NATIONAL MANAGEMENT COMMUNITY LEGAL CENTRES · • National Association of Community Legal Centres (NACLC) Management Committee members and staff • Our Community — for permission

NATIONAL MANAGEMENT COMMITTEE GUIDE FOR COMMUNITY LEGAL CENTRES

Acknowledgements

Thank you to:

• AustralianGovernment’sAttorney-General'sDepartment—forfundingtheNational Management Committee Guide for Community Legal Centresproject

• CouncilofSocialServiceofNewSouthWales(NCOSS)—forpermissiontoreproducematerial

• ManagementCommitteemembersandstaffofcommunitylegalcentres

• NationalAssociationofCommunityLegalCentres(NACLC)ManagementCommitteemembersandstaff

• OurCommunity—forpermissiontoreproducematerial

• StaffoftheStateandTerritorySecretariats’Offices

• VictorianCouncilofSocialService(VCOSS)—forpermissiontoreproducematerial.

Publishedby:NationalAssociationofCommunityLegalCentresPOBoxA2245SydneySouthNSW1235Tel:0292649595Fax:0292649594Email:[email protected] Web:www.naclc.org.au

AuThOr:rachnaMuddagouniPrOjECTSuPErViSOr:juliahallFrEELANCEEDiTOr:CarmenharbourDESiGN:justinArcherDesignPriNTiNG:SnapPrintingultimo

iSBN:978 0 646 49564 4

DisclaimerThispublicationisintendedasageneralguidetoissuesandresourcesonly.Becauseofthis,andourcommitmenttobeasaccessibleaspossible,informationaboutthelawhasoftenbeensummarisedorexpressedingeneralstatementsexpressedinplainEnglish.Thisinformationshouldnotberelieduponorusedaslegaladviceaboutanyparticularfactualsituation,norregardedasasubstituteforreferencetoactuallegislationorobtainingprofessionallegaladviceinrelationtoanyindividualsituation.Theauthorandpublisherexpresslydisclaimanyliabilitytoanypersonorcentreinrespectofanyactiontakenornottakeninrelianceonthecontentsofthispublication.

NATIONAL MANAGEMENT COMMITTEE GUIDEFOrCOMMuNiTYLEGALCENTrES 2


Introduction

Withinover200communitylegalcentres(CLCs)aroundAustralia

therearemanyhardworkingandcommittedpeopleperformingarangeofimportantpaidandunpaidroles.Oneveryimportantvolunteerroleisthatofthecentre’sManagementCommitteeorBoardmember.

Thetime,enthusiasmandexpertisethatManagementCommitteememberscontributetotheircentresandcommunitiesisagreatassettothesector.Therangeofexpertiseandexperiencetheybringisderivedfromtheirdiversebackgrounds,asCLCManagementCommitteesincludemembersofthecentres’localorspecialinterestcommunities;privatelawyers,accountantsandotherprofessionals;formerCLCworkers;currentandformervolunteers;andrepresentativesofsocialjusticeandcommunityserviceorganisations.

TheroleundertakenbyManagementCommitteemembersisnotaneasyone.Theymustoperateasaleadershipteam,settingthestrategicvision,directionandgoalsforthecentre’soperation,andasagovernancebodyandemployer,workingcooperativelywithstaffandvolunteers.Theymustnotinterfereintheday-to-dayoperationsofthecentreandrespectthestaff’sprofessionalindependenceandallowthemtoperformtheirjobs.Theymustaccepttheresponsibilityofmakingdecisions,whichareattimesdifficultdecisions,andbeingaccountableforthem.

The National Management Committee Guide for Community Legal CentresisaresourcetohelpnewandcurrentManagementCommitteemembersunderstandthedifferentfacetsoftheirroleand,bymorethoroughlyinformingandpreparingthem,improvetheirperformance.itisalsoatoolforcentrestaff,whichwillhelpthemunderstandthefunctionsoftheManagementCommitteeandtheirrespectiverightsandobligations.WehopetheGuidewillassistcentrestafftosupportandlookaftertheirManagementCommittee,thusimprovingretentionofexistingmembersandhelpingtoattractnewones.

TheGuidewasresearchedandwrittenbyrachnaMuddagouni,utilisingheryearsofexperienceintheCLCandlegalaidsectorsanddrawingupontheexpertiseandresourceswithinthesector.AdraftofthetextwasreviewedbyaSteeringCommittee(comprisingAmandajust,CynthiaManson,CarolynGrant,andjoannaMantziaris),theNACLCExecutiveDirectorandtheAttorney-General’sDepartment.

Asalways,NACLCwouldappreciatereceivingfeedbackabouttheGuide,whichmaybeincorporatedintoanyrevisededition.NACLCgratefullyacknowledgesfundingfromtheAttorney-General’sDepartmentoftheAustralianGovernmenttoproducetheGuide.

juliahallExECuTiVEDirECTOr

Introduction

4 NATIONAL MANAGEMENT COMMITTEE GUIDEFOrCOMMuNiTYLEGALCENTrES

Contents

SECTION 1:

Understanding the Role of the Management Committee

SECTION 2:

Making it Work – Support for the Management Committee

SECTION 3:

Resource Section



NATIONAL MANAGEMENT COMMITTEE GUIDEFOrCOMMuNiTYLEGALCENTrES �

Contents SECTION 1

1. Understanding the Role of the Management Committee

FACTSHEETS:

1.1 ObligationsoftheManagementCommittee 91.2 TheDifferencebetween“Management”and“Governance” 111.3 Delegation 131.4 Accountability 151.5 Conflictofinterest 191.6 LiabilityandObligations 211.� Employment—responsibilitiesoftheManagementCommitteeasanEmployer 231.8 StrategicPlanning 2�1.9 FinancialManagement 291.10 MinimisingandAvoidingFraud 311.11 Managingrisks 331.12 riskManagementPlanningandimplementation 351.13 ManagingComplaints 3�1.14 QualityandStandards 391.15 DelegationfortheLegalPractice 411.16 FundingAgreements 431.1� TheChairperson 451.18 TheTreasurer 4�1.19 ThePublicOfficer 491.20 AssociationsLiabilityinsurance 511.21 ManagementCommitteeMeetings 531.22 MakingDecisions 551.23 ManagementCommitteeMeetings—theroleofChairperson 591.24 ManagementCommitteeMeetings—Agendas 611.25 ManagementCommitteeMeetings—Minutes 631.26 ManagementCommitteeMeetings—reports 651.2� AnnualGeneralMeetings 6�1.28 CentrePolicies 691.29 OperationalPolicies �11.30 GovernancePolicy—SampleDocument �31.31 GoodPoliciestoDevelop ��



Management Committees play an important role in centres and must be able to see the bigger picture when it comes to overseeing the centre’s activities.

AManagementCommitteeneedsto:

• acthonestlyandingoodfaith• plan,byarticulatingthecentre’sgoalsandprioritiesandestablishingandreviewingstrategicandoperationalplans

• establishpoliciesandproceduresandrecorddecisionsandactionsonmattersconcerningthecentre

• manage,bytakingonresponsibilityastheemployer,makingsurethecentreisproperlyadministeredwithproperdelegationandensuringtheManagementCommitteeisfamiliarwith,andactivelyinvolvedin,theactivitiesofthecentre

• ensurelegalresponsibilitiesarecarriedout,e.g.occupationalhealthandsafety(Oh&S)responsibilities

• wherepossibleensurethecentreisincorporated,butinanyeventkeepproperrecordsandcomplywithanyrelevantlegislationandthecentre’sConstitution

• ensurefinancialrequirementsaremetandthatallfinancesareproperlymanaged,thatrecordsareauditedannuallyandthataccountabilityrequirementsoffundingprovidersarefulfilled.undertakeanyfundraisingactivityasrequired

• evaluateandmonitorallactivitiesofthecentrebyprovidingandreceivingproperfeedbackandcontributingto

1.1 Obligations of the Management Committee

thecontinuousimprovementofthecentre’sgovernanceandservicedelivery

• advocateonbehalfofthecommunityandthecentreandmaintainandbuildthecentre’spublicprofile

• respectprivacyandconfidentialityofinformationobtainedinthecourseoftheoperationofthecentre

• disclosepotentialoractualconflictsassoonastheyarise.ManagementCommitteemembersshouldremovethemselvesfromthoseparticulardiscussionsordecisionswhereconflictdoesormayoccur

• ensurethecentrehasproperstructuresandprocedurestoencouragecommunityengagement.itisimportantforcentrestolistentotheircommunities,respondtotheirneeds,andhavemechanismstofacilitatecommunityinvolvementinthecentre’soperations.

Further readingRoles and Responsibilities of Office Bearers and General Members of Board of Management of Incorporated Associations,informationSheet3,ManagementSupportunit(MSu),NCOSS:www.ncoss.org.au/projects/msu/resources.html.Fishel,David,The Book of the Board: effective governance for non-profit organisations,FederationPress,Sydney,pp10–11.Bullen,Paul,“Governance”,ManagementAlternativesPtyLtd:www.mapl.com.au.

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There is often confusion about the meanings of the words “management” and “governance” when discussing the functions of Management Committees. It is important for centres to clearly understand the difference between the two terms.

GovernanceTogovern means:• tooverseeandmonitorthecentre

• toprovideleadershipandstrategicdirectionand

• toacceptresponsibilityfortheentirecentre.

TheManagementCommitteeshoulddelegateday-to-daymanagementofthecentretotheEO,coordinatorormanagerofthecentre.incommunitylegalcentres(CLCs)thepersoninthisroleisoftencalledthecoordinator,buttherolehasdifferenttitlesindifferentcentres.WeusethetermExecutiveOfficer(EO)inthisGuide.

TheManagementCommittee’sroleincludestheprovisionofadequatesupport,direction,policiesandproceduresthatenabletheEOtomanagethecentreday-to-dayandensureitfunctionseffectively.

itisimportantthattheManagementCommitteeadoptsanattitudeoftrustandconfidenceinstaff,sothatstaffcan“getonwiththejobathand”,workinginaspiritofgoodwillandconfidence.

Management Tomanagemeans:• toundertaketheday-to-dayresponsibilitiesofoperatingthecentreinaccordancewithpoliciesandstandardssetbytheManagementCommittee.

1.2 The Difference between “Management” and “Governance”

Therefore,ManagementCommitteemembersshouldnotbeengagedintheday-to-daymanagementofthecentre.TheManagementCommitteeshouldappointapaid/unpaidcoordinator,managerorEO,whowillbedelegatedtheresponsibilitiesfor“managing”theday-to-dayoperations.

TheEOshouldnotbeamemberoftheManagementCommittee,althoughcommonlys/hewillattendmeetingsandhaveanimportantroleinfacilitatingcommunicationbetweentheManagementCommitteeandstaff.

TheEOreportsto,andisaccountableto,theManagementCommittee,soitisveryimportantthatthetwofunctionsandthepeoplewhoperformthemarebothformallyandpracticallyseparate.

Further reading

Good Governance: simple measures to assist non-government organisations in maintaining good governance,informationSheet1,ManagementSupportunit(MSu),NCOSS:www.ncoss.org.au/msu/index.html.Mackay,Karen,Community Management,VCOSSManualsforCommunityOrganisations,VCOSSandtheVictoriaLawFoundation,Melbourne,200�.“BoardGovernance”,OurCommunity:www.ourcommunity.com.au.

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FACTShEET

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The Management Committee should delegate day-to-day management of the centre to the EO.

AnyformalcommunicationsbetweenstaffandtheManagementCommitteewillideallybemadethroughthemanagementstructure,thatis,inmostcases,throughtheEO.SometimesthestaffmayneedtocontacttheChairpersonoftheManagementCommitteedirectlyifthereisapotentialoractualconflictofinterestinvolvingtheEO.

Delegation to the Executive OfficerTheEOshouldmanagethefollowingactivities.

1. Human resourcesTheEOisresponsibleformanagingpaid and volunteer staffaccordingtoapprovedpersonnelpoliciesandproceduresthatconformtocurrentlawsandregulations.TheEOalsohastheoverallresponsibilityforensuringthatstaffmembersunderstandtheirjobroleandtheexpectationsoftheminthatrole,andforgivingfeedbackaboutperformance.

2. PlanningTheEOshouldfacilitateplanninginthecentre.Thisinvolvesidentifyingaims,objectives,strategies,responsibilities,timelinesandtheresourcesrequiredtoachievethecentre’smission.TheEOoverseespromotionofthecentre,servicedeliveryandqualityofprogramsandisresponsiblefordevelopingevaluationstrategies.

3. Financial and risk management TheEOshouldpresenttheyearlybudgettotheManagementCommitteeforapprovalandmanage

1.3 Delegation

thecentre’sresourceswithinthebudgetguidelinesandaccordingtocurrentlawsandregulations.TheEOalsooverseasfinancialmanagement,informationsystemsmanagement,riskmanagement,communications,marketing,assetmanagementandreportingforthecentre.

4. Fundraising TheEOoverseesfundraisingactivitiesandidentifiesrelevantresourcerequirements.Theseincluderesearchingfundingsources,establishingstrategiestoapproachfundingbodies,submittingproposals,administeringfundsandcompletingtheacquittalrequirementsasrequiredbythefundingagreements.

5. Effective communication between staff and the Management Committee

TheEO’sroleistomanagethestaff.TheManagementCommitteeshouldalwayscommunicatetostaffmembersthroughtheEOandneverunderminetheauthorityoftheEObyinstructingastaffmemberdirectly.

6. Promoting and representing the centre

TheEOneedstoconsistentlypromotethecentreanditsactivitiesandpresentpositiveimagestorelevantstakeholdersandthegeneralcommunity.OftentheChairpersonoftheManagementCommitteeorotherstaffmembersassistwiththis.

7. Setting standards for the centreTheEOshouldsetthestandardsforthecentre.Thisincludessettingagoodexamplewhenitcomestoallethicalandprofessionalbehaviour,suchasdemonstratingloyalty,commitment,efficiency,punctualityanddiscretion.


8. Communication to, and resourcing of, the Management Committee

TheEOisresponsibleforensuringthatmembersoftheManagementCommitteearepresentedwithalltheinformationtheyneedtofulfiltheirroles,andwithclearandlogicalrecommendationsforaction.Preferably,informationshouldbeprovidedtomemberswellbeforeeverymeetingtoallowtimeforclarificationandproperconsideration.

Delegation of responsibilities to other staffStaffshould:

• throughtheEO,provideallrelevantinformationtotheManagementCommitteeinanappropriate,clearandconciseform

• supporttheManagementCommittee’splanningfunction

• determinecommunityneeds• deliverservicedeliveryprogramsandreporttheirsuccessandshortcomings

• evaluatetheperformanceofthecentre

• followtheEO’sdirectionsandcomplywithallprofessionalandethicalstandards

• becommittedtoprovidingservicesthatmeetclients’needs

• complywithallcentrepoliciesandprocedures

• implementtheManagementCommittee’sdecisions

• conductday-to-dayfinancialoperations.

Further reading Ensuring a Productive Relationship between Board Members and the Executive Officer,informationSheet6,ManagementSupportunit(MSu),NCOSS:www.ncoss.org.au/projects/msu/resources.html.Fishel,David,The Book of the Board: effective governance for non-profit organisations,FederationPress,Sydney.Carver,john,Boards that Make a Difference: a new design for leadership in non-profit and public organizations,jossey-Bass,SanFrancisco.

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1.3Delegation FACTShEET

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The Management Committee must be able to account for everything the centre does. The actions and decisions of the Management Committee affect a range of people in the centre including the membership of the centre, staff and volunteers, as well as its clients and potentially others outside the centre. These people are referred to as stakeholders.

Note:Theterm“membership”referstothemembersasdefinedintheConstitutionofthecentre.

Stakeholders• Funding bodies—thefundingbodyneedstoknowifmoneywasspentinaccordancewiththefundingagreement;theymayalsowanttoknowaboutoutcomes.

• Actual and potential clients—theyneedtoknowabouttheavailabilityofaserviceandthequalityofthatservice.

• Donors—theywanttoknowhowthecentrespendsdonatedmoneyandwhatoutcomesareachieved.

• Insurers—aninsurancecompanywillaskforevidencethatallreasonablestepsweretakenbythecentretopreventanincidentbeforeitoccurredintheworkplace.

• Membership of the centre—theywanttoensurethatstaffandtheManagementCommitteeadheretotherulesoftheConstitution.

• Statutory agencies—forexampletheLegalPracticeBoard,needtoknowwhetherpractitionersareadheringtotheCodeofPractice.

• Other CLCs.

1.4 Accountability

Accountability and the Management CommitteeTheManagementCommitteeisultimatelyresponsibleandmaybeliablefortheactionstakenornottakenbythecentre.TheManagementCommitteeshouldensurethatthecentrehaspropersystemsandproceduresinplacetobeaccountablefor:

• safeguardingthecentre• ensuringthatitsoperationscomplywithalllegalandprofessionalrequirements

• ensuringregularmonitoringandreportingofactivitiesandfinances

• evaluatingactivitiesandperformanceagainsttargets.

Internal accountabilityitisveryimportantforManagementCommitteememberstoensurethatthecentrehaswell-developedinternalaccountabilitysystems.

internalaccountabilityreferstoaccountabilityresponsibilities:

• amongststaffmembers• amongstManagementCommitteemembers

• betweenstaffandtheManagementCommittee

• betweentheManagementCommitteeandthemember-shipofthecentreand

• betweenvolunteers.StaffmembersStaffmembersshouldbeaccountabletoeachotherfortheirworkpracticesandbehaviour.ThePrincipalSolicitor/NominatedresponsiblePerson(asstatedintheNational Risk

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Management Guide)hasoverallresponsibilityforthelegalpractice.ThesolicitorsatthecentreareaccountabletothePrincipalSolicitor/NominatedresponsiblePersonfortheirlegalwork.

reportingtotheManagementCommitteeismanagedbythestaffdirectlyorthroughtheEOand/orPrincipalSolicitor/NominatedresponsiblePersonthroughamonthlywrittenand/orverbalreportingsystem.

ManagementCommitteemembersManagementCommitteemembersareaccountableforthecentreandhaveanadditionalresponsibilitytobeaccountabletooneanotherforarangeoforganisationalissues,includingbehaviour,participationanddecision-making.

Asmembersoftheteam,ManagementCommitteemembersshould:

• ensurethattheyreadprovideddocumentsandkeepabreastwithalltheinformationbeforemeetings

• attendasmanymeetingsastheycan,orattendmeetingsregularly

• takeupopportunitiesfortrainingtoincreasetheirskillsorknowledgetogovernthecentreand

• performtheirroleconscientiously.

StaffandManagementCommitteemembersAllstaffareultimatelyaccountabletotheManagementCommitteeasthecommitteeistheemployer.however,inordertomakethetaskofmonitoringeasier,theEOusuallyundertakestheresponsibility(onbehalfoftheManagementCommittee)ofensuringthatthe

staffandvolunteersmeettheiraccountabilityobligations.inthissense,staffareaccountabletotheManagementCommitteeviatheEO.TheManagementCommitteecanbekeptappropriatelyinformedviaawrittenmonthlyreportfromtheEOprovidedtoeachmeetingoftheManagementCommitteeand/orverbalreportsregardingwhatworkisbeingdonebywhomatthecentre.

ManagementCommitteeandthemembershipofthecentre(includingvolunteers)Themembershipofthecentreneedstobekeptinformedaboutprogressmadetowardsreachingthecentre’sgoalsandhowtheaffairsofthecentrearemanaged.incorporationrulesalsorequirethatManagementCommitteemembersofacentrebeaccountabletothemembershipofthecentre.ThemembershipofthecentreshouldbeinvitedtojointheManagementCommitteeorsubcommitteesaspertherulesoftheConstitution.itisalsoimportantthattheManagementCommitteeengageswiththemembershipandobtainsinputoftheirideasandsuggestionsforimprovement.

AccountabilitytothemembershipofthecentreiscarriedoutviathepresentationofanAnnualreport(includingadetailedfinancialreport)atanAnnualGeneralMeeting(andotherspecialgeneralmeetings),andwiththeprovisionofpublicitymaterial,newslettersandfocusgroupsetc.

External accountabilityEverycentrehasawiderresponsibilitytobeaccountabletoitscommunity,includingthespecifictargetgroup(s)ofclientsorserviceuserstowhomthecentreseekstoprovideservices.Astaxpayers,themembershipofthecentre,orserviceusers,theyhavetherighttoexpectthatthecentreusesgovernmentfundstoprovidequality

1.4Accountability FACTShEET

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NATIONAL MANAGEMENT COMMITTEE GUIDEFOrCOMMuNiTYLEGALCENTrES 1�

servicesandoperatesaccordingtolegalandethicalrequirements.

Clientsorserviceusersitiscriticalforallcentrestobeaccountabletotheirclientsorserviceusers.TheManagementCommitteeshouldensurethatthecentre’sclientsorserviceusersinformtheactivitiesofthecentreandencouragethemtoparticipateindecision-makingprocesses.inputfromclientsorserviceuserswillhelpensurethecentremeetsthelegalneedsofthecommunity.Thiscanbeundertakenvianewsletters,programs,publicitymaterialandAnnualGeneralMeetings.Centrescanalsodevelopanddistributespecificpolicies,suchasa“ClientCharter”or“rightsPolicy”,orprovideusefulinformationbrochuresandinviteclientsorserviceuserstobenominatedfortheManagementCommitteeorsubcommittees.

ThewidercommunityManagementCommitteeshouldensurecommunity“ownership”ofthecentre,whichwillensuresupportwhenthecentreneedstogainresourcesorassistance.TheManagementCommitteecannotexpectthissupportunlessthewidercommunityisinformedandhasopportunitiestoinfluencethecentre’sactivities.Thiscanbedoneviapublicitymaterial,newspaperarticlesorothermediastories,communitynoticeboards,attendanceatcommunitymeetingsorpublicforumsandbybeinginvolvedandnetworkedinthelocalcommunity.Localgovernmentmayalsobewillingtoassistwiththepromotionofthecentre.

FundingbodiesTheManagementCommitteehasalegalresponsibilityandisaccountabletoanydepartmentorbodywhoprovidesfundingtothecentre.Fundsforthecentremaycomefrommanysources,including:

• membershipfees• acentre’sfundraisingactivities• donations• businessesorcorporatesponsors

• grantsfromphilanthropictrustsandfoundations

• grantsfromCommonwealth,stateandlocalgovernmentdepartmentsandstatutoryauthorities.

Government,philanthropicorganisationsandsomecorporatesponsorswillhavetheirownaccountabilitymechanismsthatmaybindthecentre.TheymayalsorequiretheManagementCommitteetodemonstratethateffectiveandefficientprocessesandpracticesareinplaceandthattheManagementCommitteeismeetingitsconstitutional,financialandlegalobligations.ThisisusuallydoneviathesubmissionofStrategicand/orBusinessPlans,Annualreports,copiesofauditedfinancialstatements(includingbudgetsand/orstatisticalreturns)andrecordsofManagementCommitteemeetings.

Annual ReportsTheAnnualreportisoftenthebesttoolfordemonstratingthecentre’saccountabilitytothemembershipofthecentre,widercommunityandstakeholders,includingfundingbodies.TheAnnualreportmustacknowledgeallofthefundingprovidedbytheCommonwealth,stateandlocalgovernment,philanthropicorganisationsandcorporatesponsors,andincludeadescriptionoftheservicesprovidedandactivitiesinwhichtheorganisationhasengagedincluding:

• hoursofoperation• numberofadvicesgiven• caseworkandnumberoffilesopenedandclosed

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• dutylawyerservices• communitylegaleducation• lawreform• research• accessandequityactions• communitydevelopmentwork• extentofvolunteerandprobonowork

• trainingandstudentsupervisionprovidedtoandbystaff

• source,extentandpurposeofanyincomereceivedfromotherbodies

• thenamesofthemembersoftheManagementCommitteeofthecentreandthenamesandbriefdescriptionoftherolesofthestaffinvolvedintheprovisionoftheservices

• anyotheractivitiesrelevanttotheworkofthecentreand

• auditedfinancialstatementsforthatfinancialyear.

TheAnnualreportisanimportanttoolforpublicityandpublicrelations.itshouldbeattractive,conciseandclear,inplainEnglishandeasilyread.usegraphics(photographsandcartoons)toaddinterest.SomeinnovativewaystomaketheAnnualreportinterestingaretoproducepartsofitasacalendarorinformationbooklet.

AgoodwaytopreparetheAnnualreportistohaveanannualrevieworevaluationtoassesstheoperationsagainstthecentre’sobjectives.TheinformationthatcomesfromthisprocesscanthenformthecontentoftheAnnualreport.

Further readingMackay,Karen,Community Management,VCOSSManualsforCommunityOrganisations,VCOSSandtheVictoriaLawFoundation,Melbourne,200�.Accountability,infoSheetNo.9-�,ManagementSupportOnline(MSO),NCOSS:www.ncoss.org.au/projects/msu/resources.html.“Boardresponsibilities”,OurCommunity:www.ourcommunity.com.au.

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A conflict of interest is where a person (or people) stands to gain or lose, personally or financially, through situations relating to employment, contracts, maintenance, use of facilities or any other aspect of the operations of the centre. Conflict of interest also extends to members of a family or close associates such as friends, who stand to gain in the same manner.

AconflictofinterestcanarisewhenamemberoftheManagementCommitteeorasubcommitteehasotherinvolvementsorintereststhatmaymakeitdifficultforthemalwaystoactinthebestinterestsofthecentre.Thismayresultfrom:

• businessorprofessionalactivitiesorinterests

• employmentwithinthecentre(oranotherrelatedorganisation)

• membershipofothercommunityorganisationsorserviceproviders

• ownershipof,orinterestsin,propertyorotherassets.

Sometimesthereisapotentialconflictofinterestthatisnotyetanactualconflictofinterest.Thesepotentialconflictsarejustasimportanttodeclareimmediatelyasactualconflicts.

Theconflictofinterestmayleadtothefollowingconsequences:

• financialbenefitorloss,forexample,throughthesaleofadeceasedestateorgoodsorprivilegedknowledgeaboutpropertysales

• politicalbenefitorloss,forexample,bygainingorlosingelectoralsupport

1.5 Conflict of Interest

• personalbenefitorloss,forexample,throughcareerorstandinginthecommunity.

itisimportanttoacknowledgethatManagementCommitteememberswillexperienceconflictsofinterestfromtimetotime;however,thisdoesnothavetocauseaproblemifthesituationisdealtwithproperly.

ManagementCommitteemembersalsoneedtobeawareofwhatmayappear tobeconflictsofinterest.ifotherscanormightperceiveaconflictofinterest,thisitselfcancauseaproblem,asitcoulddamagethecentre’sreputationorgiverisetoapossiblelegalchallengetoaManagementCommitteedecision.Suchachallengecouldbetimeconsumingandcostly,evenifitisultimatelyunsuccessful.itisveryimportanttodeclareanyactualorpotentialconflictofinterestbeforeithasthepossibilitytoaffectdecision-makingprocesses.

Conflict in a legal practiceEverytimeacentre’slawyersseeaclienttheymustconductaconflictofinterestcheckbeforetheygiveanylegaladviceordecidewhetherthecentrecanactforthatperson.Themostimportantactualorpotentialconflicttheylookforistoensurethatthecentrehasnot(andwillnotinthefuture)actfortheotherpartyinthesameorarelatedmatter.

however,itisalsoimportanttoconductachecktoensurethatthereisnoconflictwithorforthecentre’sstaff,volunteersandManagementCommitteemembers.Forexample,aManagementCommitteemembermaybethePrincipalofafirmactingfortheotherparty,orbea

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familymember.TheManagementCommitteeneedstobeawareoftheproceduresandensurethatthecentrehasthenecessaryinformationandappropriateproceduresinplacetobeabletoconductthesecheckspromptly.

Formoreinformationregardingusefulconflictofinterestprocedures,pleasecontacttheProfessionalindemnityinsuranceWorkingGroupinyourstate/territory.

Declaration of interestsWherethereisaknownorperceivedconflictofinterest,theManagementCommitteemembershouldsignaformthatoutlineswhattheconflictisorhowitmay/wouldarise,andtheprocedurethatwillbeappliedbefore,orsoonafter,commencingtheirtermofoffice(ifknownthen),orassoonaspossibleaftertheconflictorpossibleconflictisidentified.Thiswillhelptoprotectindividualmembersaswellasthewholecentre.

ADeclaration of InterestsformshouldformpartoftheManagementCommitteeinductionkit.Theformshouldincludeasectiontoinsertanyrealorperceivedconflictsofinterests,andendwiththefollowingstatement:

Further readingFishel,David,The Book of the Board: effective governance for non-profit organisations,FederationPress,Sydney.Managing Conflicts of Interest,informationSheet14,ManagementSupportunit(MSu),NCOSS:www.ncoss.org.au/projects/msu/resources.html.

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I have declared all known areas that may result in a potential conflict of interest for me as part of the Management Committee of [name of centre]. If any other potential conflicts arise I will declare them to the Management Committee as soon as I become aware of them. I will also declare my financial or personal interest in any item to be discussed at meetings of the Management Committee.

Member’sSignature:

Date:

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Legal obligationsAllManagementCommitteemembershaveacertainnumberoflegalobligationsoverandabovetheirothergeneralresponsibilitiesforthecentre.Firstamongsttheselegalobligationsistheimperativetoactwithinthelawatalltimes.

itisveryimportantforManagementCommitteememberstobefullyinformedabouttheirlegalobligations,includingthoserelatingtothecentre’sConstitution(orrules),whicharebindingonboththecentreandtheindividualmembersoftheManagementCommittee.

Constitutional obligationsTheConstitution(orrules)ofacentreisoneofitsmostimportantlegaldocuments.itcontainsanumberofrulesthathavebeendecidedbythecentre’smembershipANDthoseapprovedbytherelevantgovernmentdepartmentthatoverseestheregistrationofincorporatedassociationsineachstate.

AsitistheresponsibilityoftheManagementCommitteetoensurethatthecentreadherestotheConstitution,itisimportantthatallManagementCommitteemembersreceiveacopyofthecentre’sConstitutionbeforetheyjoinoratthecommencementoftheirtermofoffice.

Limited indemnity — what it meansThecentre,asanincorporatedorganisation,provideslimitedindemnityfrompersonalliabilityintheeventthatsomeone(oranothergroup/organisation)takesthecentretocourt.Thismeansthatthe

1.6 Liability and Obligations

centre(insteadoftheManagementCommittee,whoaretheaccountablebody)willbesuedinacourtoflaw.

ThisprotectionwillapplyonlywhentheManagementCommitteemembershavetakenallreasonablestepstocarryouttheirdutyofcaretoensurethatalllegal,employmentandfinancialobligationsandrequirementshavebeencarriedout.Furthermore,indemnityfrompersonallitigationwillonlyapplyprovidedthattheManagementCommitteemembersdidnot“knowingly”actoutsidethelaw.

remember,ignoranceofthelawisnodefence:itisessentialthatManagementCommitteemembersseeklegaladvicewhenevertheyareindoubtabouttheirlegalresponsibilities.Failuretodosomayresultinlegalactionagainstindividuals,theManagementCommitteeand/orthecentre.

Local, state and federal lawsLegislation(lawmadebytheActsofParliament)thatappliestothecentrewillinclude:• stateandfederalgovernmentlegislation(includinganti-discrimination,equalopportunityandprivacy)

• localgovernmentby-laws(suchasrulesconcerningparking,etc.)and

• industrialrelations(awards,contractsandagreementsinrelationtoemployment).

Otherlegalresponsibilitiesinclude:• insuranceobligations• taxationobligations• occupationalhealthandsafetyobligations


• publishingandcopyrightobligations

• fundingagreementandothercontractualobligations.

Personal legal obligations of Management Committee membersManagementCommitteemembershavesomepersonallegalobligations,namely:

• toacthonestly• toactwith“reasonable”careanddiligence

• nottomakeimproperuseofinformationgainedinthecourseoftheirinteractionwiththecentre

• nottomakeimproperuseoftheirposition.

ManagementCommitteemembersshouldalwaysactinthebestinterestsofthecentre.iftheremaybeapotentialconflictofinterest,theManagementCommitteemembershouldimmediatelyinformtheManagementCommitteeandallowthemtodecideifshe/heshouldberemovedfromrelevantdecision-makingorresignfromtheposition.

Further readingMackay,Karen,Community Management,VCOSSManualsforCommunityOrganisations,VCOSSandtheVictoriaLawFoundation,Melbourne,200�.“OverviewofyourLegalresponsibilities”,OurCommunity:www.ourcommunity.com.au.The Legalities of Managing an Incorporated Community Organisation,informationSheet11,ManagementSupportunit(MSu),NCOSS:www.ncoss.org.au/projects/msu/resources.html.

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Management Committee members of a centre have the responsibility of engaging or employing staff, volunteers and independent contractors. They are bound by a complex set of obligations under workplace relations and employment laws.

Theseobligationsrelateto:

• termsandconditionsofemployment

• terminationofemployment• industrialrelations• workers’compensation• anti-discriminationlawsand• occupationalhealthandsafety.

EmploymentinaCLCrequiresaspecialcommitmentfromtheManagementCommitteeandstafftoensurethatemploymentpracticesreflectthecentre’svaluesandprinciples.

The selection processManagementCommitteemembersareresponsibleforensuringthatthecentreemploysstaffwiththeappropriateskills,knowledgeandpersonalattributes.inpractice,however,theManagementCommitteedelegatestheresponsibilityofrecruitmenttotheEO.

Thecentreshould:• developemploymentpoliciestoberatifiedbytheManagementCommittee

• ensurethatequalopportunity,workplacerelationsandotherlawsarefollowedduringtheselectionprocess.Thisincludesensuringthatprohibitionsareinplacerelatingtosetting

discriminatoryjobselectioncriteriaandthatproperproceduresareinplacetoensurethattheselectioncriteriaandrecruitmentprocessarenotdiscriminatory.

Somejobsmayrequirethecandidatetoundertakeapolicecheckbeforeappointment.Thecentreshouldfollowthestrictguidelinesprovidedwhenundertakingpolicechecksandensurethatallconfidentialinformationisstoredinasecureplace.

Induction AgoodManagementCommitteewillensurethatstaffandvolunteersfeelpositiveabouttheirinitialcontactwiththecentre.Thiscanbeassuredwithagoodinductionprocess,whichgetseverythingofftoapositivestartandcanpreventunnecessarymistakesormisconceptions.

TheManagementCommitteeshould:

• delegatetheinductionprocesstotheEOandensurethattheprocessadoptedissoundandworkswell

• ensurethattheyintroducethemselvesassoonaspossibletoanynewstafforvolunteersandmakethemfeelwelcome.

Creating a good working environmentManagementCommitteemembersneedtobeawarethatthereisthepotentialfordiscriminationandharassmentintheworkplacetobecarriedoutbyvariouspeopleassociatedwiththecentre,forexample,staff,clients,volunteersorevenManagementCommitteemembersthemselves.ManagementCommitteemembersmustalso

1.7 Employment — Responsibilities of the Management Committee as an Employer

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beawarethatthecentremaybeheldliablefortheactionsofstaff,volunteers,clientsandManagementCommitteemembers.

VariousstateandCommonwealthlawsprohibitbothdirectandindirectdiscriminationbasedoncertainactualorassumedattributes.Theselawsinclude,amongothers:

• theSex Discrimination Act 1984(Cth)(sexdiscriminationandsexualharassment)

• theRacial Discrimination Act 1975(Cth)(racialdiscrimination)

• theAge Discrimination Act 2004(Cth)(agediscrimination)

• theDisability Discrimination Act 1992(Cth)(disabilitydiscrimination).

StatelegislationprotectsabroaderrangeofattributesthanthosecoveredbythesefourpiecesofCommonwealthlegislation.Theseattributesinclude:age,sex,carerstatus,race,breastfeeding,genderidentity,maritalstatusandmanyothers.

ManagementCommitteemembersshouldensurethatthecentrehaswell-developedpoliciesandprocedureswhichclearlyspelloutwhatconstitutesabreachoftheseandotherrelevantlaws,includingrulesdealingwith:

• sexualrelationsbetweenstaffandclientsand

• physicalandverbalviolence.

Creating a safe and healthy workplaceitisimportantforemployerstoprovideandmaintainasafeworkplacethatisfreefromrisks.ManagementCommitteemembersasemployershaveageneralandspecificobligationunderoccupationalandhealthsafety(Oh&S)legislation.Oh&SpoliciesshouldbedevelopedinplainEnglish,madereadilyaccessibleandputinto

practice.Seriousconsequencescanresultfromafailuretoobservethecentre’sOh&Sduties.

Particularlyimportantareobligationsinrelationto:

• handlingdangeroussubstances(e.g.photocopiertoner)

• fireprecautions• ventilation• useofequipment• stressandburnout• occupationalviolence(bullying)

• drugandalcoholuse• handlingbloodspills• manualhandling(ofobjectsorpeople,whererelevant).

ThecentreneedstomaintainthefollowingOh&Srecords:

• employeeorpersonnelfilesthatincludenames,addressesandemergencycontacts

• anaccident/injuryregisterand

• anyotherrecordsrelatedtoworkplacesafety.

Appropriate pay and conditionsManagementCommitteemembersshouldensurethatstaffareemployedandpaidaccordingtothecorrectindustrialawardandemploymentcontract.Alltherelevantconditionsmustbeadheredtoorthecentrecouldbesubjecttopenaltiesfornotmeetingtheseobligations.itisimportanttofollowthebasiclegalrequirements,suchasthosethatare,orshouldbe,includedinthecontractofemployment.Allstaffshouldhavealetterofappointment,whichclearlyoutlinestheirpayandconditions.

itisimportantforthecentretomaintainrecordsrelatingtoemployeesforaperiodofsevenyears.

1.�Employment—responsibilitiesoftheManagementCommitteeasanEmployer

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Setting clear directions ManagementCommitteemembersshouldsetcleardirectionsandensurethatthelinesofmanagement(therelationshipbetweenManagementCommitteemembersandstaff)areclear.

TheManagementCommitteeappointstheEOtoundertaketheday-to-daymanagementofthecentreandthePrincipalSolicitortooverseethelegalpractice.Cleardelegationensuresclearaccountabilityprocesses,goodcommunication,andanunderstandingaboutwhoisresponsibleforwhatroleinthecentre.

Support and supervision itisimportantforallstafftohavesomeonewithwhomtheycandiscussideas,issuesorproblems.insmallercentres,theManagementCommittee,astaffsubcommittee,oranominatedstaffpersonfromthestaffsupportgroupassumesthisrole.inlargercentres,seniormanagementstafftakeonthisrole.

1.�Employment—responsibilitiesoftheManagementCommitteeasanEmployer

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Further readingFishel,David,The Book of the Board: effective governance for non-profit organisations,FederationPress,Sydney.recruitment:goodpractice,informationSheet15,ManagementSupportunit(MSu),NCOSS:www.ncoss.org.au/projects/msu/resources.html.“ManagementCommitteeresponsibilities”:Managing Staff and Volunteers(factsheet):www.diycommitteeguide.org.

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Planning for the centre is an important role for Management Committee members.

Why plan?Planningistheprocessof:

• settingthegoals,purposeandprioritiesofthecentre

• developingstrategiesforservicedeliveryand

• carryingoutongoingevaluationinordertoensuregoalsareachievedandimprovementsmade.

Planningenablescentrestoanswerthefollowingimportantquestions:

• whywasthecentreestablished?• what kindofservicesdoesthecentredelivernowanddotheseservicesmeetthecommunity’sneeds?

• doesthecentreneedtomakeanychangestotheservicedeliverymodelororganisationalinfrastructuretoachieveitsgoals?

CLCsshouldrecognisethatoperationalandstrategicplanning,togetherwithongoingevaluation,areessentialactivitiestoundertakewhenworkingtowardsachievingtheaimsandobjectivesofthecentre.Theseactivitiesareongoingprocessesthatensurecontinuousimprovementinthequalityoftheservice;itisimportanttheyareintegratedandundertakenacrossthewholecentre.

inshort,planningassistscentresto:

• settheirgoals• identifyneedsanddefineissues• prioritiseissues• generatesolutions

• buildtheircapacity,whichincludesobtainingresourcestosupporttheservicedeliverymodeland

• evaluateandcontinuouslyensurebetterservices.

Identifying a strategy Astrategyshouldbeidentifiedinordertoplanextensivelyandcoveralltherisksforacentre.Thestrategyforthecentredetermines:

• wherethecentreisplacedatthetime

• thedirectionthecentreintendstogoin,andwhy

• howthecentrewillgetthere.AstrategicplanforCLCsshouldincludesomeofthefollowingfeatures:

• alistingofthetargetgroupstowhomlegaladvice/caseworkservicesshouldbeprovided

• plansforcommunitydevelopmentactivities(e.g.communitylegaleducation)andlawreformwork

• strategiesfordealingwithday-to-dayactivities,whichalsoincludeorganisationaldevelopmentwork(e.g.reporting,management,policydevelopment)

• anindicationofhowitisenvisagedthatthecentrewilloperateintwoorthreeyears’timeand

• detailsonhowthecentrewillinvolvealllevelsofmanagement,staff,volunteers,externalstakeholdersandthecommunityinthedevelopmentandimplementationoftheplan.

1.8 Strategic Planning


Theplanningprocesswillassistthecentretohonestlyevaluateitsservicesandactivities.Theoutcomesofthisprocesswillprovideinputtothecentretohelpplanchangesorimprovementstothecurrentservicedeliverymodel.

Key points when planning for the centre• Theplanningprocessshouldalwaysincludethekeystakeholders:ManagementCommitteemembers,staff,volunteers,clients(wherepossible),community,fundingbodiesandexternalstakeholders(e.g.othercommunityorganisations,politicians).itisimportanttoensurethatthekeystakeholdersarefamiliarwiththecentre’skeyobjectivesandgoals.

• Theprocessshouldbewelldocumentedandprovideadetailedplanforhowthecentrewillmeasurewhatserviceshavebeenandaretobeprovided,staffingandresources,timeperiod,andoutcomes.

• Astaffmember/WorkingGroupshouldbedelegatedtheresponsibilityforplanningandorganisingthePlanningDay,whichshouldbeheldannually.

• Whenplanning,inputshouldbeobtainedfromeveryonewhowillberesponsibleforcarryingoutpartsoftheplan,alongwithrepresentativesfromclientgroupswhowillbeaffected.Ofcourse,theManagementCommitteeshouldbeinvolvedindevelopingtheplan,astheywillberesponsibleforitsreviewandauthorisation.itisimportantfortheplanningprocesstobeveryinclusiveandencourageparticipation.

Further readingBullen,Paul,“Governance”,ManagementAlternativesPtyLtd:www.mapl.com.au.Muddagouni,rachna,Thinking and Planning Ahead: resource manual for community legal centre staff,VictoriaLawFoundation,Melbourne,200�.“StrategicPlanning:MappingyourGroup’sFuture”(helpsheets),OurCommunity:www.ourcommunity.com.au.Developing a Plan,infoSheetNo.5-3,ManagementSupportOnline(MSO),NCOSS:www.ncoss.org.au/projects/msu/resources.html.

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1.8StrategicPlanning FACTShEET

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FACTShEET

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All members of the Management Committee must take the financial responsibility of the centre very seriously. Financial responsibilities vary significantly from centre to centre depending on the size, number of paid staff and volunteers, and the level of funding they receive from government and other philanthropic organisations.

Roles and responsibilitiesAllcentresshouldensurethat:

• thereareadequatefundsfortheoperationoftheorganisation

• theorganisationworkswithinthelimitsofthesefundsand

• properrecordsarekept,fundsareaccountedfor,andreportsaremadeontime.

ManagementCommitteemembersshouldbeawareof,andunderstand:

• theleveloffundingreceivedfromfundingbodies

• thebroadtermsofanyfundingandrequirementsofthefundingbodies

• whatthefinancialpoliciesofthecentresayandhowtheyareapplied

• financialstatements,expenditures,budgetsandreportsand

• whatfinancialdecisionsarebeingmadeandwhy.

Beyondtheseresponsibilities,itistheTreasurer’sroleto:• establishgoodsystems• planandmonitorthefinancesofthecentre

• workwithandassisttheEOandFinanceOfficerorexternalfinanceorganisationinthesematters.

1.9 Financial Management

TheTreasurer’sroleTheTreasurershouldworkcloselywiththeManagementCommitteetosafeguardthecentre’sfinances.

TheTreasurerhastheresponsibilityofreportingthestateoffinancialaffairstothemembershipofthecentre.ideally,financialreportsarepresentedviatheTreasurertothefullcommitteesothatallManagementCommitteemembersarefullyawareofthefinancialsituationatanygivenmoment.

TheManagementCommittee’sroleDevelop clear position descriptions for all finance workersManagementCommitteemembersshoulddevelopclearpositiondescriptionsforTreasurer,FinanceSubcommitteeand/orFinanceOfficersothateveryoneclearlyunderstandstheirresponsibilities.

Oversee financial planning and budgetingManagementCommitteemembersshouldensurethatthecentreundertakesadequatefinancialplanning.AlthoughthedevelopmentoftheplanmightbedelegatedtoaTreasurerorFinanceOfficer,itisthejoboftheManagementCommitteetoapprovetheplansandmonitorfinancialperformance.

Identify required resourcesWhenundertakingfinancialplanning,theManagementCommitteeshouldhaveathoroughunderstandingofallexpendituresthecentrewillincur,andmakedecisionsregardingresourcesthatcanbepurchasedforthecentreandothercosts/outgoingsandliabilities.


Obtain fundsManagementCommitteemembersshouldbeawareofthedifferentfundsthatacentrecanreceive.Fundsmightcomefrom:

• grantsfromgovernmentorphilanthropictrusts

• sponsorshipfromprivatelegalfirms

• grantsoflegalaid/costsrecoveredfromlitigation

• specialfundraisingactivitiesorevents

• membershipsubscriptionsordonationsor

• giftsanddonationsfromthepublic.ManagementCommitteemembersaresometimesinvolvedinwritingsubmissionsforfunding,orworkinsmallgroupswithpaidstafforotherinterestedpartiesonspecificissuesforwhichthecentreneedsfunding.

PerhapsthecriticalroleforManagementCommitteemembersistotakepartinthe“political”sideofobtainingfunds.Thismeansbeingpartofdeputationstolocalparliamentarians(orrelevantgovernmentministers)andworkingwithcommunityandphilanthropicorganisationstoshowthelevelofneedandsupportrequiredforthecentre.

Approve funding and service agreementsAllfundingsubmissionsshouldfirstbeapprovedbyManagementCommitteememberstoensurethattheyarehappywiththeproposedactivities/services.Similarly,theManagementCommitteemustbeawareofandagreetothetermsofanyfundingagreement.TheManagementCommitteeisaccountableforanyfundsthatareobtainedandmustensurethattheyarespentaccordingtothespecificdetailsoutlinedinthefundingagreement.

ThistaskmaybedelegatedtotheEO;however,monitoringandaccountingforfundsremainstheresponsibilityoftheManagementCommittee.

Oversee accounting and monitoring systemsTheManagementCommitteehasresponsibilityforthefinancialcontrolsystems,whichensurethatmoneyishandledproperly.

TheManagementCommittee:

• setsthefinancialpolicies• delegatesfinancialresponsibilitiestotheEOandFinanceOfficer

• monitorsandreviewsfinancialoperationsregularlyanddiligently.

Financial reportingTheManagementCommitteeshouldcomplywiththereportingrequirementsoffundingbodiesandpublishanAnnualreporttoreporttothemembershipofthecentre,fundingagenciesandthecommunity.AllManagementCommitteemembersshouldreceiveadequatetrainingand/orsupporttohelpthemunderstandthemeaningandimplicationsoffinancialstatements.

Choose an auditor ManagementCommitteemembers,togetherwiththemembershipofthecentre,appointtheauditorforthecentreattheAGM.Theappointmentofanindependentaccountantorauditorensuresthatfinancialrecordsareassessedastowhethertheyareaccurateandgiveatruepictureofthecentre’sfinances.

Further readingFordetailedinformationonmanagingthefinancesofacentre,pleasereadtheNational Financial Management Guide,developedbyNACLC.Financial Management Systems,infoSheetNo.4-4,ManagementSupportOnline(MSO),NCOSS:www.ncoss.org.au/projects/msu/resources.html.

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Management Committee members must be committed to the aims and objectives of good governance of the centre. It is important for Management Committee members to recognise the value of transparency and accountability in their centre’s administrative and management practices.

EffectivefraudcontrolneedsthecommitmentoftheManagementCommitteemembers,staff,volunteersandexternalstakeholders.Centrescanbeexposedtotheinappropriateorinefficientuseoffinancialorphysicalresourcesandtofinanciallossesasaresultoffraudandcorruption,whichmaythenhaveanimpactonthecentre’sreputation,funding,andservicedeliverytoclients.

Centresshould:

• becommittedtominimisingthepossibilityoffraudandactualfraud

• beinapositiontoactquicklytominimisedamagecausedbyanyfraudulentactivity

• nottolerateanyactofinternalfraudorcorruptconductand

• takestepstomanagetherisksofexternalfraud.

What is fraud?Definitionoffraud:“dishonestlyobtainingabenefitbydeceptionorothermeans.”�

Someofthetypesoffraudare:

• theft• dishonestlyobtainingproperty,afinancialadvantageoranyotherbenefit

1.10 Minimising and Avoiding Fraud

• causingaloss,oravoidingorcreatingaliabilitybydeception

• creating,usingorpossessingfalsifieddocuments

• unlawfulorunauthoriseduseofthecentre’sequipment,includingmisuseofvehicles,telephone,orotherpropertyorservices

• disclosingsensitiveorconfidentialinformationandobtainingsomebenefit/sfromthedisclosure.

Fraud control frameworkitisvitalforallcentrestoestablishafraudcontrolframeworkthatincludesarangeofproactiveandreactivestrategiesdesignedtomitigatefraudandprotectthecentreagainstlossorreputationdamage.Somecomponentsofafraudcontrolframeworkforcentrestoconsiderareoutlinedbelow.

FraudcontrolpolicyAcentreshouldadoptafraudcontrolpolicythatisdesignedtomeetthespecificneedsofthecentre.

responsibilitystructureTheManagementCommitteeshoulddefineanddelegatethecentre’sresponsibilityforfraudcontroltotheEO,whowillimplementandmonitorthefraudcontrolframework.

FraudmonitoringTheManagementCommitteeshouldundertakeongoingfraudmonitoringactivitiesthatcanbeincorporatedintotheexistingqualityassuranceprocess.

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�. ThisdefinitionisderivedfromtheCommonwealth Fraud Control Guidelines,2002.


FraudriskprofileinsomelargercentrestheManagementCommitteeshoulddevelopafraudriskprofile,whichshouldincludefraudriskassessmentsacrossthedifferentareasofthecentre.Thiswillprovidetheinformationwithwhichtoexaminethepotentialinternalandexternalrisksimpactingthecentre.

Staffawarenessideally,allstaffofacentreshouldundergofraudawarenesstraining�

inordertoprovidethemwithanunderstandingofwhatconstitutesfraudandtoassisttheminrecognisingfraudulentbehaviour.

FraudreportingsystemsThefraudcontrolframeworkshouldincludearrangementsforinternalandexternalreportingtotheManagementCommitteeandfundingbodies.

Investigation proceduresCentresshouldhaveformalisedanddocumentedproceduresforundertakinginternalinvestigations,guidanceonwhattoreporttowhom,andproceduresforreportingmatterstothepoliceorotherexternalparties.

External requirementsCentresshouldhavepoliciesandproceduresthatincludeconsiderationoftherequirementtoreportincidentsoffraudorcorruptiontoexternalauthorities.

CodeofConductanddisciplinaryproceduresCentresshouldhaveaCodeofConductthatsupportsacultureofhonestyandintegritywherefraud,corruptionordishonestactsaredetected,investigated,andifrequired,disciplined.

Further reading “FraudControl”:Commonwealth Fraud Control Guidelines — May 2002:Attorney-General’sDepartment:www.ag.gov.au.“FraudriskManagementPolicy”,OurCommunity:www.ourcommunity.com.au.

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2.SuitabletrainingprogramsarelistedinSection3.

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Management Committee members can contribute significantly to managing risk by paying close attention to the areas in a centre most likely to result in liability. By adopting practices that minimise the likelihood of claims, the Management Committee can place the centre in a safe position. Some of the areas of risk that require close attention are listed below.

Selecting the Executive OfficerTheManagementCommitteeshouldmakethedelegationofresponsibilityforday-to-daymanagementofthecentrewithcare.ThiscanbeensuredwiththethoughtfulselectionofanEO.TheManagementCommittee’sabilitytofulfilthelegaldutiesandriskmanagementresponsibilitieswilllargelydependuponthecompetence,skills,andcooperationoftheEO.

Overseeing employment practicesTheManagementCommitteenotonlyhastheresponsibilityofhiringtheEO,italsohastheoverallresponsibilityforemploymentpracticeswithinthecentre.Employment-relatedactionsarethelargestsourceofclaimsfiledagainstManagementCommitteesunderAssociationsLiabilityinsurancepolicies(seebelow).TheManagementCommitteeshoulddeterminewhetherthecentreisfollowingsetemploymentpoliciesandmusttakestepstoensurethatthecentreisfollowingallproperprocedurestopreventunlawfuldiscriminationorotheractionsthatcouldresultinliability.

Overseeing financial management and fundraising policiesTheManagementCommitteemustbecommittedanddiligentinreviewinginformationrelatedtothecentre’sfinancialpositioniftheyaretodischargetheirfiduciaryduties(legalresponsibilities)andfulfiltheirdutyofcare.(Formoreonthistopic,seefactsheet1.9 Financial Management.)

Reviewing the Associations Liability Insurance coverageAssociationsLiabilityinsurancepolicieshaveevolvedconsiderablyovertimetomeettheneedsofcentres.ManagementCommitteemembersshouldbeknowledgeableaboutAssociationsLiabilityinsurancecoverageandrequestinformationthatwillenablethemtoevaluatewhetherthecoveragepurchasedbythecentreisappropriateandresponsivetotheirnon-profitorganisation’sexposures.(Formoreonthistopicseefactsheet1.20 Associations Liability Insurance.)

Adopting and following proceduresGoodgovernancepoliciesassistManagementCommitteememberstofunctioneffectively.CertainpoliciesandprocedurescanbeinvaluabletoaManagementCommitteeasitstrivestofulfilitslegaldutiesandriskmanagementresponsibilities.Theseinclude:

• theuseofpositiondescriptionsforManagementCommitteemembers

• riskmanagementanddevelopmentofproperplans

1.11 Managing Risks


• ensuringallaspectsofthecentreareoperationalandprotectedbyappropriateinsurance

• undergoinganannualself-evaluationprocessandtheadoptionofconflictofinterestpolicies,attendancepolicies,andminuteprocedures.(Formoreonthistopicseefactsheet1.12 Risk Management Planning and Implementation).

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The Management Committee of a centre is responsible for the risk management policy, which is one of its most important responsibilities. As “risk” means virtually everything that could prevent the centre from achieving its mission, it will not be possible to ensure that every single risk is eliminated. However, the Management Committee needs to comply with the policies and take reasonable steps to ensure that risks are reduced to a minimum through the systematic implementation of good policies and practices that cover all of the centre’s operations.

ThesortsofrisksthattheManagementCommitteeneedstoguardagainstare:

• insolvency(notenoughmoneytopaywagesordebtsetc.)

• unsafeworkenvironments(includingequipment)

• unsafeworkpractices• inadequateinsurance• pooremploymentpractices• illegalorunconstitutionalpractices

• poorassetmanagement.

Risk management and staff Asapartofasoundriskmanagementstrategy,everyManagementCommitteeshouldhavealreadyspokenwithstaffaboutthecurrentriskmanagementstrategyandhaveprovidedthemwithawrittenversionof:

• theproceduresthecentrehasgonethroughtoreviewitsriskprofile

• thepoliciesithasputinplacetoaverttherisksthathavebeenidentifiedand

1.12 Risk Management Planning and Implementation

• themeasuresithastakentocopewiththeconsequencesiftheprojecteddisasterscometopass.

ifthestrategyhasn’talreadybeenformalised,theManagementCommitteewillneedtoprepareoneimmediately.TheManagementCommitteeshouldeitheraskthestafftoprepareadraft,oritcanassignasmallnumberofitsmemberstoworkonthematterwiththeEOinconsultationwithseniorstaff.Thisprocessneedstobeinclusive,however,itshouldbeledbytheManagementCommittee.

Everycentreshouldbeinvolvedintheexerciseofgoodjudgementandreasonableforesighttoidentifythoserisksthatarebothseriousandlikely,anddevelopstrategiestodealwiththem.Whenstaffhavecreatedadocumentalonglinestheythinkarefeasibleandachievable,thentheymusttakeitbacktotheManagementCommittee.

TheManagementCommitteewillthen,inthefirstinstance,needtobesatisfiedthat:

• theprocedureforidentifyingrisksisadequateand

• thepoliciesareareasonablebalancebetweencostandrisk.

The role of the Management CommitteeManagementshouldnotmerelyrubberstamptheproposedriskmanagementplanorproposedactions.rather,itshouldmakechangeswhererequired,rejectunsuitablesuggestions,andensurethatthepoliciesdevelopedcanbeimplementedattheoperationallevelbythestaff.TheManagement


Committeeshouldhavemeaningfulinputintothedetailsofthepolicy,anditisadvisableinsomecasestosetupanadhocsubcommitteetoreviewthepoliciesandtheprocedureswiththeaidoftheEO.

ThenextstageoftheManagementCommittee’sresponsibilityistoensurethatthesepoliciesandproceduresarecarriedout.ThisisessentiallypartofthegeneralresponsibilityoftheManagementCommitteetomonitorthecentre’smanagement.

TheManagementCommitteeshouldcommittoreviewtheplanonaregularbasiseveryyear,oreveneverysixmonths.Staffshouldalwaysbevigilantinidentifying,reportingandsolvinganyrisksonanongoingbasis,andthisissomethingtheManagementCommitteeshouldensureisoccurring.

ifthecentreisincorporatedandtheManagementCommitteehastakenallnecessarystepstoensurethatthecentrecanmeetitsresponsibilitiestothepublic,theManagementCommitteewillgenerallybecoveredagainstanyattempttoattachpersonalliabilityuponitsmembers.

TheprimaryresponsibilityoftheManagementCommitteeistoguidethecentreinaccomplishingitsmission.infulfillingthisobligation,theManagementCommitteehasalegaldutytousethecentre’sassetsprudently.Theassetsofacentrevary,butgenerallyfallwithinoneormoreofthefollowingcategories:• people(ManagementCommitteemembers,volunteers,employees,clients,donors,andthepublic)

• property(buildings,facilities,equipment,materials,copyrightsandtrademarks)

• income(fromsales,grants,andcontributions)and

• goodwill(reputation,statureinthecommunity,andtheabilitytoraisefundsandappealtoprospectivevolunteers).

Theprincipalriskmanagementgoalsformostcentresare:

• protectingclients,staff,volunteersandthepublicfromharm

• ensuringservicedeliverystandards,professionalobligationsandfundingagreementsaremet

• conservingthecentre’sassetsforitscommunity-servingmissionand

• ensuringthatresourcesareavailabletocompensateindividualsharmedbythecentre'sactivities.

TheManagementCommittee’spositionenablesittoprotectthecentreagainstpotentialrisksby:

• establishinglong-termgoalsandshort-termobjectivesforthecentre’sservices,ManagementCommitteemembers,staffandvolunteers

• measuringperformance,includingservicequality,againstestablishedgoalsandobjectives

• approvinganactionplantomeetthecentre’sgoalsandobjectivesanddelegatingresponsibilityforimplementingthisplantotheEO

• monitoringtheplan'simplementation

• ensuringtheavailabilityandproperuseoffundstosupportadministrativeandprogramactivitiesthroughactiveparticipationinfundraisingprogramsandthedevelopmentandmonitoringoffinancialmanagementandfundraisingpolicies.

Further reading “Boardresponsibilities:FulfillingyourGovernancerole”(helpsheets),OurCommunity:www.ourcommunity.com.au.Fishel,David,The Book of the Board: effective governance for non-profit organisations,FederationPress,Sydney.

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Every centre, regardless of how well it functions, is bound to receive complaints from service users, staff, volunteers and members. Dealing with complaints quickly, efficiently and fairly will assist the centre in protecting itself from risk, including damage to its public image, and will help to regain the complainant’s good faith in the centre.

TheManagementCommitteeshouldensurethatthecentrehasprocedurestodealwithgrievancesorcomplaintsandthatitisclearandunderstoodwhoisresponsiblefordealingwithdifferenttypesofcomplaints.Allcomplaintsshouldbedealtwithappropriatelyandtheprogressoftheirresolutionandanyremedialorpreventativeactionmonitored.itisimportanttolearnfromtheseexperiencesandtakestepstoensurethatsimilarcomplaintsarelesslikelytoariseinthefuture.

Complaints by Management Committee membersTheprocedurefordealingwithaManagementCommitteemember’sgrievancewillbeoutlinedinthecentre’sConstitution.

Complaints by staff and volunteersGrievanceproceduresforstaffshouldbeoutlinedintheapplicableawardorworkplaceagreementandmustbecorrectlyfollowedinordertoavoidseriouslegalconsequences.Theemploymentorrelevantoperationalpoliciesshouldalsocontainguidelinesformanagingconflictbetweenstafforvolunteers.Duringtheirinductionstaffandvolunteersshouldbeinformedofthisprocessandadvisedwheretheycanaccessrelevantpoliciesanddocuments.

Complaints by service users/clients Everycentreshouldhavepoliciesandprocedurestodealwithcomplaintsfromserviceusers.Thesedocumentsshouldbeclearlydisplayedormadeavailabletoserviceuserswhentheyhaveagrievanceagainstthecentreoracomplaintabouttheirtreatmentbyoneofitsstaffmembers.CentresmayliketodevelopaClients’rightsCharter/Policy,butattheveryleastshouldhaveaClientComplaintPolicyandacomplaintsregisterorform.

AlwaysmakesuretheManagementCommitteeisinformedaboutanyseriouscomplaintfromaserviceuser.

Legal complaintsThePrincipalSolicitorshouldbeinvolvedindealingwithlegalcomplaints.ThePrincipalSolicitorshouldcontacttheinsurerifthereappearstobeanyriskofapossibleclaimagainstthecentreoraworker(includingavolunteer).Note,however,thatthePrincipalSolicitorshouldcontacttheChairoftheProfessionalindemnityinsuranceCommitteeforsupportoradvicebeforecontactingtheinsurer.

TheManagementCommitteeshouldbeinformedimmediatelyandkeptupdatedofdevelopments.

Further readingForfurtherinformationconsulttheNational Risk Management Guide.ForacopyoftheGuide,contactNACLCon(02)92649595.

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All centres aspire and work to deliver quality services to their clients and the community. Measuring and demonstrating the quality of services provided is difficult. The implementation of standards can provide an effective set of criteria and systems to support a centre’s efforts towards quality improvement.

Policiesandproceduresguideworkpracticesandarepartofthequalitystandardsusedbyfundingandsectorpeakbodiestoensureconsistencyingovernance,managementandqualityofservicedelivery.Manycentresalsoseektoimprovethequalityofwhattheydothrough:

• planning,monitoringandevaluation

• feedbackatmanagementandstaffmeetings

• clientfeedback,communitylegaleducationandotherprogramevaluations.

Consistencyinthequalityofgovernance,managementandservicedeliveryisimportantforindividualcentresandthesectorasawhole.Theplanningandevaluationprocessplaysanimportantroleinensuringthatcentresareaccountableandeffective.

CLSP Service StandardsServiceStandardsdevelopedfortheCommunityLegalServicesProgram(CLSP)arelimitedtothefundamentalaspectsofservicedeliverythatcanbeexpressedintermsofadefinedstandard.ThesestandardsareimportanttoaCLC’sservicedelivery,astheyensurethatpeoplehaveapositiveexperiencewhenlookingforassistancewiththeirlegalproblems.

ServiceStandardsfortheCLSParedesignedtoprovide:

• assurancefortheStateProgramManagerthatcommunitylegalserviceprovisionacrossAustraliaisofacertainlevelofqualityandensuresaccountabilitytothecommunityforpublicfunds

• anassurancetocommunitylegalserviceprovidersthemselvesthatallproviderswillmeetreasonableoperatingstandardsand

• anassurancetoclientsaboutthequalityoftheservicesprovided.

Note:ThereviewoftheCLSPisconsideringtheServiceStandardsandmayleadtosomeamendmentsinthenextfinancialyear.Formoreinformation,readthereviewdocumentavailableontheAttorney-General’swebsiteatwww.ag.gov.au.

TrademarkingWhileitisnotpossibletocontrolthename“communitylegalcentre”,theNationalAssociationofCommunityLegalCentres(NACLC)hasactivelymovedtoprotecttheCLC“brand”throughaformaltrademarkingprocess.Withprobonosupport,NACLCtrademarkedtheNACLClogotogetherwiththewords“ThisCentreisaccreditedbyNACLCNationalAssociationofCommunityLegalCentres”.Centreshavebeenaskedtousethetrademarkontheirletterhead.

1.14 Quality and Standards


ThenameandlogohasbeenregisteredbyNACLCwithiPAustralia.Atthisstage,onlymembersofNACLCareentitledtousetheNACLCtrademark.

Tofurtherprotectour“brand”,NACLCisseekingto:

• establishaCertificationTrademark(CTM)thatcanonlybeusedbyapproved(certified)centresand

• inconsultationwiththecentresthroughthestateandterritoryassociations,agreeonsomecommonmembershiprulesandaccreditationcriteria.

Further readingFormoreinformation,contactNACLCon(0�) 9�64 9595.

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Note: This information is relevant only to centres conducting a legal practice.

Principal SolicitorTheManagementCommitteemustemployaPrincipalSolicitor(responsiblePerson,asdefinedintheProfessional Indemnity Insurance Guide)usuallytheseniorsolicitor,whoholdsacurrentunrestrictedpractisingcertificate(afullpractisingcertificate).Astheemployer,theManagementCommitteeshouldensurethatthePrincipalSolicitorholdstherequiredcertificate.

if,atanytime,thecentredoesnotemployaPrincipalSolicitorwhoholdsacurrentunrestrictedpractisingcertificate,theremaybecertainrestrictions(refertotheLegalProfessionActintherelevantstate/territoryforfurtherclarification).

Certificate of Professional Indemnity Insurance CoverTheManagementCommitteeshoulddelegatetothePrincipalSolicitortheresponsibilitytoensurethatthecentreholdsacurrentCertificateofProfessionalindemnityinsuranceCoveratalltimes.Thepolicywillcoveratleastthefollowingtypesofwork:

• casework,includingalladvice,referral,legalrepresentations,communityadvocacyandotherworkreasonablydescribedascaseworkand

• communitylegaleducation,communitydevelopmentandlawreformandrelatedsubmissionwritingandcampaignwork.

1.15 Delegation for the Legal Practice

Thecentre’sProfessionalindemnityinsuranceCovermaybepartofthejointcoverthattheNACLChasnegotiatednationallyformanycentres,ortheinsurancecoverprovidedbyfundingbodiesaspartofaFundingServiceAgreement.

Thecentre’sstaffmembersandvolunteersmustbefamiliarwiththecontentsofthepolicy,andasaconsequence,staffandvolunteertrainingmustincludetrainingaboutthecentre’sProfessionalindemnityinsuranceCover.

The role of Principal Solicitor (responsiblePerson,asdefinedintheProfessionalindemnityinsuranceGuide)ofthelegalpractice• ThePrincipalSolicitorhasultimateresponsibilityfortheconductandsupervisionofthecentre’slegalpractice.ThePrincipalSolicitorreportstotheEO(exceptwhenthePrincipalSolicitorisalsotheEOofthecentre)whoundertakestheday-to-daymanagementresponsibilitiesofthecentreonbehalfoftheManagementCommittee.TheProfessionalindemnityinsurance(Pii)SchememustbenotifiedofanychangeofPrincipalSolicitor.ThisinformationshouldalsobeconveyedtotheProfessionalindemnityinsuranceGroupsinstateorterritoryassociationsandthenationalPiinetwork.

• ThePrincipalSolicitormustensurethateachworkerinthecentreisadequatelysupervisedaccordingtotheirexperienceandthecomplexityandtypeofworktheyareundertaking.


• Thecentreshouldalwaysundertakeaconflictcheckforeachclientbeforeitprovidesanylegalservice.ifaCLCworkerisunsureofthecorrectadviceorcourseofactiontotake,theymustinformtheclientthattheadvice/courseofactionrequireschecking.ThePrincipalSolicitororadelegatedlawyermustbereadilyavailabletoconfirmthecorrectcourseofactionwithin24hours,orassoonasreasonablypracticable.

• CLCworkersmustattendregularsupervisioncaseconferenceswhendeemedappropriatebythePrincipalSolicitor.

• ifincorrectadviceisgiven,theworkerresponsiblefortheinaccurateorincompleteadvicemustbealerted,theclientmustbeinformedofthecorrectadvicebyphoneorinwriting,andthenewadvicemustberecorded.

• TheManagementCommitteeshoulddelegatetotheEOandthePrincipalSolicitortheresponsibilitytomonitorstaffworkloadsandkeepthematamanageablelevel.Workloadsmustbereasonable,takingintoaccounttheresourcesandstaffinglevelsofthecentre.

• TheManagementCommitteeshouldensurethatthecentrehaswrittenguidelinesaboutthetypesofmattersthecentrewillandwillnottakeon.Staffmembersmustbefamiliarwiththeseguidelines.Thecaseworkguidelinesmusttakeintoaccounttheparticularknowledgeandexpertiseofthestaff,thecapacityofthecentretotakeoncertainwork,theavailableresources,andtherisksassociatedwithcertaintypesofwork.

• LawyersmustbequalifiedtopractiselawandhaveacurrentpractisingcertificatefromtheLawSocietyintheirstate.Adviceaboutimmigrationissuesshouldonlybeprovidedbyaregisteredmigrationagent.itistheresponsibilityofthePrincipalSolicitortoensurethatallworkersaresuitablyqualifiedandcurrentlyregistered.

Further reading The Professional Indemnity Insurance Risk Management Guide: A Guide to Assist Centres in Meeting the National Professional Insurance Scheme Requirements,NationalAssociationofCommunityLegalCentres,july2005.ContactNACLCon(02)92649595foracopy.

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ResponsibilitiesCentresarecommittedtomaintainingpositiveworkingrelationshipswithstakeholdersandmeetingallfundingagreementrequirementsinatimelyandefficientmanner.LiaisonwithfundingagenciesistheresponsibilityoftheEOinthefirstinstance,whiletheFinanceOfficermanagesanyfinancialaccountabilityissues.ManagementCommitteemembersareultimatelyresponsibleformonitoringandaccountingforthefunds.

Monitoring and accountabilityCentresreceivefundsfrommanyfundingbodiesandaregenerallyaccountableforthemanagementofthosefunds.Theyarerequiredtoensurethatthefundingisusedforthepurposeforwhichitwasallocated.itisadvisableforfundingsubmissions,andparticularlyagreements,tocomebeforeManagementCommitteemeetingsforfinalapprovalbeforetheyaresubmittedoragreedto,asitisaccountableforthefundsobtainedandforensuringtheyarespentaccordingtothetermsoutlinedinthefundingagreement.AlthoughthistaskisoftendelegatedtotheEO,monitoringandaccountingforthefundsremainstheresponsibilityoftheManagementCommittee.

ManagementCommitteemembersshouldensurethefundingagreementsetssomeofthefollowingterms:3

• specificationsoutliningthegoalsandtargetsinthefundingperiod

• reportingrequirements• managingarrangements• timeframesforallreportingrequirements

• anypotentialoractualconflicts• themilestones• anyconditionsimpactingonthecentre’sindependence

• staffingandvolunteerarrangements

• confidentiality• compliancewithrelevantservicestandardsandstatutoryrequirements

• performance,monitoringandevaluations

• assetmanagement,insuranceandindemnityand

• proceduresforimplementationintheeventofadisputeorterminationoffunding.

Signingafundingagreementmeansthecentreisfullycommittedtocomplyingwiththetermsandreportingrequirementsandmeetingtheperformancetargetsspecifiedintheagreement.TheManagementCommitteeshoulddelegatetheresponsibilitytoastaffmember(usuallytheEO),otherwisetheChairpersonsignsthefundingagreementandotherimportantlegaldocuments.itisimportantthatthecentrehascleardelegationsandproceduresrelatingtowhohastheauthorityandisresponsibleforliaisingwiththefundingbodies,andwhomanagesthecomplianceissuesrelatingtotargets,reportingandbudgets.

1.16 Funding Agreements

3.AdaptedfromtheManagementSupportunit(MSu),Sample Policy and Procedures Manual for Management and Governance,2005,CouncilofSocialServiceofNewSouthWales(NCOSS),p.20.ThisdocumentisavailabletodownloadfromtheNCOSSwebsiteat:www.ncoss.org.au/msu.


CLSP funding agreements FollowingisalistofsomeimportantfactstoknowaboutfundingagreementsfortheCommunityLegalServicesProgram(CLSP).

• Alwaysensurethatthelegalcentrehasacurrent,signed,DeedofAgreement,whichiskeptinasafelocation.

• Checkthatthenamesofthepartiesmentionedontheagreementarecorrect,thattherearenospellingmistakes,andthattheAustralianBusinessNumber(ABN)iscorrect.

• Checkthetimeperiodonthedeedsofthefundingagreement.

• EnsurethedelegatedstaffmemberorManagementCommitteememberhasreadandunderstoodthedefinitionofthetermsprovidedandifrequired,hassoughtfurtherlegalclarification.

• TheManagementCommitteehasoverallfinancialresponsibilityforthecentre’sfinancesanditisimportanttopayattentiontothefundingschedule,thetotalamountintheagreement(withtheGST),thepurposeofthefunding,reportingrequirementsandcomplianceschedules.

• Thefundingagreementspecifies“useoftheFunds”andtheManagementCommitteeandstaffshouldbefamiliarwithalltheclausesunderthiscondition.Thefinancialpoliciesofthecentreshouldincorporatetheagreedconditionsofthefundingagreement.

• TheManagementCommitteeshouldbefamiliarwiththeuseofcarryoverfundsandtheuseofsurplusfundsintheserviceagreementandconsiderthisinformationwhenbudgetingandplanningforthecentre’soperation.

• TheTreasurerandtheManagementCommitteeshouldbefamiliarwiththereportingrequirementsandtheauditandcertificationrequirements.

• TheManagementCommitteeshouldalsounderstandtheramificationofbreachinganyofthetermsofthefundingagreementandthoroughlyreadthesectiononterminationofagreementanddisputeresolution.

• WhenconsideringanewCLSPagreementtheManagementCommitteeshoulddevotesometimeatameetingtodiscussanyissuesarising.ContacttheStateProgramManagerandtheCommunityLegalCentreCommunityLegalServicesProgramstaffattheCommonwealthAttorney-General’sDepartmentforfurtherinformationandclarification.

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MANAGEMENT COMMITTEE MEMBERS:

DO NOT SIGN ANY FUNDING AGREEMENT WITHOUT FIRST READING AND UNDERSTANDING IT, AND BEING SATISFIED THE CENTRE CAN COMPLY

WITH ITS TERMS.


The Chairperson ensures the Management Committee functions properly and carries out its governance role in the most effective manner. Chairing a centre’s Management Committee requires diplomatic, organisational and leadership skills. The role of the Chairperson is time consuming, with work between meetings, external representation of the centre, and additional meetings or consultation with staff.

The Chairperson’s dutiesTheChairpersonshould:

• actasaspokespersonforthecentre

• ensuretheManagementCommitteeprovidesleadershipforthecentre,includingfulfillingaccountabilityrequirements.itisimportanttokeeptheManagementCommitteemembersfocusedontheirrolesandresponsibilities

• stayintouchwithotherManagementCommitteemembersinbetweenmeetings

• befamiliarwiththeConstitution,keyaspectsofservicedelivery,andthestrategicandoperationalplansofthecentre

• monitorandreviewthecentre’sprogress

• maintainaneffectiveworkingrelationshipwiththeEO,otherstaffandotherorganisations

1.17 The Chairperson

• representthecentreatsignificantcommunityeventsfromtimetotime

• beawareofthecompositionofthecommunitywithinwhichthecentreoperatesandmaintainaneffectiverelationshipwithit

• chairManagementCommitteemeetingsandactasthefinaldecision-makerwhenvotingistied

• ensuremeetingsoftheManagementCommitteeareheldinaneffectiveandfairmannerandactivelyencourageandallowparticipation

• developanddistributetheagendaandminutesforManagementCommitteemeetingsinatimelymannerwiththeassistanceoftheEO

• prepareandpresenttheAnnualreportfortheManagementCommitteeattheAnnualGeneralMeetingwiththeassistanceoftheEO.

Further reading Fishel,David,The Book of the Board: effective governance for non-profit organisations,FederationPress,Sydney.Mackay,Karen,Community Management,VCOSSManualsforCommunityOrganisations,VCOSSandtheVictoriaLawFoundation,Melbourne,200�.

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The Treasurer has the responsibility of reporting the centre’s state of financial affairs to its membership and should work closely with the Management Committee to safeguard the centre’s finances.

The Treasurer’s dutiesWith the assistance of the Finance Officer/Bookkeeper, the Treasurer has the following responsibilities:

• ensuringtheproperhandlingofthefinancesofthecentre

• ensuringfinancialrecordsaretrueandaccurate

• preparing(andreviewing)theannualbudget

• ensuringreceiptsarewrittenforallmoneyreceivedandthatmoniesarebankedpromptly

• ensuringthatallaccountsandpayrolldeductions(e.g.taxandsuperannuation)arechecked,authorisedandpaidpriortotheirduedate

• ensuringallchequesaresignedinaccordancewiththecentre’sapprovedauthorities

• keepingtheManagementCommitteeregularlyinformed(monthly)ofthecentre’sfinancialposition

• ensuringthatthefinancialrecordsarereadyfortheannualauditandpreparingadraftfinancialstatementforaudit

• preparingandpresentingtheTreasurers’report,Auditors’reportandauditedfinancialstatementstotheAGM.

Finance Subcommitteeitisnotgoodpracticeforallfinancialoperationstobeperformedbyonepersonwithoutsupervisionfromothers.itishelpfultosetupaFinanceSubcommitteetomanageandmonitorthefinances.TheFinanceSubcommitteeshouldconsistoftheTreasurer,theEO,theFinanceOfficer/BookkeeperandoneortwoManagementCommitteemembers.remember,allmembersoftheManagementCommitteeareaccountableforthefinancesofacentre.

Further readingFishel,David,The Book of the Board: effective governance for non-profit organisations,FederationPress,Sydney.Mackay,Karen,Community Management,VCOSSManualsforCommunityOrganisations,VCOSSandtheVictoriaLawFoundation,Melbourne,200�.

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An incorporated association is required to have a Public Officer. The Public Officer must be at least 18 years old and reside in the state where the centre is located.

unlessstatedintheConstitutionofthecentre,thePublicOfficermayholdanyotherpositioninthecentre.insomecentresthePublicOfficermaybenominatedasofficialspokespersonforpublicrelationsduties.

ThePublicOfficershouldrefertoandbefamiliarwiththerulesintheConstitution,andhastheresponsibilitytoensurethatchangestotherulesoftheConstitutionarenotifiedtotherelevantdepartmentafteramembershipvoteonchanges.

uponvacatingtheposition,thePublicOfficershouldpassonalltheinformationheldonbehalfofthecentretoher/hissuccessor.TherolesandresponsibilityofthePublicOfficerwillbeclearlystatedintherulesofthecentre’sConstitution.

Further reading TherelevantincorporationActlegislationforthestatesare:

• ACT:Associations Incorporation Act 1991

• NorthernTerritory:Associations Act

• NSW:Associations Incorporation Act 1984

• Queensland:Associations Incorporation Act 1981

• SouthAustralia:Associations Incorporation Act 1985

• Tasmania:Associations Incorporation Act 1964

• Victoria:Associations Incorporation Act 1981

• WesternAustralia:Associations Incorporation Act 1987.

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Management Committee members as office bearers of centres and other incorporated associations (centres) are at risk of being exposed to personal liability if their duties of care are breached. A simple act, error or omission can be enough to spark a claim against the centre and/or an individual Management Committee member. In an era of increased awareness of responsibility and accountability, many centre Management Committee members are discovering that they can incur legal liability through the services they provide to the centre and the community.

Benefits of Associations Liability InsuranceProtectionforthecentreAssociationsLiabilityinsuranceprovidesprotectionforthecentreagainstlegalliabilitythatitmayincurthroughtheconductofitsactivities.AssociationsLiabilityinsuranceprovidescoverforsettlements,compensationsand/ordamagesawardedagainstaninsuredcentre.inaddition,itprovidescoverforthesignificantlegalcostsandotherexpensesassociatedwithdefendingactualorthreatenedlegalactions.

ProtectionforManagementCommitteemembersAswellasprotectingthecentreagainstthethreatoflitigation,AssociationsLiabilityinsurancealsoprotectstheEO,staffandManagementCommitteemembersofthecentreagainstlegalliabilitytheymayincurpersonallythroughtheperformanceoftheirdutiestothecentre.

FinancialprotectionLitigationisoftenexpensiveandlengthy.Giventhelimitedresourcesofmostcentres,evenavoidinglitigationbynegotiationscanincursignificantfinancialcost.AssociationsLiabilityinsurancecanprotectagainstthefinancialconsequencesofaclaimbyfundingthe“upfront”defenceofthethreatenedoractualaction.

SpecialisedlegalrepresentationLitigationinvolvingmatterssuchasallegationsofnegligenceorbreachofemploymentdutiesareverystressfulforthoseinvolved.itisimportantthatthecentreandanyManagementCommitteeorstaffmember/sinvolvedhaveaccesstoappropriate,specialisedandhighlyqualifiedlegalpractitioners,whowillrepresentthemandprotecttheirinterestsandthoseofthecentre.

Note:Actuallitigationisrare;claimsagainstacentreorthreatenedactionaremorecommon.

Further readingFormoreinformationonAssociationsLiabilityinsurance,contacttheNationalAssociationofCommunityLegalCentres(NACLC)on(02)92649595.

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What makes a good meeting?Everyonehassufferedthroughapoormeeting.Agoodmeetingrequiresapositivecommitmentandcontributionfromallattendees.Toholdagoodmeetingyoushouldhavethefollowingelements:

• anappropriatelysizedmeetingroom

• efficientandfairchairingandmanagementbytheChairperson

• awell-plannedagendathatisadheredto

• equalopportunitytoparticipateindiscussionanddecision-making

• astartandfinishtime,advertisedinadvance

• respectandteamwork(forexample,bybeingpunctualforthemeetingandlisteningtoothers)and

• anappropriatebalancebetweensocialinteractionandthebusinessathand.

Somecentreshaveparticularculturalapproachestomeetingsandworkingtogether,whileotherschoosetomeetmoreformallyaroundaboardtable.TheConstitutionofacentrewillprovidethemainpointsforacentretofollowregardingmeetingprocedure.itisimportanttochecktheConstitutionbeforemakinganychangestomeetingarrangements.

Quorum Aquorumisthesmallestnumberofmembers,orproportionofmembers,requiredtomakeadecisiononbehalfofthecentre.TheConstitutionwillusuallyspecifythedetailsofquorumsforbothManagementCommitteeandgeneralmeetings(formembership).

AquorumshouldbelargeenoughtorepresentthefullmembershiporManagementCommittee.Atthesametime,itshouldbesmallenoughsothatitispracticalandachievableatallormostmeetings.

Nodecisioncanbemadeonbehalfofthecentrewithoutaquorumbeingavailableatthattimeatthemeeting.Someconstitutionsallowforattendancebytelephone.Withoutaquorum,themeetingcanonlybeconductedforthepurposeofdiscussionandmakingrecommendationsforatimewhenaquorumcanbereached.

Further readingMackay,Karen,Community Management,VCOSSManualsforCommunityOrganisations,VCOSSandtheVictoriaLawFoundation,Melbourne,200�.“BoardBusiness:TowardsMoreEffectiveMeetings”(helpsheets),OurCommunity:www.ourcommunity.com.au.informationsheets,ManagementSupportunit(MSu),NCOSS:www.ncoss.org.au/projects/msuresources.html.

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1.21 Management Committee Meetings

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All Management Committee members have to make important decisions, but it is important to acknowledge that how decisions are made can be as important as what decisions are made. All decision-making processes should be informed by a number of pre-determined documents and statements, for example, the Constitution, the Governance Policy, and funding agreements.

Decision-makingisinfluencedasmuchbythedynamicsofagroupasbythecalibreofthebriefingpapers.Well-organisedandeffectivelychairedmeetingsencouragepositivegroupparticipation.Alogicalprocessalsohelps.

The decision-making processFollowingisalistofsomeusefulquestionstoaskwhenmakingdecisions.

• Whyisadecisionneeded?• Whataretheissuestobeaddressed—arethereseveralissues,canwedisentanglethem?

• Dowehavealltheinformationweneed?

• havetherelevantpeoplebeenconsulted?

• howwillthedecisionbemade?• Whomustmakethedecision?• Canwedecideonthebestoptionorrecommendations?

• howwillthedecisionbecommunicatedtoanyaffectedparties(people,organisations)?

• Whowillbeinvolvedinimplementingitandwhoisaffectedbyit?

• howandwhenwillwereviewprogress?

• howdoweevaluateeachoption?remember,decisionsrelatingtotheoverallplanninganddirectionofthecentremustbemadebytheManagementCommittee,whereasday-to-dayoperationaldecisionsshouldbemadebytheEOoraworkinggroup(forexample,decisionsrelatingtoworkingoutthedetailsofcarryingoutapolicytowhichthewholeManagementCommitteehasagreed).

Sometimesmakingdecisionscanbeadifficultprocessandpeoplewillhavestrongviewsaboutimportantissues.Tomakegooddecisions,allmembersoftheManagementCommitteeneedtoconsiderandbepreparedto:

• readaboutandlistentoinformationandissues

• expresstheirviews(rememberingthatwhatisrelevantaretheirviewsasManagementCommitteemembersconsideringwhatisinthebestinterestsofthecentre—nottheirownpersonalviews)

• beopentonewideasandchangingtheirminds

• listentootherpeople’sideasandopinions

• makeeffortstostayadequatelyinformed

• honourthecentre’sprinciples,missionandobjectives

• bemindfulofconstitutional,policyandlegalobligations

• adheretopropermeetingprocedures

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• taketimeoverimportantdecisionsandconsiderallperspectives

• bewillingtodeferanissuefordecisioniftheyareunsureorunclearaboutit

• respectandabidebytheChairperson’srulings

• bearriskminimisingprinciplesinmindconstantly

• takeresponsibilityformakingadecisionifoneisrequired.

importantpointstoremember• invalidprocessescanmakedecisionschallengeableorevenvoid.

• Badorflawedprocessescanresultinpoordecisions,forexample,whenManagementCommitteemembersarenotwellinformed.

• Abadprocess,oraprocessthatisperceivedtobeflawed,candamageacentre’sreputationorcreaterisks,eveniftheriskofchallengeisnotrealised.remedialactioncanbeverytime-consumingandcostly.

Goodcommunicationiscriticaltogooddecision-making,andeveryeffortmustbemadetoensurethateveryoneintheManagementCommitteehasequalaccesstoanyinformationthatwillassistinthedecision-makingprocess.

itisessentialthatManagementCommitteemembersknow:

• whatdecisionsareneeded• theadvantagesanddisadvantagesofanyoptions

• whentheyneedtomakethedecisions

• whatdecisionshavealreadybeenmade

• whatdecisionshavebeenimplementedand

• whattheoutcomeofthosedecisionshasbeen.

Don’tforget—eachManagementCommitteememberhasacontributiontomaketoeffectivemeetingsanddecisions.

Decision-making stylesThereisarangeofwaysinwhichdecisionscanbemade.Thedecision-makingprocessusedinacentrewilldependuponitsConstitution,history,philosophy,membershipandcommunity.

Therearetwocommonmethodsusedformakingdecisions:

• byconsensusor• bytakingavote.

Somecentreshaveastrongcommitmenttoconsensualdecision-makingandonlytakeavoteinexceptionalcircumstances.Othercentresroutinelyvoteonissues.

regardlessofhowdecisionsaretaken,allManagementCommitteemembersshouldbeclearaboutexactlywhathasbeendecidedanddecisionsshouldbeclearlyminuted.(Formoreonthistopicseefactsheet1.25 Management Committee Meetings — Minutes)

Somecommonformsofdecision-makingareby:

• majorityverbalagreementprecededbydiscussion

• majorityvote,precededbydiscussion

• formalmotionsagreedtobymajorityvote,precededbydiscussion

• consensus(generalagreement)frommostmembersoftheManagementCommittee,precededbydiscussion

• fullconsensusfromallmembersoftheManagementCommittee,precededbydiscussion.

TheManagementCommitteehastheresponsibilitytodecidehowbesttomakedecisions.Thegeneral

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membershipmayalsobeinvolvedwithanydecisionthataffectstheirparticipationinthecentreoronanyissuenotspecificallyallocatedtotheManagementCommitteebythecentre’sConstitutionorGovernancePolicy.ThiscouldoccuratanAGM,orataspecialgeneralmeetingcalledtoprovidemembershipwithanopportunitytoestablishthisprocess.TheprocessmaybewrittenintotheConstitution(orrules),oritmaybeapartoftheoperationalpoliciesorproceduresofthecentre.

Collectives and decision-makingCollectivesareincorporatedorganisationsthathavethesamelegalstatusandadvantagesascommittee-managedcentres.Themaindifferencebetweenthemisthatinacollectivethereisusuallyaphilosophicalcommitmenttonon-hierarchicalmanagementstructures,andthisemphasisesempowerment,opendebateandgroupdecision-making.Tasksareusuallyrotatedtoallowpeopletodevelopskillsandtakeondifferingresponsibilities.Whereworkersareemployed,theyareencouragedtoparticipateindecisionsaboutthecentre.

Decision-makingincollectivesisbasedonaconsensusmodel(see“Decision-makingstyles”,above)whereallmembersattempttoreachadecisionacceptabletoeveryone.Thecentre’sunityandcoherencearepromotedinthisprocess.Majoritydecisionsbasedonvotingarealsoused,butusuallyonlywhennecessarytoresolvedeadlockeddecisions.

Voting proceduresWhereformalvotingisrequireditisimportanttobeawareoftheprescribedproceduresforconsideringamatterandmakingadecision.

SomecommunityorganisationsadoptproceduresthataretakenfromRobert’s Rules of Order4,whichprovidesforastructuredandlogicalapproachtovoting.Tosummarise:

• TheEOorconcernedstaffwillpresentbriefingpapersorreportsandpresenttheissues,backgroundinformationandrecommendationstotheManagementCommittee.

• OneManagementCommitteememberwillmovethatadecisionbemade(thisisproposingthattheManagementCommitteegoonrecordinfavourofacertain,definiteaction).

• AnotherManagementCommitteememberwillsecondthemotion,whichmeansthey“support”theactionproposed.(Thesecondisnecessarytobecertainthattheissueisoftheinteresttomorethanonemember.)

• Oncethemotionhasbeenmadeandsecondedthereisdiscussion,clarificationanddebate.

• Whenthesubjecthasbeencoveredfully,thereisthevote.

• Priortobothdiscussionandvote,theChairpersonshouldrestatethemotion,tobecertainthateveryoneknowswhatisbeingdiscussedanddecided.

Therearetwoimportantquestionstoconsiderwhendecisionsarebeingmade:

• whatistechnically/constitutionallyrequiredtomakeavalid(operative)decisionand

• whatarethebestproceduresorprocessestouse.

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4.O’Connell,Brian,The Board Member’s Book: Making a Difference in Voluntary Organisations,TheFoundationCenter,uSA,1985,pp106–10�.


Clarifyingthedifferencebetweenthetwoquestionsaboveanddevelopingclearrequirementswillassistthecentretoimproveandfollowthecorrectdecision-makingprocess.

Further readingMackay,Karen,Community Management,VCOSSManualsforCommunityOrganisations,VCOSSandtheVictoriaLawFoundation,Melbourne,200�.“BoardBusiness:TowardsMoreEffectiveMeetings”(helpsheets),OurCommunity:www.ourcommunity.com.au.informationsheets,ManagementSupportunit(MSu),NCOSS:www.ncoss.org.au/projects/msu/resources.html.Fishel,David,The Book of the Board: effective governance for non-profit organisations,FederationPress,Sydney.Carver,john,Boards that Make a Difference: a new design for leadership in non-profit and public organizations,jossey-Bass,SanFrancisco.

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The ChairpersonTheChairperson’skeyresponsibilityistoensurethatManagementCommitteemeetingsandgeneralmeetingsareconductedinaccordancewiththecentre’sConstitution,principles,values,policiesandagreedprocedures.

Otherresponsibilitiesinclude:

• remainingimpartial• welcomingandintroducingguests

• ensuringthereisaquorum• keepingtotimelines• prioritisingandadheringtotheagenda

• facilitatingdiscussionandencouragingparticipation

• ensuringnecessarydecisionsaremadefollowingthecorrectproceduresanddecisionsarerecordedproperly

• minimisingandcontrollingconflict

• callingforvotesandcastingavotewhennecessary

• reflecting,clarifyingandsummarisingdiscussionand

• demonstratinggoodleadership,fairnessandrespect.

TheChairpersonisexpectedtoremainimpartialatalltimes.Whenavoteonaparticulardecisionistied,theChairpersonisoftenentitledtomakethecastingvote.inthiscase,itisimportantfortheminutestonotethattheChairpersonmadeacastingvote.TheChairperson,likeotherManagementCommitteemembers,isamemberofthecentre’sgoverningbodyandthereforeshouldalwaysensuredecisionsaremadeinthebestinterestsofthecentre.

Further readingMackay,Karen,Community Management,VCOSSManualsforCommunityOrganisations,VCOSSandtheVictoriaLawFoundation,Melbourne,200�.“BoardBusiness:TowardsMoreEffectiveMeetings”(helpsheets),OurCommunity:www.ourcommunity.com.au.

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1.23 Management Committee Meetings — the Role of Chairperson

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What is an agenda?Anagendaisanessentialtoolformeetings,asitisalistofitemstobediscussedanddecidedduringthemeeting.Anagendashouldonlyincludeitemsthatwillcontributetofurtheringthepurposeofthemeeting.ifthecentre’smeetingsarebecomingclutteredwithreportsanditemsofinformation,thinkaboutwhethersomeoftheinformationcanbedistributedatothertimesandtrytosavethelimitedmeetingtimefordiscussionanddecisiononimportantmatters.

Theagendashould:

• belogicalandeasilyunderstood(i.e.don’tmaketheagendatoolong)

• havenumbereditemsforeasyreference

• bedistributedtoallthosetakingpart

• allocatetimeforeachitem

• providespacefor“anyotherbusiness”

• indicatewhichitemsarefordiscussionandwhichneeddecisionsand

• providerecommendationsforthedecisions.

Agendasneedtobeopenforallmemberstoadditemsfordiscussionordecisionpriortothemeetingandthereshouldbeaclearprocessfordoingso.

Allagendaitemsshouldbeprioritisedatthebeginningofeachmeeting(ifnotbefore),andifitisnotalreadydone,haveatimeallocatedforeachitem.TheChairperson,inconsultationwiththeEOandotherManagementCommitteemembers,canpreparetheagenda.

Developing an agendaTohelpdevelopanagendaforapurposefulmeeting,askthefollowingquestions:

• arethereanydecisionsthatthemeetingneedstomakesothatstaffmembersorvolunteerscanproceedintheirwork?

• arethereanykeyadministrativedecisionsthathavetobeendorsed?

• arethereanymatterscomingoutofthecommitteesorsubgroupsthatareatapointwherethefullmeetinghastoknowaboutamatterand/ormakeadecision?

• areallitemsfordecisionaccompaniedbyclearrecommendationsforaction?

Placeanyitemthatcallsforenergyandfreshideasnearthebeginningoftheagenda.These,andanyurgentitems,shouldbedealtwithearlyinthemeetinginordertomaximisethenumbersandenergyofManagementCommitteememberslikelytobepresentandreducethechancesofhavingtoconcludeameetingwithunresolvedbusiness.

1.24 Management Committee Meetings — Agendas


Further readingMackayKaren,Community Management,VCOSSManualsforCommunityOrganisations,VCOSSandtheVictoriaLawFoundation,Melbourne,200�.“BoardBusiness:TowardsMoreEffectiveMeetings”(helpsheets),OurCommunity:www.ourcommunity.com.au.informationsheets,ManagementSupportunit(MSu),NCOSS:www.ncoss.org.au/projects/msu/resources.html.

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What are minutes?Minutesareawrittenrecordofwhatoccurredinameeting.Theyarealegaldocumentandcannotbealteredinanywayoncetheyhavebeenconfirmed(orapproved)bythemanagementgroupasatrueandaccuraterecord.Theymustpresentanimpartialandaccuraterecordofwhattookplaceatthemeeting,andnotonlypresenttheviewsofoneperson(forexample,theminute-takerortheChairperson).itisnotgenerallynecessarytorecordthedetailsofadiscussion,i.e.whosaidwhat,providedthemainpointsorresultsofdiscussionhavebeenrecorded.ifamember,however,requeststhattheirviewberecorded,thisshouldoccur.

Minutesshouldbewrittenclearlyandconcisely,sothatthereadercanworkoutwhatdecisionsand/orrecommendationsweremadeandonwhatbasis,aswellaswhatissueswerediscussed.Theminute-takershouldclarifyanydiscussionordecisionshe/heisunclearaboutand,ifnecessary,stopthemeetinguntilthecorrectdetailsarerecorded.itisagoodideafortheChairpersonandminute-takertocheckfromtimetotimeduringthemeetingthattheminutesreflectwhattherestofthemeetingattendeesbelievehashappened.

What the minutes should recordTheformatfortheminuteswillreflecttheagenda,andshouldretainaconsistentnumberedsystemforeachitem.(Formoreonthistopicseefactsheet1.24 Management Committee Meetings — Agendas.)

Minutesmustalsocontainthefollowinginformation:

• thetimeanddatethemeetingwasdeclaredopen

• whoattendedthemeeting• whatapologieswerereceivedfornon-attendance

• theitemsdiscussedandwhopresentedthem

• themainargumentsorpointsputforandagainstproposals

• alldecisionsmade• anyactionsthatneedtobetakenandwhoisresponsibleforthem

• thenextmeetingdate,timeandplaceand

• closingtimeofmeeting.TheChairpersonshouldtrytomakeiteasierfortheminute-takerbykeepingthediscussiononthetopicandensuringthatthewordingofdecisionsmadeisclear.

TheChairpersonshouldsigntheminuteswhenpresentedatthenextmeetingtorecordthattheManagementCommitteehasconfirmedthemasatrueandaccuraterecordofthemeeting.

DistributionDraftminutesshouldbedistributedwellinadvanceofthenextmeetingsothatManagementCommitteemembershaveampletimetoconsiderthemandcometothenextmeetingwellprepared.

1.25 Management Committee Meetings — Minutes


Hints for minute-takersThefollowingadvicewillassistdesignatedminute-takers:

• beprepared—haveapen,paper,theagendaandanyotherrelevantpapersready

• stayalertduringthemeeting• useheadingsandnumberingfromtheagenda

• makenotesinpointform• writeminutesfromnotesassoonaspossibleafterthemeeting

• separatediscussionfromdecisions

• writetheexactwordingforformaldecisionsormotions

• notethenameofthepeoplewhomoveandsecondmotions(ifused)

• recordactiontobetaken,personresponsible,whenitshouldbedoneandwhowillmonitorit

• readbackandclarifyduringthemeetingtomakesureyourrecordisaccurate.

Action listsuseanactioncolumntorecordalltasksthatneedtobecompleted.Tasksshouldremainonthislistuntiltheyarecompleted.TheActionListshouldbeattachedtotheminutesandcheckedoverateachmeeting.


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ManagementCommitteemeetingsarefor:

• monitoringandreviewingprogresstowardsmeetingtheaimsoftheorganisation(includingservicedelivery)

• monitoringfinancialperformance

• strategicplanning(includingreviewingandmonitoringperformanceagainsttheplan)

• ensuringallactivitiesareconsistentwiththeorganisation’spurposeandmission

• consideringapplicationsformembershipoftheorganisation

• planningAGMs• initiatingandreviewinginternalandexternalpolicypositionsandstatements

• decidingonmanagementandgovernancesystemsandprocesses

• decidingthemostappropriatemethodsoffundraisingandconsideringapplicationsforfunding

• delegatingwork• discussingandmakingdecisionsonproposalsfornewprojectsoractivities

• planningforthefutureandidentifyingnewopportunities

• decidingonappropriatestaffingrequirements,stafftermsandconditions.

MuchoftheinformationforitemsdiscussedinManagementCommitteemeetingsmaycomeintheformofreportsthatarepreparedbysubcommittees,workinggroups,

staff,orindividualmembersoftheManagementCommittee.reportspreparedforManagementCommitteemeetingssupportthedecision-makingprocessesofthecommittee.

Content of reportsreportsshouldprovide:

• abriefstatementofthetopicorissue

• importantbackgroundmaterialorasummaryofrelevantbackgroundmaterial

• therangeofoptionsavailableforaction

• theadvantagesanddisadvantagesofeachoption

• theviewsofstaff,members,clientsorotherstakeholders

• recommendationsand• therationaleforthisposition.

reportsshouldbesentoutwithminutesoragendassothatManagementCommitteemembershavetimetoreadthem,understandtheissuesraisedandformulateanyquestions.

Types of reportsProgress reports—inmostcentrestheEOpreparesaprogressreportagainsttheStrategicPlan/WorkPlanforthecentre,ortheremaybeprogressreportsforparticularprojectsoractions,forexample,policyimplementation.

Legal practice reports—thePrincipalSolicitorprovidesalegalpracticereporttoaddressissuesortargets,butdoesnotdiscussindividual/clientissueswiththecommittee.(NoclientdetailsshouldbeprovidedatManagementCommitteemeetings.)

1.26 Management Committee Meetings — Reports


Financial reports—ManagementCommitteemembersshouldbeprovidedwithaccuratefinancialreports.Formoreinformationonfinancialrecordsandreporting,pleaserefertotheNational Financial Management Guide.

Briefing papers —ManagementCommitteemembersshouldbeprovidedwithbriefingpapersonimportantmattersfordiscussioninordertosupporttheirdecision-makingonparticularissues.


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An Annual General Meeting (AGM) must be held each year to present reports and financial statements to the membership and to elect the Management Committee for the following year. These meetings are required by law to be held by all centres that are incorporated. Incorporations Acts vary (slightly) between different states and territories; however, the general principles are the same.

ThemainreasonsforholdinganAGMare:

• topresentareportoftheyear’sactivitiesandperformancetothemembershipofthecentre

• topresentdetailedauditedfinancialstatementsforthemembershipofthecentretoconsider(andaccept/approve,ornot)

• toallowanopportunityformembershipofthecentretoaskquestionsorseekclarificationand

• toelecttheincomingManagementCommittee.

Notice of AGMTheSecretarymustgivenoticeofanAGMtothemembershipofthecentreatleast14dayspriortothemeeting,or21daysifaSpecialresolutionhasbeenproposed(The notice period may vary: check the centre’s constitution for the right information).Centreswhoare“CompanyLimited”willhaveotherrequirements.

Further reading1. readthecentre’sConstitutionforfurtherdetailsonthenoticetobeprovidedtothemembershipofthecentre,thenominationprocess,proceedingsatthemeeting,thevotingprocessandotherproceduresorreportingrequirementstobefollowedattheAGM.

2. “AGMrunningSheet”template,“Governance”,ManagementSupportunit(MSu),NCOSS:www.ncoss.org.au/projects/msu/resources.html.

1.27 Annual General Meetings

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Why are policies and procedures necessary?Centresneedtohavewell-formulatedpoliciesandproceduresthathelptoactivelyidentifywhatthecoreissuesareandthesituationswhereapolicyistobeapplied,aswellaswhatistobedoneinthosesituations.

Thebenefitsofclearlywrittenpoliciesandproceduresinclude:

• staffandvolunteersareclearaboutwhatisexpectedofthem

• lessconflictandconfusion• betterdecision-makingprocesses

• consistencyofproceduresandpractices

• increasedequityandfairness• increasedaccountability• animprovedimageasaprofessionalandefficientservice,organisationandemployerand

• fewerrisks.What is a policy?Apolicyisastatementofstandardsthatguidesdecision-makingprocedures,behaviour,processesandpracticeswithinthecentre.Policiesprovidethe“what”and“why”ofacentre’sguidelinesandreflectthevaluesandphilosophyofthecentre.Apolicyalsosetstheboundariesforwhatcan(andcannot)bedoneandtheaspirationalgoalsforthingsthatthecentrewouldliketoseedone.

Thefunctionsofapolicyinclude:

• assistingthecentretoactinaccordancewithitsphilosophyandvalues

• providingtheManagementCommittee,staffandvolunteerswithclearguidelinesofwhatisexpectedofthem

• ensuringconsistencyindeliveryoftheservicesandprograms

• providingpeoplewhomaybeinterestedinusingtheserviceswithadetaileddescriptionofwhattheycanexpect

• providingsomecertaintyandsafetytoemployeesandothersinvolvedinthecentre’swork

• assistingwithriskminimisationandmanagementstrategies.

What is a procedure?Aprocedureisalistofdetailedinstructionsforcarryingoutaprocessand/orpracticewithinthecentre.Proceduresprovidethe“how”and“when”ofthecentre’sguidelines.Proceduresareinformedbyarelevantpolicyanddescribehowacentreputspoliciesintoaction.

Who is responsible for what?TheManagementCommitteeisgenerallyresponsiblefordevelopingthepolicyframeworkforthecentre.Goodgovernanceandmanagementismucheasiertoachievewhentherightpoliciesandproceduresareinplacetogiveclearguidance.

1.28 Centre Policies

�0 NATIONAL MANAGEMENT COMMITTEE GUIDEFOrCOMMuNiTYLEGALCENTrES

What should a policy contain?Apolicyshouldhave:

• atitle• thedateofendorsement• thedateofanysubsequentreview/amendment/update

• astatementofthepurposeofthepolicy

• broadguidelinesforactivities/actionsand

• broadprocedures.

Policy development johnCarver’sworkonpolicygovernanceanditsaccompanyingmodelidentifiesfourareasofpolicy:5

• Ends—missionrelatedpolicies,forexample,whatoutcomesaretobeachieved,fromwhomandatwhatcost.

• Executive limitations—boundariesofacceptabilitywithinwhichthestaffundertaketheirresponsibilities.Thesepoliciesapplytotheprocessofachievingtheoutcomes.

• Management Committee/staff linkages—themannerinwhichtheManagementCommitteewilldelegateauthoritytostaffandhowitwillevaluatetheirperformance.

• Governance processes —theManagementCommitteedeterminesthephilosophy,itsaccountability,andthespecificsoftheirownjob.

Further readingFishel,David,The Book of the Board: effective governance for non-profit organisations,FederationPress,Sydney.Carver,john,Boards that Make a Difference: a new design for leadership in non-profit and public organizations,jossey-Bass,SanFrancisco.

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5.Carver,john,Boards that Make a Difference: a new design for leadership in non-profit and public organizations, jossey-Bass,SanFrancisco,199�.

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NATIONAL MANAGEMENT COMMITTEE GUIDEFOrCOMMuNiTYLEGALCENTrES �1

Operational policies are specific and are often narrowly scoped. They enable a centre to fulfil its day-to-day responsibilities to the clients, community, staff and volunteers, and include guidelines for decision-making and procedures that set out a prescribed course of action for specific circumstances. The Management Committee ratifies the Operational Policy developed by the EO in consultation with the staff and volunteers. The Principal Solicitor develops policies related to the legal service provision.

FollowingaresomeimportantquestionsfortheManagementCommitteetoconsiderwhenundertakingpolicyandproceduredevelopmentforacentre.

• Whataspectsofthecentre’soperationneedtobecoveredbythepoliciesand/orprocedures?

• Whatlegalrequirementsneedtobetakenintoaccount?

• Arethepoliciesinlinewiththecentre’sConstitution,valuesandprinciples?

• Aretheyeasytoread?• howoftenaretheytobereviewed,bywhatprocessandbywhom?

• Whowillhavetheresponsibilityformaintainingthepolicyandproceduremanual/s?

GovernanceofacentreandtheManagementCommittee’sroleismadeeasierwhenacentrehasclearguidelinessetinplacebyhavingtherightpoliciesandproceduresestablished.Staffandvolunteersalsobenefitwhenacentrehaswrittenpoliciesandprocedures,astheyserveto:

• reduceconflictandconfusion• ensurebetterdecision-makingprocesses

• ensuretheconsistencyofproceduresandpracticeswithinthecentreand

• increaseequityandfairness,accountablyandefficiency.

Someofthesubjectsacentreshouldcoverintheareaofoperationalpolicydevelopmentinclude:

• provisionofservicesdelivery(asalegalcentrethereshouldbepoliciesandproceduresdevelopedaroundlegalinformationandreferral,advice,casework,communitylegaleducationandlawreformactivities)

• theconduct,behaviourandattitudesofstaff,volunteers,clientsandManagementCommitteemembers

• conflictsofinterest• serviceusers’rightsandresponsibilities

• complainthandling• employmentofstaff• fundingandfinancialmanagement

• meetingsandthedecision-makingprocessesforday-to-dayoperations

• theplanningandevaluationofthecentre’sprograms

• mediaandpublicity• occupationalhealthandsafety• theprivacyandconfidentialityofinformationandrecordsand

• othermanagementandadministrativetasks.

1.29 Operational Policies


Service Standards Allcentresneedtoensurethattheymaintainstandardsandprinciplestopreservequalityservices.CentresfundedbytheCommunityLegalServicesProgramhavetocomplywithitsServiceStandards.Clauses12.2and12.3oftheCommunityLegalServicesProgramServiceAgreementstate:

FundingBodiesmayundertakeServiceStandardauditswiththeorganisationduringthetermofthisagreementtoensurecompliancewiththeServiceStandardsandthepersontoundertaketheseServiceStandardsauditswillbetheStateProgramManager(SPM)oranyotherpersonnominatedbytheFundingBodies.

ServiceStandardsaredesignedtoprovide:

• assurancefortheStateProgramManagerthatcommunitylegalserviceprovisionacrossAustraliaisofacertainlevelofqualityandensuresaccountabilitytothecommunityforpublicfunds

• anassurancetocommunitylegalserviceprovidersthemselvesthatallproviderswillmeetreasonableoperatingstandardsand

• anassurancetoclientsaboutthequalityoftheservicesprovided.

TheServiceStandardsattributesandauditprocessarelikelytobereviewedduringtheCommonwealthCommunityLegalServicesProgramreview(in2008).

Further readingFormoreinformationontheCLSPServiceStandards,visittheCommonwealthAttorney-General’sDepartmentwebsiteatwww.ag.gov.auandfollowthelinkstotheCommunityLegalServicesProgrampages.

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Management Committee members take ultimate responsibility for the governance of the centre. Governance in CLCs should be concerned with the systems and processes that ensure the overall direction, effectiveness (including of service delivery), supervision and accountability of the centre. Governance also includes the way in which the Management Committee works with the EO, staff, volunteers, service users, membership of the centre and other stakeholders to ensure that the centre is effectively and properly run, and that it meets the needs for which the centre was set up.

Purpose AGovernancePolicyisintendedtoclarifythecentre’sConstitutionbymakingexplicittheunderlyingprinciplesofgovernanceapprovedbythemembershipofthecentre.ThispolicydoesnotcoverlegalorethicalissuesconcerningtheroleoftheManagementCommitteemembers,whicharetobeaddressedseparatelyelsewhere.(Formoreonthistopicseefactsheets1.5 Conflict of Interestand1.6 Liability and Obligations.)

Sample Governance PolicyPolicyTheManagementCommitteeofthecentreisanelected,representative,andcollectivebody.Membersareelectedbythemembershipthroughtheelectionprocesssetoutinthecentre’sConstitution.itisrepresentativeinthatnoManagementCommitteemembercanbemandatedbytheirmembershiptoadoptaparticular

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•

•

positioniftheydonotbelieveittobeinthebestinterestsofthecentre.itshouldactasacollectiveinthatManagementCommitteemembersshouldactselflesslyandmakedecisionssolelyonthebasisoftheirviewofwhatisinthebestinterestsofthecentre.ThefunctionoftheManagementCommitteeofthecentreistocollectivelyensureservicedelivery,setitsstrategicdirection,andupholdthecentre’svalues.TheManagementCommitteeshouldcollectivelyberesponsibleandaccountableforensuringandmonitoringthatthecentreisperformingwell,issolvent,andiscomplyingwithallitslegal,financial,andethicalobligations.TheresponsibilitiesoftheManagementCommitteethatcannotbedelegatedtoanyotherpersonorbodyinclude:• compliancemonitoring—ensuringcompliancewiththeobjectives,purposesandvaluesofthecentre,andwithitsConstitution

• centregovernance—settingorapprovingpolicies,plansandbudgetstoachievethoseobjectives,andmonitoringperformanceagainstthem

• strategicplanning—reviewingandapprovingstrategicdirectionandinitiatives

• regulatorymonitoring—ensuringthatthecentrecomplieswithallrelevantlaws,regulationsandregulatoryrequirements

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1.30 Governance Policy — Sample Document

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• financialmonitoring—reviewingthecentre’sbudget,monitoringmanagementandfinancialperformancetoensurethesolvency,financialstrengthandgoodperformanceofthecentre

• financialreporting—consideringandapprovingannualfinancialstatementsandrequiredreportstofundingbodies

• centrestructure—settingandmaintainingaframeworkofdelegationandinternalcontrol

• leadershipselection—selecting,evaluatingandmanagingtheperformanceofthecentre’sEO

• remuneration—determiningremunerationpolicyforstaffandseniormanagement

• successionplanning—planningfortheManagementCommittee,theEOandthesuccessionofseniormanagement

• riskmanagement—reviewingandmonitoringtheeffectivenessofriskmanagementandcomplianceinthecentre;agreeingorratifyingallpoliciesanddecisionsonmatterswhichmightcreatesignificantrisktothecentre,financialorotherwise

• disputemanagement—dealingwithandmanagingconflictsthatmayarisewithinthecentre,includingconflictsarisingbetweenManagementCommitteemembers,staff,theEO,members,staff,volunteers,orclients

• socialresponsibility—consideringthesocial,ethicalandenvironmentalimpactofallactivitiesandoperationsandensuringthattheseareacceptable

• ManagementCommitteeperformanceandcomposition—evaluatingandimprovingtheperformanceoftheManagementCommittee

• relationshipwithmanagement—theManagementCommitteeshouldfocusonthestrategicdirectionandthecorepoliciesofthecentre,andavoidbecominginvolvedinday-to-dayoperationaldecisions.WhereindividualManagementCommitteemembersdoneedtobecomeinvolvedinoperationalmatters,theyshouldseparatetheirstrategicrole(wheretheyoperateindependentlyofanydirection)fromtheiroperationalrole(wheretheyactatthedirectionofmanagement).

Procedures1. Internal controlsTheManagementCommitteeshouldsetandmaintainstandingorders,policiesandprocedures,andsystemsoffinancialcontrol,internalcontrol,andperformancereporting.TheManagementCommitteeshouldensurethatthereisasystemfortheregularreviewoftheeffectivenessofitsfinancialcontrol,internalcontrol,performancereporting,andpoliciesandprocedures.

2. Managing riskTheManagementCommitteeshouldundertakeafullriskassessment(eitherperiodicallyoronarollingbasis)andtakeappropriatestepstomanagethecentre’sexposureto

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significantrisks.TheManagementCommitteemustregularlyreviewtheriskstowhichthecentreissubject,andtakeactiontominimiseanyrisksidentifiedandmitigateanypotentialoractualdamage.

3. Management Committee reviewTheManagementCommitteeshouldensurethatthereisasystemfortheregularreviewofitsowneffectivenessinmeetingitsresponsibilities.

responsibilities1. itistheresponsibilityoftheManagementCommitteetoestablishandmaintainstandingorders,policiesandprocedures,andsystemsoffinancialcontrol,internalcontrol,andperformancereporting.

2. itistheresponsibilityoftheManagementCommitteetoclearlydemarcateanddelegatethefunctionsofsubcommittees,officers,theEO,andotherstaffandvolunteers.

3. itistheresponsibilityoftheEOtoaddresskeymanagementandoperationalissueswithinthedirectionandthepolicieslaiddownbytheManagementCommittee,including:

• developingandimplementingthecentre’sstrategiesandmakingrecommendationstotheManagementCommitteeonsignificantstrategicinitiatives

• makingrecommendationsfortheappointmentofstaff,determiningtermsofappointment,evaluatingperformance,anddevelopingandmaintainingsuccessionplansforstaff

• developingtheannualbudgetandmanagingday-to-dayoperationswithinthebudget

• maintaininganeffectiveriskmanagementframework

• keepingtheManagementCommitteeandfundersinformedaboutanydevelopmentswithamaterialimpactonthecentre’sperformanceand

• managingday-to-dayoperationsinaccordancewithagreedstandardsforsocial,ethicalandenvironmentalpractices.

Further reading Mackay,Karen,Community Management,VCOSSManualsforCommunityOrganisations,VCOSSandtheVictoriaLawFoundation,Melbourne,200�.“BoardBusiness:TowardsMoreEffectiveMeetings”(helpsheets),OurCommunity:www.ourcommunity.com.au.

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NATIONAL MANAGEMENT COMMITTEE GUIDEFOrCOMMuNiTYLEGALCENTrES ��

Each centre, in line with the rules and by-laws of its Constitution, should develop policies that support the Management Committee in governing the centre’s operations and guide the Management Committee in their conduct and decision-making processes.

Policiesshouldberecordedinwriting.Aclearlyidentifiedsetofpolicydocumentsshouldbekeptcentrallysothatitcanbeconsultedeasily.EveryManagementCommitteeandstaffmembershouldknowhowtoaccessthepolicydocuments.

Policiesshouldbeclearandwritteninsimplelanguage.Policiesarticulatewhatthecentrewantstoachieveandprovidesboundariesforhowtogetthere.Thishelpstoensureconsistencyandaccountability.Apolicydocumentshouldrecordwhenthepolicywasadoptedandifithasbeenreviewed,thedate/sforthenextupdate.Allpoliciesshouldbereviewedregularlytoensuretheyarestillrelevantanduptodate.

SomepolicieswillbespecifictotheManagementCommittee,forexample,ManagementCommitteemeetingprocedures,andfallundertheheadingofgovernance policies.Otherpolicies,suchasethicspoliciesordiversitypolicies,willhavecentre-wideimplications.Thislattercategoryincludesoperational policies,whichwillusuallybeoverseenbymanagement.

Commonly used policiesThenumberandtypeofpoliciesandprocedures(andtheircontents)willdifferforeachcentre,butsomeofthemorecommononesarelistedbelow.

• MissionandVisionPolicy—detailingthepurposeanddirectionsofthecentreandwhatithopestoachieve.

• Ethics/ConductPolicy—designedtosetexpectationsforandguidethebehaviourofManagementCommitteemembers,staffmembersandvolunteers,includingdisciplinarymeasuresfornon-compliance.

• FinancialManagementPractices—detailingminimumstandardsandpracticesformanagementandreportingoffinances.

• AccountabilityPolicy—outliningstandardsforthereportingofManagementCommitteeinformationandManagementCommitteeaccountabilitytostaff,membershiporotherrelevantparties.

• ConflictofinterestPolicy—designedtoprovideguidelinesforidentifyinganddealingwithpotentialoractualconflictsofinterest.

• ManagementCommitteeSelf-EvaluationPolicy—detailingperformancestandardsfortheManagementCommitteeandoutliningmeasuresforensuringevaluationandimprovementofperformance.

• ManagementCommittee–StaffrelationshipPolicy—outliningtherespectiveresponsibilitiesofManagementCommitteeandstaffmembers.

1.31 Good Policies to Develop


• EmploymentPolicy—outliningtherecruitment,selection,termsandconditionsforpaidstaff.

• riskManagementPolicy—outlininghowManagementCommitteememberswillidentify,minimiseandmitigatepotentialandactualrisks.

• VolunteerPolicy—outlininghowandunderwhatcircumstancesand/orwhatconditions/termsvolunteerscanberecruitedandtheirroleinthecentre.

• GrievancePolicy—outliningpolicyandproceduresfordealingwithinternaland/orexternalcomplaints.

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Further readingFormoresamplesandinformationaboutManagementCommitteepolicies,see:Sample Policy and Procedures Manual for Management and Governance,ManagementSupportunit(MSu),NCOSS:www.ncoss.org.au/projects/msu/resources.html.

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1.31GoodPoliciestoDevelopContents SECTION 2

2. Making it Work– Support for the Management Committee

FACTSHEETS

2.1 ProfileandComposition 812.2 representationontheManagementCommittee 832.3 SupportforManagementCommitteeMembers 852.4 OngoingTraining 8�2.5 SuccessionPlanning 892.6 ValuingManagementCommitteeMembers 912.� ManagementCommittee—Evaluation 93


2.1 Profile and Composition

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2.1 Profile and Composition

Composition of the Management CommitteeAspartofacommunityorganisation,theManagementCommitteeshouldrepresentthecommunitiesitseekstoserve.ideally,theManagementCommitteeshouldbecomprisedofpeoplewiththefollowingskillsandattributes:

• thereshouldbeabalanceofbothlegalandnon-legalskills

• membersshouldhavesignificantexperiencewithinthecommunityand/orthecentre

• thereshouldbeabalancednumberoffemalesandmales(exceptforgender-specificcentres)

• theyshouldrepresentthedifferentfacetsofthecentre’sservice

• thereshouldbepeoplewithspecificskillsorknowledge,forexample,marketingorfinancialskills,andideallyshouldincludeaqualifiedaccountant

• theycanrepresenttheinterestsofserviceusersanduserorganisations

• membersshouldspanarangeofagestoensureanage-balancedcommitteeandincludevariousethnicandculturalgroups,especiallyminorities,inyourlocalcommunity.

Thecentrewillalsobenefitifpeopleareabletobeinvolvedatavarietyoflevels.AllManagementCommitteemembersmustbeabletoattendregularmeetingsandhavetimetoreadpapersandminutes.Some

membersshouldbeavailableformoreactiveparticipationintheoperationofthecentre.

Note:iftheEOisamemberoftheManagementCommittee,he/sheshouldbeanon-votingmember.

Setting the guidelinesBeforetheyjointheManagementCommittee,thecentreshouldensurethatprospectivemembersareadvisedabout:

• theirlegal,moralandethicalresponsibilitiestotheassociation

• thecommunitytheyarebeingaskedtogovernormanage

• howthecentreoperates• thecentre’spurpose,values,aimsandserviceprofile

• theothermembersontheManagementCommitteeandtheirskills

• thetimeManagementCommitteemembersneedtodevotetothecentre

• theirrolesandexpectations.AllManagementCommitteemembersneedtobeclearabouttheirrolesandresponsibilitiesandtowhomtheyareaccountable.Thebestwaytodothisisbyprovidingthemwithacomprehensiveinductionkitassoonas,orbefore,theyareelected,anddevelopclearjobdescriptionsandpolicies.(Formoreonthistopicseefactsheet2.3 Support for Management Committee Members.)


Further readingFishel,David,The Book of the Board: effective governance for non-profit organisations,FederationPress,Sydney,Mackay,Karen,Community Management,VCOSSManualsforCommunityOrganisations,VCOSSandtheVictoriaLawFoundation,Melbourne,200�.

2.2 Representation on

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2.2 Representation on the Management Committee

A centre serves many people in a range of different communities (geographical, cultural, special needs, etc.). People in these different communities have different perspectives, different legal and other needs, and different interests. Management Committee members, staff, volunteers, clients, other community agencies, community workers, the membership of the centre and external stakeholders will all have varying ideas about the centre, its purposes and its priorities.

Acentreshouldactivelyseektobeasrepresentativeofitscommunity(orcommunities)aspossible,andshouldensurethatithastherightstrategiesforseekingoutandmaintainingthatrepresentation.

Client and community representation Anopen,friendlyenvironmentisthebestwaytoencourageclientstocontributetoand/orbecomeamemberoftheManagementCommittee.Acentreshouldencourageandfacilitatetheparticipationinthecentreofadiverserangeofclientsandcommunitymembersinordertoobtainthespecialperspectivesgainedfromtheirvariedbackgroundexperiences.

ManyManagementCommitteesallocateanumberoftheirpositionstoclientssothatthisinputcanbemaintained.however,itisoftenverydifficulttofindclientswhoareableorwillingtotakepartinthisway.Specialconsiderationsand/orsupportmayneedtobeprovidedtoensurethattheycancontributeeffectively.Thesecaninclude:

• atranslationserviceforculturallyandlinguisticallydiversemembers

• a“mentor”orsupportpersontoexplaininformationand/ormeetingprocedures

• additionalresourcesorinduction

• training• additionaltime• informationprovidedinavarietyofways(e.g.verbally,written,pictorially,etc.)

• specificequipmentand/orattendantcarersupport(e.g.inthecaseofmemberswithphysicaldisabilities).

Note:itisimportanttoinclude(asfarasispossible)representativesfromlocalandspecialinterestgroupswhorepresentthe“communities”inthecentre’scatchment.

Staff representationStaffshouldnothaveapositionasafullvotingmemberontheManagementCommittee,astheManagementCommitteeistheemployingbody.FullmembershipoftheManagementCommitteewould,therefore,involveaconflictofinterestforstaff.however,manycentresencouragestaffparticipationasattendeesorevenasex-officiomembers(thatis,theyhavenovotingordecision-makingrights).inthisway,theycanprovideexpertknowledgeandexperiencesothatthevotingmemberscanmakebetter-informeddecisions.


2.2representationontheManagementCommittee

Theadvantagesofhavingstaffparticipateinthismannerarethat:

• itallowspersonalpresentationofreportsandbackgroundinformationandimprovescommunication

• itallowsopportunityfortheManagementCommitteetoaskquestionsorseekadviceaboutspecificissues

• itpromotesastronger,morecooperativerelationshipbetweenstaffandtheManagementCommittee

• itreducestheriskofdominanceand/orinfluencebystaffoverManagementCommitteedecisions.

SomecentresinviteallstafftoattendManagementCommitteemeetingsonarotationalbasistoencourageasenseoftheirallofbeingapartofateam,and/ortogainspecificadviceand/ortopresentreports.however,themostcommonapproachistorequestallstafftoselectarepresentativewhocanputtheirviewstotheManagementCommitteeandfeeddecisionsandinformationbacktothestaff.

itisimportanttorememberthatstaffhavecontrolovertheday-to-dayoperationsofthecentreandthereforeoftenhaveinformationthatisvitaltotheeffectivenessoftheManagementCommittee.itisessentialthattheManagementCommitteeunderstandsthisanddevelopsclearlinesofmanagement,policiesandprocedures,whichwillensurethattheManagementCommitteeremainsincontrol,informedandeffective.Atthesametime,theManagementCommitteeneedstoavoid“micro-managing”stafforover-steppingthemarkinrespecttotheday-to-daymanagementofstaff.


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InductionThebestwaytoensurethatnewManagementCommitteemembersremainpositiveabouttheirdecisiontojointhecommitteeistoprovidethemwithagoodinductionassoonaspossibleaftertheycommence.investingtime,energyandmoneyintheinductionprocesswillpayofflater.

ideally,thefirstmeetingoftheManagementCommitteeissetasidetoalloweveryonetogothroughaspecialorientationsession.Thiswillhelpbuildupthesenseof“team”withinthecommitteeandallowthere-electedmemberstorevisittheirrolesandresponsibilities.

inductionguidelinesTheEOofacentreshouldensurethatallManagementCommitteemembersundergoaneffectiveinductiontothecentre.Followingaresomerelevantguidelinesfortheinductionprocess.

• AllManagementCommitteemembersandstaff(whereappropriate)shouldparticipateintheinductionofnewManagementCommitteemembers.

• inductionshouldcommenceimmediatelyafterrecruitment.

• Donotoverloadnewmemberswithtoomuchinformation.

• Forthefirstfewmonths,allocatea“buddy”or“mentor”toeachnewmember.

• introducethemtoothermembers.• OrganiseasocialfunctionwheretheycanmeetotherManagementCommitteemembersorstaffinformally.

• invitenewmemberstoaskquestions.

• Clarifythenewmembers’rolesandresponsibilities.

2.3 Support for Management Committee Members

• BriefnewmembersaboutwhatissuestheManagementCommitteeisdealingwithnowandwhattheywillbelookingatincomingmonths.

• FamiliariseyournewManagementCommitteememberswiththecentre’sfacilitiesandactivities.

• Ensurethatnewmembersevaluatetheinductionprocessandusetheinformationtohelpimprovetheprocessforthefuture.

inductionkitsAgoodinductionkitisinvaluableandshouldbeprovidedtonewmembersatthefirstopportunity.TheEOand/ortheManagementCommitteeshouldputkitstogetherthatcontain:

• acopyoftheConstitution• aclear,detailedjobdescription(clarifyingrolesandresponsibilities)

• keypolicies(e.g.governance,confidentialityandconflictofinterestpolicies)

• detailsoffundingbodiesandfundingarrangements

• thelastAnnualreport(includingfinancialdocuments)

• acopyoftherecentStrategic/CommunityLegalServicesProgramPlan

• acopyofthemostrecentManagementCommitteeminutes

• brochuresand/orprograms• anorganisationalflowchart• alistofManagementCommitteenamesandcontactdetailsand

• asetofemergencyprocedurestofollowwhentheyareatthecentre.



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Fully functional Management Committees are critical to the success of a centre. Management Committee members should be provided with ample opportunity to access the training and skills development that are necessary for them to carry out their roles and responsibilities.

itishelpfultodrawupatrainingneedsassessmentplanatthebeginningofanewManagementCommitteecycletodeterminewhichskillsareneededandbywhom.Trainingtopicsshouldincludebothpracticalskillsandknowledgeandnewdevelopmentsrelevanttotheirareasofwork.

Freetraining,assistanceandmentorshipissometimesavailableforManagementCommitteemembersthroughgovernmentfundingbodiesandcommunitygroups,orprobonofromprivatefirmsandpeakbodies.

DetailsaboutthetrainingofferedcanbeobtainedbyvisitingtheOurCommunitywebsiteatwww.ourcommunity.com.au

Training programsTherearemanytrainingprogramsrecommendedforManagementCommitteemembersandEOs.Thesetrainingopportunitiesincludesessionsonthefollowingtopics(wehaveputsomeoftheonesyoumaywanttogiveprioritytofirst).

2.4 Ongoing Training

ManagementCommittee—governanceandleadership• MeettherolesandresponsibilitiesofaManagementCommitteemember

• EffectiveManagementCommitteereview

• Managingyourfinancialrisks—protectingyourexposure

• holdingasuccessfulManagementCommitteeorcommitteemeeting

• Whodoeswhat?ManagementCommitteeandstaffrelationships

Finance,insuranceandriskmanagement• What'sinvolvedinbeingatreasurerforaCLC?

• Financialmanagementfornon-profitManagementCommittees

• riskmanagementfortreasurers• ManagementCommitteereporting

• insuringthefuture—riskmanagementandinsurance

• understandingtheProfessionalindemnityinsuranceforalegalcentre

Peoplemanagement• Managingstaffinanot-for-profitenvironment

• Effectivevolunteermanagement

• reviewingstaffperformance• Managingconflict• DevelopinggoodEO/ManagementCommitteerelationships


Strategicplanningandreview• Developingastrategicplan• howtoreviewManagementCommitteeperformance

• SuccessfulstrategiesforManagementCommitteesuccessionandrenewal

• Developingsuccessfulorganisationalpolicy

• isyourorganisationperforming?

Communityengagementandpartnership• Developingcommunitypartnerships

• Developinganeffectiveyouthstrategy

• howtoconductaCommunityNeedsAnalysis

• Buildingeffectivecommunitynetworks

• Strategicandeffectivecommunitybuilding

• issuesofaccessibilityMarketingandmedia• Developingamarketingplan• Writinganeffectivemediarelease

• Marketingstrategiestoattractandretainmembers

• EffectivepresentationskillsGrantsandfundraising• Developinganannualfundraisingstrategy

• howtowriteasuccessfulgrantsubmission

• introductiontodevelopingcorporatesupport

• Monitoringandevaluatinggrants

• Developingsuccessfulevents

informationtechnology• DevelopinganeffectiveiTstrategy

• Makingnot-for-profitwebsiteswork

• Strategiesforsuccessfulonlinefundraising

• Onlinecommunicationformembers,friendsandsupporters

Further readingFishel,David,The Book of the Board: effective governance for non-profit organisations,FederationPress,Sydney.Mackay,Karen,Community Management,VCOSSManualsforCommunityOrganisations,VCOSSandtheVictoriaLawFoundation,Melbourne,200�.“Training”,OurCommunity:www.ourcommunity.com.au.

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Allcentresneedtoconsiderthefollowingkeyquestion:

If all the staff and/or committee members left tomorrow, how well would new (and unfamiliar) staff and/or committee members cope?

TheManagementCommitteeatanypointintimeshouldknowwhat,howandwhenanissuehastobeaddressed.SuccessionplanningreferstoplanningwhichwillensurethatthefutureManagementCommitteeiswellsetuptocontinuelongafterthecurrentManagementCommitteemember/sretire,resignordonotrenominate.Successionplanningisacriticalfactorinensuringthatthecentreisabletocontinueitsservicedeliveryandremainstruetoitsvaluesandprinciples,nomatterwhojoinstheManagementCommitteeinthefuture.

Matters to consider Withinacentrenoteveryoneknowseverything,butitisimportantthatrelevantup-to-dateinformationisrecordedandmaintainedinaneasytofindandunderstandablesystem.Thisinformationshouldbeabletobeeasilytranslatedintoactions,knowledge,ideasandbehavioursthatarereflectiveofthecentre’smissionandcommitments.Considerthefollowingmatterswhenundertakingacentre’ssuccessionplanning:

• organisationalknowledge• coreprinciples,values,missionandobjectives

• organisationalstructure(includingrolesandresponsibilitiesandlinesofaccountability)

2.5 Succession Planning

• policiesandprocedures• review,evaluationandplanningprocesses

• constitutionalobligations• fundingandfinanceresponsibilities

• membershipofthecentre• meetingsandcommunicationprocesses

• industrial,legalandOh&Sobligations

• servicedeliveryandadministrativeresponsibilities.

ifthestafforManagementCommitteemembersofacentredonothavetherelevantinformationconcerninganyoneofthematterslistedabove,thenitislikelythatthecentreneedstoengageinsuccessionplanningimmediately.

Questions to considerinordertoundertakeaneffectivesuccessionplanningstrategyfortheManagementCommittee,youshouldconsiderthefollowingmattersandaskthesequestions.

haveyou:

• identifiedwhatqualitiesandskillstheManagementCommitteeneedsnow?

• identifiedthequalitiesandskillsoftheManagementCommitteeneedstoimplementthecentre’sStrategicPlaninthefuture?

• decidedhowthecentrecanimprovethemixintheManagementCommittee,withabettermanifestationofdiversity(includingrepresentationofmembership/community/clients)?


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• consideredsettinguparecruitment/retentionorgovernancecommitteetooverseethetaskoffillingManagementCommitteevacancies?

• providedongoingsupportandtrainingforManagementCommitteemembers?

• consideredthefollowingaspotentialManagementCommitteemembers:— peoplealreadyassociated

withthecentre?— peopleassociatedwith

existing,retiringorpastManagementCommitteemembers,stafforvolunteers?

— peoplewithintereststhatcorrespondwiththecentre’saims?

— localcommunityleaders?— peoplewithappropriate

skillswhocouldfulfiltheneedsforgreaterdiversity?

— professionalswithskillsthecentrerequires?

— peopleservingatthecentreoronworkinggroupsorsubcommittees?

— peopleservingonotherManagementCommittees?

• spreadthewordthatyouarelookingfornewManagementCommitteemembers?

• scannednewspapersandothermediaforstoriesaboutpeoplewhomightsuitthecentre?

• builta"prospectlist"(includinginformationaboutpotentialManagementCommitteemembers'contactdetailsandspecificskills)?

• invitedthoseontheprospectlisttobecomeinvolvedinthecentre?

• madeaselectionbasedonwhocanbestservethecentre’smissionandfuturedirections,andwhocanbestprovidetheskillsandexpertisetheManagementCommitteeneeds?

• putinplaceandimplementedscreeningproceduresforpotentialManagementCommitteemembers?

• adheredtotheprocessesandproceduresoutlinedinyourcentre’sConstitution(orrules)innominatingandinstallingnewManagementCommitteemembers?

• followedupapprovalsbyconfirmingtheappointmentandcongratulatingnewManagementCommitteemembers?

• acknowledgedandthankedretiringmembers?


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Management Committee members provide leadership and take on responsibilities for the centre. They are an important asset to an organisation, as they give their time, experience and expertise without any financial benefit in return. Consequently, Management Committee members should feel valued and appreciated for their work. They need to feel that their contribution is worthwhile.

rewardscanbefoundthroughamemberbeinggivenrecognitionandresponsibilityandfromfeelingincludedandvaluedbytheorganisation.FollowingisalistofsomeverysimplewaysofrewardingManagementCommitteemembersfortheircontributions:

• sendthankyouletters• givecertificatesofappreciationandrecognitionatAGMsorspecialevents

• providelifemembershipofthecentrefortheiroutstandingservice

• nominatethemforcivicawards• publishtheirachievementsinlocalnewspapers,newslettersorotherrelevantpublications

• providefinancialassistancewithtravel,childcare,personalcare,interpretersandtranslations

• provideopportunitiestopresentatconferencesonbehalfofthecentreortoparticipateinotherpublicevents

2.6 Valuing Management Committee Members

• providefoodanddrinksatManagementCommitteemeetings

• organisetheircentre-relatedtravel

• taketimetothankthempersonallyanddevelopagoodrapportwiththem.

Alwaysremembertosetasidesomeregulartimeforsocialinteraction,whichwillallowtheManagementCommitteemembersandstafftoknowoneanotheranddevelopasenseofcomradeship.


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Evaluation of a centreitisimportantthattheManagementCommitteeundertakesathoroughevaluationoftheircentreeveryonetotwoyearsaspartofthecentre’sstrategicplanningcycle.ThisenablestheManagementCommitteetoensurethatthecentreisaccountableandhasaprocessthatistransparent.Thisevaluationshouldincludeareviewofthe:

• ManagementCommittee/governancestructure

• StrategicPlan• clientswhoattendthecentreand

• staffperformance.TheManagementCommitteeofacentreshouldalsoconductanannualevaluationofthecentre’sservicedelivery,organisationalmanagementandinfrastructureinrelationtothestrategicplan.Theprocessandamountoftimespentonevaluationdependsuponthesubjectoftheevaluation.

Evaluation of Management CommitteesAManagementCommitteeneedstoregularlyevaluateitselftoensureitremainsrepresentative,responsiveandeffective.WhethertheManagementCommitteeappearstobeoperatingrelativelysmoothlyorisrifewithdifficulties,itisworthwhiletakingthetimetoreviewitseffectiveness,asthiswillassesshowefficientlytheManagementCommitteeisactuallycarryingoutitsrolesandresponsibilities,andensuresthatthecentrehasthecorrectandcleardirectionandpurpose.

2.7 Management Committee — Evaluation

EvalutionmaybecarriedoutinformallyandcouldinvolveholdingaManagementCommitteemeetingtodiscussperspectivesorsettingupasubcommitteeorengagingaconsultantspecificallyforthispurpose.

Principles of evaluation WhoshoulddotheevaluationandhowinordertoassesstheManagementCommittee/Board’sperformancethereshouldbepre-agreedobjectivesderivedfromthecentre’spoliciesandprocedures.Thisexplicitsetofstandardsandperformanceexpectationswillprovidethebasisfortheformalannualevaluation.OccasionallytheManagementCommitteemaywishtoengageanexternalpersonorgrouptoconductanevaluation.Thiscanbeagoodstrategyiftherehasbeencontroversyordispute.

Somebestpracticeapproachestoevaluationinclude:

• settingasidetimeandsettingatimeframeforevaluation

• usinganindependentfacilitatororconsultanttoassistwithevaluation(thiswillensurethatasuitableprocessisidentified,theevaluationisindependentandconfidentialityismaintained)

• conductingselfandpeerappraisalofallManagementCommitteemembersandtheChairperson.

Theaimsoftheevaluationshouldbeidentifiedattheoutset.TheManagementCommitteeshouldconsidertheevaluationasa


constructiveprocess,ratherthanaprocessundertakentoblameorshamemembers.

Manydifferentmethodsareusedforevaluation,suchascompletingsimplequestionnaires,runningfocusgroups,interviewingindividuals,conductingpeerreviewsandusingrelevantinformation.

TheoutcomeoftheevaluationprocessshouldbeusedasthebasisfortheManagementCommittee’sandindividualmembers’developmentgoals,leadingtoanimprovementintheManagementCommittee’sperformanceovertime.

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Further readingBullen,Paul,“Governance”,ManagementAlternativesPtyLtd:www.mapl.com.au.Muddagouni,rachna,Thinking and Planning Ahead: resource manual for community legal centre staff,VictoriaLawFoundation,Melbourne,200�.

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Evaluation checklistThefollowingchecklistcanassisttheManagementCommitteewhenundertakinganevaluationtodeterminehowwelltheManagementCommitteeisfulfillingitsroleandresponsibilities.

ChecklistforManagementCommitteemembersDoestheManagementCommittee:

understandtheresponsibilitiesoftherole?

understandandcomplywiththecentre’sgoverningdocument(e.g.itsConstitution)?

understandthecentre’slegalstructure?

understanditsliabilitiesasaManagementCommittee?

providesoundfinancialoversightandensurethatresourcesareproperlymanaged?

ensurethatpotentialrisksareassessedanddealtwith?

ensureitisabletoaccountforeverythingthecentredoes?

ensurethecentrepursuesitspurpose(asdefinedinitsConstitution)?

safeguardthenameandvaluesofthecentre?

makedecisionsasacollectivegroup?

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understandtheroleandresponsibilitiesoftheofficerbearers?

understandtheroleanddelegatedauthorityofthesubcommittees?

clearlydifferentiatebetweentheroleoftheManagementCommitteeandthestaff?

holdmeetingsasnecessarytoproperlyfulfiltheirrole?

seekexpertandprofessionaladvicewhenneeded?

support,manageandappraisetheEO?

monitoritsownperformanceanddevelopmentneeds?

provideeffectivestrategicandoperationalplanning?

monitorandevaluateperformanceofthecentreagainstitsplan?

ensuregoodpracticeasanemployer?

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Contents SECTiON3

3. Resource Section

FREQUENTLy ASKED QUESTIONS 97

1. StructureofaCommunityLegalCentre 9�2. TheCentre’sConstitution 1003. TheManagementCommittee 1014. SubcommitteesandWorkingGroups 1055. Meetings 1066. LegalObligations 10��. Employment 1088. riskManagement 1109. FinancialManagement 11110. Policies 11211. Documentsandrecords 11312. Complaints 11413. Planning 11414. Publicrelations 115

RESOURCES 117

1. CommonFeaturesofCommunityManagedOrganisations 11�2. Governance—theCarverTheoryModel 1193. responsibilitiesoftheBoard 1214. ManagementCommittee—rolesandStructure 1235. Facilitation 1256. LimitedLiability 12��. Communication 1298. SampleConflictofinterestPolicy 1319. SampleCodeofEthicsPolicy 13310. SampleConfidentialityPolicy 13511. riskasStrategicAdvantage 13�12. PositionDescriptionforManagementCommitteeMembers 13913. StrategicPlanOutlineforaSmallCommunityOrganisation 14114. ManagingChangeEffectively 14315. SettingClearDirection 14516. PoliciesandProcedures 14�1�. StandardAgendaFormat 14918. ChairingtheMeeting 15119. ActionList 15320. Statementofrightsandresponsibilities 15521. ChecklistforinductionofManagementCommitteeMembers 15922. AQuickTestfortheManagementCommittee 161

RESOURCE DIRECTORy 163

REFERENCES 169


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1. Structure of a Community Legal CentreWhat does “community-based” mean for CLCs?Communitylegalcentres(CLCs)arenot-for-profitorganisationsthatareindependentfromgovernment,commercialandprofessionalbodies,arecommunity-based,andprovidelegalorrelatedservicestodisadvantagedpeopleintheircommunity.CLCshavegoalsandprioritiesestablishedinresponsetothegeographiccommunityand/orcommunityofinteresttheyaimtoserve.Theymayhavepeoplewhorepresentthatcommunityinvolvedingoverningthecentre,ormechanismstofacilitatesuchinvolvement.Theyoftenhavealevelofvolunteersupport.

CLCsexistinarangeoflegalstructures,themostcommonbeingincorporatedassociationsandcompanieslimitedbyguarantee.

What is an “incorporated association”?Anincorporatedassociationisanot-for-profitcommunityorganisationwithitsownseparatelegalidentityandastructureregulatedbylegislation.

What are the advantages for centres that become incorporated bodies? Theadvantagesforcentresbeingincorporatedbodiesarethat:

• liabilityofthemembers(includingtheofficebearers)oftheassociationislimited

• members(generally)willnotbepersonallyliableforeitherthedebtsortheliabilitiesoftheassociationduringitsoperationortheexpensesofitswindingup(thatis,itsending)

• theassociationcanenterintocontracts,sueorbesued,buyorsellproperty,raiseorborrowmoney,investmoney,allinitsownnameand

• theassociationhasperpetualsuccession.Thismeansthatpropertyacquiredbytheassociationremainswiththeassociationregardlessofchangesinitsmembership.

What does incorporation mean for not-for-profit organisations?Theorganisation:

• mustaddtheabbreviation“inc.”totheendofitsname• continues,regardlessofchangestomembership,unlesstheorganisationiswoundup,oritsregistrationiscancelled

• canacceptgiftsandbequests• canacquireandsellproperty• canenterintoandenforcecontracts• cansueandbesued.

Frequently Asked Questions

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FrequentlyAskedQuestions

What does “unincorporated body” mean? Anygroupisfreetodecideagainstaformalstructure.intheeyesofthelaw,thegroupwillremainacollectionofindividuals;thelaw(generally)willnotrecognisethegroupasaseparateentityandcannotbesuedasalegalentity.

What are the disadvantages for unincorporated bodies? Thedisadvantagesforunincorporatedbodiesarethat:

• theliabilityofmembersisunlimited• thereisnoperpetualsuccession.Allpropertyacquiredbytheassociationbelongstotheindividualmembers

• giftsortrustsinwills(generally)cannotbemadetoanunincorporatedassociation

• theassociation(generally)cannotsueorbesuedinitsownnameand• membersoftheassociationmaynothaveclearcontractualorproprietaryrightsinrelationtotheassociation.

What does “Public Benevolent Institution” mean? AsdefinedbytheAustralianTaxOffice(ATO),aPBi:

• isestablishedandcarriedonforthereliefofpoverty,sickness,suffering,distress,misfortune,destitutionorhelplessness

• makesitsservicesavailablewithoutdiscriminationtoeverymemberofthepublicthattheorganisationaimstobenefit

• isadministeredforthepublicgoodwithoutpurposeofprivategainand• providesdirectreliefforthebenefitofadisadvantagedsectionofthepublic,forexample,theprovisionoffoodand/orshelterforhomelesspeople.

Are CLCs Public Benevolent Institutions?MostCLCsareclassedasPBisastheirpredominantpurposeistoprovideservicesdirectlytothepooranddisadvantaged.Eachcentremustapplyandbegrantedstatusindividually.

Why are PBIs set up?PBismaybeeligibleforDeductibleGiftrecipient(DGr)statusandtaxconcessionssuchasexemptionfromincomeandFringeBenefitsTax(FBT),andGoodsandServicesTax(GST)concessionsandrefundsofimputationcredits.

How can a centre be classified as a PBI?AnorganisationthatwantstohavePBistatusmustapplytotheATOandsatisfyitthatthecentremeetsthecriteriainthefollowinglist.

• PBisaresetupforneedsthatrequirebenevolentrelief.TheconditionormisfortunerelievedbyaPBimustbesomethingsuchaspoverty,sickness,suffering,distress,misfortune,disabilityorhelplessnessthatarousepityorcompassioninthecommunity.

• APBi’sdominantpurposeistoprovidebenevolentrelief.Anyotherpurposesandactivitiesmustbeincidentaltothatpurpose.Theymustbeminorinextentandimportance.

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• PBisrelieveneedsbydirectlyprovidingservicestothepeoplesufferingfromthem.OrganisationsthatareconsideredtoobroadandnotsufficientlyfocusedonmeetingsuchneedswillnotbeeligibletobePBis.

• PBisareoperatedforthepublicbenefit.Theyconferreliefonanappreciableneedyclassinthecommunity.

• PBisoperateonanon-profitbasis.Thatis,theorganisation’sassetsorprofitsarenotdistributedtomembers,ownersorparticularpeople,exceptasreimbursementforout-of-pocketexpensesincurredonbehalfoftheorganisationorasproperremunerationforadministrativeservices.

• PBisareinstitutions.Someoftherelevantissuesthathelptodecideifanorganisationisaninstitutionare:

— itslegalstatus(e.g.acorporation)— theactivitiesoftheorganisation— itssize— permanence— recognition.

What are the obligations for centres that have PBI status?CentreswithPBistatusaresubjecttoparticulartaxobligations,forexample:

• toaccessincometaxexemptstatusortoregisterforGST,centresneedanAustralianBusinessNumber(ABN)

• asanemployer,centreshavePay-As-You-Go(PAYG)taxandsuperannuationguaranteeobligations

• ifregisteredforGST,centresmustcompleteBusinessActivityStatements(BASs).

Where can more information be found about PBIs?ForfurtherinformationaboutPBis,contactataxationlawyerorvisittheATOwebsiteat:www.ato.gov.au.

What does “charitable status” mean? Certaintypesofnot-for-profitorganisationsareexemptfrompayingincometax.Anorganisation’snot-for-profitstatusdoesnotautomaticallyentitleittothisexemption.OrganisationsthatarecharitiesmustmeetspecialrequirementstobeincometaxexemptandmustundergoaprocessofendorsementwiththeATO.CharitiesthatareendorsedasincometaxexemptareknownasincomeTaxExemptCharities(iTECs).iftheATOgivesanorganisationnoticethatitisendorsedasaniTEC,itisexemptfrompayingincometaxanddoesnotneedtolodgeincometaxreturns,unlessspecificallyrequested.

Do CLCs have charitable status? CLCsareusuallyclassifiedashaving“charitablestatus”astheymeetthefollowingcriteria:

• theirprimarypurposesarecharitable• theyoperateonanon-profitbasis• theirpurposeisforpublicbenefitorthereliefofpoverty


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• theirobjectivesarenotprimarilyforsporting,recreationalorsocialpurposesand

• theirobjectivesarenotprimarilyforpolitical,lobbyingorpromotionalpurposes.

TheATOcanadviseastothetaxstatusortax-exemptcategoryforyourcentre.

What does “Deductible Gift Recipient” (DGR) mean?ADGrisanentityorfundthatcanreceivetaxdeductiblegifts.TherearetwotypesofDGrendorsement:

1. anentitythathasDGrendorsmentinitsownrightor2. anentitythatisonlyaDGrinrelationtoafund,authorityorinstitutionitoperates.inthisinstance,onlygiftstothefund,authorityorinstitutionaretaxdeductible.

ThereareclearadvantageswhendonorstoaPBiareabletoclaimtaxdeductionsfortheirdonationsorgifts.ifaPBiwishesdonorstobeentitledtoincometaxdeductionsforthegiftstheymaketoit,thePBimustbeendorsedasaDGr.

Note:DGrsarenotautomaticallyexemptfromincometax.

How can a centre be endorsed as a DGR?AcentrecanbeendorsedasaDGrwhenithasPBistatusandit:

• isinAustralia• hasanABN• maintainsagiftfundordonationaccountand• successfullyappliestotheATOforendorsement.

itisnotmandatoryforaPBitobeendorsedasaDGr.Forexample,thecentremaynotreceivegifts,oritsdonorsmaynotwishtoclaimincometaxdeductionsfordonationstheymaketoit.

AllDGrsmustprovidespecificinformationtothedonorwhentheyissuereceiptsfortax-deductiblegifts.receiptsmuststate:

• thenameofthefund,authorityorinstitutiontowhichthegifthasbeenmade

• theDGr’sABN• thefactthatthereceiptisforagift.

EndorsedDGrsneedtoregularlyreviewwhethertheyareentitledtoendorsement,includingwhethertheyarestillmaintainingagiftfund.ADGrmusttelltheATOifitceasestobeentitledtoendorsementasaDGr.

2. The Centre’s ConstitutionWhat is a centre’s Constitution?AcentreisboundbyalegaldocumentthatcontainsasetofrulesreferredtoastheConstitutionorrulesofAssociation.TheConstitution(orrules)setsthebasicrulesunderwhichthecentreoperates.TheManagementCommitteemustfollowtheserulesatalltimes.


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What happens to a centre if the Management Committee does not meet their constitutional obligations?iftheManagementCommitteedoesnotmeetitsconstitutionalobligations,thecentrecouldbede-registeredandloseitsincorporatedassociationstatus.Thiswouldimpactuponthecentre’snon-profitstatus,fundingandstaffing,andwouldcauseotherlegalcomplicationsforthecentre,ultimatelymeaningthatthecentrecouldnotprovideservicestothecommunity.

When should a centre change the rules in the Constitution? TheManagementCommitteeshouldmonitoranychangesthatareneededandshouldmakerecommendationstothemembershipforconsiderationandendorsement.itisimportanttoensurethatpracticesareconsistentwiththerulesoftheConstitution,thecentre’scoreprinciples,itsvaluesandstatementofpurpose.

How should a centre change the rules in the Constitution? TheConstitution(orrules)ofthecentreis“owned”bythemembershipandnottheManagementCommittee.TheConstitutioncanbealteredbythemembershipeitherataSpecialGeneralMeetingoratanAnnualGeneralMeeting.itisalwaysbesttoobtainexpertadvicebeforedevelopingoramendingtheConstitution,toensurethatthechangesareinaccordancewiththelawandreflectthecentre’scorevalues,principlesandstatementofpurpose.

3. The Management CommitteeWhat is the Chairperson’s role? TheChairpersonisakeymemberofthecentre,andthepositionrequiresthepersontohavesomeexpertiseand/orguidancebeforetakingontherole.Aclearjobdescriptionwillbeofassistance.TheroleoftheChairpersonisto:

• actastheofficialrepresentativeoftheorganisationasrequired• actonbehalfoftheManagementCommitteeand/ororganisationinemergencyorurgentsituations

• chairManagementCommitteemeetingsandgeneralmeetings• beasoundingboardfortheExecutiveOfficer(EO)• castthedecidingvoteiftheManagementCommitteecannotmakeaunanimousdecision.

TheChairpersonactsastheofficialrepresentativeofanorganisation,althoughsomeorganisationsmayallocateaspectsofthisfunctiontootherpeople,forexample,theEOorPublicOfficer.Otherstaffmayrotateorsharethetask.

Othertasksmayincludeactingasthefirstpointofcontactforpaidstaff(especiallytheEO),signingofficialdocuments,andbeingthemediacontactpersononbehalfofthecentre.

ThefollowingisalistofthespecificresponsibilitiesofaChairperson.

• readallworkingpapers/documentsasrequired.• Openandclosemeetings.• Prioritiseagendasandsettimelines.


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• EnsuremeetingsareconductedaccordingtotheConstitution.• EnsurethatallManagementCommitteemembershaveanequalopportunitytoprovideinputtodiscussionsanddecision-making.

• remainimpartialandrefrainfromusinginfluenceindiscussions.• Monitor,minimiseandmanageconflictsofinterest,oranyinstancesofunethicalbehaviourandhowtheyarehandled.

• reflect,summariseandclarifydiscussionanddecisionsandensurerecordsareaccurate.

• Makeexecutivedecisions(incollaborationwithotherexecutivemembers)incasesofemergency.

• Write/presentreports.• representtheorganisationasrequired.• Signofficialletters,documents,submissionsand/orchequesasrequired.

What is the Secretary’s role?ThemainresponsibilitiesoftheSecretaryareto:

• dealwithcorrespondencetoandfromtheorganisation• helpmanageManagementCommitteemeetings,includingtakingminutes

• ensurethereisaflowofinformationtoandfromtheManagementCommittee

• ensurethatofficialfilesandrecordsaremaintained.AnotherimportanttaskistokeeptrackofspecialcontributionsbyManagementCommitteemembers.TheSecretarycanmovevotesofthanks,recordtheappreciationofManagementCommitteemembers,andberesponsibleforsomeoftheotherwaysofprovidingrewardstothem.

iftheManagementCommitteedoesnothaveaSecretaryappointed,thesefunctionscanbecarriedoutbytheEOonbehalfoftheManagementCommittee.

What is the Public Officer’s role?ThePublicOfficeristhecentre’smainpointofcontact.Themainresponsibilitiesinrelationtocontactwithafundingbodyareto:

• providenotificationofanyconstitutionalchangesorchangestothecentre’sstatementofpurpose

• providenotificationofanychangeoforganisationalnameand/oraddress• lodgetheAnnualStatementfollowinganAGM• providenotificationofanydecisionto“windup”theorganisation.PublicOfficersmayalsoholdotherpositionswithintheManagementCommitteeandareoftenthepersonnominatedasofficialspokespersonforpublicspeakingorotherpublicrelationsduties.


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What is the Treasurer’s role?TheTreasurershouldworkcloselywiththeManagementCommittee,EOandFinanceOfficertosafeguardthecentre’sfinances.TheTreasurerhastheresponsibilityofreportingthestateoffinancialaffairstoManagementCommitteemembers.ideally,financialreportsarepresentedviatheTreasurertothefullcommitteesothatallManagementCommitteemembersarefullyawareofthefinancialsituationatanygivenmoment.

Is there a prescribed size for a Management Committee?TheConstitution(orrules)willspecifythenumberofmembersthattheManagementCommitteemusthave.Thereare,however,legalminimumrequirementsdependingonthelegalstructure.Forexample,insomestatestheModelrules(asprovidedinthestate’sAssociationsAct)providethatincorporatedassociationsmusthavesixmembersorthatcompaniesmusthaveatleasttwodirectors.

What considerations affect the size of the Management Committee? TheManagementCommitteeshouldallowforarangeofpeoplewithdifferentskills,knowledge,experienceandbackgroundstoparticipate.Theappropriatesizemayvaryaccordingtothesizeandcomplexityofthecentre’soperations,butasageneralisation,agroupof5to12peoplewhoaregoingtobeavailableformeetingsandworkinggroupsisprobablysufficienttoensurethatarangeofviewsaretakenintoaccountandgoalsareachieved.

How does a centre determine the Management Committee’s term of office? Thecentre’sConstitution(orrules)willoutlinetheperiodoftimethateachelectedmemberoftheManagementCommitteecanholdoffice.Theaimistoencourageaconsistentchangeoverwhilekeepinganongoingcoreofmembersfromyeartoyear.Thereareseveraloptionsavailable.

Election(orre-election)ofthefullManagementCommitteeeachyear,usuallyforone-tothree-yearterms.Somecentresalsoaddaprovisionthatmemberscanonlybere-electedforacertainnumberoftermsinarow.Partialannualelections,whereonlyone-halforone-thirdoftheManagementCommitteeiselected(orre-elected)eachyear.TheremainingManagementCommitteeisupforelectioninthenextround.Thishelpstoensurethatacorenumberofpeoplewithdemonstratedskillsandcorporateknowledgecontinueinposition.

Who should conduct the evaluation of the Management Committee? Somebestpracticeapproachestoevaluationinclude:

• settingasidetimeandsettingatimeframeforplanningandconductinganevaluation

• usinganindependentfacilitatororconsultanttoassistwithevaluation(thiswillensurethatasuitableprocessisidentified,theevaluationisindependentandconfidentialityismaintained)

• conductingselfandpeerappraisalofallManagementCommitteemembersandtheChairperson.

•

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What responsibilities should the Management Committee delegate to staff?TheEO’sroleistomanagethestaffofthecentre.TheManagementCommitteeshouldalwayscommunicatetostaffmembersthroughtheEOandneverunderminetheauthorityoftheEObyinstructingastaffmemberdirectly.

Staffshould:

• throughtheEO,provideallrelevantinformationtotheManagementCommitteeinanappropriate,clearandconciseform

• supporttheManagementCommittee’splanningfunction• determinecommunityneeds• delivertheservicedeliveryprogramsandreporttheirsuccessandshortcomings

• evaluatetheperformanceofthecentre• followtheEO’sdirectionsandcomplywithallprofessionalandethicalstandards

• becommittedtoprovidingservicesthatmeetclients’needs• complywithallcentrepoliciesandprocedures• implementtheManagementCommittee’sdecisionsand• conductday-to-dayfinancialoperations.

What should Management Committee members ask or expect of their centre? ManagementCommitteemembersshouldbeabletoexpectthattheircentrewillprovidethemwith:

• agoodorientation/inductionprocess• aclear,detailedjobdescription• adequateinformationaboutthecentreatcommencement• fullinformationprovidedregularlyaboutallaspectsoftheoperationsofthecentre

• supportandrespectfromalltheotherManagementCommitteemembersandstaff

• on-goingtrainingandskilldevelopment• theopportunitytotakepartinallManagementCommitteedecision-makingprocesses

• theoptionofsaying“no”tounacceptabletasksand• satisfactionfortheircontribution.

Why should the Management Committee strive to retain the independence of a centre? itisimportanttorememberthatcommunityorganisationsareformedtomeetneedsidentifiedbytheircommunities,andthatthesecommunitiesdependontheorganisationtorepresenttheirbestinterestsatalltimes.Fundersandgovernmentdepartmentsincreasinglyrequiregreaterreportingandaccountability,leadingsomecommunityorganisationstobelievetheyneedtobecomemorebureaucraticandformal.however,centresshouldstrivetobeaccountabletotheircommunitiesandindependentoftheinfluencesthatmaycomefromaparticularprofessionalorothergroup,politicalparty,orfinancialinterest,etc.Thisissometimesdifficult.Consumers,themembershipofthe


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centre,funders,andgovernmentpolicymakersallrequiredifferentthings,andtheseconflictingdemandscanattimescausetension.

4. Subcommittees and Working GroupsWhat are the benefits of engaging Management Committee members and volunteers in subcommittees and working groups? SmallgroupsareformedbytheManagementCommitteeforthepurposeoffocusingonaparticularissueoranelementofworkforwhichtheManagementCommitteeisresponsible,forexample,fundraising.Peoplewithrelevantinterestsorexpertiseandenthusiasm,whomayormaynotbeManagementCommitteemembers,canformasubcommitteetoassistwiththework.inthiswaythesubcommitteeoffersavaluableopportunityforManagementCommitteemembersandnon-ManagementCommitteememberstoworktogether.

Why is it advisable to set up an OH&S Committee?TheultimateresponsibilityforprovidingandmaintainingasafeenvironmentrestswiththeManagementCommittee.TheEO,staffmembersandvolunteersassisttheManagementCommitteeinperformingitsfunctions.

TheresponsibilityofanOh&SCommitteeisto:

• encourageemployeestofullysupportinjuryandillnessprevention• assiststafftoidentifyandassesshazards• consultwithstafftoeliminateorcontrolthosehazards• investigateworkplaceinjuries,accidentsorillnesses• resolveworkplacehealthandsafetyissues• remainwell-informedaboutworkplacehealthandsafetyperformance• consultwithstaffaboutchangesintheworkplacethatmayaffectthehealthandsafetyofemployees

• undertakeroutineworkplaceinspections• consultwithandreporttotheManagementCommitteeasnecessary• attendrelevantoccupationalhealthandsafetytraining.

What is the role of the Finance Subcommittee?TheFinanceSubcommitteehasamonitoringandreportingroletotheManagementCommittee.TheFinanceSubcommitteeshouldmeetregularlyandconsideranyrelevantinformationbeforeeachManagementCommitteemeeting.itsroleisto:

• preparetheannualbudgetandcapitalbudgetfortheManagementCommitteetoapprove

• approveprojectorspecificgrantsbudgets• prepareannualfinancialstatementssubjecttoaudit• receiveandconsidermonthlyfinancialreportsforthewholeorganisationbeforetheresultsaremadeavailabletoeachManagementCommitteemeeting

• monitorexpenditureaccordingtothebudgetinallareas• establishcostchargesbetweendivisionsoftheorganisation


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• detectanyerrorsorunusualtrendsinreports• undertakeaccountabilityandfinancialsecuritychecks• examineanyfinancialissuesarisingfromthereportsandactuponthese• makerecommendationstotheManagementCommitteeforexpenditurethatisoutsidetheapprovedbudgetandonotherfinancialmatters

• reviewinternalcontrolsandfinancialgovernanceoftheorganisation.What happens if a centre does not have a Finance Subcommittee? TheTreasurershouldworkcloselywiththeFinanceOfficerandEOandcopiesofmonthlybankstatementsshouldbepresentedtoallManagementCommitteemembersforcrosscheckingandverification.Thiswillhelptominimiseanyfinancialrisks.

5. MeetingsHow many meetings should a Management Committee hold each year?TheConstitution(orrules)ofacentrestatetheminimumnumberofmeetingstheManagementCommitteeshouldholdinayear,excludingtheAnnualGeneralMeetingorotherSpecialGeneralMeetings.Dependingonthesizeofthecentreandissuesarising,mostManagementCommitteeshaveameetingonceamonth.

When should the Management Committee have an “in camera” meeting? “In camera”meansthatameeting,orapartofameeting,isclosedtoanyonewhohasnotbeenspecificallyinvitedbytheManagementCommitteeorisnotaManagementCommitteemember.Toensurethatstrictconfidentialityismaintained,ManagementCommitteememberscandecidetoholdin camerameetingsfromtimetotimetodiscusssensitivesubjectsordeliberateondifficultissues.TheminutesandmotionsofthesemeetingsarekeptinsafecustodyandtheChairpersonmustensurethattherecordsarepassedontothenewChairpersononcompletionofher/histermofoffice.

Who can attend Management Committee in camera meetings?TheelectedManagementCommitteemembersandotherparties,asdeterminedbytheManagementCommittee,canattendin camerameetings.ManagementCommitteepoliciesshouldclearlydefinetheprocessofdecidingwhocanattend.

When should Management Committee members call for a Special General Meeting?Acentrewillsometimesbecalledupontoconvenespecialmeetings,eitherfortheManagementCommitteeorformembersofthecentre,usuallywhenanimportantissueorchallengehasarisenthatneedsspecialattentionandinputbeyondthenormalmeetings.CriteriaforthesemeetingswillbefoundintheConstitution.inallcases,agendasmuststatethespecificpurposeofthemeetingandonlythatpurposecanbediscussedordecidedupon.


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6. Legal ObligationsWhat legislation applies to a community organisation?Legislation(lawmadebyActsofParliament)applyingtocommunityorganisationsincludes:

• stateandfederalgovernmentlegislation(includinganti-discrimination,equalopportunityandprivacylaws)

• localgovernmentby-laws(e.g.rulesconcerningparking,etc.)and• industrialrelationsawards,contractsandagreementsinrelationtoemployment.

Otherlegalresponsibilitiesandobligationsoccurorariseinareasincluding:

• insurance• taxation• occupationalhealthandsafety• intellectualproperty(includingcopyright)• realproperty(suchasleases)• fundingagreementsandothercontractualobligations.

What are some of the legal obligations of the Management Committee?AllManagementCommitteemembershaveacertainnumberoflegalobligationsoverandabovetheirothergeneralresponsibilitiesforthecentre.Firstamongsttheselegalobligationsistheimperativetoactwithinthelawatalltimes.

itisveryimportantforManagementCommitteememberstobefullyinformedabouttheirlegalobligations,includingthoserelatingtothecentre’sConstitutionorrules,whicharebindingonboththecentreandtheindividualmembersoftheManagementCommittee.

What are some of the personal legal obligations of the Management Committee members?regardlessofwhetheracentreisincorporatedornot,individualmembersofaManagementCommitteehavesomepersonallegalobligations,namely:

• toacthonestly• toactwith“reasonable”careanddiligence• nottomakeimproperuseofinformationand• nottomakeimproperuseoftheposition.

itistheresponsibilityoftheManagementCommitteemembertoactinthebestinterestsoftheorganisation.ifamembercannotactinthiswayfortheorganisation,she/heshouldresignorremoveher/himselffromthedecision/sconcerned.

Whereanorganisationisincorporated,ManagementCommitteemembersareprotectedfromindividuallitigationproviding theyhavemettheirpersonallegalobligationstothebestoftheirability.ifthecentreisnotincorporated,amemberneedstocarefullyconsiderher/hislegalsituation.


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Who should sign a funding agreement or any other legal agreement for the centre?Allfundingagreementsandothercontractual(binding)documentsshouldbepresentedtotheManagementCommitteeforapproval.TheChairperson,ordelegatedManagementCommitteememberormemberofstaff(usuallytheEO)isauthorisedbytheManagementCommitteetosignthedocumentsonbehalfofthecentre.

What various state and Commonwealth laws cover unlawful discrimination and who is covered? ManagementCommitteemembersmustbeawarethatacentremaybeheldliablefortheactionsofstaff,volunteers,clientsandManagementCommitteemembersinrelationtoanyconductthatdiscriminatesoncertainbases.VariousstateandCommonwealthlawsprohibitbothdirectandindirectdiscriminationbasedoncertainactualorassumedattributes.Theselawsinclude,amongstothers:

• theSex Discrimination Act 1984(Cth)(sexdiscriminationandsexualharassment)

• theRacial Discrimination Act 1975(Cth)(racialdiscrimination)• theAge Discrimination Act 2004(Cth)(agediscrimination)• theDisability Discrimination Act 1992(Cth)(disabilitydiscrimination).

StatelegislationprotectsabroaderrangeofattributesthanthosecoveredbythesefourpiecesofCommonwealthlegislation.Theseattributesinclude:age,sex,carerstatus,race,breastfeeding,genderidentity,maritalstatusandmanyothers.

What should a centre do if it needs to seek exemption from anti-discrimination laws to provide services only to particular sections of the community, e.g. to women only? AcentrecanseekanexemptiontoprovideservicesonlytoparticularsectionsofthecommunityiftheyaregrantedanexemptionfromtheirStateEqualOpportunityCommissionintherelevantstate,and/ortheCommonwealthhumanrightsandEqualOpportunityCommission(hrEOC).

TheprocessesforseekingexemptionsensurethattheManagementCommitteeisinformedofthepossibleoutcomeswhenanapplicationislodgedandareclearlyexplainedontherelevantwebsites(see:Section3:resourcesDirectory,foralistingofrelevantwebaddresses).

7. EmploymentWhat are some of the employment obligations of the Management Committee?ManagementCommitteemembershavetheresponsibilityofengagingoremployingstaff,volunteersandindependentcontractorsforthecentre.Theyareboundbyacomplexsetofobligationsunderworkplacerelationsandemploymentlaws.Theseobligationsrelateto:

• termsandconditionsofemployment• terminationofemployment• industrialrelations


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• workers’compensation• anti-discriminationlawsand• occupationalhealthandsafety.

EmploymentinaCLCrequiresaspecialsetofethicalobligationsfromtheManagementCommitteeandstafftoensurethatemploymentpracticesreflectthecentre’svaluesandprinciples.

Who should the Management Committee consult if they have to deal with an employment issue?Employerorganisationshavebeenestablishedthatsupportemployersbyproviding,forexample:

• thelatestindustrialinformation• copiesofawards• workplaceagreementsandsamplecontracts• adviceandreferralrepresentationsinagreementsandsamplecontracts• assistancewhendealingwithindustrialdisputesandnegotiations.

Employerorganisationsfunctioninmuchthesamewayasaunionforemployeesandchargeannualsubscriptionfeesbasedonthesizeandscopeoftheemployerbody.Someemployerorganisationsareestablishedespeciallyforcommunityorganisations.itisgenerallyrecommendedthattheManagementCommitteesubscribestothemembershipofappropriateemployerorganisationstoensurethattheyremainfullyinformedabouttheirworkplacerelationsobligations.

What mechanisms should be in place to deal with complaints from staff at a centre? Grievanceproceduresforstaffshouldbeoutlinedintheapplicableawardorworkplaceagreementandmustbecorrectlyfollowedinordertoavoidseriouslegalconsequences.Theemploymentpoliciesorrelevantoperationalpoliciesshouldalsocontainguidelinesformanagingconflictbetweenstafforvolunteers.Duringtheirinduction,staffandvolunteersshouldbeinformedofthisprocessandadvisedwheretheycanaccessrelevantpoliciesanddocuments.

When and why do some centres conduct police checks for staff or volunteers?SomecentreswillneedtoconsiderwhethertheyhavealegalrequirementtoconductpolicechecksforManagementCommitteemembers,staffand/orvolunteers.Thesechecksmaybeparticularlyimportantforcentresprovidingservicestochildren,theaged,andpeoplewithdisabilities.insomecases,thefundingbodiesrequirecheckstobeundertakeniftheyareprovidingfundingforapaidworker.Therearestrictguidelinesinplaceaboutwhenandhowpolicecheckscanbeconductedandhowtheinformationistobeusedandstored.


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Why do some centres develop a Code of Ethics?AwellconsideredCodeofEthicscanhelptopreventordealwithconflictandwillprovideavaluableframeworkfordeterminingwhenandhowbehaviourorattitudesareunacceptable.

Oncedeveloped,aCodeofEthicsshouldbeincludedinallstaffandmanagementgrouppositiondescriptionsandinductionkits.TheCodeshouldalsobedistributedtoallpeoplewhovolunteerorassociatewiththeorganisation.

Why should the Management Committee develop and agree on some Key Performance Indicators for the Executive Officer?TheEOisdelegatedtheday-to-daymanagementresponsibilityforthecentre.itisveryimportantthattheManagementCommittee,ledbytheChairperson,hasadiscussionwiththeEOinordertodeveloptheworkplanfortheEO,takingintoaccountthejobdescriptionandthepolicies,goalsandvaluesofthecentre.ThisprocesssetsaclearframeworkforthemanagementofstaffanditwillassisttheManagementCommitteeandtheEOtounderstandtheirrespectiveresponsibilities,limitsofauthorityandaccountability.

Why should the Management Committee conduct an annual appraisal for the Executive Officer?itisimportantforallstafftohavesomeonewithwhomtheycandiscussideas,issuesorproblems.insmallercentres,theManagementCommittee,astaffsubcommittee,oranominatedstaffpersonfromthestaffsupportgroupassumesthisrole.inlargercentres,seniormanagementstafftakesonthisrole.

TheManagementCommitteeordelegateconductstheannualappraisaloftheEOwithaviewtorecognisinggoodperformanceandmakingsuggestionsforimprovements.insomecentres,salaryincrementsarealsodiscussedatthetimeoftheannualappraisal.

8. Risk ManagementWhat are some of the (actual or potential) risks the Management Committee should pay attention to while managing a centre?TheManagementCommitteeneedstocomplywithalllegalrequirementsandthecentre’spoliciesandtakereasonablestepstoensurethatrisksarereducedtoaminimumthroughthesystematicimplementationofgoodpoliciesandpracticesthatcoverallofthecentre’soperations.

ThesortsofrisksthattheManagementCommitteeneedstoguardagainstare:• insolvency(notenoughmoneytopaywagesordebtsetc.)• unsafeworkenvironments(includingequipment)• unsafeworkpractices• inadequateinsurance• pooremploymentpractices• practicescontrarytothelaworthecentre’sownConstitution(orrules)and

• poorassetmanagement.


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What kinds of insurance should a centre take out in order to manage all its risks?insurancecoverisneededformanyareasofacentre’soperation.Theinsuranceofacentreshouldcover:• professionalindemnity• publicliability• volunteers’andworkers’personalaccidents• contents(fire,theftandburglary)• building• motorvehiclesand• AssociationsLiabilityinsurance.

insomecases,centreshavepublicliabilityinsurancecoverundertheirfundingserviceagreementswithgovernmentdepartments.inothercases,centrescanlinkintoagrouporcollectiveinsurancearrangement(forexample,asavailablethroughNACLC).itisadvisabletoobtainexpertadviceaboutthelevelsandtypesofinsurancecoverthatarerequired,beforeanycontractsareenteredinto.

9. Financial ManagementWhy should the Management Committee know who can sign cheques and authorise financial statements in the centre?Astandardpracticeforsigningchequesisfortwosignaturestoberequired,oftenwithonebeingaManagementCommitteemember’s,preferablytheTreasurer’s(whowillhavethebestunderstandingoftheoverallfinances).usually,aboutfoursignaturesareregisteredwiththerelevantbank.Forsignatories,selectManagementCommitteememberswhoaremosteasilycontactedandreadilyavailable.NEVErSiGNBLANKChEQuES.Alwayscrosschequesas“notnegotiable”,sothattheymustbepaidviaabankaccount.

Who can authorise funding and other important submissions?Asamatterofprinciple,allfundingsubmissionsandotherimportantsubmissionspurportingtoexpresstheviewsofthecentreshouldbepresentedtotheManagementCommitteeforapproval.TheManagementCommitteeshouldhaveformallydelegatedtheroleofsigningsuchsubmissionsonbehalfofthecentre.

When and why is it important to provide bank statements to Management Committee members?ifacentredoesnothaveaFinanceSubcommitteeestablishedtomonitorandcontrolthefinancialoperationsofthecentre,itisrecommendedthatcopiesofthecentre’sbankstatementsbeprovidedtotheManagementCommitteefortheirverification,alongwiththemonthlyfinancialreports.itisimportanttounderstandthattheManagementCommitteehastheoverallfinancialresponsibilityforthecentre,andthatManagementCommitteemembersshouldberesourcedtomakesoundfinancialdecisions.

Who can commit funds on behalf of the centre?TheManagementCommitteehasoverallfinancialresponsibilityforthecentre.TheManagementCommitteecancommitfundsonbehalfofthecentreasperthefundingguidelinesordelegatethisresponsibilitytotheEOwithclear


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guidelines.TheEOshouldpresenttheyearlybudgettotheManagementCommitteeforapprovalandmanagethecentre’sresourceswithinthebudgetguidelinesandaccordingtocurrentlawsandregulations.

What is a budget?Abudgetistheprocessofplanningthecentre’sfinancesforasetperiod,usuallytwelvemonths.Thebudgetoutlinestheexpectedincomeandexpenditure,basedonanoveralloperationalandfundingplanapprovedbytheManagementCommittee,anditshouldbereportedontothecommitteeregularly.AfterapprovalbytheManagementCommittee,theresponsibilityformonitoringincomeandexpenditurecanbepassedontotheTreasurerorFinanceSubcommittee,withtheunderstandingthatregularmonitoringandreportingwilltakeplace.

What is the Auditor’s role?Whenacentrereceivessubstantialexternalfunding,thecentrewillberequiredtohaveitsfinancialrecordsaudited.Thismeanstheappointmentofanindependentaccountantorauditorwhowillexaminethefinancialrecordsandassesswhethertheyareaccurateandgiveatruepictureofthecentre’sfinances.

TheAuditorwilllookatasampleofrecordstocheckthat:

• particularfinancialtransactionshappened• thetransactionsfitwiththeirstateduse• theyweredoneaccordingtotheproperproceduresandinaccordancewithanyrelevantdelegations

• allarithmeticandcalculationsarecorrectand• recordingisaccurate.

10. PoliciesWhy does a centre need policies? Centresneedtohavewell-formulatedpoliciesandproceduresthathelptoactivelyidentify:

• whatthecoreissuesare• thesituationswhereapolicyistobeappliedand• whatistobedoneinthosesituations.

Thebenefitsofclearlywrittenpoliciesandproceduresinclude:

• lessconflictandconfusion• staffandvolunteersareclearaboutwhatisexpectedofthem• betterdecision-makingprocesses• consistencyofproceduresandpractices• increasedequityandfairness• increasedaccountability• animprovedimageasaprofessionalandefficientservice,organisationandemployerand

• fewerrisks.


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Who should develop the policies for a centre? TheManagementCommitteeisgenerallyresponsiblefordevelopingthepolicyframeworkforthecentre.TheEOorstaffmembersofteninitiallydraftthepolicies.TheManagementCommitteeratifiestheOperationalPolicydevelopedbytheEOinconsultationwiththestaffandvolunteers.ThePrincipalSolicitordevelopspoliciesrelatedtothelegalserviceprovision.

Why should a centre have a media policy? itisimportanttodeveloppublicspeakingprotocolsandpolicieswhichclearlysetouttheboundariesandguidelinesthatneedtobefollowed.havingcarefullythoughtoutmediastrategiesandpublicspeakingpoliciesinplacesothatspokespeopleareclearabouttheboundariesandprotocolsthatapplyhelpstoprotectthereputationofthecentreandlimitthepotentialforliabilitywhich,forexample,canariseasaresultofraciallyvilifyingordefamatorystatementsmadebyaspokesperson.

11. Documents and RecordsWhat constitutes “safekeeping” of documents?TheManagementCommitteemustensurethatthecentreretainsthenecessaryrecordsandfilesfortherequiredperiodsoftime,andthattheyarestoredappropriatelyinaccordancewithconfidentialityrequirements.

Legaldocuments,meetingminutes,financialandemploymentrecordsshouldallbekeptforsevenyears.Otherfilescanbesortedannually.Someoldermaterialnolongerinregularusecanbe“archived”intolabelledboxesandstoredsecurelyoffsite.DocumentsshouldalwaysbekeptinasecureplaceandonlyauthorisedstaffandManagementCommitteemembersshouldhaveaccesstothesedocuments.

What documents are the Management Committee responsible for?TheManagementCommitteeisresponsibleforthesafekeepingofcertainrecords.Theserecordsinclude:

• theMembers’registerandincorporationdocuments(forincorporatedcentres)

• copiesoftheleaseorCertificateofTitle• taxrecordsanddocuments• correspondence(ofaformalnature)• permitsorlicences• insurancepolicies• theAccident/injuryregister• employmentjobdescriptions,awards,contractsandagreements• personnelrecords.

How long should financial records and other records be held in a centre?TheConstitution(orrules)ofacentreusuallystatesthatfinancialrecordsaretobemaintainedand/orkeptbytheTreasurer.inpractice,thisisusuallydoneincollaborationwiththeFinanceOfficer.TheTreasurermustensurethattheyarebeingmaintainedandkeptcorrectlyandaccordingtolegalandfinancialobligations.


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Centresthatareincorporatedassociationsshouldkeepfinancialrecordsforaperiodofsevenyears.Checkwiththecentre’saccountantorobtainlegaladviceaboutlegalrequirementsgoverningfinancialrecordsretention.

How long should the employment records of past staff members be kept by a centre?retentionperiods(thetimethatdocumentsmustbekept)varyaccordingtothetypeofdocuments.Employmentrecordsofpaststaffmembersareheldforatleastsevenyearsinmostcentres.Checkwiththecentre’saccountantorobtainlegaladviceaboutlegalrequirementsgoverningrecordretention.

How should correspondence addressed to the Management Committee be dealt with at the centre and who is responsible for the Management Committee’s daily correspondence?TheManagementCommitteeneedstoensurethatcorrespondenceisdealtwithefficiently,andthatitreachesthepersonand/orgroupforwhomitisintended.ACorrespondenceregisterisrecommended.Thisregisterrecordsallitemsaccordingtothedateofsendingorreceipt,thesenderoraddresseeandthesubjectmatter,andallowseasytrackingofallincomingandoutgoingcorrespondence.Allcorrespondenceshouldbestampedwiththedateitwasreceived,andpassedontotherelevantpersonorgroupassoonaspracticable.Aprocessfordealingwithurgentcorrespondenceshouldalsobeputinplace.

TheEOorher/hisdelegateshoulddealwithcorrespondencedailyonbehalfoftheManagementCommittee.

What should a centre keep in mind when it prepares its Annual Report?AnAnnualreportneedstobedistributedtomembersandmadeavailabletofundingbodiesandthewidercommunityatthecentre’sAGM.Detailedfinancialstatements,including“incomeandExpenditure”statements,needtobeincludedwiththereport,togetherwithastatementfromtheappointedAuditortoverifythatallbooksandfinancialrecordsareinorder.

inaddition,theAnnualreportshouldcontainsummariesofthecentre’sgoalsandkeyworkthathasbeenachievedoverthepastyear.

12. ComplaintsWho deals with complaints at the centre?TheEOdealswithcomplaintsaboutorfromstaff,volunteersandclients,inaccordancewiththecentre’sComplaintsPolicy.ThePrincipalSolicitordealswithcomplaintsaboutthelegalpractice’soperations.Members’complaintsaredealtwithbytheManagementCommitteeaccordingtotherulesintheConstitution.TheManagementCommitteedealswithanycomplaintsabouttheEO.

13. PlanningWhat is the strategic plan for the centre?Withoutadequateforwardplanning,centresoperateonlyonayear-to-yearbasiswithoutanyrealsenseofdirectionorachievementoflong-termgoals.Astrategicplanhelpstodeterminetheoverallstrategicgoalsanddeterminesacentre’sgoalsbasedonitsstrategicgoals.


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14. Public RelationsWho should speak to the media on behalf of a centre?ManagementCommitteemembersanddelegatedstaffare“ambassadors”fortheircentreandthereforeneedtopresentapositiveimageabouttheorganisationanditsachievementwhenevertheyrepresentitpublicly.SomecentresdelegatethespokespersonresponsibilitytotheChairpersonorthePublicOfficer,whileothersdesignatethetaskaccordingtotheissueofinterestthatistobediscussed.

informationforthissectionhasbeensourcedfrom:Bullen,Paul,“Governance”,ManagementAlternativesPtyLtd:www.mapl.com.au.Mackay,Karen,Community Management,VCOSSManualsforCommunityOrganisations,VCOSSandtheVictoriaLawFoundation,Melbourne,200�.Muddagouni,rachna,Thinking and Planning Ahead: resource manual for community legal centre staff,VictoriaLawFoundation,Melbourne,200�.NationalFinancialManagementGuideforCommunityLegalCentres,developedbyNACLC(2006).The Professional Indemnity Insurance Risk Management Guide: A Guide to Assist Centres in Meeting the National Professional Insurance Scheme Requirements,NationalAssociationofCommunityLegalCentres,july2005

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• Theyareestablishedasnot-for-profitorganisations,mostoftenasanincorporatedAssociationorCompanyLimitedbyguarantee.

• Theiraimsandobjectivesareinformedbysocialjusticeand/orcommunitydevelopmentprocessesandpractices.

• Theyareindependentandautonomousorganisations(notoperatedbylocal,stateorfederalgovernment,orbusiness).

• Theyhaveademocraticallyelectedmanagementgroup/committeeorgovernancebodywhorepresentthecommunityorgroupthattheorganisationaimstoprovideservicesfor.Theyareusuallydrawnfromthemembershipoftheorganisationand/orlocalcommunitytheorganisationserves.

• Theyaimtoprovideadvocacy,supportand/orservicestoaparticularcommunityorgroupofpeople.

• Theyhaveamembershipbasemadeupofpeoplewhohaveadirectinterestintheaimsand/orworkoftheorganisation.

• Theyareaccountabletotheirmembershipbaseandtothecommunityand/ortargetgrouptheyaimtoprovideservicesfor.

• Theyhavearangeofvolunteerinvolvement,fromasmallnumberwho(may)assistwithadministrationorgovernancetolargenumbersofpeoplewhohelpdeliverservicesfortheorganisation.

• Theyarediverseinsize;fromnopaidstafftoalargerangeofpaidstaffandvolunteers.

• Theyaregeographicallydiverse,fromsuburbanorruraltoregionalandstatewideareas.Theirclients(orconsumers)arediverse,fromaspecificdemographicgroup(suchasaculturalorethnicgroup)toaconsumergroupwhohavecommoninterestsorissues.

• Theyarefinanciallydiverse,fromorganisationsthatoperateondonationsalonetoorganisationsthathaveawiderangeoffinancialpartnersincludinglocal,stateandfederalgovernment,businessandtrusts/foundations.

• Theyofferdiverseservices,fromadvocacy,education,legalsupportandchildcaretohousing,disabilityservices,emergencyrelief,informationetc.

SOuRCE:Mackay,Karen, Community Management,VCOSSManualsforCommunityOrganisations,VCOSSandtheVictoriaLawFoundation,Melbourne,200�.

rESOurCE1

C

RESOURCE 1

Common Features of Community Managed Organisations

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AgoodmodelofgovernancewillenabletheBoardto:

• cradlethevision• explicitlyaddressfundamentalvalues• forceanexternalfocus• enableanoutcome-drivenorganisingsystem• separatelargeissuesfromsmallones• forceforwardthinking• enableproactivity• facilitatediversityandunityinBoardcompositionandopinion• describerelationshipstorelevantconstituencies• defineacommonbasisfordisciplinewithintheBoard(i.e.stickingtothejob)

• delineatetheBoard’sroleincommontopics(ensuringtheBoard’sspecificcontributiontoanytopicisclear)

• determinewhatinformationisneeded• balanceover-controlandunder-control(i.e.neitherberubber-stamperormeddler)

• useBoardtimeefficiently.intheCarverModel,theBoardisresponsiblefor:

1. Linkage to ownership:TheBoardactsintrusteeshipfor“ownership”,i.e.members.

2. Explicit governing policies:ThevaluesandperspectivesofthewholeorganisationareencompassedbytheBoard’sexplicitenunciationandpropercategorisationofbroadpolicies.

3. Assurance of executive performance:AlthoughtheBoardisnotresponsibleforthestaff’sperformance,itmustensurethatstaffmembersmeetthecriteriaithasset.inthisway,itsaccountabilityforthatperformanceisfulfilled.

ThecategoriesofpolicytheBoardwillhaveare:4. Ends: Theorganisational“swap”withtheworld.Whathumanneedsaretobemet,forwhom(outsidetheoperatingorganisation),andatwhatcostorrelativeworth.

5. Executive limitations: Thoseprinciplesofprudenceandethicsthatlimitthechoiceofstaffmeans(practices,activities,circumstances,methods).

6. Board–Executive relationship: Themannerinwhichpowerispassedtotheexecutivemachineryandinwhichtheuseofthatpowerisassessed.

7. Board process: ThemannerinwhichtheBoardrepresentsthe“ownership”andprovidesstrategicleadershiptotheorganisation.

SOuRCE:Bullen,Paul,ManagementAlternativesPtyLtd:www.mapl.com.au.Basedon:Carver,john,Boards that Make a Difference: a new design for leadership in nonprofit and public organizations,jossey-Bass,SanFrancisco.

RESOURCE 2

Governance — the Carver Theory Model

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ThecollectiveresponsibilitiesofBoardandManagementCommitteemembersinclude:

• attendingBoardmeetingsandorganisationalactivities• approvalofthemission,participatingintheplanningprocess• selectionandevaluationoftheCEO• ensuringlegalandfinancialobligationsaremet• supportandoversightofprograms• assistancewithfundraising• assuranceofBoardeffectiveness• communityrelationsandadvocacy,representingtheorganisation.

Whichmaybesummarisedas:

AnunderstandingoftheBoard’sroleandagendalaysthefoundationsforacoherentsenseofpurpose.however,alistofactivitiesisnotenough.WhatshouldtheBoardbedoingwithineachoftheareasofactivityidentifiedabove?howdoesthatdifferfromwhattheBoardexpectsthestafftobedoing?isthisthesameforallorganisations,ordoesitdifferfromoneorganisationtoanother?howdoestheBoardarticulatetheseresponsibilities,andhowdoesthisdeterminewhattheBoardshouldbedoingfromonemonthtothenext?

Toanswerthesequestionsweneedtodigdeeperthanalistofresponsibilities—toaddressthequestionofwhattheBoard’soverallfunctionorpurpose,whattheBoardofanon-profitistherefor.

SOuRCE:Fishel,David,The Book of the Board: effective governance for non-profit organisations,FederationPress,Sydney,pp10–11.

RESOURCE 3

Responsibilities of the Board

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Fundraising & Advocacy

Finance & Legal

Planning & Marketing

Human Resources

Process


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ChairpersonTheChairpersonisappointedbytheManagementCommitteeforaperiodof12months.TheChairpersonhastwoprincipalrolesinadditiontotheindividualrolesofallManagementCommitteemembers.

Aleadership role,whichinvolvespro-activeworkonManagementCommitteepapersindiscussionwiththeExecutiveOfficerpriortoeachmeeting.Afacilitating role,whichinvolvesensuringthatthereiseffectiveparticipationanddecisionmakingatManagementCommitteemeetings.Thisroleincludes:• workingthroughtheagenda• makingsurethatallatthemeetingparticipate• havingstrawvotesonissueswhereappropriate• facilitatingdiscussionofissues(usinggroupprocesstechniques,

e.g.timetothinkindividually,brainstorming,askingeveryoneforcomments,puttingquestionsfordiscussion)

• castingthefinalvotewhereavoteistied/consensus• clarifyingthedecision(andwordingwhereappropriate)for

theSecretaryandtheManagementCommitteeasawhole.

TheExecutiveThereisanExecutiveofthree:theChairperson,SecretaryandTreasurer,whomakekeydecisionsbetweenmeetingsasrequired.

TheprocedureisthattheExecutiveOfficerringsorfaxestheExecutivememberswithspecificinformationontheissues,optionsandrecommendations,withadeadlineprovidedforadecisionbyphone,faxoremail.

TheChairpersonmaydecidethatthematterneedstobecirculatedtoallCommitteemembersforaphone/faxresponse,orinveryspecialcircumstanceshe/shemaycallaSpecialMeetingoftheCommittee.

AdhocSub-committeesTheManagementCommitteesetsupadhocsubcommitteesfromtimetotimeasrequired.Thesubcommitteesaregivenspecifictermsofreference,includingatimeframe.

TheSecretaryTheSecretaryisappointedbytheManagementCommitteefor12months.TheprincipalrolesoftheSecretaryare:

• ensuringthatadequateManagementCommitteepapersarepreparedandcirculatedpriortotheManagementCommitteemeeting

• ensuringthatappropriateminutesareprepared,whichincludethedecisionsandreasonsforthosedecisions.

•

•

RESOURCE 4

Management Committee — Roles and Structure


Staffing/SupportSubcommitteeTheStaffing/SupportSub-committeemeetsfourorfivetimesperyear(for�–�1/2hours).ThemembershipofthesubcommitteeistheChairpersonandoneothermemberoftheManagementCommittee,plusstaff.

TheroleoftheStaffing/SupportSub-committeeisto:

• provideanopportunityforstafftoreflectonhowthingsareworking• clarifystaffingissues(beforetheybecomedisputes)• reporttotheBoardonstaffingissues• ensuretherearemechanismsformonitoringworkquality• ensuretherearemechanismsforstaffsupervision• providesupportforstaffintheirroles.

Thereisastandardagendaforthesemeetings.Standardagendaitemsinclude(amongotheritems):

• timeforallstafftosharehowtheirworkisgoing• timeforallstafftoindicatethegoodthingsandnotsogoodthingsaboutwork.

ManagementCommitteeprocessesTheChairpersonandExecutiveOfficerdiscusstheManagementCommitteemeetingagenda,specificitems,recommendationsandprioritiesfordiscussionpriortothecirculationoftheManagementCommitteepapers.

TheManagementCommitteepapersusuallyinclude:

• theagenda(includingpriorityofitemsandsuggestedtimes)• recommendations(recommendeddecisionsforconsiderationforeachitemtobediscussed)

• backgroundpaperswhereappropriate.TheManagementCommitteeminutesnormallyrecorddecisionsandthereasonsforthosedecisions.

TheManagementCommitteemeets10timesperyearfortwo-hourmeetingsandonceperyearforafulldayorweekend.

Wherethereisnotaquorumforameeting,shouldthosepresentdecidetodiscusstheissuesandmakerecommendationsthoserecommendationswouldbeputtothenextManagementCommitteemeetingortotheExecutiveforratification.

Staffissues/concernsOneoftherolesoftheExecutiveOfficeristodiscussanystaffissuesorconcernswiththeChairpersonsothatappropriatestepscanbetakentodealwithorresolveissuesorconcernsbeforetheybecomedisputes.

StaffdisputesprocedureThereisanagreed,written,staffdisputesprocedure.itishopedthatissuesandconcernswillberesolvedbeforetheybecomedisputes.

SOuRCE:Bullen,Paul,ManagementAlternativesPtyLtd:www.mapl.com.au.

Page2of2 RESOURCE 4: ManagementCommittee—rolesandStructure


Facilitationis“makingthingseasier”.

inthecontextofworkshopsandmeetingsfacilitationistheprocessafacilitatorusestohelpagroupofpeopleachievetheirpurpose.

The role of the facilitator includes:

• clarifyingthepurposeofthemeeting• creatingasafeenvironment• ensuringpeopleunderstandtheprocess• ensuringpeopleparticipate• ensuringparticipantsworkontheirissuesandtheirconcerns• eveningpowerrelations,i.e.democraticprocesses• stayingontrack• stayingontime• re-conceptualisingsoitispossibletofeedbacktothegroupwhathasbeensaidinawaythatmakesenseofalltheemergingpieces

• keepingthegroupworkingonrealissues• ensuringcommitmenttoaction(whenappropriate).

The role of the facilitator is not to:

• workontheagendaofanindividualinapositionofpowertotheexclusionofothers’agendas—thefacilitatorshouldbeworkingforeveryoneinthegroup.

• generateliststhatdon’tgoanywhere• lettheparticipantsstayincomfortzonestoavoidrealissues.

CharacteristicsofgoodfacilitationGoodfacilitation:

• isbasedonexplicitvalues• isbasedonanexplicitroleforthefacilitator• startsfromwherepeopleareat• isnotdominatedbymodelsandframeworks• enablesthegrouptoworkonbothemotionalandrationallevels• istruetothenaturalprocessesatwork(e.g.fitsthetimetabletotheprocess)

• iswherepeopleachievesomethingtogetherandfeeltheyhaveachievedsomethingtogether.

SOuRCE:

Bullen,Paul,ManagementAlternativesPtyLtd:www.mapl.com.au.

RESOURCE 5

Facilitation

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ChecklistforManagementCommitteesAManagementCommitteethathasallofthefollowingmeasuresinplacewillhavesignificantlylimitedtheriskofpersonalliability.

Good financial management practice. TheManagementCommitteeisaccountable,understandsitsfinancialposition,andsetsclearfinancialprocedures.Contingencyfundshavebeenbuiltupsothatsufficientreservesexisttomeetpotentialliabilitiessuchasprematureterminationofleasesorstaffredundancycosts.

Clear roles and responsibilities.TheManagementCommitteeisawareoftheirrolesandresponsibilities.Thereareclearlinesofresponsibility,budgetaryguidelines,goodcommunication,writtenroledescriptionsandinductionprocedures.

Provisions in your governing document (e.g. Constitution).TheManagementCommitteeworkswithinitsgoverningdocument.Thedocumentlimitspersonalliabilityifcommitteemembershaveactedreasonablyandmadeanhonestmistakethatresultsinlosstotheorganisation.

Insurance. TheManagementCommitteeensuresthattheorganisationhasadequateandappropriateinsurancecoverage.

Incorporation.Becomingincorporated(e.g.acompanylimitedbyguarantee)providesadditionalprotectionforManagementCommitteemembersalthoughitdoesnotprotectagainst,forexample,fraudornegligence.

Good employment practice. TheManagementCommitteeisaresponsibleemployer,settingfairpersonnelpoliciesandmeetingalllegalrequirements.

Risk management. TheManagementCommitteeensuresthatappropriatestepsaretakentoidentify,assessandmanageriskandpotentialhazardsassociatedwiththeorganisation,itsactivitiesandservices.

Records of decisions taken.ManagementCommitteememberschecktheminutesbeforeagreeingthem,particularlywheredecisionshavebeentaken.Theminutesarethelegalrecordofthecommittee’sdecisions.

Board development and review.TheManagementCommitteeregularlyreviewsitsroleandeffectiveness,andkeepsabreastofchangesinlawandpractice.itprovidesaninductionprogramfornewmembers.

Professional advice. TheManagementCommitteeseeksprofessionalorexpertadviceonissuesitisnotconfidenttodealwith.

SOuRCE:VolunteerDevelopmentAgency:www.diycommitteeguide.org.

Resource 7

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RESOURCE 6

Limited Liability

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Goodorganisationalcommunicationwillresultin:

• agoodpublicimage• lowlevelsofconflict• smoothandefficientoperations.

itisimportantthatyoudevelopclearcommunicationprotocolsandpolicies,whichwillassistinestablishinggoodcommunicationprocesses.

Points to consider when developing a communication policy:• howwillthemanagementgroupmemberscommunicatewithoneanother?

• howwillthemanagementgroupandindividualcommitteememberscommunicatewithstaff?

• howwillthemanagementgroupcommunicatewithvolunteers?

• howwillthemanagementgroupcommunicatewithexternalbodies?

• howwillstaffcommunicatewiththemanagementgroup?

• howwillstaffcommunicatewithoneanother(includingvolunteers)?

• howwillstaffcommunicatewithexternalbodies(includingfundingbodies)?

SOuRCE:Mackay,Karen,Community Management,VCOSSManualsforCommunityOrganisations,VCOSSandtheVictoriaLawFoundation,Melbourne,200�.

RESOURCE 7

Communication

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RESOURCE 8

Sample Conflict of Interest Policy

DATEOFENDOrSEMENT: DATELASTrEViEWED:

SiGNATurE: POSiTiONhELD:

PURPOSES OF POLICy• Toensurethatethicalstandardsareupheldatalltimes.• Toensurethatconflictofinterest,whereitpertainstotheoperationofthecentre,isdeclared,notedandactedupon.

DEFINITIONAconflictofinterestiswhereapersonorperson/sstandtogainorlose,personallyorfinancially,throughsituationsrelatingtoemployment,contracts,maintenance,useoffacilitiesoranyotheraspectoftheoperationsofthecentre.

Conflictofinterestalsoextendstomembersofafamilywhostandtogaininthesamemanner.

WHEN CONFLICT OF INTEREST OCCURS

For a member of the Management Committee:Whereaconflictofinterestisperceivedorestablished:

• itmustbedeclaredatcommencementofanymeetingwherebythebusinessofthatmeetingpertainstotheconflictofinterest

• itmustbenotedintheminutesofthatmeeting• theperson/sdeclaringtheconflictofinterestmustabstainfromanydecisionmakingrelatingtothatconflictofinterest

Or

• wheretheperson’spresenceislikelytoinfluencethedecisionmakingprocess,theyshouldleavethemeetingroom.

For a staff member (paid and unpaid):Whereaconflictofinterestisperceivedorestablished:

• theManagementCommitteemustbeimmediatelynotified• theManagementCommitteemustnotetheconflictofinterestintheminutesoftherelevantcommitteemeeting

• theManagementCommitteemusttakewhateverstepsaredeemedappropriatetoensurethattheconflictofinterestdoesnotaffecttheethical,financial,employmentorlegalresponsibilitiesofthecentre.


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PURPOSES OF POLICyToensurethatallManagementCommitteemembers,paidstaff,volunteersandmembershipofthecentreactwithintegrityineverythingtheydoforandwiththeorganisation.Thiswillinvolve:

Commitment to our community • understandingourmissionandobjectives• Beingcommittedtotheoverallaimsoftheorganisations• understandingandrespondingtocommunityneeds

Personal integrity• Treatingallpersonswithhonesty,courtesyandrespect• Beingresponsibleandaccountable• respectingconfidentiality• Carryingoutresponsibilities/taskstothebestofone’sliability• Obeyingthelaw

Teamwork• Maintainingasharedpurpose• Appreciatingindividualdifference• Givingandreceivingconstructivefeedback• Solvingproblemscollaboratively• Workingwithintheorganisation’spoliciesandprinciples

Support • Supportingeachotherandencouragingpersonalgrowth• Supportingthecentre,publiclyandprivately,toachieveitsvisionandmission


RESOURCE 9

Sample Code of Ethics Policy

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PURPOSES OF POLICyToensureconfidentialityofstaff,volunteers,membershipandserviceuserswhereverpossible,andtocreateanenvironmentofrespectandprivacyforserviceusers.

DEFINITIONConfidentialityappliestoverbalinformationgiventopaidstaff,volunteersand/orManagementCommitteemembersbyserviceusersorothersinthecourseoftheirworkfortheorganisation.(Privacyreferstowritteninformationasperabove.)

GUIDELINES informationaboutaperson’sprivateaffairsshouldnotbeusedforanypurposeotherthanwhatitwasintendedfor,unlesstheperson’sconsentisgiveninwriting.

WorkersandManagementCommitteemembersareentitledtoshareinformationwiththemanager/coordinator(orManagementCommittee)wherenecessaryforthepurposeofsupervision,debriefingorworkeffectiveness.however,informationdisclosedinthismannershallremainconfidentialexceptwhereitinvolves:

• seriouslegalactions• issueswhichcouldendangerthesafetyofothers• obligationstomakenotificationstogovernmentbodies(i.e.mandatoryreportingobligations).

Themanager/coordinatorand/ortheManagementCommitteewilldeterminethemostappropriatecourseofactioninthesecases.

(Note:readtheNational Risk Management Guide(NACLC)regardingtheobligationsofthelegalpractice.)


RESOURCE 10

Sample Confidentiality Policy

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Whatifriskwasperceivedbyyourorganisationasstrategicadvantage,hiddenopportunity,andpotentialinnovation?Wouldthischangehowyouandyourorganisationdealtwithrisk?

riskasstrategicopportunityismoreamindsetthanaprocess.Thismindsetincludes:

• anawarenessofriskpossibilityfrompointsofviewofstaff,Boardandkeystakeholders

• riskisseenaspossibilityandadvantage,notcomplianceandprotection

• everyrisktreatmentalsoincludesastrategicopportunity

• riskasinnovationisembracedbythewholeorganisationatalllevels.

SOuRCE:ConsciousGovernance(2008):www.conscious-governance.com/succession-planning.html.

RESOURCE 11

Risk as Strategic Advantage

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Governance• understandtheaimsandobjectivesofthecentres.• Beinformedabouttheactivitiesofthecentre.• Maintainaccuraterecordsofmeetingsanddecisions.• BefamiliarwiththeConstitutionandreviewandmaintaintheConstitution.• ParticipateintherecruitmentandselectionofotherManagementCommittee/BoardmembersanddevelopaManagementCommittee/Boardsuccessionplan.

• Maintaincommunicationwiththemembershipofcentres.• Appoint,delegateandreviewtheroleandresponsibilitiesoftheExecutiveOfficer/Coordinator.

• AppointastaffliaisonManagementCommittee/Boardmember.• Declarepotentialconflictofinterest.• DevelopandevaluatestructuresandsystemstoensurethatManagementCommittee/Boardresponsibilitiesaremet.

• Electtheofficebearersfortheyear.Strategicplanning• Establishreviewsofthevision,goalsandobjectivesofthecentre.• reviewthestrategicplanandmonitoritsprogress.• Participateintheplanningprocess.• Ensurethatthecentretakesanactiveroletopositionitself,developslinksandfosterpartnershipswithotherorganisations.

Financial• Overseethefinancialstatusandwellbeingofcentre.• reviewandmonitorthefinancialstatementsofthecentre.• Assurecompliancewithapplicablelawsandregulationsandminimiseexposuretolegalactions.

• Monitorandrespondtothefinancialandoperationalriskexposureofthecentre.

• Monitortheannualbudgetandsetlong-termfinancialviabilitygoalsforthecentre.

• Approvetheoperationalandfinancialdelegationsofthecentre.• Monitorthecentrepolicies,proceduresandoperationalguidelines.

RESOURCE 12

Position Description for Management Committee Members


riskmanagement• Monitorthecentre’soverallperformanceanditsservicedeliveryqualityassuranceprocesses.

• Ensurecompliancewithappropriatelaws.• Overseeandmonitortheassessmentandmanagementofrisksacrossthecentre.

SOuRCE:Thinking and Planning Ahead: Resource Manual for Community Legal Centres,200�,www.communitylaw.org.au.

Page2of2 RESOURCE 12: PositionDescriptionforManagementCommitteeMembers


1. Whatisourorganisation’sstory?

2. Whatisourcurrentvision?Andpurpose?

3. Whatdowebelievein?Whatarewecommittedto?

4. Whatdowedoatpresent?

5. Whatisthesituationinwhichwefindourselves?Whatarethethingsthatareimpactingonus?Whatareourstrengths/weaknesses?Whatarethepossibilities?

6. Whatarethemajorchallengeswearefacing?

�. Whatdirectionswouldweliketomoveinduringthenextfewyears?Whatarethemajorchoiceswehave?Dowewanttobe“this”kindoforganisationor“that”kindoforganisation?

8. ifweweretomoveinthosedirectionswhatwouldwenoticewasdifferent?

9. Whatdoweneedtodotomoveinthosedirections?

10. howwillwedoit?

SOuRCE:Bullen,Paul,ManagementAlternativesPtyLtd:www.mapl.com.au.

RESOURCE 13

Strategic Plan Outline for a Small Community Organisation

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Everyorganisationwillatsomepointfacechange.Thesechangesmayberelativelysmall,ortheymayimpactgreatlyacrosstheorganisation.Theymaybeasaresultofinternaldevelopments(e.g.lossofkeystafforManagementCommitteeexpertise)orexternaldevelopments(e.g.areductioninfundingsources).

TheleadershiproleoftheManagementCommitteeinensuringthattheorganisationisabletomovesmoothlythroughaperiodofchangeiscrucial.Theymust:

• establishaclearunderstandingofthefactorsinfluencingcurrentorforthcomingchanges

• identifythelikelyorpotentialimpactofthesechanges• establishanewvisionforthefuture,inlightofthesechanges• agreetoastrategytocarrytheorganisationthroughthetransitionperiod• ensureeffectivecommunicationoftheseissueswithallstakeholders,particularlystaffandvolunteers,tominimisethenegativeimpactsofchangeandinvolvethemfromthebeginning.


RESOURCE 14

Managing Change Effectively

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Makesureemployeesknowwhatisexpectedofthem.Thiscanbedonebyproviding:

• adetailedandclearpositiondescription• copiesofrelevantawards• copiesofrelevantpoliciesandprocedures• copiesofwork,businessand/orstrategicplans• acopyoftheConstitution(incaseofincorporatedorganisations)• goodorientation/induction• clearcommunicationprotocols• adequatetrainingopportunities• regularstaffappraisalprocesses.

Policiesandprotocolsshouldbedevelopedwhichinclude:

• confidentiality• drugandalcoholuse• staffwhomayhavehiV(theAiDSvirus)• sexualrelationshipsbetweenstaffandclients/consumers• clients/consumersbeingtakentoworkers’homes• sexualharassment• physicalandverbalviolence.

itisessentialthatmanagementgroupsunderstandandestablishclearlinesofauthorityandthedifferencesbetweengovernanceandmanagementrolesandresponsibilities.

Allpaidworkersshouldknowwhotheyreportto,andthelimitstotheirresponsibilitiesandpowers.Thesedetailsshouldbeclearlyoutlinedinjobdescriptionsandincommunicationprotocols.


RESOURCE 15

Setting Clear Direction

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YourConstitutionisapolicydocument.Youwillneedmorespecificpoliciesthataddtotheserulesandmakethemclearer.Someofyourpolicieswillcomefromthelawsthatapplytoyourorganisation.

recommendedpoliciesYourorganisationshouldconsiderdevelopingapolicythatcoversthefollowingareas:

• howdecisionsaremadebythemanagementgroup• publicrelationsandpublicity• confidentialityofpersonalinformation• staffandmanagementgrouptraining• staffingandemployment• fundingandfinancialmanagement,e.g.chequesignatories• consumerrights• complaintsagainststaff• thephilosophybehindyourservices• thetypesofservicesyouwillprovide• whomakespubliccommentsonbehalfoftheorganisationandhow.

Youmayhaveapolicysubcommitteeorsetuptaskgroupstodevelopspecificpolicies.Staff,consumers,membersandthemanagementgroupshouldallbeinvolvedindevelopingpolicies.

ProcessforendorsingpoliciesThedecisiontoadoptpoliciesrestswiththemanagementgroup.Whileyoucandelegatesomeoftheworktodeveloppolicies,thefinaldecisionshouldstaywiththemanagementgroup.however,beforeapolicyhaslegaland/ororganisationalauthority,itmustbeendorsedthroughaproperprocess.Belowisarecommendedprocessformanagementgroupstofollow.

1. Consultwiththerelevantpeopleforvaluableinput.2. Draftthepolicy.3. Presentthedrafttothemanagementgroupmeeting.4. Makeamendmentsasrequired.5. Endorsethepolicyaccordingtothemanagementgroupdecision-makingprocess.

6. NotetheendorsementintheMinutes.�. EnterpolicyintothePolicyManual.8. Notifyallrelevantpeople/partiesaffectedbypolicy(ifpracticable).9. reviewpolicyannually.

RESOURCE 16

Policies and Procedures


Whenarepoliciesbindingonanorganisation?• Whentheyhavebeenthroughadevelopmentalprocess.• Whentheyhavebeenendorsedbythecommitteeofmanagement.• Whentheydonotcontravenelegislation.• Whentheydonotcontravenetheorganisation’sConstitution.• Whenthosewhoareaffectedarenotifiedofitsexistence.Pointstorememberwhendevelopingpolicies• Makeallpoliciesuserfriendly.• Dateallpoliciesattimeofendorsement.• Notewheneverpoliciesarereviewed.• AnnounceallnewpoliciesattheAGM.Youalsoneedtomakesurethatsomeonehasthetaskofupdatingandmaintainingthepolicyregisterasdecisionsaremade,andthepolicieschange.inadynamiccommunityorganisation,yourpolicieswillchangetosuitthecircumstances.

regularreviewandevaluationreviewandevaluationareimportantpartsoftheplanningandpolicycycle.Themanagementgrouphasresponsibilitytoensurethatsomeonemonitorswhathappenswhentheplansandpoliciesareimplemented,andassessestheresultsoftheplanandtheservicesprovided.Themanagementgroup’sroleistomaketheoveralldecisionsandtobeinformedaboutprogress.


Page2of2 RESOURCE 16: PoliciesandProcedures


DATE AND NAME OF MEETING

1. Present

2. Apologies

3. Confirmation (Acceptance) of Previous Minutes (Anychangestothepreviousminutesshouldbenotedforthismeeting’sminutes.)

4. Business Arising (Thisisfollow-upinformationordecisionsneededrelatingtothepreviousmeeting.)

5. Correspondence (inandout.)

6. Reports (Fromstaff,workinggroupsand/orsubcommittees.)

7. General Business (Thisisnewbusinesswhichhasbeenplacedontheagenda.)

8. Other Business (Thisisbusinesswhichmembersatthecurrentmeetingputforwardforconsideration.)

9. Next Meeting

10. Close of Meeting


RESOURCE 17

Standard Agenda Format

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Beforethemeeting• PlantheagendawiththeExecutiveofficer.• includeitemsbroughttoyoubyothermembers.• Decidetheorderandtimingoftheagenda,andwhowillintroduceeachone.

• identifywhichagendaitemsareforinformation,discussionoradecision.• Bewellbriefedabouteachitem,andactionstakensincethelastmeeting.• Ensureallnecessarybackgroundpapers(includingthelastmeeting’sminutes)aresentoutwiththeagendabeforehand.

• Checkwithstaffthatallrelevantpracticalarrangementshavebeenmade,e.g.roomlayout,visualaids,etc.

• Arriveingoodtimebeforethemeetingisduetostart.

DuringthemeetingCommunicate• Startthemeeting.Welcomeanynewmembers.Makeanynecessaryintroductions.receiveapologiesforabsence.Ensurethatadditionsoramendmentstominutesarerecorded.

• Setthescene.Statetheobjectivesofthemeetingandeachitem.• Trytobebriefwhenmakingapoint.Control• Maintaincontrol.Setoutanytimelimits.Allowflexibilityandfreedomofexpression.Keeptotheagenda.Ensurequorumispresent.Ensuretimeisusedeffectively.Ensurethatproperminutesaretaken.

Coax• Ensurefullparticipation.Drawoutquietermembersanddiscouragethosewhoaremonopolisingthemeeting.Bepreparedtohighlightissuesthatno-oneelsewill,andtobetheonewhoalwayshastoasktheawkwardquestions.

Compare• Weighupcontributionsimpartially.Allpointsinfavourofapointshouldbesummarisedagainstallpointsnotinfavour.

Clarify• Ensureeveryoneunderstandswhatisbeingdiscussed.Summarise.Ensurethatifjargonandabbreviationsareused,allpresentunderstandthem.Ensurethatdecisionsarerecorded,togetherwithwhoisgoingtoimplementthem.itcanbeusefultorecorddecisionsonaflip-chartastheyaremade.

RESOURCE 18

Chairing the Meeting


Decision-making• Ensurethatdecisionsaretakeninthecontextoftheorganisation’sstrategyandthattheyarerecorded,togetherwithwhoisgoingtoimplementthem.

Guide• rememberthataboveallyouaretheretoguidethemeeting.Steermemberstoworkharmoniouslyandpurposefullyasateam.Keepaneyeontime.

Attheendofthemeeting• Summarisedecisionstakenandactionpointstobefollowedup,e.g.who’sresponsible,bywhen.

• Agreeadateforthenextmeeting.itisusuallybesttosetdatesfortheyear'smeetingswellinadvance.

• Agreewhatspecialitemswillbeputontheagendaofthenextmeetingandwhatworkneedstobedone,bywhometc.

• Ensurethattheminutesarewrittenup,checkedbytheChairandsentoutingoodtime.

SOuRCE:VolunteerDevelopmentAgency:www.diycommitteeguide.org

RESOURCE 18: ChairingtheMeetingPage2of2


RESOURCE 19

Action List

useanactioncolumntorecordalltasksthatneedtobecompleted.Tasksremainonthelistuntilcompleted.Theactionlist(seesamplebelow)shouldbeattachedtotheminutesandcheckedoverateachmeeting.

SAMPLE ACTION LIST

Action Person Responsible Date Due Completed

SendlettertoMinisterforEnvironment

Coordinator EndMay Yes

reviewyouthpolicy PolicySubcommittee junemeeting

Finalisestrategicplan

Managementgroup

EndOctober


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Serviceusers’rightsWebelieveserviceusershavearightto:

• respectfortheirindividualhumanworth,dignityandprivacy• beinformedaboutavailableservices• choosefromavailablealternatives• involveanadvocateoftheirchoice• havecontrolovertheirownlivesandhaveasayintheservicesthataffectthem

• participateindecisionsconcerningthetypeofassistanceprovidedandthewayitisprovided

• appropriateassistancethatisflexibleinresponsetotheirchangingneedsandpriorities

• accesstoqualityservicesirrespectiveofsex,race,ethnicity,culture,language,religion,maritalstatus,disability,sexualityorage

• expectassistancethatisreliable,ofhighquality,culturallyandlinguisticallyrelevant

• privacyandconfidentiality• seeanyinformationaboutthemheldbythecentre(andtocorrectanywronginformation)

• expressgrievancesandseekredresswithoutfearofitaffectingdecisionsrelatingtotheassistancetheyreceive

• havegrievancesaboutservicedeliveryheardanddealtwithinafairandobjectivemanner.

StaffrightsWebelievepaidworkershavetherightto:

• equalemploymentopportunityinallmattersrelatingtoemployment,i.e.nodiscriminationonthegroundsofsex,ethnicity,maritalstatus,disability,sexualityorage

• awardconditionsandratesofpay• joinandparticipateinaunion• havetheprinciplesofnaturaljusticeupheld,forexample,allstaffshouldhavetheopportunitytoparticipateorberepresentedindecision-makingandareentitledtoinformationregardingdecisionsaffectingthem

• seetheirpersonnelrecordsoranyotherwrittenreportsconcerningthem

• havepersonalinformationkeptconfidential• workinanenvironmentfreefromsexualharassment• asafeandhealthyworkenvironment• traininganddevelopmenttoextendtheirknowledgeandskillsandenhancecareeropportunities.

RESOURCE 20

Statement of Rights and Responsibilities

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StaffresponsibilitiesInform and involve service users• Provideserviceuserswithaccurateinformationabouttheservicesavailabletothemandnotknowinglywithholdsuchinformation.

• informserviceusersoftheserviceoptionsavailable.• involveserviceusersindecision-makingaboutservices.• informserviceusersofthestandardstheycanexpectintheprovisionoftheservice.

• Letserviceusersknowoftheirrightsandtheimplicationsofservicesavailabletothem.

Confidentiality and privacy• respecttheconfidentialityofinformationobtainedinthecourseofadviceorservice.Theworker/committeememberwillnotshareconfidencesrevealedbyserviceuserswithouttheirconsentexceptwhencompellingmoral,ethical,orlegalreasonsexist.

• Fullyinformserviceusersaboutthelimitsofconfidentialityinanygivensituation,thepurposesforwhichinformationisobtainedandhowitmaybeused.

• Allowserviceusersaccesstotheirfiles.• Whenprovidinguserswithaccesstorecords,theworkerwilltakeduecaretoprotecttheprivacyofotherpeople.

Professional conduct• Ensurethatallpeoplehaveaccesstotheresources,servicesandopportunitiesthatcontributetotheirwellbeing.

• Providechoicesandopportunitiesforallpeople,particularlydisadvantagedoroppressedgroupsandindividualswhohavenothadequalaccesstoresourcesandopportunities.

• EncouragerespectforthediversityofculturesthatconstituteAustraliansociety.

• Encourageinformedparticipationbycitizensinaddressingrelevantsocialandpersonalissues.Theworker'sroleistoempowerandworkwithmembersofthecommunity.

• Delivertheservicesinasafemanner.• Accepttheconsumer'schoiceofadvocate(andtheirrole).Complaints• Dealwithcomplaintsfairlyandpromptlywithoutretribution.Relationship with employing organisation• recognise,supportandimplementthestatedaimsoftheorganisation,contributetotheseaimsandworktowardsthebestpossiblestandardsofservicetothecommunity.Personalvaluesandrelevantactscontrarytothosestatedintheorganisationscentralaimsmustnotbepracticed/exercisedduringtheprogramservicedelivery.Forexample,ifanaimis,“Toencouragewomen’sparticipationinallformsofdecisionmaking”,

Page2of3 RESOURCE 20: ExampleofrightsAndresponsibilities


RESOURCE 20: Exampleofrightsandresponsibilities Page3of3

thenitwouldnotbecorrectinthecourseofyourservicedeliverytostatethat,“Womenshouldnotenterpolitics”.

• Whereorganisationalpoliciesorproceduresareoutsidethelaworethicalpractices,theworkermustendeavourtoeffectchangethroughappropriatechannels.

• innocircumstancesengageinsexualactivitieswithserviceusers.Services• Preventpracticesthatareinhumaneordiscriminatoryagainstanyindividualorgroupofindividuals.

rightsofvolunteersWebelievevolunteershavearightto:

• betreatedasaco-worker,notjustfreehelp• support,adviceandrecognitionofefforts• participateinmanagement,planninganddecision-makingprocesses• knowasmuchabouttheorganisationthatisrelevant,itspolicies,itspeopleanditsprograms

• support,guidanceanddirectionbysomeonewhoisexperiencedandwellinformedandwhohasthetimetoinvestingivingguidance.

ManagementCommitteemembers’rightsWebelieveManagementCommitteemembershavearightto:

• adequateinformationonwhichtobasedecisions• orientation,traininganddevelopmentnecessaryforthemtocarryouttheirrole.

SOuRCE:Basedon:Bullen,Paul,Ethics in Community Organisations,theLocalCommunityServicesAssociation(publisher):www.diycommitteeguide.org.



Information about the Management CommitteeThispartoftheinductionshouldbeundertakenbytheManagementCommittee:• purposeofthecommittee• minutesofrecentcommitteemeetings

• structureofthecommitteeandsubcommittees

• introductiontoallcommitteemembers

• roleofoffice-bearers(roledescriptions)

• roleofindividualcommitteemembers(roledescription)

• legalandfinancialresponsibilities

• frequencyandformatofmeetings

• supportsystemforcommitteemembers

• availabilityofresourcesforcommitteemembers

• contactlist• structureoftheorganisation(legal)

• structureoftheorganisation(staff).

RESOURCE 21

Checklist for Induction of Management Committee Members

Information about the organisation ThispartoftheinductionshouldbedonebytheExecutiveOfficerandstaff:• governingdocumentoftheorganisation(e.g.theConstitution)

• CodeofConduct• conflictofinterest• missionstatement/overallpurpose

• historyandbackgroundoftheorganisation

• aims,objectivesandservicesoftheorganisation

• annualreport/accounts• fundingarrangements• tourofbuildingsandanyoutsideprojects

• roleofstaff( jobdescriptionsoptional)

• roleofvolunteers(roledescriptionsoptional)

• introductionstostaffandvolunteers,wherepossible

• contractsofemploymentandpersonnelprocedures

• publicityleafletsorpublications

• policystatementsoftheorganisation

• strategic/developmentandoperationalplans

• networkingsystems.

AllnewManagementCommitteemembersneedtoknowabouttheorganisation,howitoperatesandtheirrolesandresponsibilities.itisrecommendedthatinductionincludethefollowing.

REMEMBER! inductioncanbeaprocesscompletedovertimeratherthanalldoneatonce.itmayinvolveacombinationofmeetings,familiarisationwiththepremisesorfacilitiesandwritteninformation.

Page1of1



Foreachquestion,circlethenumberthatyoubelievebestrepresentswhathappensinyourorganisation.

Within your organisation, do you: Seldom Sometimes Often Always

1. understandthevision,missionandobjectives? � � 3 4

2. understandyourrolesandresponsibilities? � �� 33 44

3. understandtheroleofothers? � � 3 4

4. Believeyouareadequatelyinformed? � � 3 4

5. Feelsupported? � � 3 4

6. Believethereisgoodcommunication? � � 3 4

�. regularlydiscussopinionsandconcerns? � � 3 4

8. Knowwhoyouareaccountableto? � � 3 4

9. Knowwhoisaccountabletoyou? � � 3 4

10. Believethatyourskillsandknowledgearerecognisedandconsidered? � � 3 4

11. Feelthatyouareavaluedpartoftheteam? � � 3 4

12. Believethatconflictismanagedopenlyandpositively? � � 3 4

13. haveasenseof“belonging”? � � 3 4

14. Believethereisadequateoverallevaluationandreflection? � � 3 4

15. haveenoughresourcestodo/performyourtasks? � � 3 4

OVErALLTOTAL:

• ifyouscored64congratulations—yourorganisationmustbedoingsomethingright!

• ifyouscoredmostly3sand4s,thereissomeroomforimprovement.• ifyouscorednearlyall2sor3s(32–48),thereisdefinitelyroomforimprovement.

• ifyouscoredquiteafew1s,yourorganisationshouldconsiderconductingareviewtoseewhattheproblemsorissuesareandwherehelpisneeded.

• ifyouscored20orless,youmaywishtoaskforassistanceand/oradviceinreviewingyourmanagementprinciplesandprocedures.

Page1of2

4

RESOURCE 22

A Quick Test for the Management Committee



Page2of2 RESOURCE 22: AQuickTestfortheManagementCommittee


Resource Directory Access to government legislation and information on running a business: Website:www.business.gov.au

Australian Government GrantslinkWebsite:www.grantslink.gov.au

Australian Taxation Office Website:www.ato.gov.au

Australian Government Attorney-General’s Department Website:www.ag.gov.au

Australian Accounting Standards Board (AASB) Website:www.aasb.com.au

Australian Bureau of Statistics (ABS)Website:www.abs.gov.au

Australian Business Register (Apply for an ABN) Website:www.abr.gov.au

The Australian Council of Social Service (ACOSS) Website:www.acoss.org.au

Queensland Council of Social Service (QCOSS)Website:www.qcoss.org.au

New South Wales Council of Social Service (NCOSS) Website:www.ncoss.org.au

Tasmanian Council of Social Service (TasCOSS) Website:http://www.tascoss.org.au/

Australian Capital Territory Council of Social Service (ACTCOSS) Website:www.actcoss.org.au

South Australian Council of Social Service (SACOSS) Website:www.sacoss.org.au

Northern Territory Council of Social Service (NTCOSS) Website:www.ntcoss.org.au

Victorian Council of Social Service (VCOSS)Website:www.vcoss.org.au

Western Australian Council of Social Service (WACOSS) Website:www.wacoss.org.au

Australian Fair Pay Commission Website:www.fairpay.gov.au

Australian Industrial Relations Commission (AIRC) Website:www.airc.gov.au

Australian Law OnlineWebsite:www.australianlawonline.gov.au


Australian Law Reform Commission (ALRC) Website:www.alrc.gov.au

Commonwealth OmbudsmanWebsite:www.ombudsman.gov.au

Department of Education, Employment and Workplace Relations Website:www.deewr.gov.au

Equal Opportunity for Women in the Workplace Agency (EOWA) Website:http://www.eowa.gov.au

Government forms for your business Website:https://govforms.business.gov.au

Human Right and Equal Opportunity Commission (HREOC) Website:www.humanrights.gov.au

Legal Issues Guide for Small BusinessWebsite:http://sblegal.industry.gov.au

Legal Information Access CentreWebsite:www.liac.sl.nsw.gov.au

National Pro Bono Resource Centre in Australia Website:www.nationalprobono.org.au

Office of the Privacy Commissioner Website:www.privacy.gov.au

Office for Women (OFW) Website:http://ofw.fahcsia.gov.au

Our Community Website:www.ourcommunity.com.au

Public Interest Law Clearing House Website:www.pilch.org.au

Public Interest Law Clearing House (New South Wales) Website:www.piac.asn.au/legal/pilchhelp.html

Queensland Public Interest Law Clearing House Website:www.qpilch.org.au

Service Industry Advisory Group (SIAG)Website:www.siag.com.au

Superannuation Guarantee Hotline:Phone:131020

Violence Against Women – Australia Says No Website:www.australiasaysno.gov.au

Volunteering Australia Website:www.volunteeringaustralia.org

WagenetWebsite:www.wagenet.gov.au

WebLaw – Dispute Resolution Website:www.weblaw.edu.au

Workplace Authority Website:www.workplaceauthority.gov.au

RESOURCE DIRECTORY


AUSTRALIAN CAPITAL TERRITORY

DebPippenAustralianCapitalTerritoryAssociationofCommunityLegalCentres(ACTACLC)c/-POBox8,CivicSquareACT,�608Ph:0� 6�47 �0�6fax: 0� 6�57 480�Email:[email protected]

NEw SOUTh wALES

PollyPorteousCombinedCommunityLegalCentresGroup(NSW)inc(CCLCG)C�7, 99jonesSt,ultimoNSW,�007 Ph:0� 9�� 7333fax:0� 9�� 733�Email:[email protected]

NORThERN TERRITORY

rachelCareyNorthernTerritoryAssociationofCommunityLegalCentre(NTACLC)c/-POBox 3�80,Darwin,NT 080�Ph:08 898� ��8�fax:08 898� ��83 Email:[email protected]

QUEENSLANd

CarolynGrantQueenslandAssociationofindependentLegalServices(QAiLS)c/-POBox ��9,AnnerleyQld4�03Ph:07 339� 0644fax:07 339� 0658Email:[email protected]

RESOURCE DIRECTORY

SOUTh AUSTRALIA

AlanMerrittSouthAustralianCouncilofCommunityLegalServices(SACCLS)c/-CentralCommunityLegalServicePOBox96�,ProspectEastSA508�Ph:08 834� �800fax:08 834� 0899Email:[email protected]

TASmANIA

janehutchisonTasmanianAssociationofCommunityLegalCentres(TACLC)�66MacqurieStreet,hobart,Tas700�Ph:03 6��3 �500fax:03 6��3 �5�0Email:[email protected]

VICTORIA

hughDeKretserFederationofCommunityLegalCentres(Victoria)54VictoriaStreet,CarltonSouth,Vic3053 Ph:03 965� �500fax:03 9654 5�04 Email:[email protected]

wESTERN AUSTRALIA

AmandajustCommunityLegalCentresAssociation(WA)incClaisebrookLotterieshouse,33MooreStreet,EastPerth6004Ph:08 9�� 93��fax:08 9�� 96�6Email:[email protected]

State and territory associations


AUSTRALIAN CAPITAL TERRITORY

LegalAidCommission(ACT)GPOBox5��,CanberraCity�60�Ph:0� 6�43 347�(clientservices)fax:0� 6�47 5446 Website:www.legalaid.canberra.net.au/Email:[email protected]

NEw SOUTh wALES

LegalAidCommissionofNSWPOBoxK847,haymarket��38 Ph:0� 9��9 5000fax:0� 9��9 5935Website:www.legalaid.nsw.gov.au/

NORThERN TERRITORY

NorthernTerritoryLegalAidCommissionLockedBag��,Darwin080� Ph:08 8999 3000fax:08 8999 3099Website:www.nt.gov.au/ntlac/

QUEENSLANd

LegalAidQueenslandGPOBox�449,Brisbane400�Ph:�300 65� �88(costofalocalcall)or 07 3�38 3444fax: 07 3�38 3300 Email:[email protected]:www.legalaid.qld.gov.au/

SOUTh AUSTRALIA

LegalServicesCommissionofSouthAustraliaGPOBox�7�8,Adelaide500� Ph:08 8463 3555fax:08 8463 3599 Website:www.lsc.sa.gov.au/

TASmANIA

LegalAidCommissionofTasmaniaGPOBox9898,hobart700�Ph:03 6�36 3800fax:03 6�36 38�� Website:www.legalaid.tas.gov.au/

VICTORIA

VictoriaLegalAid350QueenStreet,Melbourne3000 Ph:03 9�69 0�34fax:03 9�69 0�50Website:www.legalaid.vic.gov.au/

wESTERN AUSTRALIA

LegalAidWesternAustraliaGPOBoxL9�6,Perth600� Ph:08 9�6� 6��fax:08 93�5 5430Website:www.legalaid.wa.gov.au/

National Legal AidLegalAidDirectors’Secretariatc/-LegalAidOffice(TAS)GPOBox9898,hobart700� Ph:03 6�36 38�3fax:03 6�36 38��

RESOURCE DIRECTORY

Legal Aid Commissionsnb: telephone and fax numbers are main switch and general fax respectively unless otherwise noted.


NEw SOUTh wALES

Dennisroach,ManagerCLCFundingProgramStrategicPolicyandPlanningDivisionLegalAidNSWPOBoxK847,haymarketNSW ��38Ph:0� 9��9 5086fax:0� 9��9 5038

QUEENSLANd

rosemaryCoxon,StateProgramManagerLegalAidQueenslandGPOBox�449,BrisbaneQld400�Ph:07 3�38 3444/�300 65� �88(localcall)fax:07 3�38 30�4

SOUTh AUSTRALIA

MaryPerler,ProjectManager,FundingPolicyjusticeStrategyunit,Attorney-General’sDepartmentGPOBox464,AdelaideSA500� Ph:08 8�07 �659fax:08 8�07 �504

TASmANIA

CLCStateProgramManagerLegalAidCommissionofTasmaniaGPOBox9898,hobartTas700� Ph:03 6�36 3805fax:03 6�36 38��

VICTORIA

MarkCourtney,CLCProgramAdvisorVictoriaLegalAid350QueenStreet,MelbourneVic3000 Ph:03 9�69 0�34fax:03 9�69 0�50

wESTERN AUSTRALIA

AllisonCurrie,CLCFundingProgramOfficerLegalAid(WA)GPOBoxL9�6,PerthWA 600� Ph:08 9�6� 6305fax:08 93�5 �9�5

RESOURCE DIRECTORY

Commonwealth Community Legal Services Program – Administratorsnb: centres in the Australia Capital Territory and the Northern Territory and the National Children’s & Youth Law Centre are administered directly by Commonwealth.



References

1. “AGMrunningSheet”template,“Governance”,ManagementSupportunit(MSu),NCOSS:www.ncoss.org.au/projects/msu/resources.html.

2. Accountability,infoSheetNo.9-�,ManagementSupportOnline(MSO),NCOSS:www.ncoss.org.au/projects/msu/resources.html.

3. “Board Business: Towards More Effective Meetings” (help sheets), OurCommunity:www.ourcommunity.com.au.

4. “BoardGovernance”,OurCommunity:www.ourcommunity.com.au.5. “Boardresponsibilities:FulfillingyourGovernancerole”(helpsheets),OurCommunity:www.ourcommunity.com.au.

6. Bullen,Paul,“Governance”,ManagementAlternativesPtyLtd:www.mapl.com.au.

�. Carver,john,Boards that Make a Difference: a new design for leadership in non-profit and public organizations,jossey-Bass,SanFrancisco.

8. Developing a Plan,infoSheetNo.5-3,ManagementSupportOnline(MSO),NCOSS:www.ncoss.org.au/projects/msu/resources.html.

9. Ensuring a Productive Relationship between Board Members and the Executive Officer,informationSheet6,ManagementSupportunit(MSu),NCOSS:www.ncoss.org.au/projects/msu/resources.html.

10. Financial Management Systems,infoSheetNo.4-4,ManagementSupportOnline(MSO),NCOSS:www.ncoss.org.au/projects/msu/resources.html.

11. Fishel,David,The Book of the Board: effective governance for non-profit organisations,FederationPress,Sydney.

12. “FraudControl”:Commonwealth Fraud Control Guidelines — May 2002:Attorney-General’sDepartment:www.ag.gov.au.

13. “FraudriskManagementPolicy”,OurCommunity:www.ourcommunity.com.au.

14. Good Governance: simple measures to assist non-government organisations in maintaining good governance,informationSheet1,ManagementSupportunit(MSu),NCOSS:www.ncoss.org.au/msu/index.html.

15. Mackay,Karen,Community Management,VCOSSManualsforCommunityOrganisations,VCOSSandtheVictoriaLawFoundation,Melbourne,200�.

16. “ManagementCommitteeresponsibilities”:Managing Staff and Volunteers(factsheet):www.diycommitteeguide.org

1�. Managing Conflicts of Interest,informationSheet14,ManagementSupportunit(MSu),NCOSS:www.ncoss.org.au/projects/msu/resources.html.

18. Muddagouni,rachna,Thinking and Planning Ahead: resource manual for community legal centre staff,VictoriaLawFoundation,Melbourne,200�.

19. O’Connell, Brian, The Board Member’s Book: Making a Difference in Voluntary Organisations, The Foundation Center, uSA, 1985, pp 106–107.

20.“OverviewofyourLegalresponsibilities”,OurCommunity:www.ourcommunity.com.au.

1�0 NATIONAL MANAGEMENT COMMITTEE GUIDEFOrCOMMuNiTYLEGALCENTrES

REFERENCES

21. recruitment:goodpractice,informationSheet15,ManagementSupportunit(MSu),NCOSS:www.ncoss.org.au/projects/msu/resources.html.

22. Roles and Responsibilities of Office Bearers and General Members of Board of Management of Incorporated Associations,informationSheet3,ManagementSupportunit(MSu),NCOSS:www.ncoss.org.au/projects/msu/resources.html.

23. “StrategicPlanning:MappingyourGroup’sFuture”(helpsheets),OurCommunity:www.ourcommunity.com.au.

24. The Legalities of Managing an Incorporated Community Organisation,informationSheet11,ManagementSupportunit(MSu),NCOSS:www.ncoss.org.au/projects/msu/resources.html.

25. The Professional Indemnity Insurance Risk Management Guide: A Guide to Assist Centres in Meeting the National Professional Insurance Scheme Requirements,NationalAssociationofCommunityLegalCentres,july2005.

NATIONAL MANAGEMENT COMMITTEE GUIDEFOrCOMMuNiTYLEGALCENTrES 1�1

TheNational Management Committee Guide for Community Legal Centresmayberevisedinthefuture.Yourcommentsandsuggestionswillbeusedtodotheupdate.

Please fill in the form below and fax to NACLC on 02 9264 9594 or email your comments to [email protected]

1. What did you find most useful?

i. Section: Topic: Comment:

ii. Section: Topic: Comment:

2. What should be deleted?



3. What needs updating?



4. What other topics should be included?

Other comments or suggestions:

Thank you for your assistance and ideas.

Page1of1

your Comments

1�2 NATIONAL MANAGEMENT COMMITTEE GUIDEFOrCOMMuNiTYLEGALCENTrES

NACLCgratefullyacknowledgesfundingfromtheAustralianGovernment’sAttorney-General’sDepartmentfortheproductionanddistributionoftheNational Management Committee Guide for Community Legal Centres.