Merri Creek Management Committee

In the notional first year of setting up a similar group to MCMC, the potential participants were consulted and brought together to set up a group with shared objectives and a common vision. In the second year, a coordinator was appointed, organisational and catchment strategy was developed, funding sought, and a program of work designed.

In the third year things start to get into a yearly rhythm, commencing works and seeking funding for future works.

Employing a works team or contractor

Works could be carried out by in-house staff or by contractors. MCMC has always preferred to use in-house staff so that it can use the skills developed for future projects, because a higher level of quality control is possible with in-house staff, and because staff are more likely while in the field to be able to talk to members of the public about the range of issues involved, and communicate feedback from members of the public back to MCMC. Whilst a short term cost advantage may be obtained from using contractors, this doesn't outweigh the disbenefits. MCMC's Running a Revegetation Team page describes how MCMC's program works.

Supervising and monitoring work

Irrespective of whether staff or contractors are used to undertake works, a staff member needs to be given the role of ensuring project completion and quality control. Once the number of projects gets above a few, the use of a project management tool like Microsoft Project becomes useful. Orderly scheduling of works is complicated by the weather. Herbicide spray jobs demand fine still weather, which can be in short supply in Melbourne. The commencement of planting depends on the autumn break (the first rains of autumn), and spreading mulch on a strong wind day is something to be avoided.

Maintenance

For on-ground works providing for maintenance of work completed is one of the most challenging aspects of MCMC's work. Funding bodies are reluctant to contribute funds to maintenance. MCMC uses its direct contributions from member groups first to ensure that gains made in their areas are not lost through lack of maintenance, however there is never enough money for maintenance, and this refrain is echoed throughout local government. In fact it is the lack of money for maintenance that limits the speed of MCMC's work more than the lack of money for new works.

Documenting achievements

Whatever sort of projects are run, it is critical to document achievements and demonstrate these to your stakeholders. One of the main reasons MCMC publishes an annual report is to demonstrate achievements. The report is divided into sections which correspond to each of MCMC's primary purposes, and achievements are described in each area.

Acquitting grants

You need to be able to demonstrate that you have spent the money you were granted on the purposes for which it was granted and that the outcomes you said you would achieve have been achieved (or have very good reasons why they were not).

Financial acquittal is simplified by using an accounting package which provides for separate job numbers. Direct costs of labour and materials are charged to the job number. Organisational operational costs can be shared across jobs periodically, and then a simple print-out of a job profit and loss statement can be attached to demonstrate that the money was spent. Alternatively, your project planning software can be used to aquit jobs providing actual hours spent and actual materials used are recorded in it, and these are reconciled regularly with the accounting records.

Proving that the money was spent on the purposes for which it was granted is not always so easy, as simple errors like using the wrong job number on a timesheet can introduce errors. A carefully and accurately run accounting system should avoid these errors, and one of the roles of an auditor is to assess how carefully and accurately the system is run. Even an auditor will not pick up all errors however. Nonetheless, providing a copy of the Auditor's report gives funding bodies confidence that every effort has been made to ensure money was spent on what it was granted for.

Demonstrating that outcomes were achieved is easy for on-the ground works where before and after photographs and maps can be used. For projects which set out to alter community behaviour, demonstrating outcomes can be much trickier. It is best in the application stage to design measures of outcomes which will be easy to use.

Seeking funding

Throughout the year submit funding applications as you are able to. Determining a balance between seeking funding and ensuring implementation of grants received can sometimes be dificult. Use opportunities that come up to make contacts with funding bodies.

Developing a works program for the next year

Begin the cycle again by designing a program of works and a budget for the next year based on what your known and likely income is to be.

Go back to suggestions for Year 1 Preparation and incorporation.

Go back to suggestions for Year 2 Employing a coordinator, developing a strategy and a program.