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(Solved) Max Lionel Realty


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Max Lionel Realty

Max Lionel Realty (MLR), in order to build customer goodwill and satisfy its legal and ethical obligations, has decided to implement a program to:

  • inform agents of legal and ethical obligations (particularly with respect to WHS and anti-discrimination legislation) and any standards or codes of conduct followed by the organisation
  • promote high standards in professional conduct (see Real Estate Institute of Victoria (REIV) Code of Conduct and relevant legislation)
  • inform clients, tenants and potential tenants of MLR’s commitments
  • achieve employee and client buy-in for initiative.

You are an external consultant (from Ace Consultants) contracted to project manage activities to achieve the objectives above.

Quality standards for deliverables:

  • clearly communicate legal obligations and REIV (https://reiv.com.au/) obligations
  • contain as content or support company strategic directions
  • no grammar or spelling errors
  • professional but friendly language
  • fair and flexible delivery for intended audience
  • meet audience requirements and sensitive to information needs, cultural diversity.

Previous needs analysis for the project has uncovered characteristics and requirements of Residential and Commercial Agents and Clients:

●     under stress; time poor●     highly trained and competent in selling and managing real estate●     unaware of legal, ethical requirement. just want to please clients●     even if aware, have no idea how to apply to daily client practice●     cynical: e.g. ‘why do I have to pay attention to MLR’s internal business? I just want them to manage my property.’●     time poor●     not sure of MLR obligations and commitment to best-of-breed client service and ethical practice, REIV code of conduct●     sometimes feel discriminated against on basis of:○    lifestyle○    family status○    cultural background○    income, etc.
●     unclear on overall strategic aims of MLR●     culturally diverse.●     feel it’s the agent’s obligation to fill rental/lease properties according to client wishes: e.g. ‘I choose who lives in/leases my property’●     culturally diverse.

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Project conditions are as follows:

  • Six to eight team members (two to four candidates plus four virtual team members) who must be utilised and budgeted for. Operations General Manager (the assessor) will determine composition of project team.
  • The structure of the work should include roles for project sponsor, technical experts, quality assurance of deliverables, project manager (yourself initially and, after provisional approval, as negotiated with your team), and roles and responsibilities for each team member to achieve the deliverables according to standards, etc.
  • All reasonable resources (e.g. access to a room, computers, software and templates) will be provided. Paper and telecommunications costs, for example, to be covered by candidates. All resources must be costed and included in your budget.

Budget: $15,000.

  • Your Operations General Manager (the assessor) will suggest project deliverables, for example, presentations, information sessions, posters, promotional materials, etc. You may determine your own specific deliverables so long as they are agreed to with stakeholders, meet project objectives, and adhere to budgetary constraints.
  • Project timeframe to be determined by Operations General Manager (the assessor as project sponsor).
  • Project should include design, development, implementation and evaluation stages (with periodic quality review).
  • Project status reports are due at 25%, 50% and 75% of allotted timeframe.
  • Project must be coordinated with other organisational projects, operations, etc.

Maintaining Staff Satisfaction and Work Efficiency

  • Positive Effects of Appropriate Service
  • Good Behavior
  • Customer Retention
  • Maximizing Profit
  • Outlining Plan and Process of the Training and Development Program


Project B (Employee Motivation)

  • Better Output of the Firm
  • Informing Employees About Rewards
  • Rewards and Benefits (Monetary and Non-Monetary)
  • Incentives
  • Form of Award


Project A (Training and Development)

  • Clear Aims and Goals of the Training and Development Program
  • Recognizing Knowledge, Abilities and Skills to Learn
  • Participation During Learning Process
  • Using Resources Such as Knowledge and Experience
  • Practical and Problem-Centered Real Examples
  • Connecting New Materials with the Existing Knowledge and Experience of the Staff
  • Opportunity to Apply the Knowledge Learned
  • Informal, Safe and Supportive Learning Environment
  • Showing Respect to the Employees
  • Self-Esteem
  • Team of Experts


Project B (Employee Motivation)

  • Clear and Precise Aim and Goal
  • Surveying the Staff
  • Justifying Whether Incentive Worked
  • Reviewing Existing Motivational Plan
  • Staff Retention
  • Obtaining Immense Employee Satisfaction
  • Proper management Actions
  • Motivational Tools


Project A (Training and Development)

  • Classroom Program and Self-Study Programs
  • Internet and Books
  • Cost Effective

Project B (Employee Motivation)

  • Balanced Mix of Both Monetary and Non-Monetary Rewards
  • Linking Organizational and Individual Goal with Work Motivation

Understanding Project Stakeholders And Also Establishing Appropriate Scheme, And Using Proper Project Management Apparatus

Project A (Training and Development)

  • Employees and the Management Department Including Senior Level Managers
  • Responsibility of Organization
  • Shared Accountability and Liability of the Management
  • Supplying Right Resources and Environment
  • Supporting Growth plus Development of the Employees
  • Creativity and Innovative
  • Self Study and Self Development Sources
  • Group Management
  • Technology Advancement Project B (Employee Motivation)
  • Single-Vitally Important Activity
  • Managerial Challenge
  • invaluable technique
  • team of experts
  • whole business will be a stakeholder
  • Motivation towards Achieving Organizational Goals and Personal Goals

Coordinate Project Implementation Via Managing Incorporation Of The Project Actions, Stakeholders Input And Disagreements As Well As Disputes Plus Change Proposals

Project A (Training and Development)

  • Recognizing Staffs
  • Providing Information
  • Carrying Out the Program in a Planned Manner
  • Evaluation of the Outcome Project B (Employee Motivation)
  • Recognizing the Employees
  • Quality of the Life
  • Provide Coaching
  • Monetary Incentives


  • Involvement of the Mentors
  • Helping the Mentees to Search Precise Solutions
  • Principle for the Mentorship
  • Focus upon Efforts, Expectations and Guiding
  • Questionnaires and Surveys to Analyze the Effectiveness of the Program


  • OUTCOME: Better than Expected
  • ACHIEVEMENT OF OBJECTIVES: Successful Achieving Project Aims and Objectives
  • Did It Operate within the Scope of the Terms of References?

Yes, It Operate within the Scope of the Terms of References and the Plan includes Effective Strategies and Tactics

  • Deliverables Meeting Criteria defined in Quality Plan The Deliverables Met all the Quality Standard and Criteria
  • Was this Delivered within Schedule Time

Timely Evaluation within Scheduled Time. However, Consumed Some Additional Time

  • Was this Delivered in Budget Outlined Delivered within Financial Limit


  • HR Based Project Management is a Difficult Task
  • Additional Profit and Better Image for Effective Management

Chapter 1 – Business plan (excerpt)

Organisational chart and management profiles….. Max Lionel Realty organisational chart

BSBHRM512A Develop and manage performance-management processes Management responsibilitiesMax Lionel, CEO

Max is responsible for working with the Board of Directors to oversee the business, set overall strategic directions, manage risk, and authorise large financial transactions.

RizMehra, Chief Financial Officer

Riz is responsible for preparing quarterly financial statements and overall budgeting. Riz Is also responsible for overseeing budgets for cost centres and individual projects. At the completion of financial quarters and at the end of projects, Riz is responsible for viewing budget variation reports and incorporating information into financial statements and financial projections.

Kim Sweeney, Operations General Manager

Kim is responsible for the day-to-day running of the company. Kim oversees the coordination, as well as the structural separation, of the Residential, Commercial, and Investments centres. Kim is responsible for sponsoring projects which affect operations of the organisation as a whole. Kim works with the Human Resources Manager to coordinate systems and projects in order to achieve company-wide synergy.

Les Goodale, Human Resources Manager

Les is responsible for the productive capacity and welfare of people at MLR. With the Operations General Manager, Kim works to coordinate projects and management systems such as performance management, recruitment, and induction. Kim will need to ensure aspects of the recently launched WHS management system, such as risk assessment, management, consulting, reporting and continuous improvement, are coordinated with all subsequent activities.

Sam Lee, Manager Residential Realty

Sam is responsible for the management of all aspects of residential realty. Sam manages the activities of residential agents.

Pat Misfud, Manager Commercial Realty

Pat is responsible for the management of all aspects commercial realty. Pat manages the activities of commercial agents.

Peter Mitchell, Manager Investments

Peter is responsible for the management of all aspects investment realty. Peter manages the activities of investment agents. Peter works with the Operations General Manager to ensure separation of investment from obligations to residential and commercial clients.

BSBHRM512A Develop and manage performance-management processes Budget summary Max Lionel Realty 2012–13 budget by activities to be undertaken


Commissions, fees from clients $2,566,000 Commissions and agents‘ fees for the period. Investment income $1,567,000 Real estate investment income.

COGS $150,413 Cost of provision of services. Total Income $3,982,587 Gross profit.


Wages, salaries and on costs $1,567,890 Wages, salaries, superannuation, work cover insurance, payroll tax.

Consultancy fees $50,000 Project management: WHS management system; AD awareness program. Communication expenses $42,000 Telephone, ISP costs, IT support.

Staff travel, transport and accommodation. $55,500 Cost of staff travel and associated costs for sales, etc.

Premises expenses $250,000 Rent, electricity, maintenance, cleaning.

Capital expenditure $120,000 Purchase of new office equipment (90%), vehicles; purchase of properties, land.

Depreciation and amortisation $177,569 Computers and capital equipment that is depreciated. Office supplies $65,068 Printing and stationery, postage, amenities.

Professional fees (consultants, legal and audit), insurances, taxes and charges, subscriptions and memberships. $62,187 Audit fees, external accounting costs, bank charges, insurance except workers compensation.

Total Expenses $2,390,214

Surplus $1,592,373 Net income before tax.

BSBHRM512A Develop and manage performance-management processes Operational plan

Max Lionel Realty operational plan (summary) FY 2012/2013 Objectives: Performance measures Tasks:

1 Engage with customers/build ethical profile:

? raise organisational profile by 20%

? improve client satisfaction performance by 25%. ? Percentage of brand recognition in sought-after categories in periodic customer surveys.

? Percentage of customers with positive view of organisational responsiveness, innovation, quality.

? Number of client/tenant complaints. ? Project to raise awareness of anti-discrimination, WHS and other legislation/codes of conduct among agents, clients, tenants.

? Conduct of quarterly surveys: clients and tenants.

? Training needs analysis and training of agents.

? Ensure agents disclose potential conflict of interest to clients, tenants.

? Development of ethical charter, including principles all agents must follow. 2 Increase revenues by 20% within the third quarter. ? Total income.

? Agent income.

? Investment income. ? Investigate resourcing needs: number of agents; personnel; office equipment, cars, etc.

? Fulfil resourcing needs in accordance with policies and procedures.

  • Reduce direct and indirect costs of operations by 10%. ? General ledger accounts; financial statements:

? wages

? cost of agent services

? consultancy fees

? wastage and associated expenses. ? Renegotiate with suppliers.

? Research potential new suppliers.

? Management engagement with employees to achieve greater employee support of organisational goals.

? Include explanation of how activities work with organisational strategic goals in all communications to internal personnel.

? Greater use by managers of budgets to encourage restraint.

? Greater focus on budget restraint in management of projects.

  • Engage workers ? Percentage completion of performance plans and ? Management engagement with employees to achieve greater buy in

Max Lionel Realty operational plan (summary) FY 2012/2013 Objectives: Performance measures Tasks:

with strategic goals of business and support professional development in line with strategic goals. (Targets to be set by individual managers.) performance management process.

? Numbers of coaching sessions completed.

? Numbers of operational – related training programs completed. of organisational goals.

? Include explanation of how activities work with organisational strategic goals in all communications to internal personnel.

? Regular coaching.

? Training needs analysis and training.

? Strategic goals included in induction program for estate agents.

? Employee incentives for performance in all areas relevant to operational and strategic goals. 5 Improve health of employees (range of specific areas). ? Numbers of injuries (Target = 0).

? Numbers of absentees

(Target = 3% of total hours). ? Training needs analysis and training on WHS and implementation of recently launched MLR WHS management system.

? Research incentives for: safe work achievement and healthy lifestyle. Chapter 6 – Operational risk register

Max Lionel Realty risk register FY 2012/2013

Identified risk Probability Impact Current controls Future actions

Failure to recruit qualified real estate agents due to increased competition. Medium High ? All office equipment regularly reviewed and updated as required; IT security monitored and maintained.

? Appropriate insurances held and coverage reviewed annually.

? Managers encouraged and incentivised to follow performance management policy.

? Employee performance plans align with business plan and six-monthly review process in place.

? Project to raise awareness of antidiscrimination, WHS and other legislation/codes of conduct among agents, clients, tenants

? Appropriate HR policies and procedures in place.

? WHS management system in place. ? Industry benchmarking in all areas of organisational performance

? Conduct periodic reviews of agent performance to ensure professional conduct

? Staff trained in use of technology as needed.

? Keep abreast of changes in potential liabilities.

? Review and develop HR related policies where required.

? Development of ethical charter, including principles all agents must follow. Failure to realise revenue gains due to recent slump in real estate prices. High High Inadequate insurance cover. Low High

Non-compliance on antidiscrimination. Medium High

Perception of discriminatory practice reducing client and tenant base. Medium High Poor organisational culture; low level of staff engagement and morale. Medium Medium Loss of knowledge and capability through departing staff. Low High

Failure to meet occupational health and safety requirements. Low High Chapter 7 – Work Health and Safety (WHS) Policy

Max Lionel Realty WHS policy

Max Lionel Realty recognises its responsibility to provide a healthy and safe working environment for employees, contractors, clients and visitors. Max Lionel Realty is committed to the continued wellbeing of its employees and to ensuring that all employees are safe from injury and health risks whilst undertaking workrelated duties, including home-based work.

The purpose of this policy is to ensure the acquisition of

Purpose resources is carried out consistently, fairly and transparently and in accordance with organisational requirements.

In order to ensure a healthy and safe working environment, Max Lionel Realty will (in accordance with the WHS management system):

? undertake risk assessments and implement procedures to adequately manage any risks in the working environment

? provide written procedures and instructions for safe working practices

? ensure compliance with all relevant legislation

? maintain safe systems of work including the work premises and environment

? provide appropriate support, instruction, training and supervision to employees to ensure safe working practices.

The scope of this policy covers employees and contractors of Scope

Max Lionel Realty (MLR).

Specific procedures for the implementation of this policy are Resources available below and on the company intranet.

Max Lionel Realty management and employees are ultimately

Responsibility responsible for ensuring that safe systems of work are established, implemented and maintained.

Management is responsible for:

? the effective implementation and regular review of WHS procedures

? consultation with employees regarding health and safety issues and changes to legislation and/or working practices which may affect the health, safety or welfare of employee

? providing and maintaining a safe system of working practices

? providing support, training, and supervision to

employees to ensure safe and healthy workplace practices are carried out, including relevant first aid training where appropriate

? the provision of adequate resources for employees to meet the WHS commitment, including an up- to-date first aid kit.

Individual employees are responsible for:

? following all WHS policies and procedures

? ensuring they report all potential and actual risks to partners or managers/supervisors

? taking care to protect their own health and safety and that of their colleagues at work

? ensuring their own or others health and safety is not adversely affected by the consumption of drugs or alcohol

? encouraging others to follow healthy and safe working practices in the workplace. Policy

Implementatio n and Review This policy has been established and implemented through the human resource functions of the organisation and will be reviewed regularly in consultation with MLR management and employees to ensure compliance with legislation, industry standards and organisational changes.

Relevant legislation, etc. ? Privacy Act 1998 (Cwlth)

? Estate Agents Act 1980

? Equal Opportunity Act 2010 (Vic)

? Occupational Health and Safety Act 2004

? Dangerous Goods Act 1985

? AS/NZS 4804:2001 Occupational health and safety management systems – General guidelines on principles, systems and supporting techniques

Updated/ authorised 10/2012 – RizMehra, CFO

Chapter 8 – Anti-discrimination policy

Max Lionel Realty Anti-discrimination Policy

Purpose The purpose of this policy is to ensure transactions with clients, tenants and other employees is handled fairly and transparently and in accordance with organisational and legal requirements. Generally it is unlawful to discriminate on the basis of the following 16 characteristics:

? sex ? political belief or

? relationship status activity

? pregnancy ? trade union activity

? parental status ? lawful sexual activity

? breastfeeding ? gender identity

? age ? sexuality

? race ? family responsibilities

? impairment ? association with, or

? religious belief or relation to, a person religious activity identified on the basis of the above. Scope The scope of this policy covers all employees and contractors of Max Lionel Realty (MLR). Resources Specific procedures for the implementation of this policy are available below and on the company intranet.

Responsibility Responsibility for the implementation of this policy rests with all employees, contractors and management of Max Lionel Realty.

Relevant legislation, etc. ? Privacy Act 1998 (Cwlth)

? Equal Opportunity Act 2010 (Vic)

? Age Discrimination Act 2004

? Australian Human Rights Commission Act 1986

? Disability Discrimination Act 1992

? Racial Discrimination Act 1975

? Sex Discrimination Act 1984.

? Estate Agents Act 1980

Updated/ 10/2012 – RizMehra, CFO authorised

Chapter 9 – Procurement policy and procedures Max Lionel Realty procurement policy

Purpose The purpose of this policy is to ensure the acquisition of resources is carried out consistently, fairly and transparently and in accordance with organisational requirements.

Scope The scope of this policy covers the purchasing and acquisition of resources by employees and contractors of Max Lionel Realty (MLR).

Resources Specific procedures for the implementation of this policy are available below and on the company intranet.

Responsibility Responsibility for the implementation of this policy rests with employees and management of Max Lionel Realty with responsibility for purchasing resources.

Relevant legislation etc. ? Privacy Act 1998 (Cwlth)

? Estate Agents Act 1980

? Equal Opportunity Act 2010 (Vic)

? Australian Securities and Investments Commission Act 2001 (Cwlth)

? Corporations Act 2001 (Cwlth)

? A New Tax System (Goods and Services Tax Administration) Act 1999 (Cwlth)

? A New Tax System (Goods and Services Tax) Act 1999 (Cwlth)

? Income Tax Assessment Act 1997 (Cwlth)

? Fair Work Act 2009 (Cwlth)

? Occupational Health and Safety Act 2004 (Vic) Updated/ authorised

10/2012 – RizMehra, CFO

14 Principles governing the Max Lionel Realty procurement process

  1. Probity and ethical behaviour

The principle of probity and ethical behaviour governs the conduct of all procurement activities. Employees who have authority to procure goods and services must comply with the standards of integrity, probity, professional conduct and ethical behaviour. Employees or directors must not seek to benefit from supplier practices that may be dishonest or unethical.

  • Value for money

Value for money is the core principle underpinning procurement. Contracted organisations must be cost effective and efficient in the use of resources whilst upholding the highest standards of probity and integrity. In general, a competitive process carried out in an open, objective and transparent manner can achieve the best value for money in procurement.

  • Non-discrimination

This procurement policy is non-discriminatory. All potential contracted suppliers should have the same opportunities to compete for business and must be treated equitably based on their suitability for the intended purpose.

  • Risk management

Risk management involves the systematic identification, analysis, treatment and, where possible, the implementation of appropriate risk-mitigation strategies. It is integral to efficiency and effectiveness to proactively identify, evaluate, and manage risks arising out of procurement related activities. The risks associated with procurement activity must be managed in accordance with the organisation‘s risk management policy.

  • Responsible financial management

The principle of responsible financial management must be applied to all procurement activities. Factors that must be considered include:

? the availability of funds within an existing approved budget

? staff approving the expenditure of funds strictly within their delegations

? measures to contain costs of the procurement without compromising any procurement principles.

  • Procurement planning

In order to achieve value for money, each procurement process must be well planned and conducted in accordance with the principles contained in this document and comply with all of the organisation‘s policies and relevant legal and regulatory requirements.

When planning appropriate procurement processes consideration should be given to adopting an approach that:

? encourages competition

? ensures that rules do not operate to limit competition by discriminating against particular suppliers

? recognises any industry regulation and licensing requirements

? secures and maintains contractual and related documentation for the procurement which best protects the organisation

? complies with the organisation‘s delegations policy.

  • Buy Australian Made/support for Australian industry

Employees who are involved in procurement activities must make a conscious effort to maximise opportunities for Australian manufacturers and suppliers to provide products where there is practicable and economic value. In making a value for money judgement between locally-made and overseas-sourced goods, employees are to take into account:

? whole-of-life costs associated with the good or service

? that the initial purchase price may not be a reliable indicator of value

? the quality of locally made products

? the record of performance and delivery of local suppliers

? the flexibility, convenience and capacity of local suppliers for follow on orders

? the scope for improvements to the goods and =add-ons‘ from local industry.

  • Pre-registered list of preferred suppliers

Max Lionel Realty shall maintain a pre-registered list of preferred suppliers, following a request for expressions of interest and an evaluation of the submissions. Suppliers can request to be evaluated for inclusion on the existing pre-register list at any time.

All purchases under $5,000 may be made from preferred suppliers without undertaking a competitive process. Purchases above $5,000 where a preferred supplier exists should include a competitive process if practicable.

This list is reviewed at regular intervals with admission of interested parties on a rolling basis. Care should be taken to ensure that such lists are used in an open and non-discriminatory manner. Max Lionel Realty encourages new contractors to provide information on their experience, expertise, capabilities, pricing, fees, and current availability. It is in the interest of the organisation that the pool of potential suppliers is actively maintained and updated. Employees should be encouraged to provide reports of their experiences in working with each contractor/consultant to assist future decisions concerning commissioning suitable contractors and consultants.

  • Avoid conflict of interest

Employees and directors are required to be free of interests or relationships in all aspects of the procurement process.Employees and directors are not permitted to personally gain from any aspect of a procurement process.

Employees and directors shall ensure that to the best of their knowledge, information and belief, that at the date of engaging a contractor no conflict of interest exists or is likely to arise in the performance of the contractor‘s obligations under their contract.

Should employees or directors become aware of potential conflicts of interest during the contract period, they must advise the CEO and theBoard of Directors immediately.

Prior to any situation arising with potential for a conflict of interest, complete disclosure shall be made to the CEO and the Board of Directors to allow sufficient time for a review.

  1. Report collusive tendering

Employees should be aware of anti-competitive practices such as collusive tendering. Any evidence of suspected collusion in tendering should be brought to the attention of the CEO and the Board of Directors.

  1. Competitive process

It is a basic principle of procurement that a competitive process should be used unless there are justifiable circumstances. For purchases under $5,000, the list of preferred suppliers may be used. The type of competitive process can vary depending on the size and characteristics of the contract to be awarded.

  1. Direct invitation (selective or restricted tendering)

A process of direct sourcing to tender may be used. This may involve:

? an invitation to organisations deemed appropriately qualified for a particular product or service (this may be appropriate for specialised requirements in markets where there is a limited number of suppliers or service providers)

? an invitation to tender to organisations on MLR‘s pre-registered list of preferred suppliers if applicable.

  1. Evaluation and contract award

For projects being awarded, consideration will be given not only to the most economically advantageous tender, but also to the track record of the tender respondent and the degree of confidence that the panel has in the quality if the bid. It will be the normal practice to have the evaluation of tenders carried out by a team with the requisite competency.

  1. Results of tendering process

All tender respondents should be informed in writing of the result of a tendering process immediately after a contract has been awarded.

Summary of procurement policy delegations

Authority Purchase amount Required number of quotes Comment CEO and one

Director Authority to sign contracts for products and services over $75,000. Two or more competitive quotes for contracts over $75,000. Detailed services contract required.

CEO Authority to sign contracts for products and services up to $75,000. Two or more competitive quotes. Detailed services contract required for contracts over $20,000.

General Managers

Delegated authority only through CEO Authority to sign contracts for products and services under

$30,000. One or more competitive quotes preferred. Provided they are within the approved budget and consistent with business/operational and strategic planning.

Managers Authority to sign contracts for products and services under $10,000. One or more competitive quotes preferred. Follow MLR purchasing procedures.

Agents Authority to sign contracts for products and services under $5,000. Must use preferred suppliers list. Follow MLR purchasing procedures.

Contractors and external consultants No authority. One or more competitive quotes preferred. Must use preferred suppliers list. Contractors and external consultants must follow MLR purchasing procedures and must seek approval for purchases from person holding relevant authority.

Chapter 10 – Max Lionel Realty current tenants list

BSBHRM512A Develop and manage performance-management processes BSB60407 Advanced Diploma of Management

Chapter 11 – List of pre-approved suppliers

BSBHRM512A Develop and manage performance management process


Community Facility – Cranebrook June 2012

1.            Introduction

The purpose of this project is to maximise the potential of the Cranebrook Technology Centre facility at 17 Progress Way Cranebrook to house an organisation that will provide services that meet the community needs and priorities

In May 2011, a comprehensive survey was undertaken to determine service gaps and identify the needs and priorities of the community. The community’s feedback on the Technology Centre facility was that they valued the service but would like to see it expanded into a cafe employment and training enterprise while maintaining links to information technology. A copy of the survey outcomes is attached. It is envisaged that the current community needs identified in 2011 will change over the course of time and therefore the successful organisation will need to conduct ongoing assessments of needs and priorities and adapt the project as required.

2.            Partnership Approach

The aim of this project is to provide a facility which is a welcoming community space for the residents of Cranebrook and surrounding suburbs. This facility will improve options for individuals and families, particularly those experiencing socio-economic disadvantage and with a focus on young people. Housing NSW is seeking an organisation that will provide a service to the community, from the Cranebrook facility, which meets the needs and priorities of the community in a friendly and inclusive manner.

Housing NSW will provide the facility inclusive of equipment for utilisation of a service that can achieve this aim. The project should involve a number of key components:

  • assisting participants in developing personal pathways (steps that needs

to be initiated and the development of work skills)

  • linking participants to information technology
    • assisting participants in achieving career goals
    • supporting participants in identifying career paths
    • assisting participants in improving job search skills
    • providing       mechanisms      to     improve      confidence      and     self-esteem      of participants, and
    • connecting to the community (assisting participants to assess what is

available in terms of Job Search Australia providers, TAFE industry visits and connection with the working community).

Housing NSW is seeking project proposals from non-government organisations to operate a sustainable service from the Cranebrook facility for a period of two years with an option to extend upon review. The contribution from HNSW to the project includes provision of the facility and funds of $107,000 GST inclusive towards some modifications that will enhance the facility. Any further funds towards modification and program costs will be borne by the applicant. HNSW can support the applicant in applying for external grants.

Organisations will be required to negotiate any amendments/modifications to the facility with HNSW and will be responsible for submitting and bearing the costs of any Development Applications required by Penrith City Council.

Organisations would be expected to demonstrate a willingness to contribute financial and other human resources and to be proactive in evaluating the impact of their work and actively seeking on-going funding for the project and its sustainability. Reporting of outcomes will be a mandatory component of the project, which will be undertaken during six-monthly progress meetings and annual reporting. An evaluation framework will be negotiated with the  successful applicant prior to the commencement of the project.

The project may also require collaborative partnerships between agencies to further support the opportunities of co-facilitated programs. Partnerships are encouraged including with non-government or commonwealth, state or local government organisations. As this facility sits within the ‘Cranebrook Hub’ and is made up of key service providers working together in partnership, the successful applicant would be expected to work in partnership and collaboration with these services individually and/or by becoming an active member of the Cranebrook Neighborhood Advisory Board*. You are strongly encouraged to provide support letters from potential project partners outlining the level and/or value of their support.

3.            Site Information

The facility located at 17 Progress Way Cranebrook is situated in the middle of the Cranebrook Public Housing estate. It is adjacent to a busy bus stop on one of the major arterial roads within Cranebrook – Pendock Rd. The location of the facility also places it in the middle of the Cranebrook Service Hub, in which service providers such as FUSION Youth Services and Nepean Community & Neighborhood Services work together to meet the needs of the community. HNSW currently provide an outreach service from the facility that includes

** The Cranebrook Neighbourhood Advisory Board (CNAB) is a forum of professional and community representatives who are committed to addressing social inequity in the Cranebrook area. The principles of access and equity, social justice, cultural relevance and diversity guide our work for implementing positive change within the Cranebrook community. Contact Deborah Thomas on 4721 6455 for further details.

tenancy assistance and community development services, the future use of this facility by HNSW for outreach housing services will be negotiated with the successful applicant.

The property is a converted three-bedroom single level HNSW villa outfitted with:

  • seven computers
  • a server
  • a printer
  • a commercial coffee machine
  • outdoor equipment.

This equipment may be used by the successful applicant but will remain the property of HNSW.

Other features of the facility include:

  • ducted air conditioning
  • security shutters and doors
  • secure perimeter fencing
  • disabled toilet
  • landscaped outdoor area
  • access ramp to building
  • back to base alarm system
  • walking distance to public transport, and
  • adequate parking.

The facility also has a separate single garage located at the front of the property which is currently utilised by the HNSW Cranebrook Handyperson. It is  preferable for the Handyperson to maintain use of the garage however this can be the subject of negotiation with the successful applicant.

Site Inspection Opportunity: Interested applicants are encouraged to attend  a site visit of the property to gain an understanding of the building potential.  The site visit will be held at 17 Progress Way Cranebrook on Wednesday 18 July 2012 from 10.30am to 11.30am.

4.            Inquiries

Inquiries can be made to Jennene Griffiths Senior Project Officer, Community Renewal Partnerships on 02 9891 8226 or 0421 613 818.

5.            Submitting an Application

The deadline for submitting your proposal is 5.00pm, 3 August 2012. Late applications will not be accepted.

Interested organisations are required to email their project proposal clearly labeled ’Cranebrook Community Facility Project Proposal’ to [email protected].

6.            Selection Panel

A selection panel, comprising of a Housing NSW representative and two other members from external partner organisations operating across the Penrith LGA will assess the project proposals and form a recommendation for the selection of the successful organisation. Final approval will rest with the General Manager Greater Western Sydney Region, Housing NSW.

As part of the decision-making process, further information may be required from applicants in the form of a one-on-one interview with HNSW staff.


Community Facility – Cranebrook Greater Western Sydney Region, Housing NSW

A.           Project Name

  1. Project Name:


  • Name of Organisation:
  • Address:
  • Postal Address (if different from above):
  •      Contact person: Title:

Telephone No:


  • Status of organisation:

incorporated non-profit community organisation local government authority

other, please specify:                                                                                                

  • Please detail your organisational/management structure.
  • What are the objectives of your organisation?
  •      What experience do you have in working in this community or any other community experiencing similar levels of social disadvantage? Please include any consultation/engagement initiatives.
  1. What is the client catchment area for your organisation?


  • Please note that this section of the EOI should not exceed 10 pages in length.
  • Please refer to the separate funding criteria document to ensure all areas are covered in your project proposal.

C1. Service Criteria

  1. Please detail the type of service you would like to operate from this facility.
  • How would this service meet the needs and priorities of the Cranebrook community as detailed in Attachment 1 – Cranebrook Resident Survey Results? How will these objectives be achieved?
  • The project is aimed at assisting the community, especially young people, to increase their career pathways, confidence in community participation and access to education, training and employment. How do you propose to engage them?
  • Please submit a project plan and timeline demonstrating how your organisation will commence the project within three months of approval. Example project plan below:

The ****(insert name of your project) project will achieve:

Task/s to be done List the tasks in the order they are to be startedBy when? (How many weeks after the project starts will this step be done)Who will do it and how?Possible difficulties or constraints (Do not include lack of money)What will you do to address the difficulties or constraints?
Eg Step 1 AdvertiseBy week 3 or insert dateWorking party will draft and place ad, and assess applications. Local groups will choose the best trainer for their needs.Working out the best place to advertise. Not enough applications.Approach community organisations to put ad in their newsletters, send ad to local TAFE. Find out possible trainers and approach them personally.
  • What collaborative partnerships in service delivery will be used or developed to deliver this project?
  • Please outline how the project will become sustainable.

C2. Management Criteria

  • What relevant experience does your organisation have in providing services to individuals and families and working in partnership with other service providers?
  • What relevant experience does your organisation have in successfully applying for and administering project funds for ongoing projects?
  • What are the skills and experience of the key personnel within your organisation who will be responsible for the management and operation of the project? Please outline their role and contribution to the project.
  1. What support and resources will your organisation bring to the project?


  •                              HNSW contribution includes cost recovery rent for two years with a possibility of extension after a review of the project outcomes.
  • HNSW havs limited funds available to contribute to the

modification of the facility, $107,000 GST inclusive, to meet the needs of the successful applicant in effectively establishing their service.

  • The project will not provide funding for core business

activities of the organisation.

  1. How will this project be funded in the short and long term?
  1. What financial or other contribution(s) will your agency make towards this project?
  1. Please outline the project budget, expand table as required:
ItemCostOther funding sources, including own agency or in- kind contributions
Salaries (specify position/s)  
Program Costs  
Building Renovations etc  
Other   e.g. interpreting, translation or transport costs as applicable  
  1. Please outline how you will utilise the HNSW funds, i.e. what level of renovations are required to the facility for your organisation to operate effectively, please include a cost breakdown.
  1. Please attach copies of your organisation’s most recent: Annual Report

Audited Financial Statement


We certify that, in submitting this Application Form and attachments on behalf of the organisation named in Section B 4 above:

  • we are duly authorised signatories
  •                              the submission of the application was authorised at a properly constituted meeting of the organisation
  •                              the information contained in the application is true and accurate to the best of our knowledge, and
  • we   understand   that   Housing   NSW  may  seek                                           to verify

statements made in the application by seeking information from referees and/or other departments which fund the organisation.

Name:                                                                 Signature:                                          

Title:                                                                    Date:                              

Name:                                                                 Signature:                                          

Title:                                                                    Date:                              

Please provide details of two referees to support your funding submission.

Referee 1 Name: Organisation: Address:


Referee 2 Name: Organisation: Address:


Please remember to sign this declaration AFTER you have completed your application.

If your application is successful, you will need to:

  • Acknowledge partnership in advertising material
  • Complete an evaluation at the end of the project
  • Provide details of ABN, banking and public liability insurance
  • Comply with relevant employment screening requirements of the Children and Young People (Care and Protection) Act 2000

Signature of Management Representative Thank you for completing this application

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