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.

Information Sheet 03: UPDATE 2012 Roles and Responsibilities of Office Bearers and General Members of Boards and Management of Incorporated Associations. The people sitting on honorary boards and committees of management have important tasks that need to be carried out to ensure the good governance of the organisation. Just as paid staff in community organisations have job descriptions; it is reasonable that the role of committee members should be set out in writing in order to encourage accountability and efficiency. A list of these duties should be available to prospective members before they take office and discussed with the people concerned. This information sheet offers simple lists of the roles and responsibilities of office bearers and general members of boards of management of Incorporated Associations.

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.

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?

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

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.

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.

Information Sheet No 1: Simple measures to assist non-government organisations in maintaining good governance

Information Sheet No 12: Monitoring Board's Performance: Adopting Standards

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.

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.

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 2012 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.

Information Sheet 25: Strategic Planning This information sheet examines the process of strategic planning. It defines the concepts, examines concerns and barriers to effective planning, analyses the benefits and the process of achieving an effective strategic plan. There is also a list of useful resources.

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.

Information Sheet 22: Governance and Partnerships 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. It outlines possible risks and clearly recommends that you look before you leap.

Information Sheet 21: Quality Improvement Standards in Governance and Management. Continuous quality improvement is a broad management term that describes a process through which organisations systematically assess and improve their performance along a range of criteria. Do quality standards aim to prescribe minimum levels of attainment and monitor compliance? Or do they focus on improving the quality of the service in the form of outcomes for clients?

Information Sheet 20: The purpose of this information sheet is to assist managers to deal with the vexed issue of poor performance. Some managers in small organisations may not have the skills and knowledge to enable them to deal with poor performance effectively.

Information Sheet No 19: The purpose of this information sheet is to assist managers to conduct a review that has value and benefit to both employees and the organisation.