SummaryDocumentforSNOWWord下载.docx
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SummaryDocumentforSNOWWord下载.docx
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Theprojectwasdesignedtoexplorethestrengths,issuesandchallengesfacingsmallernongovernmentorganisations(NGOs)intheMountDruitt/BlacktownareaandtoworkwithsmallNGOsintheBlacktownareatoidentifyarangeofstrategiesthatwouldsupportsmallNGOs,andassistthemindevelopingandenhancingtheirpotential.
Theproject:
∙researchedtheresourceanddevelopmentneedsofsmallNGOs
∙researchedthefinancialviabilityofsmallNGOsandminimumincomelevelsfororganisationsandprojects
∙facilitateddebateanddiscussionbetweensmallNGOsandtheDepartmentofCommunityServices(theSNOW‘Dialogue’)
∙exploredwaysthatsmallNGOscanmakechangesorworkwithoneanother,toenhancetheirviabilityandcapacity
∙identifiedtoolsandresourcesthatcouldassisttheminthiswork
∙identifiedactionthatgovernmentcouldtaketosupportthediversityoftheserviceprovidersector
TheSNOWProjecthasresultedintworeports–themainProjectReport,andareportofthefindingsoftheViabilityResearchProject.TheExecutiveSummaryforeachReportisattached.
ThecontentoftheSNOWreportsandrelatedmaterialisdrawnfromresearch,datacollectionandconsultationsconductedaspartoftheSNOWProject,andrepresentsthefindingsoftheconsultants,BradfieldNylandGroupandtheworkoftheSNOWReferenceGroup.Theinformationprovidedinthesereportsisdesignedtoassistbothnongovernmentorganisationsandgovernmentagenciesintheirrespectiverolesinprovidingcommunityservices.ThecontentoftheSNOWreportsandrelatedmaterialshouldnotbeinterpretedasrepresentingapolicypositionofanygovernmentagency.
ExecutiveSummary
WAVINGNOTDROWNING:
STAYINGAFLOATASASMALLNGO
ReportoftheSNOWResearchProjectintoViability
TheViabilityResearchProjectwasconductedaspartoftheSmallNonGovernmentOrganisationsWorkingTogether(SNOW)Project,andwasdesignedtoexamineincomelevels,resourcemanagementandtheviabilityofsmallnon-governmentorganisations(NGOs),samplingorganisationsintheBlacktownLocalGovernmentAreaascasestudies.
Inarangeofreportsandcommentariesoncommunitysectororganisations,areoccurringthemehasbeenaconcernfortheongoingfinancialviabilityofsmallNGOsinthefaceofanumberofchangesandpressuresintheirenvironment.ThefactorsthatareregularlycitedasaffectingthesustainabilityofsmallNGOsincludeinsufficientgovernmentfunding,risingcosts,increasedcomplianceandaccountabilitycosts,andtheimpactofgovernmentfundingpolicies,andinparticularthemovetoacontractingor‘purchaser/provider’frameworkforgovernmentfunding.
ThereisnoavailablecurrentresearchintotheactualcoststructuresofsmallNGOs,andthereforenogeneralagreementonviablefundingformulaeforprojectsandservices.Toaddressthis,theViabilitystudycollecteddetaileddatafromasampleof20smallorganisations,ranginginsizefromannualincomesof$80,000to$680,000,includingtwoorganisationsthatwereexperiencingrapidgrowth.Threelargerorganisations(annualincomesof$1.2–1.5million)werealsostudiedforcomparison.TheorganisationswerepredominantlyfundedthroughtheNSWDepartmentofCommunityServices,butoverhalfhadmorethanonesourceoffunding.
Financialviability
Intermsofthecurrentfinancialviabilityoftheorganisations,thestudyfoundthat:
∙Thefinancialsituationoftheorganisationsvaried:
-half(11)theorganisationsappeartobefinanciallysoundandsustainable
-justunderonequarter(4)appeartohaveadequateprovisionsbuthighongoingexpensesthatcouldthreatensustainabilityinthelongerterm
-justunderonequarter(4)appeartohavelimitedprovisionsandcouldthereforebevulnerabletoanysuddenincreaseinoperatingexpenses
-threeorganisationsappeartobestrugglingfinancially
∙Smallerorganisationstendedtobemorelikelytohavelimitedorinsufficientprovisionssetaside.
∙Verysmall(annualincome$100,000orless)organisations,andchildcareservices,werethemostfinanciallyvulnerable,withlimitedcapacitytoensureadequateprovisionsorcontingencyfunds.Inthecaseofchildcareservices,thisisparticularlyduetothelimitationsofgeneratingsufficientfeebasedincometocoverfixedcostsrelatedtostaffingandupkeepofpremises.
Corefunctionsandthe‘backoffice’
Thestudyexaminedthewayinwhichsmallorganisationsutilisedstaffformanagementandcoordination,theextenttowhichadministrationandbookkeepingwereprovidedbyspecialistpaidstaff,andtheprofileofthecurrentuseofinformationtechnologyequipment(IT)andITsupport.
Althoughmostorganisationswithmorethanonestaffpersonhadanidentifiedpaid‘manager’position,mostofthesepeoplealsohadservicedeliveryresponsibilities,andthemostcommonlyreportedconcern,alongwiththerecruitmentandretentionofboardsofmanagement,wastheprovisionofadequateformalsupervisionforstaff(includingthemanager/coordinator).
Halfthesmallorganisationshadnopaidadministrationstaff,andonlytwohadfulltimeadministrationstaff.However,onlytwoorganisationsdidnothavepaidbookkeepingstaff,withmostoftheorganisationshavingbetween2and9hoursaweekofpaidbookkeeping.Justoverhalftheorganisationsindicatedthattheyneededmorepaidadministration,butonlyoneorganisationindicatedaneedformorebookkeepinghours.
Themajorityoforganisationsdidnothavenetworkedcomputersystems,andmosthadamajorityofmachinesovertwoyearsold,but16of18smallorganisationshadtheiraccountsandpayrollcomputerisedand12usedtheircomputersforclientorservicerelateddatabases.Twothirds(12)oftheorganisationsusedexternalITsupport,butthecostsvariedwidely.
Thesituationforsmallorganisationscontrastswiththatofthethreelargerorganisations,allofwhomhadfulltimepaidmanagers,fulltimeadministrationstaff,andatleastahalftimebookkeeper.Theseorganisationsalsohadcurrent,networkedcomputersystemsandsatisfactoryexternalITsupport.
Coststructuresandminimumincomelevels
Analysisoftheexpenditurepatternsofthesampleorganisations,andsomeadditionalresearchintolocalrentalaccommodation,providedthedataforthedevelopmentofa‘costingguide’forthecoreitemsofanyorganisationalbudget,andinparticularfortheestimationofauspicemanagement,coordinationandadministrationcostsforprojectsbysmallorganisations.
Thisanalysisindicatesthatthereisafixedlevelofmanagementandcoordinationrequiredtorunanorganisation(around12.5hoursperweek),andthatthetimerequiredasaproportionoftotalstafftimenaturallyreducesastheorganisationincreasesinsize,uptothepointwhereafulltimemanager(withoutanyservicedeliveryresponsibilities)isrequired(around$350,000-500,000annualincome).
Asorganisationsprogressbeyondthispoint,theproportionswillalteragainastheywillrequireadditionallevelsofmanagementandcoordination–atypicalorganisationwithanincomeof$1.5millionislikelytohave3-4staffprovidingmanagementandcoordination,overtwolevels(CEOandsectionmanagers).
Thecostingguideprovidesestimatesforthefollowingareasofindirectcostsincurred,andoftenabsorbed,byorganisationsauspicingprojects:
∙Coordinationandmanagement:
8-11%ofstaffcostsor5-7%oftotalbudget
∙Administration:
15%ofstaffcostsor9%oftotalbudget
∙Bookkeeping:
5%ofstaffcostsor3%oftotalbudget
Intotal,thecostsofmanagingaproject,beyonditsdirectcosts,canbeestimatedataround18%ofthetotalbudget.
Theminimumincomelevelneededforthecorecostsofasmallsingleworkerorganisation(thatis,notincludingprogramcostsandtravel)islikelytobeabout$76,000(annual).Locatingthesameservicewithinanexistingorganisation(asanauspicedproject)theoreticallyprovidessomesavings,andthetotalamountrequiredmaybeslightlyless,ataround$70,000.Theactualcostsofprovidingtheserviceorprogramstillneedtobeaddedtothisamount.
Sharingresources
Inthestudysampleorganisations,themostsuccessfulsharingoccurredwiththesharingofactivityspace(suchasameetingorgrouproom),sharedofficespace,andsharingtherunningofactivities.However,organisationsalsoreporteddifficultiesandincreasedcostswithsomeresourcesharingarrangements.
Inconsideringcostsandbenefits,itshouldalsoberememberedthatthehighestproportionofcostsinmostNGObudgetsisstaffing(usually55–65%),andthatspecificitemssuchasrent,insuranceandequipmentindividuallymayberelativelysmallcomponentsofthebudget.
Formanysmallorganisations,stafftimeisafarmorecriticalresource,andthemostusefulwaytomaximiseresourcesandenhanceviabilityistoalleviatepressuresonstafftimeandexpertise.
Intermsofsharedresourcesorservices,thefollowingarelikelytobeofbenefittosmallorganisations:
∙Sharingthecoordination,organisationorrunningofactivities,toreducestafftime
∙Sharingafixedcostitem,wherethecostperorganisationislessthanthecostforoneorganisationtopurchaseormaintainbyi
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