Management Support Unit (MSU)
These resources are to help your community sector organisation improve all areas of its management and governance.
Working together - Resourcesnew! 07/05/2015
Working together - Resources links to a range of materials available on the internet.
Working Together Glossary of Key Legal Terms
Information Sheet 32: This information sheet outlines what needs to be addressed when restructuring an incorporated association as a result of closing part or all of a service, or winding an organisation up. It provides links to additional information and resources.
Information Sheet 03: This information sheet offers simple lists of the roles and responsibilities of office bearers and general members of boards of management of Incorporated Associations. It also offers links to up-to-date resources.
Strategic Planning- UPDATE 2013hot! 05/11/2013
Information Sheet 25 examines the process of strategic planning. It defines the concept, examines concerns and barriers to effective planning, and outlines the benefits and the process of achieving an effective strategic plan. There is also a list a useful up-to-date resources.
Partnerships and Governance UPDATE 2013hot! 02/09/2013
Information Sheet 22: Partnerships and Governance UPDATE 2013 This information sheet explores some of the issues that need to be addressed for the effective governance of formal partnership arrangements between non-profit organisations, outlining possible risks It replaces the NCOSS Information Sheet Governance and Partnership, 2009. It includes updated links to references and resources.
Information Sheet 31: Ethical Frameworks: Codes of Ethics and Conduct. This information sheet addresses ethical frameworks. Managing ethics in the workplace involves identifying and prioritising values to guide behaviours in the organisation. This can be achieved through the development of codes of ethics, codes of conduct, and associated policies and procedures.
Ethical Decision Making 2012 hot! 31/10/2012
Information Sheet 13: UPDATE 2012 Managing any organisation, either as a board member or manager, will require making decisions that have ethical components, some of which can be extremely complex. Whilst laws set out the requirements for boards and organisations to operate correctly, ethical standards extend these legal requirements from not just ‘doing things right’ but ‘doing the right thing’. This strong relationship between ethical considerations and legal obligations that Board members and managers have is particularly relevant to governance, due diligence and responsibilities to stakeholders, particularly service users/consumers. This information sheet explores sound ethical decision making and how Boards can develop ethical intelligence within their organisations and thereby manage difficult issues with an ethical dimension.
Attracting Board Membershot! 19/07/2012
Information Sheet 05: UPDATED 2012. Boards of Management of non government organisations have increasing responsibility, as legislation changes, and as compliance requirements increase. Recruitment of board members to NGOs can be adversely affected as managing becomes more complex. This information sheet looks at recruiting the required expertise to the Board.
Information Sheet 30 discusses fraud in the not-for-profit sector. What is fraud? What factors influence fraud? Are there ways to avoid fraud? And what is the Role of the Board in all this?
Managing Riskhot! 04/04/2012
Information sheet 29: Managing Risk defines risk and risk management, outlines the steps to develop and implement a risk management plan and provides links to useful resources
Selecting a Consultant - update 2012hot! 13/02/2012
Information Sheet 9: Selecting a Consultant - update Feb 2012 This information sheet explores key issues in selecting and engaging a consultant. What not to expect from a consultant? What to do after the contract is signed? Evaluation, possible pitfalls and risk management when contracting a consultant.
Probity and Governancehot! 17/10/2011
Information Sheet 28: Defines probity and outlines its relationship to the good governance of Boards of Management (Boards) and organisations, as well as strategies to enable probity practices.
Good Governance hot! 07/09/2011
Information Sheet No 1: Simple measures to assist non-government organisations in maintaining good governance
Board Performancehot! 07/09/2011
Information Sheet No 12: Monitoring Board's Performance: Adopting Standards
Board Performance Reviewhot! 07/09/2011
Information Sheet 24: Board Performance Review The increasing governance and compliance requirements placed on Boards of non profit organisations include the expectation that they evaluate their performance regularly. This information sheet outlines principles for effective Board reviews and offers some practical information for Boards that seek to evaluate their efforts.
Resources for Good Governancehot! 07/09/2011
Information Sheet 27: This Management Support Unit resource guide provides suggestions, templates and additional information on internet-based resources for developing and maintaining good governance.
Q&A Associations Incorporation Act 2009hot! 12/08/2010
Information Sheet 26: This information sheet summarises the major changes under the new Act and provides 'plain English' answers to some of the most frequently asked questions.
Information Sheet 14 : Managing Conflicts of Interest - UPDATE 2013 Conflicts of interest are a serious issue that all organisations need to prepare for, proactively. This information sheet defines what a conflict of interest is and provides a framework for managing the risks associated with real or perceived conflicts. A list of key resources, a sample template for a conflict of interest policy and a disclosure statement are included. Appendix: Declaration of Interest template, available as word document from within Information Sheet 14. It can be adopted or adapted to the needs of your organisation.
Board Financial Delegationhot! 09/07/2009
Information Sheet 23: Board Financial Delegation When the Board of a not-for-profit organisation has power to engage in an activity, it can delegate that responsibility to another party to enable the organisation to operate effectively and efficiently. The form, limits, risks and responsibilities of financial delegations are explained in this information sheet.