NV Interactive

Found Directory Website Wireframe

Seizing the Moment 3

Table of Contents

Part A.The Origins of Community Work

Part B.Principles and Ethics in Community Work

Part C.Nature and Types of Community Work

  • 6Types of community work »
    • 6.1Community service
    • 6.2Community development
    • 6.3Community action
  • 7Understanding community development »
    • 7.1Defining community development
    • 7.2Common community development principles
    • 7.3Common functions of a community development worker
    • 7.4Common community development skillsA checklist
    • 7.5Community development and power
    • 7.6The vulnerability and benefits for a community development worker working in the state sector
    • 7.7Best practice issues for community development workers when employed by the state sector

Part D.Learning and Change in Community Work

Part E.The Structure of Community Organisations

  • 10Legal entities incorporation and community organisational structure »
    • 10.1Background and terminology
    • 10.2Incorporated societies and charitable trusts
    • 10.3A typical structure of an incorporated society
    • 10.4A typical structure of a charitable trust
    • 10.5Features of an effective organisation
    • 10.6A snapshot of an average community board
    • 10.7Rules for an unincorporated organisation
    • 10.8A note on the constitution
    • 10.9 Governing Maori organisations
    • 10.10.Getting and keeping board members
    • 10.11.Twelve organisational features of a community group

Part F.Defining Governance and Management

Part G.The Responsibilities of Governance

  • 13The planning responsibilities of governance. An overview »
  • 14Planning the maintenance of the groups wellbeing »
    • 14.1Seven factors when maintaining the group's wellbeing
    • 14.2Plan the group's wellbeing
    • 14.3Succession planning
    • 14.4Planning for greater financial stability
    • 14.5Fundraising Who is responsible?
    • 14.6Starting a new group
  • 15Planning the duties of governance »
    • 15.1Twelve basic duties of governance
    • 15.2Planning implications of employing workers
    • 15.3A contract for board members
    • 15.4Delegation
    • 15.5Types of plans
    • 15.6Types of policies
    • 15.7A code of practice
  • 16Strategic Planning »
    • 16.1Why develop a strategic plan?
    • 16.2Common components of a strategic plan
    • 16.3How to facilitate the development of a strategic plan
    • 16.4Some strategic planning documents
    • 16.5A business plan
  • 17Delivering services to users »
  • 18Monitoring and evaluating responsibilities of boards »
    • 18.1Definition and principles of monitoring
    • 18.2Criteria for monitoring quality
    • 18.3What should the board monitor and how. A summary
    • 18.4Simple monitoring techniques
    • 18.5Definition and principles of evaluation
    • 18.6What should be evaluated and how. A summary
    • 18.7Getting feedback from users on the effectiveness of your services
    • 18.8A self check on the performance of boards in a small community organisation
    • 18.9A checklist of current board skills and needs
  • 19Accountability and compliance responsibilities of boards »
    • 19.1A summary of accountability and compliance actions
    • 19.2Monitoring accountability. A checklist of actions
    • 19.3Monitoring your monthly accounts
    • 19.4A funding plan and sources of money
    • 19.5Creating a paper trail. Formal approvals and efficient record keeping

Part H.Employing Workers

  • 20An overview of employment responsibilities
    • 20.1An overview of appointment, supervision and performance appraisals
    • 20.2Choosing whether to employ a person or contract the work out
    • 20.3Appoint the right person
    • 20.4Legal requirements of employment
    • 20.5Induction checklist
    • 20.6How to prepare a personal work plan
  • 21Supervising and monitoring worker performance »
    • 21.1Overview of worker supervision
    • 21.2The aims and levels of supervision
    • 21.3Principles of supervision
    • 21.4Internal supervision (also called management or administrative supervision)
    • 21.5Sample monthly worker report to internal supervisor
    • 21.6Professional development
    • 21.7External supervision (also called professional supervision)
    • 21.8Sample letter of understanding between a community group and an external supervisor
  • 22Worker performance appraisals »
    • 22.1An overview of a performance appraisal
    • 22.2Understanding performance appraisals
    • 22.3A simple step-by-step appraisal process
    • 22.4Joint worker and board performance appraisals
    • 22.5Managing satisfactory and unsatisfactory performance
    • 22.6Self-assessment

Part I.The Responsibilities of Management

  • 23Common responsibilities of management »
    • 23.1An overview
    • 23.2Common management responsibilities where there is no manager /coordinator
    • 23.3Common management responsibilities for a manager / coordinator
    • 23.4Assessing the performance of management
    • 23.5Where and how is management accountable to their board?

Part J.Appraising Your Organisation

Part K.Some Current Governance / Management Issues

Part L.Effective Meetings and Decision Making

  • 28Effective Meetings »
    • 28.1The purpose, types and styles of meetings
    • 28.2A checklist for running a public meeting
    • 28.3Some hints about running a business meeting
    • 28.4A common agenda for a board's monthly business meeting
    • 28.5A rotating chair or facilitator
    • 28.6Personal time management
  • 29Decision making in community groups »
    • 29.1Thirteen ways to make a decision
    • 29.2Making hard decisions
  • 30Managing conflilct in a community group »
    • 30.1 The nature of conflict
    • 30.2Some facilitator responses to conflict in a group and problem solving
    • 30.3Two problem solving techniques

Part M.Some Policies and Processes