Interim Focus Statement On

Corporate Governance and Reporting Task Unit

KPI Report

1 July - 31 December 2000

(Document Updated 16 April 2001)

CGR has used statistical planning of Key Performance Indicators for this report.

Director Julian Bamford will teach all Members statistics of normal distribution within the next two months so that Members can understand the basis of this report

Prepared and edited by John D. Hughes, Julian Bamford, Tim Browning, Frank Carter, Clara Iaquinto, Lisa Nelson, Rilla Oellien, Anita Svensson, Evelin Halls, Maria Pannozzo and Pennie White.

STATISTICS

the ability to use statistical procedures and the ability to interpret the results obtained are of vital importance to CGR.

There are five essential ways in which knowledge of statistics and research design may be used in training

1. Knowledge of Statistical concepts and procedures assists Members to carry out their own research studies and evaluation of KPI’s, learning and of instructional materials and procedures. Enabling Task Unit Members to design and conduct small-scale studies.

2. Understand reports dealing with Members, test characteristics, evaluations of materials or procedures, and experiments. To enable decisions on which information is most relevant for KPI training purposes.

3. Simple statistics are used to interpret information related to Members characteristics and achievements. The language of statistics is useful in communicating this information to Task Unit Members.

4. Certain statistics are used to describe the characteristics of tests, for example, eligibility and validity of tests involving a statistic known as the correlation coefficient. The ability to compute correlation's and to interpret correlation coefficients helps trainers to evaluate the characteristics of the tests and KPI’s they construct.

5. Enables an individual to interpret and understand reports of governmental and private agencies. (1)

TRAINING

Julian Bamford is going to train Members in the following Statistics and Research Design areas:

1. a. How to use knowledge of statistics

b. Interpret and construct frequency distribution tables, cumulative distributions,

histograms, frequency polygons, and cumulative frequency graphs.

2. a. To interpret and compute three measures of central tendency: mean, median

and mode.

b. To interpret and compute percentile and quartile scores.

c. To interpret three measures of variability: range, variance, and standard

deviation.

3. Interpret and give the uses of various kinds of test scores.

4. a. Explain the processes of simple random sampling and stratified random sampling.

b. Differentiate between the null hypothesis and an alternating hypothesis.

c. Describe experiments in which each of the following significant tests and statistical

analysis might be used appropriately: t-test, F-test and analysis of variance, F-test

and analysis of covariance.

d. To explain when the chi-square test is used.

5. a. Interpret - and + correlation coefficients; for example , -.40 and +.70.

b. State the difference between product-moment and rank order correlation in terms

of the information analysed.

6. Interpret simple controlled experiments, correctional studies, and opinion surveys reported in professional journals, including purposes, findings, and conclusions.

7. Interpret the information reported in KPI reports, including discussions of validity

and reliability and the methods for changing the raw scores of Members to derived

scores.

KPI WRITING TEAM - TO WRITE IN 3RD ORDER KNOWLEDGE. TRAINING IN:

1. Statistics

2. Long Range Planning

3. Performance Planning

4. Organisational Development

KPI Introduction

CGR is accountable for meeting the legal responsibilities of the Buddhist Discussion Centre (Upwey) Ltd. CGR ensures that the Buddhist Discussion Centre (Upwey) Ltd. continues to function.

Our stakeholders are our Members and the World Fellowship of Buddhists.

Our clients are our Members and persons who within two years of joining our Centre will help to generate funds sufficient to replace at least what they consume.

The Buddhist Discussion Centre (Upwey) Ltd. has a clearly stated mission: “that the Buddha Dhamma be taught”. CGR is responsible for ensuring that the Centre continues to function to allow this mission to be implemented.

Complying with this mission, one of the many objectives is that the Buddha Dhamma be preserved at our Centre for the next 500 years, in order to make it accessible to many persons free of charge.

CORPORATE STRUCTURE

The Buddhist Discussion Centre (Upwey) Ltd. operates under a not-for-profit company structure.

In terms of the organisation’s stated mission and objectives, the Abbot, Directors, Office Bearers and Members (students) each provide an important element. The Abbot is responsible for the Centre's Teaching program. The Abbot has the final decision.

The Directors, Office Bearers and Vice-presidents are responsible to a General Committee comprising of all financial Members of the Buddhist Discussion Centre (Upwey) Ltd.

The Abbot of the Centre is John D. Hughes.

The Directors of the Centre are : Julian Bamford, Clara Iaquinto and Anita Svensson.

The Office Bearers are : Vincenzo Cavuoto, President; Pam Adkins, Treasurer and Anita Svensson, Secretary.

Management of the Centre is delegated by the Directors to the three Task Units. Each Task Unit is lead by a Vice-president. The Task Units and their Vice-presidents are as follow:

1. Anita Svensson Vice-president : Corporate Governance & Reporting Task Unit

2. John D. Hughes Vice-president and Julian Bamford Joint Vice-president: International Dhamma Activities Task Unit.

3. Frank Carter Vice-president : Local Area Planning & Asset Management Task Unit.

The three task units report to the Directors and are responsible for the planning and implementation of various strategies.

Elections for Office Bearers are held at the Annual General Meeting in accordance with the Australian Securities & Investments Commission’s Company Code and with our Articles of Association and Memorandum of Association. Elections were last held on 12 August 2000. The next elections will be held on 12 August 2001.

KPI: RESPONSIBILITIES OF A DIRECTOR

Within the manifest organisation the Directors have power over the functioning of the Centre.

The Director’s actions are bound by the various legal requirements of an incorporated company. The Directors of our company are not responsible for the details of its overall management, which is delegated to the three Task units.

The fiduciary duty to act in good faith and in the interest of the company requires a Director to act honestly, and with care and diligence. The Directors hold all statutory power. All Directors belong to CGR, as does the President, Vice-presidents, Treasurer and Company Secretary.

“The Directors of a Company are responsible for its overall management. In exercising their powers, they are required to act in what they honestly believe to be in the best interests of the Company and for the purpose for which their powers were conferred.” We refer to the Australian Company Secretary’s Practice Manual, 1991, CCH Australia Limited, “Duties and Responsibilities of Directors”, page 3-701.

KPI: RESPONSIBILITIES OF THE COMPANY SECRETARY

As Chief Administrative Officer the Company Secretary’s general duties are extensive. A list of the secretary’s duties can be found in the Australian Company Secretary’s Practice Manual, CCH Australia Limited, “Duties and Responsibilities of the Company Secretary”, page 3-101.

CGR - MEMBERS AND FUNCTIONS:

Members of the CGR Task Unit are:

John D. Hughes Abbot and Founder

Vincenzo Cavuoto President

Julian Bamford Director & Trainer

Clara Iaquinto Director & Filing Assistant

Anita Svensson Company Secretary & Director, Joint Manager Occupational Health and Safety

Lisa Nelson Assistant Secretary, Junior Vice-president Corporate Governance and Reporting

Pam Adkins Company Treasurer

Lenore Hamilton Assistant Treasurer

Rodney Johnson Management Assistant to the Company Secretary

Rilla Oellien Junior Assistant Secretary

Santi Sukha Computer Support

Amber Svensson Correspondence Assistant

Isabella Hobbs Administrative Assistant

Frank Carter Joint Manager Occupational Health & Safety

CGR PRIORITIES ARE:

Priority 1. To act in accordance with the legal and operational responsibilities of a company in accordance with the Australia Taxation requirements, Australian Securities & Investments Commission, and other regulatory bodies - 70% effort required.

Priority 2. To operate within local government, by-laws, building codes and planning etc. - 20% effort required.

Priority 3. State & Federal Government - 10% effort required.

Basis of the 70/20/10% breakup-weighting.

The weighting of effort required for each of the priorities is an estimate. The amount of work done in the three priority areas, and the actual work required must be monitored to accurately quantify the percentage of effort spent on priorities and whether it is properly distributed.

Plan of Action:

Our target of an increase of 75 hours per week should be in increments. We plan to divide the number of hours by four (18.75 hours) and aim to increase efforts by that amount each 3 months. In twelve months we will have achieved our aim.

By breaking our objectives into achievable increments we will be able to quantify whether our percentage of effort spent on priorities is properly distributed.

We estimate that each week, we are currently spending 75 hours in total for CGR tasks. We need to double our efforts. This means spending 150 hours on CGR tasks. We need to increase our efforts by 100%.

CGR is accountable for meeting the legal responsibilities of the Buddhist Discussion Centre (Upwey)Ltd. For CGR to be able to meet the legal responsibilities we need 150 person hours more for:

• Recording incoming and outgoing correspondence into a database system,

• Filing documents and maintaining the filing system,

• Answering local and overseas correspondence,

• Organise and hold the Annual Committee meetings, General Committee meetings and Director’s meetings,

• Tending to Treasury requirements

Present figures:

CGR presently spends 52.5 hours per week on Priority 1. We need to increase this effort to 105 hours per week, plus an extra 25 HOURS IN RECRUITING AND TRAINING MEMBERS per week.

CGR presently spends 15 hours per week on Priority 2. We need to increase this effort to 30 hours per week .

EVIDENCE:

CGR presently spends 7.5 hours per week on Priority 3. We need to increase this effort to 15 hours per week.

BALANCE REPORT OVERVIEW

CGR’s number one priority is to train all CGR Members in:

1. Statistics

2. Long Range Planning

3. Performance Planning

4. Organisational Development

Over the next 6 months training sessions will be held

Time:CGR members will use the following books as their curriculum for learning planning.

1. Ewing, David, ed., Long-Range Planning for Management, 3rd ed., Harper and Row, U.S.A., 1972

2. King, Patricia, Performance Planning and Appraisal--A How-To Book for Managers, McGraw-Hill, U.S.A., 1989.

3. (By CCH editors), Managing Training and Development, CCH Australia Limited, 1992

4. Klausmeier, Herbert J. Learning and Human Abiliies. 4th Edition. Harper & Row Publishers. New York 1975

KPI: CGR IS RESPONSIBLE FOR THE ADMINISTRATION OF THE BUDDHIST DISCUSSION CENTRE (UPWEY) LTD.

• KPI: CGR helps the Teacher maintain his wellness and have long life.

• KPI: Carry out the functions of the chief ministerial and administrative officers of the company.

• KPI: Establish and properly maintain the necessary registers required by the Corporations Law, 1 January 1991 which are:

Register of Directors,

Register of Executive Officers and Secretaries,

Members List,

Occupational Health & Safety Register,

Essential Services Register,

Minutes of Committee Meetings,

Assets Register.

• KPI: Ensure the Buddhist Discussion Centre (Upwey) Ltd. adheres to meeting procedures, (particularly the relevant articles of the company regarding things such as quorum requirements and voting procedures).

• KPI: Attend to the company’s insurance requirements and ensuring that the company is properly protected.

• KPI: Report to the Members and Directors in writing through our Centres publications, the Buddha Dhyana Dana Review and Brooking Street Bugles, General Meetings, Annual Reports, and Profit & Loss Statements.

• KPI: Keep records of all internal and external documents, filing and archiving, reporting on current and upcoming events (correspondence reports, minutes, accounts).

• KPI: Treasury (payment of accounts). Duties include banking of Incoming Funds, payment of accounts, reporting on projected cash flow, financial record keeping, maintenance of petty cash system, recording of donated purchases, preparation of quarterly and financial Annual Reports, prepare and lodge quarterly Business Activity Statement (BAS) with the Australian Taxation Office (ATO), maintain the asset register.

• KPI: Staffing of the Centre and attendants for the Teacher. Ensure that there is a roster with clear names and times for attendants for our teacher and for the Centre. This entails two people being in attendance at all times.

KPI: Communication

One of CGR’s main objectives is Customer Relationship Management (CRM) with provision of good and timely information internally to our Members, and externally to our friends, the World Fellowship of Buddhists, other Buddha Dhamma Temples and other organisations.

We will to do this by developing harmonious relationships and being generous through making our information easily accessible.

Our Members wish to receive good, accurate and timely information. They tell us that they are pleased to be able to know what is currently happening at our Centre. This creates the conditions for them to know what they can do to continue their Buddha Dhamma practice and merit making activities.

Our external Customers, mainly other Buddhist organisations, tell us that they wish to know how we manage our Centre.

KPI: Internal Email 1 July 2000 to 31 December 2000

It is estimated that 25,000 to 30,000 internal emails were sent this year from January to December 2000.

Members to report on what they are doing and what needs to be done through weekly Do Lists. Members are aware that they do not own the work they are doing. They record all the information they have about the tasks that need to be done, to allow other persons to be able to continue the work effectively.

KPI: External Email 1 July 2000 to 31 December 2000

The main external email address used by our organisation is: wbu@bdcu.org.au

Incoming emails 245, outgoing emails 12.

The secondary external email address used by our organisation is: anitasvensson@one.net.au

Incoming emails 48, Outgoing emails 46.

Total incoming emails: 293

Total outgoing emails: 58

KPI: General Meetings

The CGR Task Unit works to create the conditions for Members to assemble in harmony, meet in harmony and disassemble in harmony.

Provision of accurate and timely information to keep Members up to date with policy changes and the Centre’s activities has assisted Members in making the cultural change to S5 Management style. Extensive use of our internal emails and our newsletter, The Brooking Street Bugle (New Series), imparts important information to all Members in an effective and timely manner.

KPI: CGR is responsible for the General Committee Meetings, Annual General Committee Meetings, Directors Meetings and documenting Minutes arising from all Meetings.

There was a 60% reduction in the number of General Committee meetings held between 1 July 2000 and 31 December 2000, compared to the previous 6 months, 1 January 2000 to 30 June 2000.

The LAPAM Task Unit reported that LAPAM productivity at our Centre over the period 1 July 2000 to 31 December 2000 had increased to an average of 40 hours of activity per week.

This ongoing activity with the reduced number of formal meetings, is a result of Members working in an S5 management style.

Members have matured by taking the responsibility to be well informed about what is happening at the Centre. Members have increased their attendance at the Centre, are accessing our Websites, and using our internal email communication and our newsletter, The Brooking Street Bugle (New Series).

KPI: From 1 July 1999 to 30 June 2000 there were 8 meetings held.

• Directors’ Meeting, 7 August 1999, 1.22 pm to 1.31 pm

• Annual General Meeting, 7 August 1999, 1.58 pm to 3.00 pm

• General Meeting, 10 October 1999, 2.05 pm to 2.30 pm

• General Meeting, 14 November 1999, 7.10 pm to 8.10 pm

• General Meeting, 28 December 1999, 7.10 pm to 8.10 pm

• General Meeting, 28 January 2000, 8.02 pm to 8.25 pm

• General Meeting, 28 March 2000, 8.37 pm to 8.50 pm

• General Meeting, 25 April 2000, 9.41pm to 10.15 pm

KPI: From 1 July 2000 to 31 December 2000 there were 3 meetings held.

• Directors’ Meeting, 12 August 2000, 1.08 pm to 1.25 pm.

• Annual General Meeting, 12 August 2000, 2.29 pm to 3.25 pm.

• General Meeting, 30 December 2000 at 2.00 pm

KPI: FINANCIAL STRUCTURE

SEE APPENDIX 1 and 2, pages 12 to 16 of this report.

KPI: FUNDRAISING

CGR aims to make $8000 (GST included) profit for the Buddhist Discussion Centre (Upwey) Ltd. over the next 6 months.

Fundraising Project 1 - How Many Smarties Competition

.

Fundraising Project 2 - Auction for CGR task unit

Fundraising Project 3 - Buddha Dhamma Deities Pictures

Fundraising Project 4 - Sale of Chocolates

Fundraising Project 5 - Garage Sale

PLANNING FUTURE DIRECTIONS FOR CGR

NEW KPI’s FOR CGR

Train all current members in: Statistics, Long Range Planning, Performance Planning and Organisational Development by 30 June 2001

KPI: allocation of member work hours across task units

We estimate that IDA Task Unit spends 200 hours per week on IDA tasks and LAPAM Task Unit spends 130 hours per week on LAPAM tasks

developing CGR culture

CGR activities are a priority for all members as this task unit ensures that the centre meets all its legal responsibilities and that there is no danger of illegal activities that may stop the Centre from operating.

CGR objectives to develop CGR culture over the next 6 months :

1. 25 hours per week training CGR members

2. planning 150 hours per week of CGR tasks

3. recording CGR activities

4. reporting CGR activities

‘bUCH UND LESEN ‘ CULTURE

This culture we have left behind. the culture was that we had to have a book and read it. It was a ‘get a book and read it’ culture.

this is a linear reading culture.

now we have the internet, which is more complex and holds multiple levels of information concurrently.

KPI: information Service level

Our systems are now stable beyond dispute.

About 760 internal emails per week go to 30 key Members having access rights.

A sum total of 255 pages of indexed good information has been published in The Brooking Street Bugle. An average of 30 copies for each issue printed for internal distribution to Members, means we have distributed 7,650 pages (an average of 31 pages per issue) over the six months to 31 December 2000.

CGR posts a copy of The Brooking Street Bugle to the State Library of Victoria and usually emails a copy to the World Fellowship of Buddhists Headquarters in Thailand.

486 items of incoming and 195 items of outgoing correspondence were entered into the Lotus Database.

Our Key CGR Competencies

Legend: 1= high priority, 2=medium priority, 3=low priority

1= learn planning

1= collect, analyse and organise information

1 = use technology

2 = communicate ideas and information

2 = use mathematical ideas and techniques

2 = solve problems

3 = plan and organise activities

3 = work with others and in teams

professional development for 2001

CGR plans to increase participation by Members in CGR activities. We plan to spend 50 hours per week in recruiting and training Members in CGR procedures.

2000-2003 SUPPLY CHAIN MANAGEMENT STRATEGIC PLAN FOR CGR

For CGR to maintain CGR responsibilities we need more Members to help that can input 105 more Member hours per week.

CGR need to have clearly documented procedures to be able to train Members within the culture. When Members have been trained they will be able to contribute more time to CGR.

Three Part Supply Chain Management Strategy

Part One: Financial strategies (there ought to be a cost benefit which must be at least Tmin = 10%)

PI (performance indicator) over 6 months = we estimate a saving of $1000 in service costs due to the use of more modern printers.

Part Two: Effectiveness strategies - it does what you want it to do

A two-second retrieval time for text is still being matched. Large flow charts take longer.

Part Three: Scaleable strategies - the proportion of resources to be allotted by the tactics system does not have to be altered.

Enabling print sharing of the Laser Jet Series II printers on our LAN has produced better quality printing and faster times

Incoming and Outgoing Correspondence

Ordinary letters are sometimes referred to as ‘Snail Mail’ to distinguish them from rapid email.

We are progressively changing to e-delivery.

Last year, 4% of letters were awaiting reply for up to four months after being received.

This coming year, our new Performance Indicator (PI) is that no more than 1% of letters, faxes and e-mails should be left unanswered for longer than one month.

Outgoing correspondence now includes faxed letters, hard delivery letters, emails and posting to our websites and telephone calls. At present our reporting may underestimate the traffic.

Occupational Health and Safety (OH&S) REPORTS

At the General Meeting held on 28 January 2001, the following motion was accepted.

“The Buddhist Discussion Centre (Upwey) Ltd., A.C.N. 005 701 806 will comply with the requirements of the Occupational Health & Safety Act 1995.”

Occupational Health & Safety policies are documented and circulated to ensure that we comply with our legal duty of care.

This year’s Occupational Health & Safety program is able to provide a satisfactory level of First Aid and raise Fire Safety Awareness by a factor of four. We plan to develop procedures for internal fire safety by April 2001.

A Fire Safety Team was formed in January 2000. The team have protective clothing kits that make them safe for fire fighting. The team have produced a fire drill procedure and have continued to train and improve these procedures. On going Fire drills and training will continue this year.

Accident Record

During the period 1 July 2000 to 30 January 2001, there were 8 recorded incidents of injury.

• Three of the incidents involved incorrect footwear or no footwear being worn. This resulted in two incidents of sprained ankle, with no chronic injury; and a cut to the foot respectively.

• Four incidents resulted from gloves not being worn while working in the garden and while construction work was being carried out. This resulted in three incidents of grazes/cuts to the fingers and one incident of a bruised thumb.

• One incident of an insect bite.

One of the injuries required medical attention. None of the injuries sustained long term effects.

During the period 1 January 2000 to 30 June 2000, there were 3 Occupational Health & Safety incidents.

• 1 incident was a minor injury that had occurred to a person off-site

• 1 incident was damage to a Member’s fingers sustained whilst moving the Tool Trailer. The wound required seven stitches. The Member was not wearing protective gloves at the time of the incident.

• 1 incident was a minor burn from the wood heater, the Member was not wearing gloves.

Members will be issued with a warning should they not follow our Occupational Health & Safety policies.

Equipment Purchased 1 July 2000 12 January 2001

• Air conditioner for First Aid Caravan site

• Blood pressure machine

Occupational Health & Safety (OH&S) Program Extensions

In the year 2001 we plan to develop our Occupational Health & Safety program further to provide:

• Assessment to level 3 for our Fire Drill

• Systems that further monitor, plan and evaluate our OH&S status and performance

• Priority action plan for wider skill training of Members via our internal newsletter BSB (new series)

• Orientation and training programs for new Members via our internal newsletter BSB (new series)

• Procedures for Suite 10, Suite 11 and Suite 12

• Food Safety plan to monitor refrigerator food contents

• Infection control with attention to hygiene practices. Correct hand washing and drying techniques have been employed. Hand washing instructions and Paper hand towel dispensers have been supplied to the amenities block and the toilet/ bathroom in Suite 3

• Infection Control of cuts and scratches that may occur in working on sites

Our Teacher thanks all Members and friends for their cooperation with the CGR Task Unit. We are getting faster and better at administrative complexity and improving our Customer Relationship Management.

APPENDIX 1

VIABILITY ANALYSIS USING COST AND INCOME (1 July to 31 December 2000)

Aim: What type of persons ought we encourage to visit the Centre? What type of persons ought we discourage?

Method: Figures of cost and income in Australian Dollars to the Centre are based on treasury reports. Analysis is done on four scenarios allotting full cost or income to each one at a time.

Assumptions: We assume four scenarios occurring independently of one another to determine the likely costs per person to support our Centre.

C = Cost over six months ($), C = $28 186

I = Income over six months ($), I = $27 793

C($/h) = cost per person per hour

I($/h) = income per person per hour

Conclusion: *Irregular Members do not contribute this amount in fact.

The Buddhist Discussion Centre (Upwey) Ltd. would benefit from encouraging Regular Clients (coming 4 hours per week) and Regular Members (coming 20 hours per week).

APPENDIX 2

BUDDHIST DISCUSSION CENTRE (UPWEY) LTD.

A.C.N. 005 701 806 A.B.N. 42 611 496 488

STATEMENT OF INCOME AND EXPENDITURE

1 OCTOBER 2000 TO 31 DECEMBER 2000

BUDDHIST DISCUSSION CENTRE (UPWEY) LTD.

A.C.N. 005 701 806 A.B.N. 42 611 496 488

STATEMENT OF INCOME AND EXPENDITURE

1 JULY 2000 TO 30 SEPTEMBER 2000

APPENDIX 3

RECOMMENDATIONS FOR OCCUPATIONAL HEALTH & SAFETY ACTIONS

First Aid Procedures

We need appropriately skilled Members and adequate equipment.

• We recommend that all our Members increase their awareness in the prevention of medical emergencies. This can be provided by Anita Svensson.

• We recommend that 6 or more Members become First Aid Officers. They will need to complete Level I and II of a First Aid Certificate provided by the St. Johns’ Ambulance Service. Information on these courses has been printed in the Brooking Street Bugle (New Series) Issue No. 37.

• We recommend recruitment of Three Medical General Practitioners and Two more Registered Nurses as Members.

Equipment Purchases

• Medical Air cylinder

• Oxygen/suction gauge - attachment for medical air cylinder that provides air and suction

• Oxygen masks - both adult and child (6 of each)

• Oxygen nasal canulas - both adult and child (6 of each)

• Oxygen tubing - 12 separate or one large roll (single use only permitted)

• Suction equipment - includes container and tubing( thick clear tubing) for attachment to oxygen/suction gauge

• Yancker sucker - metal or 6 plastic disposable

• Y-suction tubing - both adult and child (6 of each) 12 and 14 gauge

• Stethoscopes

• Aprons or gowns

• Wash basins or kidney dishes

• Thermometers

• Paper towel & dispensers

APPENDIX 4

Asset Management

Increased Storage Space over the last 6 months

• Addition of two four-draw filing cabinets and one two-draw filing cabinet

• A computer desk and space in Suite 3, in the Lending Library area

Major New IT Equipment

• HP-Deskjet 840C-Color inkjet printer

• Hewlett Packard Scanjet ADF Scanner used for scanning photographs for our PhotoLan

• PC1A has email and a One.Tel Internet connection

Our Existing Databases

The database software currently used for information management are:

1. Organise - for library cataloguing software, licensed from the U.S.A.

2. Lotus Approach - for LAPAM work reports

3. Quicken - for financial accounting (Y2K compliant)

4. Quickbooks - GST compliant and has superceded Quicken for our financial accounting

6. Lotus Organiser - for time planning and Gantt Chart.

7. Excel - for Quarterly Financial Reports.

8. Microsoft Access - for Membership Database.

Superseded versions of software must not be deleted because their deletion would preclude access to our heritage files.

Note: We intend to reinstall database software DB2, DB3+, Q&A 3.0 and Tracker to read our heritage database systems.

Our Database Information Systems Management Review

CGR uses Lotus Approach 97 Database to enter incoming and outgoing correspondence. We commenced entering into the current database in November 1999.

Members Pennie White and Rilla Oellien are in the process of constructing two new, user friendly CGR Databases in the Lotus Approach Software. One of the Databases is a new Correspondence Database and the other is a CGR Activity Database.

LAPAM uses Lotus Approach 97 Database.

Improvement in the Working Conditions for CGR

CGR Members have increased their productivity through the provision of:

A. A second CGR work station in the Suite 3 Lending Library area

B. Members ability to work on files from any of the 5 PCs in Suite 3 and Suite 1

C. Connecting the Laser Jet Series II printers to the LAN, enabling multiple work stations to share printers and save work bench space.

This has encouraged new CGR helpers.

All CGR files can be accessed in Suite 1 and Suite 3 from all six computers.

CGR would like to acknowledge Rilla Oellien, who has become Junior Assistant Secretary. Rilla has helped with written correspondence, General Meeting procedures and attending to the Teacher.

Clara Iaquinto has committed time on a weekly basis to attending to the Teacher. Isabella Hobbs has maintained our correspondence with the State Library of Victoria, by mailing our Brooking Street Bugle (New Series) to their Serials Section. Amber Svensson has assisted in our large mail out of correspondence (New Year greeting cards) overseas and natio