main/documents/funding_policy.pdf
DoCS Funding Policy
www.community.nsw.gov.au/DOCS/STANDARD/PC_100938.htm
DoCS Funding Reform Updates
www.community.nsw.gov.au/DOCS/STANDARD/PC_100937.htm
DoCS approach to Results Based Accountability
www.raguide.org
The Results Accountability Implementation Guide
www.resultsaccountability.com
Results Accountability Fiscal Policy Studies Institute
MODULE 5
The Business Planning Process
www.growthink.com
Growthink 2007 Business Plan Guide
www.mob.com.au/mob2007/sabd.html
SABD business plan template
www.ourcommunity.com.au
Our Community Understanding Business Planning
www.planigent.com/html/template.html
The Social Enterprise Handbook – Part 3 The Enterprise Plan: a Business Plan Outline
www.dsr.nsw.gov.au/
NSW Department of Sport and Recreation The Strategic Business Plan - a guide to
preparation for not-for-profit sport and recreation organisations
www.business.vic.gov.au
Business Victoria Start Run and Grow your Business
46
MODULE 6
Options for Building a Strong and Sustainable Business
www.ourcommunity.com.au/files/essential_facts_business.pdf
Our Community - Community Partnerships – The Essential Facts: Partnership Planner
www.lgpartnerships.com
Ignto and EDuce Ltd. Smarter Partnerships: Reviewing partnerships and making them work
www.fairtrading.nsw.gov.au
NSW Office of Fair Trading
www.ato.gov.au
Australian Taxation Office
www.uwex.edu/li/learner/sites_strategic.htm
The Learner Resource Centre
www.themillergroup.com.au
Partnerships in Focus – A Self Assessment for Inter-Agency Partnerships L. Cook,
2005, Wesley Dalmar Child and Family Services.
www.recsport.sa.gov.au
South Australian Office of Sport and Recreation A Guide for Recreation and Sporting Clubs
www.qld.gov.au/ngo/networks/collaboration/collaboration-05.pdf
Commonwealth of Australia Mutual benefit – Community and Business Coming Together
MODULE 7
Corporate Governance and Management
www.fairtrading.nsw.gov.au/pdfs/corporate/publications/ft119.pdf
Model rules for incorporated associations
Fishel, D. The book of the Board - effective Governance for non-profit organisations:
2003 The Federation press, Sydney
www.community.nsw.gov.au/DOCS/STANDARD/PC_100939.htm
Department of Community Services Good Practice Guidelines
www.community.nsw.gov.au/DOCSWR/_assets/main/documents/EIP_service_
provisions.pdf
Department of Community Services Service Agreement
www.ourcommunity.com.au/boards/boards_main.jsp
Our Community Boards
www.ncoss.org.au/msu/index.html
National Council of Social Services (NCOSS) Management Support Unit
47
MODULE 8 Policy and Procedures
www.community.nsw.gov.au/DOCS/STANDARD/PC_100939.htm
Department of Community Service Good Practice Guidelines
www.ncac.gov.au
National Childcare Accreditation Council
www.mapl.com.au/support/support2.html
Paul Bullen, Management Alternatives
MODULE 9
Managing Finances and Service Budgeting
Fishel, D., The book of the Board - effective Governance for non-profit organisations
(Sydney: The Federation Press, 2003)
Birt, I., Recordkeeping and financial control in your small business
(Sydney: Prentice Hall, 2000)
Herrington, J., Financial and Strategic Management for Non-profit Organisations –
A comprehensive Reference to Legal, Financial, Management, and Operations Rules and
Guidelines for Nonprofits (San Francisco: Jossey-Bass Inc, 2000)
www.mob.com.au/mob2007/COA.html
NSW Standard Chart of Accounts
www.ey.com/global/content.nsf/australia/library
Selection of reports, papers, surveys and analysis by Ernst and Young
48