Financials

  
​ Source of Funds
  The funds of the Donald Learning Group Inc., Community Centre (DLG) may be derived from memberships, annual subscriptions, donations,        fund raising activities, grants, interest and any other source approved by the committee.
                                                           
                                                             Management of Funds
  1. The (DLG) must open an account with a financial institution from which all expenditure of the (DLG) is made and into which all of the (DLG)            revenue is deposited.
  2. Subject to any restrictions imposed by a general meeting of the (DLG), the committee may approve expenditure on behalf of the (DLG).
  3. The committee may authorise the treasurer to expand the funds on behalf of the (DLG) (including electronic funds transfers) up to a                        specific limit requiring approval from the committee for each item on which the funds are expended.
  4. All cheques, drafts, bills of exchange, promissory notes and other negotiable instruments must be signed by 2 committee members.
  5. All funds of the (DLG) must be deposited into the financial account of the (DLG) no later than 5 working days after receipt.
  6. With the approval of the committee, the treasurer may maintain a cash float provided that all money paid from or paid into the float is                  accurately recorded at the time of the transaction.

  Financial Records
  1. The (DLG) must keep financial records that:
       A. Correctly record and explain all its transactions, financial position and performances.
       B. Enable financial statements to be prepared as required by the act.
  2. The (DLG) must retain all financial records for 7 years after the transactions.
  3. The treasurer must keep in his/her control:
       A. The financial records for the current financial year.
       B. And any other financial records as authorised by the committee.

   Financial Statements
  1. For each financial year, the committee must ensure that the requirements under the act relating to the financials of the (DLG) are met.
  2. Without limiting sub rule (1) those requirements include:
       A. The preparation of financial statements.
       B. If required, the review or auditing of the financial statements.
       C. The certification of the financial statements by the committee.
       D. The submission of the financial statements to the annual general meeting of the (DLG).
       E. The lodgement with register of the financial statements and accompanying reports, certificates, statements and fees.

Volunteers
  Introduction
  The (DLG):
   1. Recognises, values and supports the role played by Volunteers in the provision of services to the community and is committed to                              developing and promoting a quality volunteer management program.
   2. Believes that Volunteers play a vital role in the organisation by:
       A. Supporting, enhancing and expanding the management, services and activities provided by the centre.
       B. Encouraging community involvement and decision making and the opportunity to share knowledge and skills.
   3. Relies on Volunteers for a wide range of activities including: 
        -Reception
        -Clerical Duties
        -Maintenance
        -Gardening
        -No Interest Loan Scheme
        -Community Lunch Program
        -Bingo
   4. In return, Volunteers must feel valued and supported and gain the training they require to perform their tasks to the best of their ability.
       At the same time they will be making new connections in their community and building up their own skills for future employment, if that is           their requirement.

  Purpose
  To identify the (DLG)'s position on the engagement of Volunteers and to document the standard expected in providing a service to the                   community.

  Policy
  Volunteer’s rights and responsibilities are enshrined in the Code of Ethics, which are to be observed by all employees.
  Our policy is to:
   1. Recruit and utilise the skills and experience of a wide range of Volunteers.
   2. Offer Volunteers support, recognition, celebration of their skills and experience.
   3. Train Volunteers in all aspects of the jobs they have selected to do.
   4. Give Volunteers adequate orientation and induction on coming to the Centre.
   5. Provide Volunteers with a job description.
   6. Give all Volunteers regular feedback on their performance.
   7. Allow Volunteers time to voice their concerns.
   8. Supervise Volunteers so they feel safe and valued.
   9. Celebrate when Volunteers move on in their lives.

  Responsibility
  1. Award or work-place agreements do not cover Volunteers. Volunteers however do have rights, some which are enshrined in legislation and          some of which could be considered the moral obligations of an organisation involving Volunteers. Volunteering Australia promotes the                  basic rights of a vVlunteer.
  2. The Coordinator is responsible for the implementation and review of this policy.

  3. The Coordinator will ensure that Volunteers do not fill a position previously held by a paid employee. Volunteers will not do the work                      of paid staff during an industrial dispute.
  Prior to recruiting Volunteers, the (DLG) will:
  1. Identify available positions and write position descriptions.
  2. Identify additional screening requirements for position e.g. Police Record Check.
  3. Identify any risks associated with position and how these might be minimised.
  4. Prepare Volunteer handbook, induction checklist.
  5. Include in annual budget, provision to cover the payment of approved out-of-pocket expenses for Volunteers.
  6. At their first session, Volunteers will receive a Volunteer handbook which includes the:
       A. Vision, mission, objectives, values statement, activities and brief history of the centre.
       B. Emergency procedures and first aid information.
       C. Position description and daily duties.
       D. Centre general information.
       E. Reimbursement of expenses.                                                                                                                                                                

       F. Equipment use.
       G. Summary of key policies and procedures (Occupational Health and Safety, Equal Opportunity, Grievance Procedures, 
Privacy and The                     Code of Ethics).
       H. Insurance.
        I. Location of key documents.

  Related Documents
   1. Code of Ethics
   2. Position Descriptions
   3. Volunteers
   4. Occupational Health and Safety Policies
   5. Privacy Policy
   6. Conflict of Interest Policy
   7. Fraud Policy

Policies and Procedures
  The (DLG) encourages its staff, members and course participants to resolve any issues or concerns that they may have at the earliest                      opportunity.
  The preferred process involves staff, members and course participants being able to resolve issues to their satisfaction internally, without            feeling they have to refer to external organisations or authorities for assistance.

  Purpose
  The purpose of this document is to provide an avenue through which staff, members and course participants, and the coordinator can                    resolve work-related and course complaints as they arise.

  Policy
  The (DLG) will establish mechanisms to promote fast and efficient resolution of workplace and course issues.
  Open communication and feedback are regarded as essential element of a satisfying and productive work/Centre environment. Staff,                    members and course participants should feel comfortable with discussing issues with the coordinator in accordance with the procedures                outlined below.
  All formal avenues for the handling of grievances will be fully documented and complainant’s wishes will be taken into account in the                    determination of appropriate steps and actions.
  No staff or community member will be intimidated or unfairly treated in any respect if they utilise this policy to resolve an issue.
  This policy applies to all staff and community members.

  Responsibilities
  It is the responsibility of the coordinator to ensure that:
   1. He/she identifies, prevents and addresses potential problems before they become formal grievances.
   2. He/she is aware of and is committed to the principles of communicating and information sharing with complainants.
   3. All decisions relating to employment/course practices are made with consideration given to the ramifications for the individual, as well as             the (DLG) in general.
   4. Any grievance is handled in the most appropriate manner at the earliest opportunity.
   5. All staff, members and course participants are treated fairly and without fear of intimidation.

  It is the responsibility of staff and members to ensure that:
   1. They attempt to resolve any issues through the Coordinator and through internal processes at the earliest opportunity.
  It is the responsibility of the Coordinator to ensure that:
   1. All staff and members are aware of their obligations and responsibilities in relation to communication and information sharing with each             other.
   2. Ongoing support and guidance is provided to all staff and members in to employment and communication issues.
   3. All staff and members are aware of their obligations and responsibilities in relation to handling grievances.
   4. Any grievance that comes to the attention of the Coordinator is handled in the most appropriate manner at the earliest opportunity.
   5. The same support is given to course complaints and grievances.

  Procedure
  Employment Practices:
  The Coordinator should be aware of the possible ramifications in their actions when dealing with these issues. They must ensure that all                persons are treated with fairness, equality and respect.
  If there are any doubts or queries in relation to how to deal with a particular set of circumstances, the Coordinator should contact the                    chairperson of the Board for advice at the earliest opportunity.
  Where a staff grievance or dispute has been brought to the Coordinator’s attention, he/she should assess whether the employee involved is        covered by an award or an agreement, and if so should refer to the document for grievance procedures. If the staff involved is not covered            by such a document, the guidelines below should be followed.

 Grievances and Dispute Resolution
  Staff, members and course participants who consider that they have a dispute or grievance should raise the matter with their immediate              supervisor as a first step towards resolution. The two parties should discuss the matter openly and work together to achieve a desired                    outcome.
  The Coordinator should check for clarification of the issue to ensure they fully understand the complainant’s concerns. The Coordinator                should follow the standard procedure of offering the complainant the opportunity to have an independent witness at the discussion,                      ensuring they follow the steps outlined below:
   1. If more than one person is present, establish the role of each person.
   2. Outline the process that is to be followed.
   3. Inform the parties that any information obtained in the conduct of review is confidential.
   4. Listen to the complainant and diagnose the problem.
   5. Take accurate and detailed notes of all conversations ( including dates and people involved) and attach any supporting documentation.
   6. If deemed necessary, provide the staff member or other member with a written summary of the meeting and clarification of the next                     steps to be taken.
  The Coordinator must ensure that the manner in which the meeting is conducted will be conducive to maintaining positive relationships and       will provide a fair, objective and independent analysis of the situation.
  All parties are to maintain complete confidentiality at all times.
  If the matter is not resolved and the complainant wishes to pursue it, the issue should be discussed with the chairperson of the Board.                   Again, the matter is to be discussed openly and objectively with management to ensure it is fully understood.
  If the grievance/dispute is one of a confidential or serious nature involving the Coordinator, the complainant may discuss the issue directly          with the chairperson of the Board.
  Policy history.
  Drafted

  Ratified      Ratified/Accepted      To BeReviewed      Reviewed      Comment
  03.05.17             01.06.17                                                                          Retyped minor edits only.
                                                                                                                        No substantial changes to content
                                                                                                                        By Board of Management
                                                                                                                        C Delaney (Co)/I Bourke (Chair)
                                                                                                                        C Delaney /I Bourke