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Community Development Resource Kit

SECTION A: Community Development Practice

SECTION B1: Setting Up A Community Group - Introduction

SECTION B2: Setting Up A Community Group - Legal Structures

SECTION B3: Setting Up a Community Group - Incorporated Societies

SECTION B4: Setting Up a Community Group - Charitable Trusts

SECTION C: Planning and Managing

SECTION D1: Employment Matters - Agreements

SECTION D3: Employment Matters - Support

SECTION D2: Employment Matters - Recruitment

SECTION E: Running Meetings

SECTION F: Project Management

SECTION G: Financial Management

SECTION H: Funding

SECTION I: Keeping Good Records

SECTION J: Technology - The Internet

SECTION K: Political Processes and Submissions

SECTION L: Legislation

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SECTION C: Planning and Managing

Planning and Evaluation

Planning processes, sample plans and evaluation methods

Every successful community organisation will have a structure that is relevant to the organisation’s style of operation, easy to maintain and recognised by all stakeholders in the organisation, both internal and external. Often organisations design their structures to meet the needs of key influences, e.g. funders, and the result is a framework and a set of processes that meet accountability requirements but do not reflect the organisation’s culture.

A successful organisation will also have a number of policies and procedures in place to support the management system it develops, and the services it provides to clients. The people who work within the organisation will know:

  • where they are going
  • what they need to do to get there
  • how they are progressing along the way, and
  • that a full account of the results achieved will be delivered at the appropriate time.

These policies and procedures are established at the planning stage of the organisation's life and are regularly evaluated and updated.

Another characteristic of the successful community organisation is the ability to clarify and define roles and boundaries for the governing committee and the manager and/or staff. "Governance" is the term used to describe the process used by a Board or committee to ensure that the organisation is well managed without itself doing the managing. "Management" is the "hands on" day-to-day process of carrying out the organisation's policies and plans in order to achieve the planned outcomes.

A number of Acts impact on the operation of community organisations, such as the Employment Relations Act 2000, the Health and Safety in Employment Act 1992, the Human Rights Act 1993 and the Privacy Act 1993. The provisions of these Acts should be taken into account at the time the organisation is designing its administration and service systems.

Management Plans

Good management involves development of a management plan to guide the organisation and its members so they can reach the planned goal/s of the organisation in the most efficient and effective way. The plan describes what your organisation wants to achieve, and how it will do this. A management plan is likely to include:

  • a mission statement
  • a client statement
  • an output/service statement
  • an operational plan for the management systems of the organisation
  • an operational plan for client services of the organisation
  • a monitoring and evaluation system, and
  • a resourcing plan.

The Planning Workshop

This workshop is an opportunity to involve a variety of people in the development of the group's plan. For a planning workshop you will need:

  • a comfortable space that will accommodate the number of people attending the workshop
  • the services of a facilitator who understands the planning process
  • an appropriate amount of time set aside (about six hours is usually required)
  • equipment that will assist the process (e.g. paper, pens, whiteboard and markers, Blu-tak); and
  • the makings of refreshments such as tea, coffee, milk, sugar, cold drinks, maybe biscuits, cakes and savouries (some workshops also incorporate a shared lunch).

Strategic Planning: The Search Process

The search process is a learning/planning/evaluative approach to help a group of people to develop a shared responsibility for planning. The aim of this process is for the group to share their views and hopes for the future, and to develop a common vision and strategic direction that will form the basis of the organisation’s purpose-statement and objectives.

The search process steps follow one another and lead to specific outcomes for action.

1. Develop a shared understanding of what has happened in the community and what may happen in the future.

2. Identify what would it like to see happen (participants are asked to visualise how things could be and through sharing to find common aspects of their visions).
3. Identify any barriers that need to be overcome (by asking "Why can't it be that way? What are the concerns facing us?").
4. Determine what action is required to put their vision in place. This involves drafting action plans - who does what, when and how they do it.

A lot of good information on strategic planning models is available from the Internet.

Writing the Plan
The information that has been gathered can then be drafted into a management (or strategic) plan by the group, or a subgroup of it.

Management plans can be set out in any of a number of ways: here are the sections contained in one type of plan:

The Mission Statement

The mission statement is a short statement of purpose and function for an organisation or unit of a business organisation. The mission statement is the reason for the organisation's existence. A mission statement should be not much more than a sentence long, but it should include:

  • a broad description of the outcomes the organisation is working to achieve; and
  • a broad description of the outputs or service you provide.

Sample Mission Statement

To contribute to the wellbeing of at-risk Auckland youth by providing:

    a. crisis support (including referral services)
    b. life skills programmes to young people and their families.

The Client Statement

A client statement is a short statement that describes the clients (i.e. users) of your organisation's service. It tells you exactly who you are working for, and what the need is for your services.

The client statement should be also be short and specific. It should include:

  • a description of the client group (include all categories)
  • the general location of the client or user group, and
  • an estimate of the client demand for the period covered by the business plan (usually one year).

Sample Client Statement

It is our intention to provide services to all at risk young people aged between 15-18 years and their families in the Ponsonby and Grey Lynn area (client demand is estimated at 45 identified young people and their families).

Services Statement (outputs)

Your management plan should include a list of all outputs/services to be provided to clients during the following year. The services statement will:

  • clearly define the nature and extent of your organisation's services (i.e. contain all services)
  • focus on needs of the clients
  • relate to the mission statement
  • may have subheadings within each output, and
  • provide the framework for your organisation's job descriptions.

Sample Services Statement

Output/services Sub-outputs

  • Crisis support (including referral Emergency House)
  • Services provided (Wilson Street)
  • Life skills programmes provided
  • Management systems in place

Operational Plans

An operational plan is a list of the major actions that are needed to ensure the services (outputs) are delivered, i.e. it shows the way you will put the service in place to achieve the output. Operational plans are:

  • realistic but challenging
  • forward-looking, outputs- and service- orientated
  • focused on the major issue of client need, and
  • specific, measurable and time-framed.

You can begin to develop your operational plan by considering the priorities for the group - the changes it wants to make and the opportunities it wants to provide. From this, statements can be prepared about:
  • how each area of work will be done
  • when it will be done
  • by whom it will be done
  • how much it will cost

An operational plan should have action strategies that:
  • are workable and cost effective
  • relate to and move towards achieving a particular service or output
  • identify a person responsible for each strategy
  • are short and specific
  • are capable of being funded
  • identify other people who need to be consulted, and
  • identify a time frame.

Once you have identified all the outputs, it is a good idea to stand back and review the whole picture, to see whether what has been identified is realistic, in terms of time and workload.

Sample Management Systems Operational Plan

FinancialAction forCompleted by
Establish reporting system: accounts on computer printout presented at monthly meetingTreasurer (Joan)Ongoing
GST: register for GSTTreasurer (Joan)1 January 2004
Generating Income
Working party to do feasibility study on vege garden projectHemi, Bo, Ruth30 April 2004
Grant calendar to be drawn upMary10 May 2004
Grants applied forMaryOngoing
Write job description/ideal person specification for youth workerSue, Ruth1 Feb 2004
Negotiate contracts of employment with all paid staffJoan, Bo, Mary1 March 2004
Evaluate all current positionsJoan, Bo, Mary15 April 2004
Recruit and train volunteersHeather, Bo30 April 2004
Management Information
Establish stats and client feedback system.Hemi15 Feb 2004
Develop new filing systemJohn1 May 2004
Bicultural Policy
Develop bicultural training (Project Waitangi)Joan, Hemi Bo, Mary, 1 June 2004

Sample Client Services Operational Plan

Provision of crisis support includng referral servicesAction for By
Halfway House: Wilson Street
Develop emergency help rosterHeather1 March 2004
Notify house availability to 4 Social service agenciesYouth worker15 March 2004
Initiate quarterly liaisonHeather &30 March 2004
Meetings with Children, Young Person Service and Income Support ServiceYouth worker
Contact Goodwill Store for secondhand clothing.Mary15 Feb 2004

Resourcing Plans

All management plans require a resourcing plan, because you also need to know how the services you provide will be funded.

Your resourcing plan should be made up of the following: budget, expenditure and income.

Voluntary groups often receive considerable assistance in the form of non-monetary resources, e.g. volunteer labour, gifts of materials, free photocopying, use of vehicles and free training. These can also be included in the resourcing plan.

Sample Resourcing Plan

Organisation ................................................................
Budget for year beginning ..................……200

Opening Balance= closing balance from previous financial year (A)$………. ·….
Donations$………. ·….
Fundraising$………. ·….
Grants (specify)$………. ·….
$………. ·….
$………. ·….
$………. ·….
Other income$………. ·….
$………. ·….
Total income for this period(B)$………. ·….
Total income(A) + (B)= (C)$………. ·….
Other resources
(note non-monetary resources)
Wages $………. ·….
Worker Allowances$………. ·….
Travel Expenses$………. ·….
Rent$………. ·….
Electricity$………. ·….
Phone$………. ·….
Stationery$………. ·….
Training$………. ·….
etc$………. ·….
etc$………. ·….
Total expenditure (D)$………. ·….
Note: if your expenditure (D) is greater than your income (C), you will need to consider where you will find the balance.

Evaluation and Monitoring

Evaluation is a structured process that looks at who has done what, with whom, with what result and at what cost. It enables you to take an in-depth look at your work and accurately assess whether you have met the outcome on which you decided. It also enables you to find out what works and what does not. For evaluation to work effectively for your organisation it should be done on a regular basis.

Monitoring is part of the evaluation process. It consists of the day-to-day observing and recording of events.

Advantages of Evaluation

Evaluation makes the job of people running the operation/service easier and ensures the operation/the project is as effective as possible by:

  • making sure the operation or project has the maximum impact
  • identifying strong points that can be built on
  • pointing out potential problems before they develop any further
  • providing a clear understanding of what a problem is, and the options that are available to fix it
  • providing systematic, reliable information that will make it easier to reach agreement, even if people have different views
  • identifying where your resources of people, money, time and effort should best be spent, so you get the best return for all you put in
  • showing the difference the project has made to those who take part in it, the helpers and the community at large
  • giving you a clear sense of direction for the project, by providing information about what happened and why
  • showing the changes that have taken place, so you can compare what happened with what was intended, and assess whether these changes were for the best
  • providing information and feedback to any groups you may have to report to, such as national, regional or local associations
  • helping fulfil the requirement for projects to be accountable, particularly when funding has been received or other help has been given
  • backing up applications to agencies, such as local bodies, for funding or the use of facilities
  • making services and projects known to people in the community, both potential users and others who may be interested
  • enlisting the support of people in the community and other workers involved in similar projects or the provision of similar services, and
  • recruiting and training staff and volunteers.

Setting Up Evaluations

Evaluation of your organisation's work should be based on the goals and objectives of your group. The processes you develop for collecting precise, systematic and reliable information about your operation and for evaluating your performance should be decided at the time of planning and should be included in the management and operational plans your group has developed for the organisation.

You can develop standards for your evaluations using, for example:

  • throughput (the number of users and/or clients)
  • quality
  • timeliness
  • cost, and
  • the impact on users of your service.

You then:
  • build these standards into your management and operational plans
  • collect information based on the standards in the plans, using the monitoring methods you have developed
  • compile and summarise the information, and
  • feed the results back to those involved in the operation and other interested people, such as staff, committee, clients, funders, supporters and patrons.

Sample Evaluation Standards and Monitoring Methods


Emergency Accommodation at Wilson Street:

  • 80% occupancy at the house
  • Young people feel welcome and supported
  • The house is run to the agreed budget
  • Young people in need feel accepted into the house within 24 hours of initial contact.
  • Lawns are mowed weekly. Rubbish is put out weekly, etc.

Counselling services for young people and their families:
  • Target of 45 young people and their families.
  • Counselling is appropriate, with culturally sensitive referrals when appropriate.
  • All residents have an initial counselling session within two working days of entering the house.
  • All young people are supported at Family Group Conferences.
  • Counselling services area run to the agreed budget.

Monitoring Methods

Emergency Accommodation:

  • Keep records of the number of users and the length of their stays.
  • Client interview when they leave to establish:
  • why they are leaving
  • whether they had their needs met, and
  • whether they were supported in appropriate ways.
  • Record regular maintenance checks of grounds and houses.
  • Monthly checks of expenditure against budget.
  • Interview with family or other support workers for each young person.

Levels of Evaluation

An essential part of the evaluation process is to interpret evaluation results in a thorough manner rather than making assumptions about why things have happened.

There are three levels of evaluation:

  • descriptive: a simple statement of what was done
  • explanatory: a description and then some explanation of why it was done the way it was, or why it worked or not; and
  • assessment: judgement of the project against its purpose and objectives

Where to Find More Information

Published Resources

Managing your voluntary agency in New Zealand: a handbook (March 1993)
Risk Management: Managing legal risk for voluntary organisations (August 1998)
both of these can be ordered from:

New Zealand Federation of Voluntary Welfare Organisations
PO Box 9517
Phone: 04 385 0981
Fax: 04 385 3248

Ideas in Action: Planning Community Projects Training Kit (1996)
We are doing well - aren't we?: A guide to planning, monitoring and evaluating community projects (1990) both of these can be ordered from:

Department of Internal Affairs
PO Box 805
Phone: 04 495 7200
Fax: 04 495 7222

North Shore Community and Social Services have produced a range of written resources for community organisations. For further information contact
PO Box 33 284

or email:

Employing Committees and Paid Managers

Policies and Procedures

Being in an environment that mixes employers, employees and volunteers is not easy. You work side by side, you make decisions on committees, sometimes through a consensus approach that makes no distinction between employer and employee. You approach each other as equals, share the same commitment to the organisation and the same goals. You may be friends.

It is all the more important that everyone understands the rights and obligations that attach by law and by the employment relationship, to workers and employers. (Refer to Section D for more information on this.)

To ignore the basic power imbalance between workers and voluntary employing committees (i.e. the employer's right to hire, fire and manage workers) is only possible so long as the two are in total accord. Add any element of conflict - personality discord, poor communication, inadequate job performance, financial worries - and the employment relationship begins to challenge the professional and collegial bonds that tie the group together.

So this is the dilemma. On the one hand the group and their workers are bound inseparably by a common goal. On a day-to-day basis there are few distinctions between employee and employer and a uniquely harmonious work relationship (compared to most others) develops. But when it comes to employment matters you all have to accept that employer and employee are not equal. You are not even on the same side. This realisation can sometimes change the chemistry of the worker-employer relationship.

- with thanks to Christine Gillespie and "Seizing the Moment II"

Policy and Procedure: Definitions

There are many definitions of "policy". Here is just one: a policy is a plan of action adopted by a party, organisation, government agency, business or individual. A policy arises out of a process that happens over time and it has outcomes (some of which may not have been expected).

Policy comes in many forms, including among others: plan, guidelines, rules, strategies, theories; acts of law, government policies and regulations.

Generally the term "procedure" is used to describe the way the Manager (team leader, co-ordinator, supervisor, etc) implements the policies decided on by the employing committee.

Sample policy:

All voluntary staff will have six-monthly performance assessments, and training needs will be developed from these.

Sample procedure:

The manager will initially make an appointment and then meet with each unpaid worker to develop performance measurements using the job description. Five months later a one-hour appointment will be made for four weeks time, so manager and worker can assess and agree on worker performance by measuring it against the performance standards already agreed to. The worker’s performance will then be used as a basis to identify any training needs, and these will be organised by the Manager.

Identifying Governance and Management Roles: General Guidelines

One way of contributing to a good employment relationship is to be clear about what the role and responsibilities of the board or committee are in the organisation, and what the role and responsibilities of the manager are. Boundary lines for both should be clear, and levels of trust in the ability of the other party to do their part of the job should be high.

The Voluntary Employing Committee or Board is responsible for providing direction for the organisation through the development, approval, monitoring and review of the policies adopted by the organisation. It defines the organisation's purpose; sets policies and goals for significant areas of the organisation's work, in consultation with the manager, the staff and the community or clients. It appoints the manager and assesses his or her performance in meeting the organisation's goals. It also works to ensure the organisation is communicating effectively with its community.

The paid manager of the organisation is generally required to comply with the committee or board's general policy directions, but otherwise s/he has discretion to manage the organisation's day-to-day programmes and administration as s/he thinks fit.

The manager ensures the organisation is operating within the law and in line with the policies and goals established by the committee or board. S/he develops procedures so the policies of the board can be implemented; provides information, feedback, and advice to the board; oversees the day-to-day services; and oversees the personnel and administrative affairs of the organisation. The manager is also responsible for staff development.

Some managers accountable to a voluntary employing board are full members of the board by law (an example is the school principal); some others are full members as a policy of the board; still others attend board meetings in an advisory and reporting role only.

Some managers make recommendations to the board about the appointment of staff, comment on staff performance, and recommend action in respect of discipline, etc. Others are directly responsible for employment and management of staff and are held to account for them through their performance agreement with their own employer - the committee or board.

Collectives: Clarifying the employer-employee relationship

While it is important to clearly identify the employee-employer relationship within all community groups, it is particularly important within groups that operate as collectives. In collectives, it is possible for an individual to be both an employer and an employee of the organisation at the same time, because decisions are made by all the members. Particular attention should be paid to clarifying which hat - employer’s or employee’s - an individual is wearing at any particular time.

Some collectives set up a sub-group of the collective to take on employer responsibilities. The level of responsibility should be quite clear. For example, many organisations delegate responsibility for making decisions about day-to-day matters such as holiday leave but retain the final say over hiring and firing matters, with the subgroup making recommendations only.

Sorting Out the Roles in your Organisation: Workshop

This workshop involves brainstorming the functions and responsibilities of employees and committee members, then classifying who does what.

1. Set up a meeting between all employees (including volunteers) and committee members.

2. Employees and committee members discuss and list each group's responsibilities on two large sheets of paper (one for staff one for committee).

3. Place the papers on the wall, side by side, together with two blank sheets.

4. On the blank sheets, list the functions describing each group's responsibilities and any other responsibilities that you missed. Discuss both lists.

5. Some functions will be confined to the committee or to the staff, e.g. "Programme Development" may be a staff responsibility, while "Legal Business" may be a committee responsibility. The group should note any overlapping responsibilities.

6. Although the same functions may be listed on each sheet, clarify which part of the responsibility is the staff's and which part is the committee's. For example, budgets may be prepared initially by staff, with final preparation and approval by the committee.

7. Continue until there are two clear lists.

8. Discuss the implications of your results.

What did you discover that was new?

How will you implement new functions?

Are the responsibilities and functions included in organisational plans?

  • The functions and responsibilities lists need to be used - everyone should have a copy. Make sure new board members and staff know about:
  • the lists
  • how they were generated, and
  • how the functions are implemented.

Health and Safety in the Workplace

Obligations and Responsibilities

The principal object of the Health and Safety in Employment Act 1992 is to prevent harm to workers, including unpaid staff, those on work experience and others in workplaces, and it sets out the responsibilities of all the people involved in the workplace to ensure it is safe.

Employers' Obligations

If you are an employer then you must take all practicable steps to:

  • ensure your employees are safe at work
  • identify all hazards in a place of work, and
  • where the hazards are significant, eliminate, isolate or minimise your employees' exposure to the hazard.

You must involve your employees in the development of the procedures for identifying and managing hazards, including emergency plans.

If your employees are exposed to significant hazards you must provide them with protective clothing and equipment, and monitor their exposure to the hazard. You must also inform them about hazards in your business or workplace and of the results of any monitoring of their health or the work environment. You must take all practicable steps to train your employees to work safely, or have them supervised by someone with adequate qualifications or experience. You must also take all practicable steps to ensure that your employees do not harm other people while they are at work.

Employees' Obligations

You must not do anything at work that will harm yourself or other people.

If You Engage Contractors

You must ensure that the employees of the contractor and any subcontractors do not suffer harm while working on your contract.


Employers must keep a register of accidents and cases of serious harm, in which they record accidents. If an accident causes serious harm, you must not interfere with the scene of the accident until an inspector from the Occupational Safety and Health (OSH) Service of the Department of Labour authorises you to, unless it is to help the injured or prevent serious damage or loss of property. As soon as possible after the accident you must notify OSH of the event, and give OSH a written report on the prescribed form within seven days.

Safety and Health Checklists

These lists come from the OSH publication "The Small Business Guide to the Health and Safety in Employment Act 1992":

Safety and Health Systems

  • Are you familiar with health and safety regulations covering your workplace?
  • Has your workplace developed an effective way of systematically identifying hazards?
  • Have appropriate controls been identified and developed for each significant hazard?
  • Have you recorded this information?

Information and Training

  • Are employees provided with information about hazards to which they are exposed or which they may create?
  • Are employees adequately trained in the safe use of all plant, equipment, and clothing they may use or handle?
  • Are employees who do not already have necessary knowledge and experience provided with training?

Accidents and Emergencies

  • Are emergency procedures organised for your workplace?
  • Has everyone in the workplace been involved in their development?
  • Is everyone familiar with the procedures?
  • Are sufficient, clearly marked emergency exits available?
  • Are adequate and properly serviced fire extinguishers in place?
  • Is there a properly stocked first aid cabinet?
  • Is a trained person responsible for first aid?
  • Do you keep a register of accidents and serious harm?
  • Are all instances of serious harm notified to OSH?
  • Are all accidents that harmed any person - or might have harmed them - investigated?

Your Work Environment

  • Are workstations designed to ergonomic principles so there is a good physical fit between them and the users?
  • Are all workers who are at risk of back injury and Occupational Overuse Syndrome aware of the risks involved?
  • Do operators know how to adjust workstations for maximum comfort?
  • Do operators know how they can minimise work-related aches and pains through good posture, workplace exercises, good working technique, relaxation and regular breaks?
  • Do visual display units and computer workstations conform to the approved code of practice?
  • Are all work areas kept tidy and clean?
  • Are railings fitted on the open sides of stairs and platforms?
  • Are all accessways clearly marked and free of obstructions?
  • Is there adequate storage space for materials and equipment?
  • Is there adequate provision for scrap materials and waste?
  • Are floors clean, clear and free of tripping hazards?
  • Is there enough light to do the job safely and efficiently?
  • Is the quality of light adequate?
  • Is noise controlled at the source where possible?
  • Are noises isolated where necessary?
  • Is the right grade of hearing protection available?
  • Is adequate ventilation provided?
  • Is an effective extraction system in place to remove dust, steam, gas or fumes produced by any process?
  • Is there sufficient space for the work being performed?
  • Is the workplace maintained at a reasonable temperature?

Hazardous Substances and Chemicals

  • Are material data safety sheets available for all chemicals in use?
  • Are incompatible chemicals stored separately?
  • Are all containers labelled?
  • Are storage systems - racking, stacking, labelling etc - adequate?
  • Is a dangerous goods licence required?

Work Methods and Equipment

  • Does all machinery meet the required guard standards?
  • Are all electric leads or switches maintained to acceptable standards?
  • Are transformer or earth leakage devices used where there is any danger of shock?
  • Is suitable seating provided?
  • Are defined work methods and procedures followed?
  • Is the required safety equipment used?
  • Is appropriate personal protective clothing and equipment available and maintained?

Insurance for Community Groups

Organisations are growing more aware and apprehensive about liability claims for injury and property damage from others than employees.

If your organisation is concerned about protection from this form of liability, a range of insurance policies is available.

Before signing up for any insurance, ensure that all of the options have been thoroughly explored. As part of this, talk with other community organisations to find out what has and has not worked for them.

Look carefully at the nature of the activities of your organisation, and decide what the dangers are - what could happen - and how great the risks are - how likely they are to happen - before deciding how much to spend on insurance.

Be aware that insurance cover will not limit all forms of liability.

Some of the insurance options that are available:

Public Liability Insurance:

This indemnifies agencies against claims from injury, accidents or property damage and covers against claims from all persons other than employees. It should protect individual volunteers from claims from clients or the public and other agency members, either volunteers or employees.

Employers’ Liability Insurance:

This involves obtaining an extension on an existing policy to cover liability from claims from volunteers.

Personal Accident Insurance:

This is for volunteers. It provides payments for injuries or death in the course of work of the agency, thus providing protection where the Accident Rehabilitation and Compensation Insurance Act does not apply.

Professional Indemnity Insurance:

This applies where agencies offer advice to clients or members of the public and clients take action to recover resultant financial loss. To avoid liability, the agency would need to prove reasonable care was taken to correct the advice. This insurance is expensive, and the need for it must be balanced against the perceived risk.

For further information on insurance options, contact an insurance broker.

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Last updated: 13/05/2005