CHCCDE012 Student Workbook - SRI - 1.1

Learner
Guide &
Workbook
CHCCDE012
Work within organisation and

government structures to enable
community development outcomes
© Viviana Cohn, 2016
www.gesseducation.com.au
CHCCDE012 Work within organisation and government structures to 2
enable community development outcomes
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Contents page
COPYRIGHT NOTICE ..................................................................................................................................................... 2
GENERAL INFORMATION ............................................................................................................................................. 6
UNIT DESCRIPTION............................................................................................................................................................... 7
APPLICATION ...................................................................................................................................................................... 7
KNOWLEDGE EVIDENCE......................................................................................................................................................... 7
ELEMENT 1: WORK WITHIN THE STRUCTURES AND PROCESS OF THE ORGANISATION ................................................ 9
Critical theories for analysing human service organisations....................................................................................... 9

Principles of participatory democracy ....................................................................................................................... 10
1.1 IDENTIFY AND WORK WITHIN THE MANAGEMENT AND GOVERNANCE STRUCTURE, PHILOSOPHY AND PURPOSE OF OWN ORGANISATION 11
Why do we need to understand governance structures? .......................................................................................... 11
What types of governance structures exist in the Community Sector? ..................................................................... 12
1.2 WORK WITHIN LINES OF DECISION-MAKING AND ACCOUNTABILITY IN CONTRIBUTING TO PLANNING PROCESSES IN RELATION TO
ORGANISATION’S COMMUNITY DEVELOPMENT ACTIVITIES ........................................................................................................... 16
How is management structured in the Community Sector? ..................................................................................... 16

What are the roles and responsibilities in community sector organisations?........................................................... 17
1.3 ENSURE DECISIONS AND PROCESSES ARE DOCUMENTED AND ACCESSIBLE TO ALL INVOLVED .......................................................... 18
REVIEW – Element 1 .................................................................................................................................................. 22
ELEMENT 2: ASSESS EXTENT TO WHICH ORGANISATION SUPPORTS COMMUNITY DEVELOPMENT WORK ................ 23
2.1 PLAN FOR ASPECTS OF THE MANAGEMENT STRUCTURE, PHILOSOPHY AND PURPOSE, GOVERNANCE STRUCTURES, POLICIES AND
PROCEDURES WHICH ARE SUPPORTIVE OF COMMUNITY DEVELOPMENT WORK ................................................................................. 23
Principles and values underpinning governance of community organisations: ........................................................ 25

2.2 PLAN FOR ASPECTS OF THE MANAGEMENT STRUCTURE, PHILOSOPHY AND PURPOSE, GOVERNANCE STRUCTURES, POLICIES AND
PROCEDURES WHICH MAY CREATE BARRIERS TO COMMUNITY DEVELOPMENT WORK ......................................................................... 27
Debates and differences in governance and management models: ......................................................................... 27

REVIEW – Element 2 .................................................................................................................................................. 32
ELEMENT 3: ............................................................................................................................................................... 33
UTILISE ALL LEVELS OF GOVERNMENT FOR COMMUNITY DEVELOPMENT ACTIVITIES AND PROJECTS ....................... 33
3.1 RESEARCH ALL LEVELS OF GOVERNMENT THAT PROVIDE COMMUNITY FUNDING ......................................................................... 33

3.2 IDENTIFY CURRENT AND POSSIBLE FUTURE FUNDING SOURCES FOR COMMUNITY RESOURCES AND PROGRAMS: ................................ 36
3.3 PLAN FOR GOVERNMENT POLICY BARRIERS AND, WITH COMMUNITY MEMBERS, IDENTIFY STRATEGIES TO SUPPORT CHANGE............... 37
3.4 DEVELOP STRATEGIC ALLIANCES BETWEEN ORGANISATION, COMMUNITY MEMBERS AND RELEVANT GOVERNMENT AGENCIES TO SUPPORT
COMMUNITY DEVELOPMENT ACTIVITIES .................................................................................................................................. 42
3.5 PROACTIVELY SEEK OPPORTUNITIES TO INFLUENCE GOVERNMENT DECISION AND POLICY MAKING IN LINE WITH COMMUNITY ISSUES AND
PRIORITIES......................................................................................................................................................................... 44
3.6 ENSURE COMMUNITY DEVELOPMENT ACTIVITIES AND PROJECTS ADHERE TO RELEVANT COMMONWEALTH, STATE/TERRITORY AND LOCAL
GOVERNMENT LEGAL REQUIREMENTS ..................................................................................................................................... 46
3.7 REGULARLY UPDATE INFORMATION ABOUT CURRENT LEGAL REQUIREMENTS AND IF APPROPRIATE, DEVELOP PROPOSALS TO MODIFY
ORGANISATION POLICY AND PROCEDURES IN RELATION TO COMMUNITY DEVELOPMENT ACTIVITIES ..................................................... 54
REVIEW – Element 3 .................................................................................................................................................. 56
ELEMENT 4: ............................................................................................................................................................... 57
MAINTAIN THE PROFILE OF COMMUNITY DEVELOPMENT WORK WITHIN THE ORGANISATION ................................ 57
4.1 USE FORMAL AND INFORMAL NETWORKS TO COMMUNICATE THE ORGANISATION’S COMMUNITY DEVELOPMENT ACTIVITIES AND
ACHIEVEMENTS .................................................................................................................................................................. 57
4.2 USE A RANGE OF COMMUNICATION MEDIA AND ACTIVITIES TO CONVEY INFORMATION ABOUT COMMUNITY DEVELOPMENT ACTIVITIES
AND ACHIEVEMENTS OF THE ORGANISATION TO ENCOURAGE SUPPORT AND INTEREST ...................................................................... 59
4.3 SEEK AND UTILISE OPPORTUNITIES TO PROMOTE THE ORGANISATION AND ITS COMMUNITY DEVELOPMENT WORK AND ACTIVITIES ....... 60
4.4 DISPLAY CONFIDENTIALITY AND SENSITIVITY IN DETAILS, CONTENT AND EXTENT OF PUBLIC COMMENT ON ORGANISATION’S ACTIVITIES . 62
Informed consent and de-identification .................................................................................................................... 63
Appropriate use of language..................................................................................................................................... 66
REVIEW – Element 4 .................................................................................................................................................. 71
ELEMENT 5: ............................................................................................................................................................... 72
MAINTAIN MANAGEMENT SUPPORT FOR COMMUNITY DEVELOPMENT ACTIVITIES AND PROJECTS ........................ 72
5.1 IDENTIFY AND ADVISE MANAGEMENT OF POLITICAL, SOCIAL, CULTURAL AND ECONOMIC TRENDS THAT MAY IMPACT ON COMMUNITY
DEVELOPMENT ACTIVITIES AND PROJECTS ................................................................................................................................ 72
5.2 ENSURE COMMUNITY DEVELOPMENT ACTIVITIES AND PROJECT WORK IS WITHIN THE POLICIES AND PROCEDURES OF THE ORGANISATION
....................................................................................................................................................................................... 74
5.3 PROMPTLY ADDRESS PROBLEMS IN IMPLEMENTING DEFINED PROCEDURES TO ENSURE RESOLUTION............................................... 77
5.4 IDENTIFY AND SEEK TO RESOLVE CONFLICT BETWEEN ORGANISATION POLICIES AND COMMUNITY OR PUBLIC ISSUES .......................... 78
5.5 ENSURE INFORMATION ABOUT COMMUNITY DEVELOPMENT ACTIVITIES AND PROJECTS IS PROVIDED WITHIN THE MANAGEMENT
STRUCTURES TO FACILITATE EFFECTIVE AND INFORMED DELIBERATIONS AND DECISION-MAKING.......................................................... 80
REVIEW – Element 5 .................................................................................................................................................. 82

References ................................................................................................................................................................. 83

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Version Control
Material Version Release date
Template V 1.6 August 2016
Unit released V 1.1 October 2016

CHCDE012 Work within organisation

and government structures to
enable community development
outcomes
Unit Description
This unit describes the skills and knowledge required to work within community
and government structures to enable community development processes.
Application
This unit applies to workers in both health and community sectors and/or a
community development work context. Workers at this level will be part of a
professional team and have the responsibility of supervision of others.
The skills in this unit must be applied in accordance with Commonwealth and
State/Territory legislation, Australian/New Zealand standards and industry
codes of practice.
Knowledge Evidence
To successfully complete this unit of competency, students must be able to
demonstrate the following essential knowledge:
 relevant legislation and public policies

 structures and systems that support or present barriers to community

development
 principles of participatory democracy
 range of management and governance structures operating with the

community services industry
 social, economic, political, cultural and economic development
 all possible funding sources
 critical theories for analysing human service organisations
 critique of managerial approaches including:
 management systems and principles
 performance standards
 service quality development
 consumer focus
 enterprise agreements
 performance monitoring and review
 change management principles
GeSS resources will cover the above knowledge evidence for this unit of
competency through the following approach:
 within theory for each element below

 within activities for each element below
 through handouts, videos, readings, website referrals, topic
powerpoints, etc. within Teacher resources for this unit

Element 1: Work within the

structures and process of the
organisation
Critical theories for analysing human service
organisations
In Australia, the government provides most social services funding
including subsidising incomes for people in the community such as
providing unemployment benefits and disability pensions administered
by Centrelink. This approach is informed by the social theories we have
just examined and will vary depending on which political party is in
power. Mostly both major political parties in Australia uphold the view
that government plays a key role in protecting and promoting the
economic and social well-being of its citizens is based on the principles
of equality of opportunity, equitable distribution of wealth, and public
responsibility for those unable to avail themselves of the minimal
provisions for a good life.
The following table provides a very brief description of which of the

three social theories described informs which social policy:
Political / Social theory Social policy
Conflict theory – that the social world Government has a role as a form of
is made up of competing interests umpire between competing
interests such as the trade union

movement and employers in

commercial business.
Functionalism – that the social world Government has a role as a form of

is made up of parts which all fit facilitator of different parts of
together well society who it views do not
compete but rather are inter-
dependant relying on each other to
co-exist
Symbolic interactionism – this is what Individualised case management

we call a micro theory as it does not approach (working one-one with
try to describe the way the whole clients as opposed to working with
social world works but rather how client groups)
individuals interact with each other
Principles of participatory democracy

Community development is a process where community members
come together to take collective action and generate solutions to
common problems. Community wellbeing (economic, social,

environmental and cultural) often evolves from this type of collective

action being taken at a grassroots level.
(source: http://www.peernetbc.com/what-is-community-development)
Community development is founded on the principle of participatory

democracy. That is, the concept is based on the fact that we live in a
society where everyone has a vote on who will govern us and we can
participate in the governance process by a number of ways including
voting at general government elections. Participating democratically in
our community involves showing an interest in the decisions made by
people who govern us including local government, state government
and federal government, but also the management decisions of
organisations we work for and are serviced by.
1.1 Identify and work within the

management and governance structure,
philosophy and purpose of own
organisation
Why do we need to understand governance

structures?
As community development workers you will work with a variety of
organisations including your own employer all of which will be governed
by differing structures. It is important that you understand the
management structures within which you work for two key reasons:

Firstly, understanding organisational governance and management

structures will give you clues about the philosophy, values and purpose
of an organisation. How an organisation reaches certain decisions and
how an organisation implements certain decisions often reflects the
philosophies, values and purpose underpinning the organisation.
Secondly, in order to achieve successful community development

outcomes you will need to understand who and how decisions are
made within both your own organisation’s governing and management
structures as well as the governing and management structures of
organisations that represent stakeholders integral to the community
development objectives you seek, such as government bodies or
competing interest groups.
What types of governance structures exist in the

Community Sector?
There are a number of legal frameworks within which organisations in
the Australian Community Sector can be governed. Each legal structure
is designed and regulated by legislation passed by Parliament. Most of
these laws are State or Territory based, with one exception. So it is
important to check the legal system in your State or Territory to
understand the specific legal requirements relating to the governance
structure in the relevant state community sector. However common to
the Community Sector in all Australian States and Territories are the
following models of governance:

1. Cooperatives
In a cooperative structure members are expected to share the

responsibility of running the organisation, although they may elect
Directors to make certain decisions on their behalf. In most states
cooperatives are distinguished between those which are permitted to
distribute a profit to their members and those that are not-for-profit
distributing. There are over 2,400 cooperatives in Australia. In the
Community Sector co-operatives include co-operative childcare
centres and neighbourhood centres, and housing co-operatives which
are mainly small, formed to own or manage government-owned
housing.
The following legislations set out the legal requirements for cooperatives
in different states and territories. Review the laws relevant to your State
or Territory:
 ACT - Co-operatives Act 2002

 NSW - Co-operatives Act 1992 (and the Co-operatives
Amendment Act 1997)
 NT - Co-operatives Act
 Qld - Co-operatives Act 1997
 SA - Co-operatives Act 1997
 Tas -
http://www.austlii.edu.au/au/legis/tas/consol_act/ca1999157/
 Vic - Co-operatives Act 1996
 W.A. - Co-Operative And Provident Societies Act 1903
Web source:
https://www.ourcommunity.com.au/management/view_help_sheet.do?articleid=733

Activity:
Name two community organisations in the Community Sector in your

State or Territory that is governed by Cooperative legislation:
2. Not-for–profit companies
Company legislation sets out the rules and rights in which an

organisation can do business with the proprietors being shareholders.
Not-for-profit companies have the same structures as any other
company except that the organisations’ memorandum and articles of
association state that the companies’ purpose is the “good of the
community” rather than “for profit”. There are certain not-for-profit
community services that are required by law to be registered
companies in order to receive government funds. This includes some
Aged Care Community organisations and some registered clubs. [see
Aged Care Act 1997 (Cth), the Aged or Disabled Persons Care Act
1954 (Cth) and the Registered Clubs Act 1976 (NSW)]
Activity:
Name two community service organisations in your State or Territory that

are set up as a not-for-profit company:
3. Incorporated Associations
Most community service organisations are registered as Incorporated

Associations. An Incorporated Association is a registered legal entity
usually for recreational, cultural or charitable purposes with at least five
members and all profits applied to the purposes of the association. It
receives recognition as a legal entity separate from its members and
offers some protection for office holders from any debts or liabilities

incurred by the group as long as the association doesn't make a profit

for its members.
Web source: http://ourcommunity.com.au/directories/directories_article.jsp?articleId=2103
Activity
Name two community service organisations in your State or Territory that

are set up as an Incorporated Associations:
4. Aboriginal Councils and Associations
Some Aboriginal organisations can be registered as legal entities by

way of the Federal Government's Aboriginal Councils and Associations
Act 1976. This incorporation status provides them with Nationwide
registration enabling them to be recognised in every State and
Territory. See Office of the Registrar of Aboriginal Corporations
www.orac.gov.au for further information.
Activity
Name one Community Sector organisation that is set up as an

Aboriginal Council and / or Association:

1.2 Work within lines of decision-making

and accountability in contributing to
planning processes in relation to
organisation’s community development
activities
How is management structured in the

Community Sector?
Management structures can be distinguished from governance
structures in that they dictate the way in which day to day decisions
are made within an organisation. Regardless of how an organisation in
the community sector is legally established, their management
structures are determined by internal policies and procedures rather
than by government laws (although some laws provide regulations on
some key elements of management structures in organisations).
General Management structures are concerned with procedures
relating to the lines of responsibilities, inter-departmental liaisons,
authority for external communications, guidelines for ethical conduct,
and procedures relating to punishment for breaches. As a Community
Development Worker you need to understand both the internal
management structure of the organisation which employs you as well
the management structures of organisations which you work with
and/or intend to influence (such as Government Departments).
Knowing who is making the final decisions and understanding the

extent to which the person you liaise with can make decisions, is vital in
achieving effective Community Development outcomes.
What are the roles and responsibilities in

community sector organisations?
When working in a Community Sector Organisation it is important to
understand the distinct roles and responsibilities of the Board and its
staff. The board is the highest authority and is responsible for setting the
organisations objectives. The Board is responsible to the community it
represents through its membership and client base. The staff of the
organisation are responsible for providing the Board with the
information necessary to make those big picture decisions. The staff
are also required to implement the Boards plans and policies in the
day to day operation of the organisation.

1.3 Ensure decisions and processes are

documented and accessible to all
involved
Although there are a variety of communication methods available to
us as community development workers there are often instances
where the production of written material will be the most effective and
appropriate method available. It is important to ensure that decisions
and processes within the community organisation are documented
and accessible to all involved. Within the community sector written
communication will be necessary when producing the following:
 Minutes of meetings
 Recordings of actions or group outcomes
 Press releases
 Pamphlets and leaflets
 Education and promotional materials
 Organisation templates
 Submissions for funding
 Routine and complex reports
 Proposals, project plans and spreadsheets
 General internal and external correspondence
 Speeches, journal articles and marketing materials
 Instructions, procedures and policies
 Memorandums of understanding

Some of these documents are required in order to meet legal

obligations. For example, the minutes of Board Meetings and some
reporting functions are regulated by government made laws that are
designed to ensure that Community Organisations are run in an
accountable and transparent manner. In these circumstances there
may not be much room for creative persuasive writing. The structures
of these types of documents are often pre-determined by rules and
guidelines. In the case of some grant reports or funding submission you
may even have a document template within which your organisation
must comply.
There are however, other circumstances where your skills in crafting

influential written communication will be required. When producing
pamphlets or releasing a press release for example, your written work
will need to be made up of less technical terminology and more
simple language designed to both be easily understood as well as
persuade your readers.
Whatever the circumstance and however the structure there are some
basic writing principles that we need to keep in mind when
communicating in the community sector.
 Think from the audience’s perspective. What questions will the

reader have?
Deciding who your reader is before you start writing should influence
both the style in which you write and the language that you use. Try to
think from your audience’s perspective and plan your document
around the type of questions and information that they will be seeking
in reading your document.
 Organise your ideas, so you know where you are going.

Planning your document both in structure and key points before you
throw yourself into the writing is a very important part of the clear
writing process. The way in which you plan your document can be an
individual process. Some people find it is useful to map out their
document in point form; other people will work on the content page
before starting to write under each of the subheadings they decided
on in advance. Some people find that writing the conclusion before
they start writing the document helps clarify in their own mind where
the arguments in the document should head. Many people find that
writing the introduction to their document as the very last step in the
writing process helps them summarise their writing in a succinct
manner.
 Package your message so that you position important details

where readers will see them.
The other aspect of writing clear documents is to ensure that your

reader will see the messages you want to send across and not get lost
in details. Using short simple sentences is one very effective way to get
the message across directly. Only elaborate on a point if you think the
details are vital in getting that point across. Ensure that there is only
one idea presented in each paragraph and don’t overwhelm your
readers with tangents and asides that may be interesting but not
necessary to get the main theme across.
 Avoid mistakes in grammar and punctuation that make readers

wince.
Some readers, especially those who are not accustomed to the 00ties
texting era where abbreviated words have become the norm,
actually wince when reading grammatical errors and mistakes in
punctuation. Use the spell check in your word software and take heed

when the computer tells you that a sentence is fragmented. It may

sound ok when you say the sentence out loud in conversation, but this
does not always translate ok in the written word. Writing documents in
your work context is not the same as writing an email in your personal
life. Remain formal, and the messages in your document will carry the
weight you hope them to achieve.
 Check your work against organisational policies and legal

frameworks:
Before publishing your documents, it is important to ensure that

relevant policies in your organisation have been adhered to. It may
not be obvious to you initially, but policies relating to Equity and
Access can have an influence on how your written documents are
presented. You may find yourself inadvertently breaching laws relating
to defamation, confidentiality or even security in your written
documents. So make sure you have read and understood all of the
organisation's policies and legal obligations before you start writing –
this way you will have these guides in the back of your mind as you
craft your messages in words.

REVIEW – Element 1
What have you learnt?
What would a governance structure look like for a community service

organisation?
Where would you find the governance structure, philosophy and purpose of
your own place of work?
What strategy would you use to identify your organisation’s vision and mission
statement?
How does the above relate to you as a community service worker?
As a community service worker how would you contribute to the planning

processes in relation to an organisation’s community development activities?
List some reasons why it is important to document any decisions and processes
you make and undertake.
Who would need to see this documentation and why?
Summary: if you can answer the above questions, then you have gathered an
understanding of how to work within the structures and process of an
organisation. If you have not been able to answer the above, then further
research is recommended with using the above questions as a guide.

Element 2: Assess extent to which

organisation supports community
development work
2.1 Plan for aspects of the management

structure, philosophy and purpose,
governance structures, policies and
procedures which are supportive of
community development work
As mentioned previously, community development workers employed
by community organisations will often be required to work within any
one of the various governance structures. Either as a staff member of an
Incorporated Association or a not-for-profit company for example, you
will be accountable to a Board of Management. In most cases, the

Boards you encounter within the community sector endeavour to

represent the interests and views of communities and the general public
within their immediate context. The extent to which the organisation
supports community development work is largely determined by the
way the way in which the organisation is governed.
Incorporated Associations require that their Board be elected from their

membership. Membership of these Associations is usually attracted to
the organisation because the organisation seeks to provide a service to
a particular social sector and/or community. For example, the Victorian
Mental Illness Awareness Council seeks to represent and provide an
advocacy service to people who have been diagnosed with a mental
illness. Most of the members of this organisation are people who have
been diagnosed with a mental illness and the Board of Management is
made up of people who seek to advocate on behalf of people who
have been diagnosed with a mental illness.
On the other hand, cooperative societies are also governed by a Board

which seeks to represent the organisations members’ interest in the
management decision making processes. For example, in New South
Wales the Community Childcare Cooperative Ltd requires it members
to be made up of representatives who have an interest in the childcare
sector such as being an educational institution providing children
services training courses or is a licensed children service organisation.
These members in turn elect a Board to represent their views in the
governance of the cooperative.

Principles and values underpinning governance

of community organisations:
In June 2008 a National Community organisation called
OurCommunity.com.au developed a statement entitled a “Code of
Governance for the Australian Community Sector”. This code was
developed in consultation with people involved in the Australian
community sector. They all agreed that the code was necessary in order
to articulate some fundamental core values for the sector.
In its introductory remarks the codes state its purpose as follows:
A governance code sets out the values that the organisation

considers central to its operations, describes the boundaries of
acceptable behaviour for the organisation based on these values,
and identifies the areas in which procedures are required to police
these boundaries.
The values set out in the code are also reflective of principles underlying
Community Development principles. Hence, the code asks the reader
that it be judged against the following criteria:
Enabling
The basic requirement of a governance code is that it ensures that

power in an organisation is properly sourced from the
organisation’s own community, that it is not able to be hijacked or
hidden away, and that it is able to be contested fairly within the
rules.

Responsive
The value of civil society is that it provides a counterweight to

power, that it allows dissident views to be heard, and it gives power
to the powerless. These strong points also have to be applied within
the organisation. The power of the board has to be limited by the
rights of all stakeholders, and by the organisation’s responsibility to
our society.
Flexible
The Australian community sector is diverse in size, purpose, and

legal form. Almost no statement can be applied to every
community organisation, and any rule that applies to every group
will be inappropriate for many. Such a governance code therefore
needs to be flexible both in its interpretation and its application,
dealing with principles rather than regulations.
Positive
The code should stress what boards should actually do. A long list
of things boards shouldn’t do leads to caution, inertia,
bureaucracy, and many other undesirable organisational traits.
Web source: http://www.ourcommunity.com.au/files/governancecode.pdf
Activity
Research the philosophy and values of three community organisations

in your local area. List their main objectives and then compare how
these differ from each other:

2.2 Plan for aspects of the management

structure, philosophy and purpose,
governance structures, policies and
procedures which may create barriers to
community development work
Debates and differences in governance and

management models:
To identify whether your organisation governance and management
structure, philosophy and purpose and policies and procedures are
supportive of community development work it is necessary to
understand some of the different models evident in the Community
Sector. The following table describes different models that community
organisations operate, outlining both benefits and barriers to inclusive
community development approaches:

Your Organisation Governance model
Kitchen Table Board Management Model
Small start-up, no paid staff, everybody pitches in Individually or in committees, board members take on all governance,
management and operational tasks including strategic planning,
bookkeeping, fundraising, newsletter production, and program
planning and implementation.
Board members are chosen for their willingness to work.
Board meetings are working bees.
But the danger with this approach is that the Board will continue trying
to run things at the micro level even after the organisation has grown
and hired staff and set up its own administrative structures, leading to
conflict and confusion between paid and unpaid workers.
Follow the Leader Advisory Board Model
Smallish organisation built around one person This model emphasises the helping and supportive role of the Board.
(often the founder) as CEO or president. The Board's role is primarily that of helper/advisor.
Board members are recruited because they are trusted as advisors by

the CEO, or because they have a professional skill that the
organisation needs but does not want to pay for; or because they are
likely to be helpful in establishing the credibility of the organisation for
fundraising and public relations purposes.
Board meetings tend to be informal and task-focused, with the

agenda developed by the CEO.
But the problem with this approach is that the law says that it's the
Board, not the CEO, which is responsible for the organisation, and a
Board that isn't willing to supervise (and overrule) its CEO where
necessary is taking risks with its accountability.
Cash Cow Patron Model
Larger organisations with routine administration The Board in the Patron Model has even less influence over the
and few debates about direction, that have a organisation than in the Advisory Board model. The Patron Board
clear job to do and just want to get on with it serves primarily as a figurehead for fundraising purposes. Such a Board
is particularly good for capital campaigns and to establish your
financial credibility.
Board members are wealthy and influential individuals with a

commitment to the mission of the organisation
Board meetings are held infrequently, as the real work is done outside
board meetings.
Many organisations maintain a board of patrons as a supplement to

their governing boards, making it a committee or some form of
separate operation.
But this kind of board is not terribly helpful if you actually have real
governance tasks to do such as vision development, organisational
planning, or program monitoring.
Representative democracy Membership model

The organisation is there to service or support its The board is seen as a condensed version of the organisation, and its
members, and the board should as far as possible job is to deliver what the majority of members want.
follow the view of the members on any particular
issue.
Board members are chosen for their opinions as well as their ability.
In some circumstances clients can be members,

Board meetings involve frequent votes to see which opinion
and the organisation is therefore client-run.
predominates.
But there can be problems relating board priorities to administrative

structures and systems.
The Collective The Cooperative model
Some organisations try to avoid hierarchical The organisation strives to fit the board of directors into its
structures through "peer management" or organisational philosophy by creating a single managing/governing
"collective management." In this model, all body composed of official board members, staff members, volunteers,
responsibility is shared, and there is no Chief and sometimes clients. If all goes well, the organisation benefits from
Executive Officer. Decision-making is normally by the direct involvement of front-line workers in decision-making and the
consensus, and no individual has power over camaraderie from the interaction of Board and staff.
another.
Board members need a shared sense of purpose, an exceptional level
of commitment by all group members, a willingness to accept
personal responsibility for the work of others, and an ability to
compromise (however, as cooperatives often arise out of strong
ideological or philosophical commitments, compromising may be
easier said than done).
Board meetings work by exhaustive debate leading (sometimes) to

consensus.
But the wide and shifting membership can make it difficult to pursue a
consistent direction. Accountability is also often a problem in the
absence of structure.
(Reproduced with thanks to http://www.ourcommunity.com.au)
Despite the fact that the above table describes the way in which some
organisations in the community sector operate there is much debate
about how organisations should operate. A number of theorists in the
human services field have attempted to design “ideal” models of
governance and management structures as follows:

Board managers Management Team Model / Partnership model
The Board has functions, not constituencies, and A Management Team model organises committees and activities along
has real, not nominal, direction of the functional lines. The structure of the Board and its committees usually mirrors
organisation. The Board is at the top of a the structure of the organisation's administration. Just as there are staff
managerial hierarchy. responsible for human resources, fundraising, finance, planning, and programs,
the board creates committees with responsibility for these areas.
Boards have a high degree of involvement in operational and administrative

activities. In organisations with professional management this normally takes
the form of highly directive supervision of the CEO and staff at all levels of the
organisation. Structurally, there may be many committees and sub-committees.
Decision-making extends to working with the administration on details about
programs, services, and administrative practices.
Board members are chosen by the existing Board for their fit to the
organisation's needs for specific skills and abilities. This model emphasises the
systematic selection, induction and training of Board members. The goal is to
put in place a Board that works effectively as a team.
It's common for the CEO to sit on the Board ex officio or at least to be present
to serve as board liaison.
Board meetings deal both with policy and with aspects of administration.
But this can lead to the Board frittering its time away on day-to-day matters
that are properly the responsibility of the staff
Carver Board Policy Board Model
The originator and most influential proponent of The Board takes the policy decisions that will add value to the organisation.
the Policy Board Model is John Carver, whose
book Boards that Make a Difference has had a
The tasks of the Board are to establish the guiding principles and policies for
great effect on thousands of not-for-profit
the organisation, to delegate responsibility and authority to the CEO (who is
organisations.
then responsible for enacting these principles and policies), to monitor
compliance with those guiding principles and policies, and to ensure that the
Boards operating under the Policy Board Model CEO (and through the CEO the staff) is held accountable for their performance.
are characterised by a high level of trust and
confidence in the CEO. In the Policy Governance
The Board evaluates the CEO's performance regularly and thoroughly.
Model the CEO is the only employee of the board,
and all other staff are employees of the CEO.
But the partnership model needs ideal Board members to function properly,
members who know how the organisation works and possess exceptional
understanding of its strengths and weaknesses. Board members of this calibre
are difficult to find. The time demands on Board members are also high, as
they need both to be briefed on internal matters and to connect with external
stakeholders.
Web source: http://www.ourconsumerplace.com.au/consumer/helpsheet?id=3445

Activity
Consider the dangers / disadvantages listed in the various models.
Which principles and values do you think are most important? Why?
Which model do you think is most conducive to community

development outcomes?
Why?

How would you go about assessing to what extent your workplace supports
community development?
List some activities the workplace could undertake to show that they support
the community.
How would you incorporate support for community development when

planning management structures?
Make a list of some barriers you may come across in this planning process.
How can you plan for these barriers? Give an example in your answer.
List some policies and procedures that may be adjusted to incorporate support
for the community in an organisation’s mission or purpose statement.
understanding of how to assess the extent to which an organisation supports
community development work. If you have not been able to answer the
above, then further research is recommended with using the above questions
as a guide.

Element 3:
Utilise all levels of government for

community development activities
and projects
3.1 Research all levels of government that

provide community funding
As a Community Development Worker you will be required to
understand the three levels of the Australian government in a way that
enables you to seek funding for community programs and to influence
decision making and policy development to serve the interests of the
communities you work with.
Activity
Research the areas of responsibility of all three levels of government

and complete the following table as relevant to the part of Australia
that you currently reside:

What Level? How Many in Leader & Executive Body Location

Australia?
Prime Minister,
THE WHOLE Federal Parliament: Canberra,
NATION House of Representatives with 150 ACT
Members
representing separate electorates
(including 49
in NSW) plus
Senate with 76 Members, 12 from each
State,
2 from each of the two territories.
8
(6 States,
2 Territories)
LOCAL AREA
(City,
Municipality,
Shire)
Web source: https://www.parliament.nsw.gov.au/about/Pages/Levels-of-Government-in-

Australia

Now that you have a clear understanding of the jurisdiction of each

level of government consider which level of government would be
involved if you were seeking to influence decisions related to the
following issues:
Decisions you may And how each level of government is involved...

seek to influence….
Federal Government State Government Local Government
Increasing the amount For Example:
of recycling bins at the International treaties Waste disposal Garbage collection
local Women’s and national Pollution controls Local environment
Refuge House environmental
policies
Seeking funding for a
bullying program at
your community
primary school
Changing migration
laws to enable victims
of sex trafficking who
cooperate with police
investigations to be
granted permanent
residence status in
Australia
Regulating private
landlords who take
advantage of
disadvantaged senior
men in private
rooming houses
Improving access to
Centrelink for people
with disabilities

3.2 Identify current and possible future

funding sources for community resources
and programs:
Literature relating to funding community development programs and
resources in Australia has often referred to the six pillars fundraising
plan (Ourcommunity.com.au). These pillars are as follows:
The First Pillar: Donations
The Second Pillar: Grants
The Third Pillar: Community-Business Partnerships
The Fourth Pillar: Memberships/Alumni/Friends
The Fifth Pillar: Special Events
The Sixth Pillar: Earned Income
The suitability of these different fundraising strategies is determined by

a number of factors, including the availability of the funding, the
funding raising objectives (such as the amount of money you hope to
raise) and the current resources you have available to utilise for fund
raising activities.
Activity
Research each of the six pillars and name two activities that
community development workers could implement to raise funds for
each?

3.3 Plan for government policy barriers

and, with community members, identify
strategies to support change
The community service sector is regularly involved in influencing
government policies especially when these present as barriers to the
sector. A good example of the way an advocacy plans for support
change is the ACOSS response to government issues affecting the
community service sector. Consider the following examples of work
towards change:
Although Australia’s health system is based on a model of universal

health care, people on low incomes or living in disadvantaged or
isolated communities experience particular problems accessing
services that are readily available to other Australians.
These include the capacity to access and pay for general medical
and oral health care as well as specialist care. In particular,
governments already struggling with the mounting costs of healthcare
are facing increasing demand from an ageing population.
Private enterprise is often perceived as an attractive solution to

funding and service delivery shortfalls. But that poses serious
challenges for addressing the ongoing inequality experienced by
some Australians in their access to healthcare.
Also, people on low incomes often find it difficult to balance the costs
of prescriptions, medical appointments, and health maintenance, with
other household expenses. For example, the limited availability of
public oral health services and the costs of private services means that

people on low incomes tend to receive episodic pain relief rather than
the routine care that can reduce and prevent dental disease.
ACOSS and Health
ACOSS works to ensure that the needs of low-income consumers

remain high on the agenda of health reform in Australia, through our
involvement with the Australian Healthcare Reform Alliance, the
Australian Research Centre for Population Oral Health, and with our
members in the health sector.
We also work with the network of Councils of Social Service in Australia

to advance a social determinants of health approach to our policy
and advocacy, recognising that people on low incomes are often less
able to access timely, affordable health care; experience higher rates
of poor health, particularly oral and mental health; and that poor
health can, in turn, exacerbate socio-economic disadvantage and
exclusion.
Economics and Tax
ACOSS economics and tax policy work are concentrated upon

policies that will strengthen economic development and growth,
meaning that people on low incomes benefit from more jobs and
improved incomes. Another major focus is the reform of the taxation
system to raise public revenue for the benefits and services people
need.
We have participated in reviews of the tax and transfer system through

the development of tax reform options; participation in tax reform
working and reference groups; and submissions to the tax reform
process.

Climate change
Climate change is one of the most pressing challenges facing our

planet. Australia faces major climate change risks unless we begin to
change and transition to a low carbon economy.
The cost of inaction is by far greater than the cost of action. This
transition and policy responses create both challenges and
opportunities for our communities.
Policy responses to climate change to protect low-income Australians

supported by ACOSS include improving energy efficiency and placing
a price on carbon through an emissions trading scheme.
Climate change will greatly impact low-income households
Climate change will affect low-income households and

disadvantaged communities disproportionately.
Low-income earners tend to live in areas more likely to be adversely

affected by climate change and have far less ability to move or make
other necessary adjustments to their living circumstances.
On average, low-income earners spend a greater proportion of their

total weekly household budget on energy and water than wealthier
households.

As a proportion of household spending, lower income households

spend almost twice as much as wealthier households. Similarly, the
cost of water and sewage is, relatively, a third higher for low-income
households than it is for households on an average income.
Given that energy and water are essential services, when the prices of
these services increase, householders are left with little option but to
pay the extra.
Few households with low incomes can afford significant energy

efficiency measures such as insulation, new hot water systems or
rainwater tanks. One in four Australian households are in private rental
or public housing and do not have rights or incentives to make capital
improvements. Energy consumption in low-income households is partly
shaped by the market in second-hand appliances. Many second-
hand appliances are inefficient, waste energy and increase bills.
ACOSS and climate change
ACOSS has been working with the community sector and Government
for equitable solutions to the effects of climate change, so that low-
income households are shielded from price hikes for essential goods
and services.
We want to ensure that low-income people become part of the

solution and can benefit from new opportunities, such as gaining
employment in clean energy jobs.
ACOSS is a founding member of the Southern Cross Climate Coalition,

formed by some of Australia’s leading social, union and environmental
organisations to help lead an effective and fair response to climate
change.

Other members of the SCCC are the Australian Conservation

Foundation, Australian Council of Trade Unions, and The Climate
Institute.
ACOSS has been working with the SCCC to ensure the Federal
Government’s Carbon Pollution Reduction Scheme and Renewable
Energy Target are equitable responses to climate change for all
Australians.
A low carbon economy provides a major opportunity to unlock

thousands of clean energy jobs. Clean energy jobs range from low-skill,
entry-level positions to high-skill, higher-paid jobs, and include
opportunities for advancement in both skills and wages.
If Australia doesn’t take strong action on climate change and invest in

clean energy jobs now, the economic opportunities will pass us by.
Source: http://acoss.wpengine.com/climate/
Activity
To enhance your own knowledge of climate change in Australia,

research the following website and read the provided Executive
Summary on the Technical Report for Climate Change in Australia –
Projections for Australia’s NRM Regions.
http://www.climatechangeinaustralia.gov.au/en/

3.4 Develop strategic alliances between

organisation, community members and
relevant government agencies to support
In advocating for your community and implementing programs that

serve their interests and needs, as a community development worker
you may find that working in collaboration with others could
strengthen your chances of success. Some of the people and networks
you could consider working in alliance with include the following:
 Community members
 Industry networks
 Professional associations
 Other key agencies/organisations
 Political parties and committees
 Key government officers
 Different levels of government
 Ministerial advisers and staff
 Ministerial advisory committees
 Key public policy and decision-makers
 Funding agencies
 Business leaders

 Community leaders
 Social/economic/political researchers, analysts and advisers
 Media
 Special interest groups
 Specialist services
When developing these alliances, however, it is very important to

establish some general understandings from the outset. It is important
that everyone agrees on the following issues:
 the projects objectives,
 who is responsible for which parts of the project,
 how any dispute or disagreements would be resolved if they

arose,
 who will control the finances (if any) and how will money be
spent
 confidentiality issues discussed (who “owns” information

obtained etc.)
 who has the authority to speak to the media and others on the
alliances behalf how and when the alliance will end – when will
you stop working in collaboration?
Activity
Consider the following issues and write down some key people and/or
organisations that you may form a strategic alliance with to address
these issues:

Issue Who could you approach to form a

strategic alliance with to address this
issue:
Lack of accessible equipment for
people in wheelchairs at public train
stations
High level of Aboriginal deaths in
custody
Access to lawyers and legal advice
to people from low-income
backgrounds is unaffordable
Community group seeking funding to
build a community drop in and social
centre
Lobbying government to change
laws relating to sex trafficking victims
who cooperate with Federal Police
investigation and are then refused
permanent residency in Australia
3.5 Proactively seek opportunities to

influence government decision and policy
making in line with community issues and
priorities
There are a number of community development approaches to

influencing government decisions and policies. These actions can
include:
 Public petitions – seeking support from the public for an issue or

cause by asking them to put their names on a petition can carry

weight with government bodies in particular. Commercial

organisations could also consider the signatures on a petition as
reflecting their popularity in the market place and seek to
appease your group if they present enough signatures to
indicate that you have local community support.
 Rallies – conducting public rallies which seek media attention

and work to disrupt daily activities in an area under dispute can
be an effective symbolic method of bringing a message home
to public authorities who are responsible for law and order in a
particular area. There are however rules about informing
officialdom such as the police of your intention to hold a public
rally so ensure that you are aware and adhere to the relevant
regulations to avoid arrests and negative publicity.
 Letter writing campaigns – asking your supporters to write letters

on your group’s behalf is a common tactic when the issue you
seek to have addressed is somewhat complex and cannot be
publicised with a simple sentence slogan. Letter writing and
postcard campaigns are well known non-violent pressure group
strategy to influence leadership such as Presidents, Prime
Ministers and Premiers. Letter writing to media outlets such as the
local newspaper can also be an effective way of gaining
publicity for the concerns that your group are raising and
stimulate journalist interest in these issues.
 Protest demonstrations – sit-ins and marches at places of

significance to the concerns raised by your group are tactics
that can draw in both support and hostile resistance especially,
as is the case with rallies, if you are disrupting the daily activities
of a particular area and interfering with local business

operations. Often groups choose to utilise public protest

demonstrations as a last resort seeking to force attention to their
concerns.
 Public meetings – promoting public discussion and debate

around an issue provides a forum for private concerns of
individuals and groups to air their views and the community is
given an opportunity to gauge the extent of public concern
relating to the issues. Public meetings can provide opportunities
for private individual issues to gain public momentum and could
lead to further action. In fact many public actions relating to
individual concerns are inspired at public meetings. It is
important to ensure that there are contingencies in place at
meetings where controversial issues are discussed because the
public forum could in fact back fire and serve to mobilise people
against your groups concerns.
3.6 Ensure community development

activities and projects adhere to relevant
commonwealth, state/territory and local
government legal requirements
Within Australia there are a number of commonwealth, state/territory
and local government laws that impact on the way in which
community development strategies can be practiced. One internet
resource developed by the Fitzroy legal service outlines the rights and
responsibilities of activists taking certain actions, although it is

specifically written for Victorian residents you should find out the
relevant rules in your State/territory. For example the publication
explains the following about holding information stalls:
Info stalls are a common way of educating the public about the
campaign, raising funds and your profile and recruiting new people
into the campaign. Info stalls might include literature, leaflets, and
petitions to sign, displays and photos and campaign products to sell.
You don't necessarily need specific authority to hold a stall in a public

space, such as a street corner; however, failing to have permission
from the local authority such as the local council will make it easier for
the police to move you on or threaten arrest if they so choose.
While the coercive powers of police and council officers are very
limited (in most cases they will have to call the police to enforce their
directions), they may have the power to issue fines or infringement
notices, should your stall be in breach of local regulations. You should
find out from your local council what local laws apply in the area
where you want to establish a stall and, if necessary, decide whether
to apply for a permit.
If the stall is to be held on the privately owned property, such as a

shopping mall, then permission or a permit from the owner is normally
required. The trend of public space becoming ‘privatised' is of
concern here.
In some cases, public spaces such as Melbourne's Federation Square,

or shopping centre plazas, are actually privately owned and
administered. Failure to obtain the permission of private owners, and

failure to leave when requested to do so, may result in your being

charged.
Or consider the following information about holding marches and

rallies:
Marches and rallies are an extremely common and useful form of

political protest. They are used to mobilise, educate, show support and
to demonstrate how community is feeling about an issue clearly.
The number and frequency of marches and rallies held in Australia are
in line with community expectations of the right to freedom of political
expression and assembly. However, in the process of obtaining
permission to hold a march or a rally in a particular place, these rights
need to be continually asserted.
For possible offences and charges relating to marches and rallies see
Unlawful assembly and Riot and Obstruction sections.
Obtaining 'permissions.'
The choice of whether to obtain permission to hold a march or rally is

often a difficult one. The decision to seek permission needs to be
weighed against the basic right of freedom of political expression and
assembly.
Most marches and rallies in Australia are held without any prior
permission or authorisation from authorities. They are simply political
gatherings of people held on the streets or in public space.
If the march or rally is part of a long-term campaign or expected to be

very large, it may be necessary and worthwhile to maintain good
relationships with local councils, management, and police. In these
cases, it may be well worth obtaining the appropriate permits and

permissions from the relevant authority prior to the event. There are
many things that may be difficult to do without specific permission
such as erecting fixed structures, having stalls, tables, marquees,
displays, vehicle access and access to power and public address
systems.
Obtaining the appropriate permissions can take considerable time, so

plan well in advance of the event.
Most of the conditions that you will need to meet to obtain permission
to use a space are logical and appropriate conditions for well-
planned public events such as first aid, toilets, and crowd access, etc.
Other conditions, such as public liability insurance, may be more
difficult.
To ask about obtaining permission contact your local council or your

local police station.
Initial organisation for a march or rally
Which organisation is calling the march or rally?
Which organisation will be responsible in the case of any legal

repercussions?
Whose name will be on the form to seek permission to use a space?
It is important to designate clear responsibility for particular roles such

as marshalling, first aid, event management, hazard, and risk
assessment.
Initial planning decisions should include start and end points of the
march, events along the way, and planning for: first aid, toilets, stalls
and speakers, banners, marshals and acoustics and visibility of the
area whether people will be able to see or hear speakers etc. safety

and access of vehicles, disability access, and crowd dispersal after the
event.
Other things to plan and organise may be:
 Provision of first aid and allowing ambulance access
 Use of stages and raised platforms health and safety issues
 Use of electrical equipment
 Performers
 Using candles
 Stunts
 Street theatre
 Disrupting traffic
Whose jurisdiction?
The jurisdiction of a particular area, park or piece of land can

sometimes be confusing; even police, security and local council can
be unclear at times.
Finding out the jurisdiction of the land or area where you plan to hold
the march or rally is an important first step. You can consult the
Victorian government website www.land.vic.gov.au for title searches
or zoning maps, or you can visit the Planning Information Centre,
Ground Floor, 8 Nicholson Street, East Melbourne (Ph: 9637 8610).
Otherwise, contact your local council for zoning information.
Essentially there are geographical jurisdictions that determine the

authority overseeing that land or building.
Most areas in Victoria have four possible authorities:

Private property and landowners: shopping malls and precincts,

corporate buildings and foyers, private farms and even places such as
Federation Square;
Land, parks, and buildings controlled by councils and their by-laws:

footpaths, malls, municipal/local government facilities such as parks,
reserves, etc. The powers of council officials are very limited. In most
cases, they will have to call the police to enforce their directions;
State government: most streets and roads, state government buildings

such as Parliament House Victoria Police have jurisdiction;
Commonwealth areas: Defence facilities, detention centres, premises

under Defence (Special Undertakings Act) 1952, national parks,
embassies, and consulates The Australian Federal Police (AFP), or
Australian Protective Services (APS) have jurisdiction over these areas.
Using Federation Square
Federation Square Management Pty Ltd (FSM) is a private company

wholly-owned by the State Government of Victoria and managing the
operation of Federation Square on a commercial basis. FSM has a
process and forms for obtaining permission to hire or use parts of the
square on its website: www.federationsquare.com.au.
FSM advises demonstration organisers that they can choose one of the
following options for demonstration at Federation Square (after
checking availability of the Square with Federation Square
Management):
Option 1
Make use of the space for the gathering of people. No charges will
apply, public liability insurance is not requested, and no venue

agreement need be instigated. The protest organisers, however, will

not be able to make use of Federation Square's event infrastructure
(i.e. power, screen access) and may not install any temporary
infrastructure of their own.
Option 2
Make an application to book the Square (as per application form on

the website). Pay a venue hire fee appropriate to the use of the space
requested and meet all the regular event management requirements
to run an event in the Square. These include: signing a venue hire
agreement; providing proof of public liability insurance; and providing
appropriate event documentation. Use of power, existing sound
systems and the large outdoor screen may also be negotiated under
this arrangement.
Public liability insurance
Many organisations in Victoria don't deal with the issue of public

liability unless it is particularly mandated as a condition of permission to
use a facility or space. Authorities can use not having public liability
insurance as a justification for not giving permission to hold an event. It
does not necessarily mean that you cannot hold the event.
For information see Civil liability protection section
Police liaison
For a large march or rally contact the police at least the week before.
The police may contact you if the promotion has already occurred.
For a guide to conducting police liaison see Liaise with authorities

section.
In metropolitan Melbourne, see City of Melbourne Special Events.

In regional centres or towns contact your local police station.
During police liaison outline estimated size, proposed route and any
planned events on a route such as sit-downs, marshalling and crowd
control, etc.
What the police will tolerate is often related to the size of the march or
rally.
Police will also liaise with other authorities such as the public transport
authorities and local councils. Organisers can also do this.
Informing unions
It is well worth contacting unions whose members are likely to be

directly affected by the march or rally. To contact a particular union
go to the Victorian Trades Hall Council.
(Source: http://www.activistrights.org.au/handbook/ch02s06s04.php)

3.7 Regularly update information about

current legal requirements and if
appropriate, develop proposals to modify
organisation policy and procedures in
relation to community development
activities
To keep updated about your legal obligation, it is important to stay in
touch with local community legal centres who can advise your
organisation free of charge. The National Association of Community
Legal Centres (NACLC) can provide you with information about the
legal services that local community legal centres (CLC’s) can provide
you. See the following description published on the NACLC website:
Community Legal Centres (CLCs) are not for profit, community-based

organisations that provide free legal advice, casework and
information and a range of community development services to their
local or special interest communities. Some CLCs also advocate for
law reform or conduct test cases where laws are operating unfairly or
are unclear.
CLCs’ work is targeted at people experiencing or vulnerable to

disadvantage and those with special needs, and in undertaking
matters in the public interest. CLCs have been advocating for a rights-
based approach and equitable access to the justice system in
Australia for over 40 years.
Source : http://www.naclc.org.au/about_clcs.php

There may also be occasions when you need to develop proposals to

modify your organisation's policies and procedures in relation to
community development activities based on the legal information you
obtain. For example, the laws relating to holding a public rally may be
changed within your State/ Territory in which case you might need to
inform your community organisation board of management and put
forward suggestions on how to respond to these new laws.

What levels of government provide community funding to organisation?
What sort of funding can this involve?
What sort of barriers may you find when applying for this funding?
How would you go about proactively seeking funding opportunities for your
organisation?
Why is it important to ensure community development activities and projects

adhere to relevant commonwealth, state/territory and local government legal
requirements?
List some legal requirements you may come across when developing
proposals to modify organisation policy and procedures in relation to
community development activities.
What systems could you set up to holistically utilise all levels of government for
community development activities and projects?
understanding of how to utilise all levels of government for community
development activities and projects. If you have not been able to answer the
as a guide.

Element 4:
Maintain the profile of community

development work within the
organisation
4.1 Use formal and informal networks to
communicate the organisation’s
community development activities and
achievements
The formal processes encouraging community participation can
include committee and advisory groups that meet to provide input to
management about how the community would like to see the
organisations services be delivered. Other formal community
participation activities can occur by way of conducting research such
as surveys and interviews. The informal process can include functions
such as drop-in times in an organisation where people can meet with
service workers without the necessity to make an appointment.

Activity
The AIHW is a major national agency producing independent, relevant

and reliable health and welfare information and statistics to support
better decisions, leading to better health and wellbeing for Australians.
The AIHW informs policy development and public discussion by
producing reports, datasets and other products—adding to the
evidence base that is critical to good policy making and effective
service delivery. Research their website below and review the various
Committees they have to provide their services. Also, read the
provided reading “Australian Institute of Health and Welfare –
Corporate Plan”. Write some reflective notes on the purpose of these
committees and how does it fit into community development activities
and achievements.
http://www.aihw.gov.au/committees/

4.2 Use a range of communication media

and activities to convey information about
community development activities and
achievements of the organisation to
encourage support and interest
We all know that our ability to market our work and maintain the profile
of our objective within a public sphere is a vital part of ensuring the
success of community development objectives. However, we also
know that having an unlimited funding source for this purpose is simply
a dream for most community groups and organisations.
In particular working with the media is integral in the community

sector. The media can assist you to achieve the community
development outcomes you seek in a number of ways.
 It could increase the interest in your work by attracting more

work. If people become aware of the level of success your
community development strategies have achieved, they may
approach you with more issues to address.
 It could assist you in establishing your concerns as “legitimate”

and the activities that you undertake as “notable.” This is
important not just for the purpose of empowering the
community you work for, but also to reach decision makers
through public opinion.

 It could become a significant means by which to sources further

funds from public donations. As the public profile of you
community development objectives increase you may be able
to attract donations, supporters and sponsors.
 It could get you noticed by key decision makers such as

Ministers; grant makers and other VIP’s who are in a position to
further your objectives.
Activity
Research two community sector focused articles you find in the

newspaper and answer the following questions:
What did the article seek to promote?
How successful do you think the article may have been in achieving
the promotion of the community issue/activity?
4.3 Seek and utilise opportunities to

promote the organisation and its
community development work and
activities
Besides using the media, there are a number of other opportunities to

promote your organisation and its community development work and
activities. These strategies include:
 Word of mouth

 Email bulletins
 Posters and signs in public spaces
 Using free newspaper advertising such as “what's on columns” in

local newspapers
 Radio interviews (such as community radio stations) or seeking

free advertising from commercial radio stations
 Television (such as free community channels)
 Social media sites such as Facebook, Twitter, LinkedIn, etc. and

other internet sites

4.4 Display confidentiality and sensitivity in

details, content and extent of public
comment on organisation’s activities
Importance of a sensitive approach to promotion strategies:
Throughout the course of your community work, you may encounter

sensitive issues that cause distress to those at the centre of these issues
as well as potentially cause distress to the general public if you seek to
use the media to increase the profile of these issues. Community
Development Workers have used the media to report on issues such as
suicide, terrorism, violence and the devastating effects of natural
disasters. For this reason, in Australia, journalists have been lobbied for
decades by the community sector requesting that they report sensitive
issues in a responsible manner to avoid causing further trauma to the
public who are reading and hearing about distressing incidence and
issues.
For example, journalists are advised by the Program “Response Ability

Education for Journalists” Program states that:
“Those who lose a friend or relative to suicide often experience

significant distress and may be at risk of suicide or mental health
problems themselves. Respect people's privacy and deal with the
bereaved with sensitivity. Where possible, it may be best to avoid or
delay interviews with people in these situations.”
Source: http://www.responseability.org/site/index.cfm?display=134956 )

Further to this an organisation called “Mind Frame” has conducted

research on the effects of reporting issues such as suicide in the public
domain and have published that:
 In some cases, reporting of suicide has been linked to increased

rates of actual suicide. A major 1995 study of coverage in
Australian newspapers found that rates of male suicide
increased following reports of suicide, with actual male suicides
peaking on the third day after the story appeared.
 There is also evidence that the way suicide is reported can

reduce suicide rates. Reporting that positions suicide as a tragic
waste and an avoidable loss, and focuses on the devastating
impact of the act on others, has been linked to reduced rates of
suicide. For example, a 1997 Australian study of reporting of Kurt
Cobain’s suicide in a range of media found that rates of suicide
among 15 -24-year-olds fell during the month following reporting
of Cobain’s death. Significantly, media coverage of Cobain’s
death was highly critical of his decision to suicide.
Source: http://www.sane.org/stigmawatch/for-the-media/media-resources/1007-summary-of-
mindframe-guidelines-for-media-reporting-of-suicide
Informed consent and de-identification

Moreover, as Community Development Workers we need to
understand how best to promote issues without infringing on the
privacy rights of people who are affected by these issues and ensure
that they are dealt with in a sensitive manner in the public arena.
As it is clear that the type of stories that the media publish and how
these stories are portrayed can have a devastating effect on the

public. With this in mind it is also important to remember that although

some of the anecdotes we become aware of through our community
work; stories that may exemplify the reasons why we are advocating
for change, may look great in the public arena and would help us
demonstrate our message to the public, but may not always be
available to us. Because the subject of these stories could be affected
detrimentally if we tell too many people about their life hardships and
experiences.
In particular when we are working with communities made up of

people who are vulnerable, such as people with intellectual disabilities
and/or other cognitive impairments, or people from indigenous
backgrounds and other cultural/linguistically diverse backgrounds or
people who are young, it is important to ensure that you have
obtained their “informed consent” prior to revealing their stories to
journalists or talking about them to others.
Informed consent means that the person who consents to anything,

like letting you tell their stories to other people as a strategy to further
your community development objectives, must give you consent
voluntarily and not be coerced or induced by fraud or deceit. The
consent must be relevant to exactly what you have asked permission
to do, if you ask permission to tell the Minister their story and they give
you this permission, this does not mean that you have permission to tell
journalists too. The consent must be given by a person who is aware
and has a clear understand of what you intend to do, this may mean
that you need to explore some of the unintended consequences with
the person. For example, telling their story to a journalist may alert
other officials such as the police, or child protection agencies, or
Centrelink about this individual’s situation. This could have an adverse

effect on this individual and this must be explained to them before you
get their permission!
The other way you may decide to tell someone’s story is to use
techniques to de identify the individual or community that are subjects
of the story. For example, you could change the names of the people
involved, or create fictitious geographic regions in which they reside.
You may choose to be ambiguous about certain characteristics such
as gender or race or linguistic backgrounds. Depending on the
sensitivities of the circumstances you may need to adopt a range of
strategies to protect the identities of the people who are subjects of
your communications with the media and public officials like
government departments. The important thing to remember about de
identification strategies is that you need to make sure that no one can
guess who you are talking about and that there are no unintended
identifiers that could lead to mistaken assumptions (that is give clues
that it may be someone else involved in a similar circumstance).
Activity
Consider the following scenario
You are working with a community of single mothers who have fled
domestic violence circumstances. They want you to work with them to
change laws that relate to family court proceeding so that they do not
have to face their violent ex-partners in court when testifying against
them. Many of these women have some very tragic stories that you
know if you could tell to your local newspaper journalist, these stories
would benefit your lobbying campaign and sway public opinion in
favour of the changes you seek. However, these women are reluctant

to let you tell their stories, just in case their ex-partners read the
newspaper in which they are published and identify their
whereabouts. They are in fear for their physical safety and have asked
you to be cautious. How do you get these stories across to the
journalist without betraying these women’s confidence?
Appropriate use of language

Other writers, particular in the disability field has talked about the
significance of the appropriate use of language in a public realm.
Consider the following article produced by the Disability Service
Commission.
Source: Disability Services Commission www.disability.com.au
Putting People First
Disability and Appropriate Language – A Guide

Why use positive language?
Language reflects and shapes the way we view the world. The words
we use can influence community attitudes - both positively and
negatively - and can impact on the lives of others.
How we write and speak about people with disabilities can have a
profound effect on the way the community views them. Some words,
by their very nature, degrade and diminish people with disabilities.
Others perpetuate inaccurate stereotypes, removing entirely a
person’s individuality and humanity.
Over the years, people with disabilities have had to endure a variety of
labels that serve to set them apart from the rest of the community.

Even today, people with disabilities are still identified by their disabling
condition – all too often, we hear ‘a paraplegic’ for a person who has
a paraplegia; ‘a cerebral palsy sufferer’ for a person with cerebral
palsy or ‘a Down syndrome baby’ for a baby with Down syndrome.
This labelling influences our perceptions by focussing only on one

aspect of a person – their disability – and ignores their other roles and
attributes, for example, they may also be a parent, a lawyer, a
musician or a sportsperson.
This guide aims to promote a fair, accurate and positive portrayal of

people with disabilities. “Putting People First” is a simple rule of thumb –
acknowledge the person before their disability.
General guidelines
 Don’t define a person by their disability. We are all individuals

with abilities, desires, interests and problems – some of us happen
to have a disability.
 Avoid focussing unnecessarily on a person’s disability. If it is not

necessary to
 acknowledge that a person has a disability, then don’t mention

it.
 Portray people with disabilities positively by recognising what a

person can do rather than focussing on their limitations, for
example, the person walks with an aid, not that he or she has
limited mobility.
 Recognise that many of the difficulties facing people with a

disability are barriers created by community attitudes and the
physical environment. We can all help to break down these

barriers by using appropriate language – to be labelled in a

derogatory way serves only to perpetuate these barriers.
 Be specific about a person’s circumstances and avoid

stereotypes, generalisations, and assumptions based on limited
information.
 Avoid any word or phrase that has a negative connotation – for

example, ‘confined to a wheelchair’ instead of ‘uses a
wheelchair’ – or that implies people with a disability are suffering.
 Avoid labels; say a person with a disability; put the person first
and be specific.
Words not to use Words to use
Abnormal; cripple or crippled; Put the person first and specify the need or
mentally retarded disability, for example, a person who uses
a wheelchair, person with a cerebral
palsy/ disability.
Defect (as in birth defect, Say the ‘person with a disability since birth,'
congenital defect) ‘person with a congenital disability.'
Unfortunate; victim; suffer or Put the person first and be specific, for
suffering from; afflicted with; example, a person with Down syndrome.
disease; illness; patient; in a Note: Patient is appropriate when referring
vegetative state, invalid to a doctor/patient relationship.
Dwarf A person who is little or of short stature.

Paraplegic A person with paraplegia.
Epileptic Person with Epilepsy
Fit/attack/spell Seizure
Deaf and dumb Deaf/hearing impaired and cannot

speak/has difficulty with speech.
Brain damaged A person with an acquired brain injury.
Handicapped Handicapped is appropriate only if

referring to a barrier facing people with a
disability, for example, “….are
handicapped by a lack of access.”
Insane; lunatic; maniac; mental Put the person first and be specific, for
patient; neurotic; psycho; example, say ‘a person with a psychiatric
psychotic; schizophrenic; unsound illness.’
mind; crazy; mad
Terms beginning with ‘the' such as Put the person first and be specific, for
‘the disabled’ or ‘the blind.' example, people who are blind.
Cerebral palsy sufferer A person with cerebral palsy.
Confined to a wheelchair; Is a wheelchair user, uses a wheelchair.

wheelchair-bound
Disabled toilets/parking Accessible toilets/parking.
Source: www.disability.com.au

Activity
What do you think about the idea that language can have a serious
impact on people’s lives? Can you think of any other examples where
the inappropriate use of language and labelling can have a huge
impact on people’s lives?
Many community organisations will have policies and procedures

concerned with the extent to which a staff member can make public
comments on the organisation's activities. It is important to check with
your organisation's policies and procedures to ensure that any
comments you make to public forums, such as the media, is in line with
your organisation's expectations. These policies often identify who can
make public comments on behalf of the organisation and the content
of these comments. Media and public communication policies in the
community sector generally reflect the following key principles:
 Honesty: The organisation will never knowingly mislead the

public, media or staff on an issue or news story.
 Transparency: The organisation will promote openness and

accessibility in our dealings with the media while complying with
the law and maintaining confidentiality when appropriate.
 Clarity: All communications with the media will be written in

plain English
 Balance: Information provided to the media will as far as

humanly possible be objective, balanced, accurate, informative
and timely.
Source: www.ourcommunity.org.au

Why is it important to use formal and informal networks to communicate your

organisation’s community development activities and achievements?
List some ways of how would you go about organising or attending these
formal and informal networks.
How would you convey information about your initiatives or projects?
List some communication strategies you would use. For example, social media.
Why is confidentiality an issue with communicating your community

development work and activities?
List some examples of how a lack of confidentiality can cause serious concerns
for individuals.
What strategy would you use to systematically maintain the profile of your
organisation’s community development work?
understanding of how to maintain the profile of community development work
within the organisation. If you have not been able to answer the above, then
further research is recommended with using the above questions as a guide.

Element 5:
Maintain management support for

and projects
5.1 Identify and advise management of

political, social, cultural and economic
trends that may impact on community
development activities and projects
Managers may ask you to provide reports which identify the political,
social, cultural and economic trends that may impact on community
development activities and projects. To provide a thorough report on
these factors, your work will involve undertaking some research and
analysis. In the Community Sector, there are a number of different
types of research techniques used to identify the factors that impact
on the communities we work with. One such technique is the
environmental scan which is described by “The National Centre for
Community Engagement” in this way:

The Environmental Scan consists of an objective and subjective

analysis of the current state of your community engagement program
(and overall organisation) and its projected future.
 The objective analysis: involves a review of such things as

resources (funding, staffing, hardware and software), current
projects and activities and objective data such as ratings,
awards, constituent letters and phone calls.
 The subjective analysis: involves a review of your internal

Strengths and Weaknesses as well as its external Opportunities
and Threats (SWOTs). This departmental analysis should involve all
internal and external stakeholders. Stakeholders include the
individuals, groups, and organisations your organisation serves.
Source: http://mediaengage.org/engage/swots.cfm
Another way in which you can conduct an analysis of the political,

economic and social factors that may impact on community
development activities and projects is to conduct a PEST analysis as
follows:
Political Economic
 Current legislation  general taxation issues
 regulatory bodies and  interest and exchange rates
processes  client/end-user drivers
 government policies
 government term and change
Social Technological
 replacement technology/solutions
 demographics
 maturity of technology
 consumer attitudes and
 technology access, licencing,
opinions patents
 media views

5.2 Ensure community development

activities and project work is within the
policies and procedures of the
organisation
To ensure the success of community development activities and
projects within your community organisation, you need to establish a
strong cooperative relationship between the people involvement with
your community development activities and the management
structures within the community organisation that you work.
Maintaining management support relies on your understanding of the
structures policies and procedures relating to decision making in your
organisation.
Previously we examined management structures prominent in the

community sector and how these structures could potentially work in
practice. We will now discuss how to ensure that your working
relationship with the decision makers in your organisation is maintained
to secure the successful community development outcomes sought.
Firstly, it is important to understand the role of Boards in community

organisations and how their roles are different from those of the staff
(such as Community Development Workers). The board is responsible
for what is known as “governance.” The staffs are responsible for what
is known as “Management.” Their functions although separate and
different require that they operate in a collaborative partnership for
the organisation to function effectively. While the board provides
purpose and an overall strategy, the staffs have a responsibility to

implement the Board’s overall strategy on a day to day basis in the

way the organisation operates. The conflict between staff members
and Boards within the community sector happen very often! If you
disagree with the policies formulated by the board, you must
remember that as a staff member and an unelected worker in the
community organisation at the end of the day – “what the Board says
goes”!
Most large community organisations have a Chief Executive Officer

(CEO) or “Director” who is responsible for managing the function of the
organisation and reports directly to the Board and Chairperson as the
leader of the Board. Depending on the size of the organisation, the
CEO may have other managers working under her/him who
coordinate or manage staff in a line management structure. As a
Community Development Worker, your activities may either be directly
reported to the Board, CEO or a manager who in turns reports to the
CEO. Your position description and organisational policies and
procedures should set out the reporting process clearly. If there is any
uncertainty, you need to clarify your reporting and accountability

obligations as it is these types of uncertainties which often lead to

conflict in the Community Organisations. Some of the key elements of
a successful partnership between the Board and its staff are as follows:
1. Suitable processes and procedures
2. Clearly defined management roles
3. Defined boundaries
4. Clear limits to the authority of the staff
5. A CEO whose performance is adequately monitored by the

Board.
Secondly, it is important to understand that there are organisational

policies and procedures unrelated to day to day management issues
which can also have an impact on Community Development
Activities. Boards develop policies on a range of issues from
communication with the media; maintenance of a culturally diverse
and sensitive workplace practices; Occupational Health and Safety
guidelines; Disability action plans and reconciliation action plans.
Depending on the type of community development programs you
seek to implement these policies and procedures may impact on the
way in which you go about organising your work.

5.3 Promptly address problems in

implementing defined procedures to
ensure resolution
There will be occasions when you encounter problems implementing

procedures that have been defined. This could include situations
where your board of management has asked that you provide them
with further information about an issue you are working towards social
change. In these instances, it is important to promptly provide the
information that the Board has identified as necessary to give you to
go ahead to implement your community development activities.
Critique of managerial approaches
The work of a community development approach towards policies

and procedures involves critiquing a number of managerial
approaches including the following:
Managerial Description
approach
Management Management systems and principles include human
systems and resources processes such as information management and
principles policy and procedure development.
Performance Performance standards are ways of measuring staff
standards performance and can include what are known as Key
Result Indicators, which are targets that are set by
management for workers to achieve in order to meet the
performance standards.

Service quality Developing service quality commonly involves undertaking

development evaluations and audits of the service provided in your
organisation. This can be a collective consultative process or
part of an overall change management strategy.
Consumer focus Focusing on the consumer perspective is another managerial
approach that involves asking the consumers to provide
input into the way in which an organisation is managed such
as consulting consumers when selecting new staff or
developing policies.
Enterprise An enterprise agreement is a collective agreement made at
agreements the organisation level (also known as enterprise level)
between the employer and their employees. It provides the
terms and conditions of employment and requires that all
parties agree to the terms for it to be implemented.
Performance Performance monitoring and review is part of a performance
monitoring and management process where workers are asked to set
review objectives for themselves in consultation with their manager,
or supervisor and evaluation take place usually annually to
evaluate the extent to which the objectives set the previous
year had been met.
5.4 Identify and seek to resolve conflict

between organisation policies and
community or public issues
If there are situations when the organisation policies are in conflict with
the community or public issues, you need to undertake steps to seek to
resolve these issues. This might include:
 Researching the nature of the conflict
 Speaking to community leaders about the conflict
 Working with the organisation to change their policies and

procedures

 Finding out what happened the last time this policy was raised in
relation to a community or public issue.
Change management principles
 Change in community organisations can include:
 Changes to structure of an organisation
 Changes in the type of clients that use the service
 Changes in government funding criteria
 Changes in staffing including voluntary redundancy
Effective change management involves thoughtful planning and

sensitive implementation as well as consultation and involvement of
the people affected by the changes.
If you force change on people, problems normally arise. Change must

be realistic, achievable and measurable. These aspects are especially
relevant to managing personal change. Before starting organisational
change, ask yourself: What do we want to achieve with this change,
why, and how will we know that the change has been achieved?
Who is affected by this change, and how will they react to it? How
much of this change can we achieve ourselves, and what parts of the
change do we need help with? These aspects also relate strongly to
the management of personal as well as organisational change.
Source: http://www.businessballs.com/changemanagement.htm

5.5 Ensure information about community

development activities and projects is
provided within the management
structures to facilitate effective and
informed deliberations and decision-
making
As discussed previously, preparing and presenting reports is significant

in Community Development Work because it is the key means by
which the Community Development worker maintains accountability
and obtains verification or authority to take a certain course of action.
As a Community Development Worker, you may be required to report
to managers, boards, government funding sources and community
members each involves different styles of communicating. This could
include a formal written report and/or fill in forms sent to you by
bureaucracies.
However, reporting to some members of the community may require

communication skills that do not include the written word. For
example, your community may be made up of people who cannot
read English due to their ethnic culture backgrounds or perhaps due
lack of education. You may also be working with people who cannot
read written reports because they are visually impaired or experience
a cognitive disability that prevents them from comprehending the
written word. In these cases, you may need to utilise other methods of

reporting, such pictorial representations, brail equipment, video and/or

audio equipment or interpreters and translators.
Written reports:
In terms of the written report the Community Empowerment Collective

suggests that written community reports should aim to be:
• Short but complete (concise);
• Containing only what is necessary;
• Simple; written in good language;
• Having no repetition, no redundancy;
• Including no preaching, lecturing;
• Containing interesting and relevant information;
• Well structured and organized;
• Neat and tidy (typed or well printed/written).
Source: http://cec.vcn.bc.ca/cmp/modules/rep-btr.htm
Your Board of Management may have a template or format for staff

reports with subheading that require you to address the matters of
significance to members of the Board.

What sort of political, social, cultural and economic trends may impact on your
organisation’s community development activities and projects? And how do
you go about identifying these trends?
What does policies, procedures and management functions have to do with

an organisation’s community development initiatives?
List some conflict that may occur between an organisation’s policies and
community or public issues.
How would you ensure that any problems are addressed in the implementation
stage of community development projects and activities?
Why is it important to ensure that relevant information is shared within

management structures to facilitate effective and informed deliberations and
decision-making?
How would you go about maintaining management support for any

community development activity or project that you have introduced into an
organisation?
understanding of how to maintain management support for community
development activities and projects. If you have not been able to answer the
as a guide.

References
http://acoss.wpengine.com/climate/
http://www.activistrights.org.au/handbook/ch02s06s04.php)
http://www.businessballs.com/changemanagement.htm
http://cec.vcn.bc.ca/cmp/modules/rep-btr.htm
http://www.climatechangeinaustralia.gov.au/en/
www.disability.com.au
http://mediaengage.org/engage/swots.cfm
http://www.naclc.org.au/about_clcs.php
https://www.ourcommunity.com.au/management/view_help_sheet.do?articleid=733
http://ourcommunity.com.au/directories/directories_article.jsp?articleId=2103
http://www.ourcommunity.com.au/files/governancecode.pdf
http://www.ourcommunity.com.au
www.ourcommunity.org.au
http://www.ourconsumerplace.com.au/consumer/helpsheet?id=3445
https://www.parliament.nsw.gov.au/about/Pages/Levels-of-Government-in-Australia
http://www.peernetbc.com/what-is-community-development
http://www.responseability.org/site/index.cfm?display=134956)
http://www.sane.org/stigmawatch/for-the-media/media-resources/1007-summary-of-
mindframe-guidelines-for-media-reporting-of-suicide

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Work within organisation and

Viviana Cohn owns the copyright in this product. Global

 reproduce or photocopy this product in whole or in

 invest significant time and resources in creating

© 2016 Viviana Cohn

GENERAL INFORMATION ............................................................................................................................................. 6

Critical theories for analysing human service organisations....................................................................................... 9

How is management structured in the Community Sector? ..................................................................................... 16

Principles and values underpinning governance of community organisations: ........................................................ 25

Debates and differences in governance and management models: ......................................................................... 27

© 2016 Viviana Cohn

REVIEW – Element 3 .................................................................................................................................................. 56

REVIEW – Element 5 .................................................................................................................................................. 82

© 2016 Viviana Cohn

© 2016 Viviana Cohn

Qualified Assessors and Trainers with up to date knowledge of the industry

The information in this manual is taken from sources believed to be reliable.

All websites referred to in this manual were accessed and deemed

Template V 1.6 August 2016

Unit released V 1.1 October 2016

© 2016 Viviana Cohn

CHCDE012 Work within organisation

 relevant legislation and public policies

© 2016 Viviana Cohn

 structures and systems that support or present barriers to community

 principles of participatory democracy

 range of management and governance structures operating with the

 social, economic, political, cultural and economic development

 all possible funding sources

 critical theories for analysing human service organisations

 critique of managerial approaches including:

 management systems and principles

 service quality development

 performance monitoring and review

 change management principles

 within theory for each element below

© 2016 Viviana Cohn

Element 1: Work within the

The following table provides a very brief description of which of the

Political / Social theory Social policy

© 2016 Viviana Cohn

movement and employers in

Functionalism – that the social world Government has a role as a form of

Symbolic interactionism – this is what Individualised case management

Principles of participatory democracy

© 2016 Viviana Cohn

environmental and cultural) often evolves from this type of collective

Community development is founded on the principle of participatory

1.1 Identify and work within the

Why do we need to understand governance

© 2016 Viviana Cohn

Firstly, understanding organisational governance and management

Secondly, in order to achieve successful community development

What types of governance structures exist in the

© 2016 Viviana Cohn

In a cooperative structure members are expected to share the

 ACT - Co-operatives Act 2002