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Home 5 Good Practice Toolkit 5 Quality Principle 9: People and Culture 5 Commitment 9.1

Good Practice Toolkit

Commitment 9.1:
We have the human resource capacity and capability to deliver our work.

Compliance Indicators

Compliance with the Commitments will be assessed against the following Compliance Indicators. All of the applicable Compliance Indicators must be met by every ACFID Member to be considered compliant with the Code. Each of the Compliance Indicators has one or more compliance Verifiers. Verifiers are the description of evidence that is required to substantiate compliance with each Compliance Indicator. Guidance is also provided.

To demonstrate compliance, members will have all of the Verifiers in place, commensurate with their size and the nature of their work. Members will also ensure that their policies, processes and guidelines are implemented and subject to regular review.  

9.1.1 Members have an organisational structure appropriate to the scope of their work.

An organisational chart or a description of the organisational structure. 

Guidance

The organisational chart or structure should outline the key positions in the organisation and the relationships between these positions. This provides a good overview of the resources that have already been dedicated, and assists your organisation to plan for any additional roles that it needs to further its mandate and scope of work. Documenting the relationships between positions also assists positions understand which roles they are responsible to, and who has responsibilities for them. It can be a useful way to think about how units within an organisation relate to each other, and are assigned responsibilities that work together to achieve the organisation’s overall goals and objectives. There are many examples of organisational chart templates available on the internet that can help prompt the way that your organisation chooses to document its own structure.

9.1.2 Members provide a clear description of roles and performance expectations.

Job descriptions or terms of reference for staff and for key volunteers (i.e. those that fill formal roles in the organisational structure). 

Guidance

Job descriptions or terms of reference outline the main duties and responsibilities that are involved in a particular role. They usually include the purpose, duties, responsibilities, scope, and working conditions of a role, along with the role title, and the name or designation of the person to whom the employee or volunteer reports. Job descriptions provide the basis for recruitment, employment, and performance management. They communicate what is expected of a particular role and how the role will be evaluated.

There are many tools available on the internet that can help your organization prepare a job description or a term of reference. In addition, the Resources section below includes a link to to ‘Writing a Position Description’.

Good Practice Indicators

The following Good Practice Indicators describe a higher standard of practice than that set out in the Compliance Indicators. While Members do not need to meet the Good Practice Indicators to be considered compliant with the Code, they will self-assess against these indicators once every three years. This provides a clear pathway for Members to strengthen and improve practice over time.

  • Dedicated staff, volunteers, or contractors are assigned to key areas of organisational responsibility. 
  • Periodic reviews are undertaken of the human resource needs of the organisation. 

Good Practice Guidance

Here are some practical suggestions for your organisation to further deepen and improve practice over time.

Organisational and Policy

  • Develop an organisational structure document to help with future tasks like workforce planning, succession structure, and what to outsource.
  • Consult with all units of your organisation to develop a staffing plan that can be considered within the annual budget process.
  • Create a job description for each role within your organisation.
  • Align performance indicators for particular roles to the organisation’s strategy.
  • Conduct recruitment processes that are as open as possible, to attract talent from a broad arena.
  • Design a salary structure and assign salaries for various functions within the organisation. Compare and contrast those with fair market value for similar positions.
  • Review salaries at least annually to ensure that you stay competitive. Consider providing other compensation to employees such as flexible working arrangements, or extra leave entitlements.
  • Develop clear human resource policies and procedures that are accessible to all staff and volunteers.
  • Consult with staff to develop a learning and development plan to further develop staff capacity. 

ACFID Resources

Spotlight on the Code –how Sight For All approaches Quality Principle 9

This ACFID-resource gives insight into how an ACFID small member approaches Quality Principle 9 – in particular HR, workplace and staffing. Judy Bickmore, Executive Officer from Sight For All, talks about various ways she manages 3 paid staff and relying on a successful volunteering framework. It is suitable for emerging and small organisations, as well as organisations that rely heavily on volunteers.
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Other Resources

5 ways to clearly define the roles and expectations of your team

This resource is a guide for establishing clear roles and responsibilities for team members. It has strategies for creating job descriptions, establish performance expectations, and key goals. It is suitable for all organisations developing clear processes for holding staff, volunteers, and board members accountable for their results. This is relevant to the Code because members are required to provide a clear description of roles and performance expectations.

7 Organizational Structure Types (With Examples)

This resource gives an overview of the different types of organisational structures that can be used to determines how roles, responsibilities, decision-making authority, and information flow within the organisation. It is suitable for all organisations looking to define and clarify job responsibilities, reporting relationships, decision-making authority, and interactions with partners.

CARE International’s Organisational Structure

This resource is an example of CARE International's organisational structure that may be inspiration for member organisations. It shows CARE International's mission, scope of work, and organisational structure. This resource is relevant to the Code because it exemplifies one approach to describing organisational structure.

Clearing the fog: why role clarity in the workplace matters

This quick blog discusses the importance of role clarity in the workplace, and highlights findings from Gallup research indicating that only half of employees strongly agree they know what's expected of them at work. This is suitable for emerging and small organisations growing and maturing from start-up to small business.

Managing performance and warnings

This resource from the Fair Work Ombudsman for strategies for effective performance and behaviour management. This is suitable for all organisations looking to implement policy into operation within Australian laws.

OECD – Organisational structure

This resource is an example of OECD's organisational structure that may be inspiration for member organisations. It shows OECD's mission, scope of work, and organisational structure. This resource is relevant to the Code because it exemplifies one approach to describing organisational structure.

Supervision Checklist template

This resource offers a template for conducting a supervision checklist - a tool to assess and monitor the performance of staff members or teams within an organisation. The template is suitable for emerging and small organisations wanting address various aspects of supervision, such as goal setting, task allocation, feedback provision, and professional development. It is relevant to the Code by providing a structured framework for effective support and guidance to their staff.

Work health and safety laws

This resource provides an overview of Work Health and Safety (WHS) laws across Australia. It covers health, safety, and welfare of all employees, volunteers, and individuals interacting with workplaces. It is suitable for all organisations developing policies in line with WHS laws and administering workers' compensation schemes within its state or territory. This is relevant to the Code because members are required to provide a clear description of roles and performance expectations.
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