The Demands of Community Management

However, we know there are many problems with this model of governance. Let’s have a look at the demands of community management. The Office of Fair Trading reports that there are approximately 35000 associations in NSW of which approximately 7000 are in the community services sector. Yet 20% fail to submit annual returns to the Registry of Associations – a rudimentary legal governance requirement.

Even for Boards that do not make errors as starkly obvious as the ones I described earlier, the challenge of meeting their obligations as Board members is onerous.

For no remuneration, directors are required to ensure:

• Legal compliance under a broad range of requirements including:
• The reporting requirements of their incorporation (as associations, cooperatives or companies)
• Receipt of government funds and accountability
• The Australian Taxation Office
• Industrial relations legislation
• Exemptions from State taxes and charges
• State taxes and charges
• The Office of Gaming and Racing for authority to fundraise
• Occupational Health and Safety
• Privacy Legislation
• Effective governance policies and practices are in place and followed
• Financial viability and that key sustainability and strength indicators are improving or stable
• The CEO is effective in their role
• Risk management processes are in place an followed
• There is a focus on continuous improvement.

So much is asked of voluntary Boards – is this viable and effective? I will now highlight what works, what does not from a practitioner’s perspective and how this model can be improved.

Table of Contents

Related posts:

1. The Future of Community Management: NGO Perspectives – A Practitioner’s View
2. The Dark Side of Community Management
3. Benefits of Community Management