Manual Operacional Exemplo

Franchise Operations Manual
Copyright Simply Helping Franchising 2015. Updated May 2016 Page 1

INDEX
Contents Page
1. Introduction………...............................…………………………………………………… 7
1.1. Welcome
1.2. Overview
1.2.1 Approved Provider Status.......................................................................... 8
1.3. Confidentiality and Ownership of the Manual
1.4. Using and Updating the Manual
1.5. Compliance with Federal and State Legislation
2. SIMPLY HELPING Systems ………….…………………………………………………. 9
2.1. Vision
2.2. Mission Statement – Simply Helping
2.3. Values
2.4. Existing Services ......................................................................................... 10
2.5. Clientele
2.6. Your Territory................................................................................................ 11
2.7. Application for Provider Status
2.8. Business and Company Names
2.9. Trademarks and Intellectual Property
2.10. Head Office Details................................................................................ 12
2.10.1 List of Franchisees.................................................................................... 47
2.11. Resolution Process
2.11.1 Franchise Arrangement – Franchisor and Franchisee
2.11.1.1 Non-compliance....................................................................... 12
2.11.2 Simply Helping’s clients
2.11.3 Staff
2.12 Due Dates and Deadlines – Fees........................................................... 13
2.12.1 Royalty Fee

2.12.2 National Marketing Fund Contribution ................................................... 14
2.12.3 Accounting Records

2.12.3.1 Profit & Loss Statement
2.12.3.2 End of Month Accounts Receivable Summary
2.12.3.3 End of Month Accounts Payable Summary .................................. 15
2.12.3.4 Payroll Activity Summary
2.12.3.5 Items Sales Summary
2.12.3.6 BAS – Business Activity Statement
2.11. Best Practice Standards
3. ADMINISTRATION ...............................................................................................15
3.1. Contacting Head Office

3.2. Communications
3.2.1 Internet – E-mail
3.2.2 Staff Newsletter
3.2.3 Broker Newsletter
3.3. 1800 Number…………………………………………….......................................................... 17
3.4. Internet
3.5. Hours of Operation …………………………........................................................... 18
3.6. Insurance
3.7. Services that may not be performed
3.8. Preferred Suppliers
3.9. Preferred Subcontractors …………….........................………............................ 19
3.10. Security of Documents
3.10.1 Power Failures
3.11. Stationery
3.12. Templates available
3.12.1 Integrity of Simply Helping Documents .......................................................................20
4. ACCOUNTING and FINANCE….........……………………………………………............. 20
4.1. Opening Bank Accounts

4.1.1. Bank Account for general business operation.
4.1.2. GST Offset Account
4.1.3. Internet Banking
4.1.3.1 Internet
4.1.4. Merchant Facility .........................................................................................................21
4.2. Invoicing Clients
4.2.1. Brokered Clients
4.2.1.1 Payment Terms
4.2.1.2 Contracts
4.2.2. Private Clients
4.2.3. Clients – engagement of nannies ......................................................................................22
4.2.4. Clients Receipt of Remittances
4.3. Sales Budget
4.4. Cash Payments ..............................................................................................................................23
4.5. Cash Receipts
4.6. Bank Reconciliation
4.7. Superannuation
4.8. Taxation .....................................................................................................23
4.8.1. GST Registration

4.8.2. Business Activity Statements
4.8.3. Pay as You Go
4.8.4. Income Tax Return
4.8.5. PAYG Withholding ...................................................................................................................25
4.8.6. Superannuation
4.8.7. Payroll Tax
4.9. Business Records
4.10. Budgeting .......................................................................................................................................26
4.11. MYOB –
4.11.1 Monthly and Annual Financial Reports
4.11.2 Other Reports/Company File

4.12. Operational Plans
4.12.1. Business Plan
5. PERSONNEL
.................................................................................................................................................27
5.1. Recruitment and Appointment of Employees

5.1.1. Qualifications
5.1.2. Employee Status ......................................................................................................................28
5.1.3. Police Checks
5.1.3.1 Police
5.1.3.2 Working with Children
5.1.3.3 Car Registration and Driver’s Licence
5.1.4. Resumes
5.1.5. Staff Pack
5.2. Subcontractors
5.3. Training and Development ......................................................................................... 29
5.3.1. Government Traineeships
5.3.2. Professional Development
5.4 Payroll Records

5.4.1 Time Sheets
5.4.2 Pay Advice Slips
5.4.3 Payroll Activity (Summary)
5.4.4 Deduction of PAYG Withholding Tax ...................................................................................30
5.5 Uniforms
5.6 Identifications Badges
5.7 Holidays and Sickness …………………….......………………..................... 31
6 QUALITY .......................................................................................................... 31
6.4 Direct Care Clients

6.5 Private and Brokerage Clients
7 STAFF and WORKPLACE RELATIONS – Legal Issues ………......………............... 31
7.1 Industrial Instruments

7.2 Termination of Staff ................................................................................................................. 32
7.2.1 Notice of Termination
7.3 Redundancy
7.4 WorkCover
7.5 Workers Compensation & other Compensables …….........………................ 33
7.5.1 Registration
7.5.2 Workplace Injury Insurance Premium Payment
7.5.3 Contact Details for TAC & WorkCover Authorities .......................................................... 34
7.6 Discrimination and Equal Opportunity ..................................................................... 35
8 EQUIPMENT and SAFETY ...................................................................................... 35

8.1 Equipment and Safety
8.2 Accidents
8.2.1 Franchisee
8.2.2 Emergency Numbers .....................................................................................................................36
8.2.3 Your Staff
9 WORK PROCEDURES .............................................................................................. 36
9.1 Quoting and Pricing for Assignments

9.2 Response to Assignments
9.2.1 Brokerage and private clients
9.2.2 Direct Care Clients
9.3 Appointments
9.3.1 First time appointments with brokering organisations ........................................................37
9.3.2 Follow-up Appointments
9.4 Customer Service
9.4.1 Dealing with Customer Complaints ..............................................................................................38
9.5 Corporate Image
9 MARKETING and PROMOTION …………………………………...................…. 38

10.1 Advertising Standards and Requirements
10.1.1 Approval of all advertising
10.1.1.2 Advertising Protocols for the Print Media
10.1.2 Distribution of Promotional Material
10.1.3 Recording of Private Enquiries
10.2. Franchisor Advertising ......................................................................................................................... 39
10.3. Brokered Clients
10.3.1 Personal Contact
10.3.2 Displays ................................................................................................................................ 40
10.3.3 Sourcing new leads
10.3.4 Networking
10.3.5 Follow-up ............................................................................................................................. 41
10.3.6 Attendance at extraneous meetings/conferences
10.3.7 Local Advertising
10.4 Private Clients
10.4.1 Cities .................................................................................................................................................42
10.4.1.1 Print Media
10.4.1.2 Leaflet/card drops
10.4.2 Country
10.5 Value Adding ..................................................................................................................................... 43

10.5.1 Flexibility
10.5.2 Meeting deadlines
10.5.3 Analysis of Marketing Strategies
11 SUPPORT and TRAINING ……………………................…………………….......................................................... 44
11.1. Franchisee Support Advisors

11.1.1 Functions of Franchisee Support Advisors
11.2. Field Visits
11.3. Franchisee Meetings .................................................................................................................... 45

11.4 . Training
11.5 . Audits
12 FEEDBACK ...............................................................................................................................46
13 UPDATING OF MANUAL
APPENDIX 1 List of Franchisees .......................................................................................... 47

FRANCHISE OPERATIONS MANUAL
1 Introduction
1.1 Welcome
We would like to extend to you a very warm welcome to the Simply Helping Franchise
Network. You are embarking on a very exciting new business and partnership in an
industry of high and sustainable growth where through your commitment, passion and
hard work, you will in association with the network; develop a strong presence and role
in the continued development of Simply Helping, and particularly in the growth and
profitability of your franchise.
1.2. Overview
SIMPLY HELPING commenced operation on 1 June 1998. We are a private, for profit
service providing a suite of home and care support services. Central Office is located at
Suite 1, Level 1, 48 McLachlan Street Horsham Victoria.
SIMPLY HELPING is a management franchise and currently provides a suite of home help
and care support services to people throughout most regional areas in Victoria and New
South Wales, and in the future throughout Australia through its franchising system.
We have been growing steadily over this time, and this has enabled some regional
franchise territories to have a strong client base with established business. Other
territories with limited or no current business, will develop and grow under our franchise
system, and it cannot be stressed too heavily the importance of compliance with this
Manual from a business perspective. This Manual, the procedures and policies are the
culmination of years of practical experience, and must be followed. If these systems and
procedures are not followed, the ability to grow as expected is jeopardised and serious
legal consequences are likely.
Our relationship of Franchisor and Franchisee is essentially one of a partnership for

growth and profit and a commitment to the values of listening and respect. In any
relationship there will be issues and If problems arise, it is important that they be
discussed openly and resolved with minimum delay. We have the formal dispute

resolution process as outlined in the Franchise Agreement and Disclosure Document,
but it is firmly believed that issues can be resolved if both parties have the desire to do
so before it reaches that stage.
1.2.1 Approved Provider Status
Our Franchisees are expected to meet the requirements to become approved providers
with the disability and the aged care sector. The industry has changed considerably and
with the roll-out of the National Insurance Disability Scheme (NDIS) and the changes in
aged care with Consumer Directed Care (CDC) commencing from February 2017, means
great opportunity to capture some of this market.
As a pilot, Simply Helping has engaged the services of The Ideal Consultancy in April
2016 to expedite this process, and by assisting financially, as a one off, a franchisee for
with this process. We will be looking to use this Application as a template for all our
other franchisees to use. In addition, we will be negotiating with The Ideal Consultancy, a
fee structure whereby their assistance with any Applications can be at a reduced cost to
the franchisees.
As with Simply Helping Pty Ltd and with some of our existing Franchisees, independent
audits have been undertaken in 2015 to enable compliance and certification with the
Department of Health and Human Services Standards and National Standards for
Disability Services. This is the requirement for approved provider status.
1.3 Confidentiality and Ownership of the Franchise

Operations Manual
All information and data contained within the Operations Manual is confidential and is
only to be used by the Franchisee solely for the purpose of running the business.
The Franchisor, Simply Helping Franchising Pty. Ltd. is the author and owner of the
Operations Manual. The Author claims the right of copyright to the Operations Manual.
It is on loan to the Franchisee for the duration of the Franchise Agreement.
1.4 Using and Updating the Manual
The Operations Manual is part of the intellectual property of Simply Helping Franchising
and is for the specific use of the Franchisee and Franchisor for business purposes only.
Its purpose is to support the operations of the business.
The Operations Manual may not be copied or duplicated in any way, or stored on a
retrieval system on any sort without the express written authority of the Franchisor. Any
changes to the Manual will be wholly at the discretion of the Franchisor.
The Operations Manual is accessed via our website www.simplyhelpingfranchising.com.

This ensures security from unauthorised users. Each Franchisee is issued with their own

username and password for authentication. The Franchisee will be advised of
amendments and additions to the Operations Manual by an ‘Alert E-mail’.
1.5 Compliance with Federal & State Legislation
Franchisees are required to comply with all relevant federal and state legislation.
2 SIMPLY HELPING Systems
2.1 Vision
To extend our home and care support services across Australia through franchising.
2.2 Mission Statement
To bring proficient, courteous home and care support services to clients within a secure
environment using trained, qualified staff that build trust and make positive contributions to
both the service and lives of others.
2.3 Values
Our management and staff of the company are dedicated to the future growth and success
of the company through franchising with the adoption of the following general values:
• Supporting individuals and families

• Professionalism and ethics in all our actions and activities
• Flexibility and collaboration in all we do
• Recognition of the right of people to be treated with dignity
• Competitiveness and determination to succeed
• Growth and development of our Franchisees and staff
2.4 Existing Services
• Home Help
• Ironing
• Respite Care
• Personal Care
• In-Home Companions
• Palliative Care
• Community Nursing
• Domestic Assistance e.g. appointments, shopping
• Counselling and Psychology Services referrals
• Transport
• Nannies
• Baby Sitting

• Pet Sitting
• Walking the Dog
• Watering Gardens
• Gardening
• Lawn Mowing
• Home Maintenance
• Holiday service – which may include some of the above and also mail collection, and
home checks
2.5 Clientele
Our client base can be divided into three general categories:
• Auspiced and funding organisations across Australia such as the various State and
Territory Departments of Health and Federal bodies, National Disability Insurance
Scheme, State Accident Commissions, municipal councils, private health insurance
companies, WorkCover Authorities, healthcare groups and other health and
community based organisations and groups.
• Individuals and families who have been given approved support from the above
groups: frail and elderly, carers requiring respite, individuals with disability and
individuals following a hospital episode.
• Private individuals or families requiring any of our services.
• Individuals or families that have received aged care or disability packages.
2.6 Your Territory –
The attachment for each territory is provided in the Franchise Agreement to the individual
Franchisee.
2.7 Application for Provider Status
Approved preferred provider status or registration/contract arrangements will need to be

sought from:
• WorkCover (State specific) see Clause 7.5.3 for details

• Moto Accident Authorities see Clause 7.5.3 for details
• State Health Departments
• National Disability Insurance Scheme
• Department of Social Services (Federal) – Aged Care Provider
• Various Healthcare Groups throughout each State and Territory

• State specific not-for-profit care organisations brokering services
Contracts will be initiated with the last three of this group when clients are brokered to
Simply Helping.
2.8 Business and Company Names
Simply Helping is a registered business name with Consumer and Business Affairs Victoria –
ABN 90 524 897 914 registered July 2002
Simply Helping Pty Ltd – ACN 100 026 766 registered with ASIC March 2002
Simply Helping Franchising Pty Ltd – ACN 100 029 034 registered with ASIC March 2002.
2.9 Trademarks and Intellectual Property
The name Simply Helping has been registered as a Trade Mark, No. 904807 in the Register of
Trade Marks - Commonwealth of Australia, and is registered for the following goods and/or
services:
Domestic cleaning, commercial cleaning being services in class 37
Gardening, garden watering, respite care, personal care services being services in class
44
Home help, baby-sitting, nannies, pet sitting, companionship services being provision
of friendship, company and support to the client being services in class 45.
2.10 Head Office Details
The Central Office of Simply Helping is based at - Suite 1, Level 1, 48 McLachlan Street,
Horsham, Victoria.
Postal – PO Box 870

HORSHAM VIC 3402
Tel: 5381 0990, 5381 0690

Fax: 5381 0880
E-mail – info@simplyhelping.com.au
Website – http://www.simplyhelping.com.au
Director/Franchisor:
Angela Feery-Richards
Contact details – as above or 0409 977 620 Mobile
Franchisee Support /Business Development

Mr Paul O’Connor – Business Development - Franchises
0432 798 059
Marketing Manager – Simply Helping System

Sienna Feery-Richards

0458 351 491
Franchise Support
Mr David Feery-Richards – IT Consultant and System Processes
Operational Matters
0419 358 733
2.10.1 List of Franchisees
See Appendix 1
2.11 Resolution Process
2.11.1 Franchise Arrangement – Franchisor and Franchisee
In the event of any issues or problems arising by either the Franchisor or the Franchisee –
action will be taken as soon as possible to discuss and bring about resolution. Initial contact
should be made by telephone to alert either party to the issue and to discuss the issue. If no
resolution is achieved over the telephone, the Franchisor will meet with the Franchisee and
every effort will be made to resolve the matter. If the matter is still unable to be resolved
either party may institute the Mediation Procedure as given in the Franchise Agreement
under Clause 34.
2.11.1.1 Non-compliance
If Franchisees fail to comply with the processes as given within this document then the
following will occur: -
1 Telephone contact will be made to determine why there is a breach. Assurance will be
sought from the Franchisee that this breach will not reoccur. This will be documented
with a letter sent to the Franchisee.
2 If the breach continues, a meeting will then be held between the Franchisee Support
Advisor and the Franchisee to resolve the problem. This may involve the introduction
of mentorship and support from key personnel.
3 A timeframe will be agreed to for the breach to be rectified.
4 When the breach is rectified, assurance is sought from the Franchisee that it will not
reoccur. A letter of thanks is then sent to the Franchisee for compliance.
5 If the breach is unresolved, another meeting is held with the Franchisee. If this
meeting does not resolve the issue, a ‘Letter of Intention to Breach’ is forwarded to
the Franchisee. If non-compliance is continuing, a ‘Letter of Breach’ will be sent.

6 If non-compliance continues following receipt of this letter, the dispute resolution
procedure as given under the Franchise Agreement Clause 34 – Mediation will be
invoked.
It is sincerely hoped that any breaches will be addressed promptly by the Franchisee to avoid
such time and energy being wasted and that attention is on growing the business and
complying with the Operations Manual, and fulfilling their obligations under the Franchise
Agreement and this Manual.
2.11.2 Simply Helping’s Clients
Feedback from our clients is an important aspect to providing the services. Any concerns or
complaints are to be dealt with immediately they come to the Franchisee’s attention. Issues
concerning clients must be acted upon as soon as practicable, and resolved. Feedback must
then be provided to clients advising any course of action. Documentation must be
maintained on all issues.
2.11.3 Staff
Any issues concerning worker behaviour and performance must be documented and dealt
with immediately or as soon as practicable and resolved according to Simply Helping’s
human resource protocols.
Refer to Human Resources Manual for details.
2.12 Due Dates and Deadlines – Franchise Fees
2.12.1 Franchise (Royalty) fee - 6 per cent
The payment of 6% of the gross revenue for the month is to be made on or before the 5th
day of the following month and paid into the nominated Simply Helping Franchising
Account.
Payment may be deducted using a Direct Debit Facility by the Franchisor within 5 days
of the following month.
Upon successful receipt of payment into the Franchisor’s account, a receipt will be issued in
the form of a ‘Paid Invoice’ for the Franchisee’s accounting purposes.
2.12.2 National Marketing Fund Contribution - 2.5 per cent
The payment of 2.5% of the gross revenue for the month is to be made on or before the 5th
day of the following month and paid into the nominated Simply Helping Franchising
Account.

Payment will be deducted using a Direct Debit Facility by the Franchisor within 5 days
of the following month.
Upon successful receipt of payment into the Franchisor’s account, a receipt will be issued in
the form of a ‘Paid Invoice’ for the Franchisee’s accounting purposes.
Those Franchisees that do not have this method of fee payment in their Franchise
Agreement will continue to submit payment on invoice from the Franchisor.
2.12.3 Accounting Records
All reports are to be provided on an accrual basis, not cash.
2.12.3.1 Profit & Loss Statements
1 A monthly Profit & Loss Report is to be provided by no later than the 3rd day of the
following month.
2 A Quarterly Profit & Loss Report is to be provided within 30 days for the preceding
Quarter, and a ‘year to date’ Profit & Loss Report.
3 Within 120 days after the end of each Financial Year, an annual financial statement
including a Profit & Loss Statement and Balance Sheet, prepared and audited by an
Accountant.
2.12.3.2 End of Month Accounts Receivable Summary
An MYOB Monthly Accounts Receivable Summary is to be provided by the 3rd day of the
following month, and again within 30 days for the preceding Quarter.
This summary must be produced the day following the end of the month and must include
all payments received in that month.
2.12.3.3 End of Month Accounts Payable Summary
An MYOB Monthly Accounts Payable Summary is to be provided by the 3rd day of the
following month, and again within 30 days for the preceding Quarter.
2.12.3.4 Payroll Activity Summary
An MYOB Monthly Payroll Activity Summary is to be provided by the 3rd day of the following
month, and again within 30 days for the preceding Quarter.
2.12.3.5 Item Sales Summary

An MYOB Monthly Item Sales Summary (a breakdown of services sold) is to be provided by
the 3rd day of the end of each period, and again within 30 days for the preceding Quarter.
2.12.3.6 BAS – Business Activity Statement
Within 7 days of the due date required by the ATO for the lodging of the Business Activity
Statement, a copy of that Business Activity Statement.
NB: All of the above reports are to be e-mailed through by the required dates.
2.13 Best Practice Standards
Standards and benchmarks are evolving and it is the intention that Simply Helping systems
will continue to adopt and refine those that are common within the industry.
Compliance with legal, regulatory and business requirements is essential as is a consistent

approach from the Franchisor in relation to identified, documented and publicised systems
and processes. We are continuing to refine this aspect.
3 ADMINISTRATION
3.1 Contacting Head Office
It is very important that the relationship between the Franchisee and the Franchisor is a
happy, productive, constructive and professional one. To encourage this relationship, all
communication will be courteous and will be dealt with promptly.
Please note that it is better to communicate in writing on complicated issues, which will
ensure proper definition of the problem or concern.
Franchisees can contact Head Office during business hours to speak with the Franchisor,
Angela Feery-Richards, or the Franchisee Support, Paul O’Connor.
After hours contact is Angela Feery-Richards – Franchisor on the mobile or on the home
number.
See Clause 2.9 but is given again here for convenience
The Head Office of Simply Helping is based at -

Level 1, 48 McLachlan Street,
Horsham, Victoria.
Postal> PO Box 870 HORSHAM VIC 3402
Tel> 1800 99 88 66, (03) 5381 0990, (03) 5381 0690

Fax> (03) 5381 0880
E-mail> info@simplyhelping.com.au
Websites> www.simplyhelping.com.au, www.simplyhelpingfranchising.com
3.2 Communications
Your local telephone number and facsimile number will be used in the everyday operation of
the business and placed in any local advertising material and the appropriate White and
Yellow Pages.
3.2.1 Internet – E-mail
All Franchisees will have a business e-mail address. This address is allocated by the
Webmaster - Simply Helping. All information received or sent via e-mail must be appropriate
to the business. Spam or irrelevant or inappropriate information received must be deleted
and not forwarded on to any other party. (See Clause 3.4 for further information)
3.2.2 Simply Helping Staff Newsletter
Head Office will produce a generic newsletter on a quarterly basis and will include a section
for each franchise region. Franchisees are required to submit information that they would
like reported or advised to their staff. The completed Newsletter will be emailed to each
franchisee for distribution to their staff. The format will evolve as more territories become
part of the system. The cost will initially be borne by Simply Helping, and this position will be
reviewed annually.
3.2.3 Simply Helping Broker E-Newsletter
Head Office will produce a generic newsletter on a quarterly basis and will include a section
for each franchise region. Franchisees are required to submit information about what has
been happening within their territory for inclusion.
To enable bulk distribution from Head office of the Newsletter, Franchisees are required to
submit to the Marketing Manger the email addresses of brokers within their territory. The
format will evolve as more territories become part of the system. The cost will initially be
borne by Simply Helping, and this position will be reviewed annually.
3.3 1800 number
Metropolitan territories
Private clients
The 1800 number will be used as the client enquiry number for all initial calls with Yellow
Pages Online. The caller will be given the relevant franchise office number to ring. In some
instances, if the caller cannot ring directly, these calls will be taken at Head Office and passed
onto the appropriate Franchisee via e-mail or telephoned through immediately, if urgent.

Brokerage clients
The 1800 number will be used as the initial enquiry number by these organisations where it
is unfeasible to list an individual number. The brokerage client will be given the relevant
franchise office number to ring. In most instances, each franchisee will have their own details
on the promotional material provided.
Regional territories
The 1800 number will be used by the Franchisee where any regular advertising crosses over
STD boundaries in the franchise territory, and for use by staff living in another STD area if
different from the Franchisee’s office. Any local advertising will use the franchisees business
number.
The cost for this use is carried by the franchisees and is calculated using a percentage.
Applicable franchisees will be invoiced for the amount.
These calls will be received at Head Office and passed onto the appropriate Franchisee via e-
mail daily or telephoned through immediately, if urgent.
3.4 Internet
As a Franchisee, you are authorised to be listed on our web site

simplyhelpingfranchising.com and simplyhelping,com.au. The web sites are updated
regularly, and it is the Franchisee’s responsibility to advise Head Office (in writing) of any
alterations.
Each franchisee has access to the ‘Franchisees Page’ via an individual password allocated
by our Webmaster. All information relevant to the Simply Helping franchise system, updates
and developments will be posted on this page. Franchisees will be alerted via email of
updates.
The web site will reflect the services provided and areas covered by Simply Helping and its
Franchisees. Address, telephone, facsimile, etc., provided by the Franchisee will be added to
the web site as they become available.
The web site will also include an e-mail address for the franchise. The Webmaster will
determine this address as it will be customised to the geographic region allocated.
Connection and access to the Internet is at the Franchisee’s cost and is his/her responsibility
to have and maintain access allowing the Franchisee to send and receive e-mail. The use of
the Internet is not restricted to Franchise business.
3.5 Hours of Operation
Recommended minimum office hours are Monday through Friday, 9am – 5.30pm.

The Franchisee will provide ‘after hours’ contact for any urgent issues that may arise. It is
suggested that the contact initially be the Franchisee.
3.6 Insurances
Simply Helping Franchises are required to be insured.
Current insurance policies must exist for the following:

• Public Liability Insurance to the extent of $10,000,000.00.
• Professional Indemnity Insurance to the extent of $5,000,000.00
• WorkCover (staff remuneration must exceed $7,500 p.a.)
See Head Office for preferred insurance broker’s details
3.7 Services that may not be performed
Services that are not listed in this Manual are not to be undertaken by the franchise without
the permission of the Franchisor. Services not listed but may be considered must be along
the same type of service provision currently undertaken.
3.8 Preferred Suppliers
To be determined in each geographic territory.
It is strongly recommended that Franchisees have access to their specific state- or territory-
based Employers Chamber of Commerce and Industry – advisory service for all Industrial
relations, training, and professional development. The Franchisor can provide basic generic
advice, but anything that is state specific should be directed to the employer state body.
All industrial relations matters should be consistent given that our employees are covered by
a federal Award.
ACT Chamber of Commerce 02 6283 5200

NSW Chamber of Commerce 02 9350 8100
NT Chamber of Commerce 08 8936 3100
QLD Chamber of Commerce 07 3842 2222
SA Chamber of Commerce 08 8300 0000
Tasmania Chamber of Commerce 03 6236 3636
Victoria Chamber of Commerce 1800 672 731
WA Chamber of Commerce 08 9365 7555
3.9 Preferred Sub-contractors

Not Applicable
3.10 Security of Documents

The Operations Manual, financial reports, client and staff files should be secured at the end
of each working day. A daily backup of MYOB must be done at the end of each working day
and a disk or memory stick secured off-site. A separate and individual weekly backup is to be
done for the remaining Simply Helping computer files and a disk or memory stick secured
off-site.
3.10.1 Power Failures
An Uninterrupted Power Supply Board is to be connected to ensure that maximum

protection is provided to the computer in the event of power outage or failure.
3.11 Stationery/Promotional Material
The appropriate Simply Helping stationery is ordered through Head Office and will be
invoiced and distributed at cost plus postage and handling to the Franchisee. The franchisor
has the discretion to waiver these costs associated with this stationery if considered
appropriate in some situations.
Business cards - personal (1st 350 are complementary)

Business cards – generic
Brochures
Personal & Respite Services and Home Care Leaflets
Complimentary Slips
Simply Helping Folders – used for client and staff information packs
3.12 Templates are available for the following -:
Client
Care Delivery Plan
Client Interview Pro-forma – client quality management
Client Service Request Form
Release of Information Consent Form
Enquiry Register
Administration
Business & Marketing Plan Pro-forma
Budgeting - Excel
FAX
Fee Schedules
Logo
Timesheet
Manuals
Human Resources Manual
Occupational Health & Safety Manual
Policy Manual
Quality Management Manual
Staff Information Manual
Registers

Police & Working with Children Check
Vehicle
Staff Qualifications & Training
Injuries
3.12.1 Integrity of Simply Helping documentation
All Simply Helping templates and documentation are not to be changed, edited or
reformatted by the Franchisee to suit their individual needs.
Any alterations or amendments are only to be undertaken by the Franchisor.
4 ACCOUNTING and FINANCE
4.1 Opening Bank Accounts
4.1.1 Bank Account for General Business Operation.
A cheque account is to be opened in the business name of ‘Simply Helping’ and only those
activities relating to the business operation are to go through that account.
4.1.2 GST Offset Account
It is required that some form of GST Offset Account be opened to enable the required GST
earned from sales to be banked regularly. The GST Offset Account is interest free.
4.1.3 Internet Banking
All Franchisees are to use Internet Banking. This facility allows daily scrutiny of all banking
transactions and therefore management of cash flow within the business. In addition, it
enables easy payment to suppliers and inter- and intra-bank account transfers. This form of
banking is faster and allows immediate access than across the counter banking. Contact your
bank to establish this facility.
On-Line banking is an easy and quick way of paying the wages of staff by direct payment
into their bank account.
4.1.4 Merchant Facility
A credit card facility is strongly recommended to encourage quick and easy payment by
clients. In addition, it has the advantage of over-the-phone payments and limits the
likelihood of bad debt. Contact your bank to establish this facility, and be prepared to shop
around as the monthly fees can vary substantially.

4.2 Invoicing Clients
4.2.1 Brokered Clients
All brokered clients are invoiced using customised invoices on a fortnightly basis unless
otherwise arranged. Recurrent invoices are set up in MYOB and new information is verified
and taken from the employee’s timesheets. See the Office Procedure Manual for details.
The franchisee's WorkCover Provider Number and the TAC Provider Number (if applicable)
must be stated on every Tax Invoice. This will occur when the invoice template is customised
to your business.
The brokers Purchase Order # (if applicable), client WorkCover claim # and the TAC client
claim # must be stated on each invoice.
4.2.1.1 Payment Terms
Payment terms are set at 7 days.
Arrangements are to be made where possible with brokering organisations for payments to
be made more frequently than the conventional 30-day or more payment cycle. This can be
attempted at the time of signing of contracts or informally, through discussion with the
programme coordinator or case manager, and then, with their support to the finance
department – usually the Finance Manager. Experience has been that the informal process is
most successful. In most cases, they can and will accommodate. Developing amicable
relations with the Account Payable clerk is useful. This assists cash flow within the business.
4.2.1.2 Contracts
Contracts are either 1 year or 3 years. With the 3-year contracts, provision is made for annual
fee schedule updates. If fee schedules alter during the time of the contract, the other party
must be advised in writing as per the stated clause in the contract. In this instance, it is a
courtesy to discuss the fee changes with those directly impacted by the changes e.g.
coordinators and case managers, before any formal approach is made.
Individual contracts will continue with individual franchises, as is the ongoing situation with
local area health groups.
4.2.2 Private Clients
General Private Clients are invoiced in the same manner as the brokered clients. A recurrent
invoice is only set up if more than one service is required, and services will be ongoing.
See also ‘Cash Receipts’ for bulk invoicing of private clients.
If merchant facilities are used and payment put through on a client’s card number, a ‘paid’
invoice is then sent to the client.

4.2.3 Clients – engagement of nannies
At the time of the client engaging Simply Helping’s services in obtaining a nanny – 15 per
cent of the total amount is required up-front and is generally paid via a credit card or a
direct deposit into the company bank account. Upon placement of the nanny the client is
invoiced the full amount for the placement just prior to the commencement of the nanny. As
payment is generally through a credit card, the full amount is put through at this time and
the invoice is sent to the client with a notation that it is fully paid.
4.2.4 Receipt of Remittances
When payments are received electronically, the remittances usually follow within a seven (7)
day period. When the remittances are received and invoices checked off, the date entered
must be the date the money was received in the bank account. This is essential for the
Reconciliation Process when the entries of MYOB are checked off against the Bank
Statement.
4.3 Sales Budget
The Sales Budget will be different for territories with an established client base to those
territories where there is no existing business, but the principle is the same...the forecasting
of sales on a monthly basis. It is a requirement that a percentage increase is agreed to and
that this will be met on a monthly basis.
For newly established territories, the Average Gross Revenue of not less than $5000 per
month averaged over each Quarter is given as a benchmark and
that this amount will be increased by 5% each Quarter. The Minimum Sales Requirements
will take effect from the Quarter commencing 6 months after the commencement.
Given that the Simply Helping business is primarily based on the invoicing of services from
fortnightly timesheets, and not ‘over the counter’ sales, the sales budget is set on an annual
basis with monthly targets.
MYOB produces a report on any required period of all services sold and revenue earned
during that period. This is invaluable for tracking growth or decline for each service category
for each client group, and to focus on areas requiring attention to stimulate increased
demand for that service.
For established territories, the use of historical data on the commencement of the franchise
business will assist with setting future targets.
Franchisees in new territories will need to prepare projections based on the degree of
promotion of the services within their territories. As more new territories come on board,
financial data and information will become available that will allow objective financial models
to be developed by the Franchisor. These models can be made available to new Franchisees
taking over new territories.

4.4 Cash Payments
Cash payments can be for small incidental items such as stationery, postage, etc. All receipts
should be retained for that financial year. These payments are to be entered into MYOB
under the Command Centre – Banking in the ‘Spend Money’ tab.
4.5 Cash Receipts
Cash received for agency fees for private clients must be invoiced and paid on the date the
money is received and entered against the income account 1-1127 in MYOB. These fees may
be as a direct deposit into the company account by the employee or are deducted from the
employee’s time sheet.
4.6 Bank Reconciliation
Reconciliation of transactions is to be undertaken on a weekly basis using the Reconciliation

feature of MYOB. To enable this to occur, the Franchisee will organise with their bank for
bank statements to be received from the bank on a weekly basis.
4.7 Superannuation
Staff earning $450.00 a month or more, are required to have superannuation paid at the
current percentage rate by the employer. The rate is currently 9.5%.
Staff can determine which superannuation fund they wish to subscribe to. On employment
they are required to complete the ”Choice of Superannuation” form (this is part of the Staff
Information pack) to return to the employer.
The current employer superannuation fund is MLC Ltd. Staff who do not elect their own
superannuation fund are required to be enrolled with the employer fund. As each franchise is
a separate business entity, you are required to apply to become a participating employer.
Franchisees may elect their ‘employer’ superannuation fund.
Superannuation payments are required to be made to the superannuation funds each

quarter by the 28th of the month following the end of each quarter. If this does not
happened you are required under the Superannuation Guarantee Act to advise the ATO and
submit a late payment with interest.
It is strongly recommended that superannuation payments be made each month to assist

with cash flow.
Sub-contractors are not paid the employer superannuation contributions unless Simply
Helping is the primary source of their income. (See Section 5.3.2)

4.8 Taxation
4.8.1 GST Registration
Franchisees with a turnover in excess of $75,000 per annum will be required to register for
GST. As part of this process, the Franchisee will be issued with an Australian Business
Number (ABN).
Franchisees can register on-line through the Australian Business Register (ABR) at –
www.abr.gov.au or by contacting the Australian Taxation Office (ATO) on 13 28 66.
Franchises with a gross turnover under $75,000 can decide whether to register to take
advantage of credits given from business purchases. Discuss this with your accountant as to
what suits you best.
4.8.2 Business Activity Statements (BAS)
The Business Activity Statement is essentially a summary of the taxpayer’s GST liabilities and
credits. It also records payments of tax that are required to be made under the new Pay As
You Go (PAYG) system.
If gross revenue is under $1 million, BAS is on a cash basis and lodged with the Australian
Taxation Office (ATO) on a monthly or quarterly basis for both the GST and the PAYG Tax
Withheld. If your gross revenue is $1,000,000 or more per annum, BAS is calculated on an
accrued basis.
MYOB automatically calculates the BAS for the Franchisee.
4.8.3 Pay As You Go
The PAYG instalment system replaces the company tax system and the provisional tax
system.
The Franchisee will pay PAYG instalments based on their instalment income, which is
essentially the gross business and investment income before deduction. A percentage of that
instalment income is paid based on the taxpayer’s instalment rate, which is calculated by the
ATO. These instalments are then credited to you by the ATO.
4.8.4 Income Tax Return
Franchisees are required to lodge an annual income tax return at the end of the income year.
Any PAYG Income instalments paid during the year will be credited to the taxpayer’s
assessment. Personal and business taxation must be processed through a Chartered Public
Accountant in keeping with the required timelines for Tax Returns for the ATO.

4.8.5 PAYG Withholding
Franchisees are required to deduct tax from wages and salaries paid to employees and send
the deducted amount to the ATO via the BAS. This process replaces the former Pay As You
Earn (PAYE) system. This deduction is automatically calculated through MYOB.
4.8.6 Superannuation
As advised in Clause 4.6, legislation requires employers to provide 9.5% superannuation

payment to employees earning $450.00 or more each month.
Superannuation Guarantee (SG) contributions must be paid by the employer at least

quarterly. Superannuation payments to the funds are to be paid by the 28th day of the
following month to meet the obligations under the Superannuation Guarantee Act.
If payments are not paid by the due date, employers are required to complete a
Superannuation Guarantee (SG) Statement, and pay the SG charge liability.
It is recommended that Franchisees pay the SG contributions each month to assist with cash
flow.
4.8.7 Payroll Tax
Payroll tax is payable when an employer's total Australian wages exceeds the general
deduction threshold level. Most employers are required to self-assess their liability on a
monthly basis, and all perform an annual reconciliation at the end of each financial year (by
21 July).
Employers who pay wages in Victoria must register for payroll tax if during any one month,
their total Australian wages exceed the relevant monthly deduction threshold level.
Franchisees become liable for Payroll Tax when a determined figure is met. For example, In
Victoria, the rate is 4.85%, the monthly threshold is currently $45,833, and the annual
threshold is $550,000, whereas in NSW the rate is 5.45%, the monthly threshold is currently
$57,534 and the annual threshold is $750,000.
The base rate for payroll tax varies between states. Franchisees should obtain additional
details from their state government Payroll Tax Office.
4.9 Business Records
As a general rule, records or documents relating to the preparation of a taxpayer’s income

tax return must be retained for a period of at least 5 years.
Even though all transactions relating to the business are recorded in MYOB, franchisee
records relating to invoices and purchases should be culled after the conclusion of each
financial year and archived appropriately.

4.10 Budgeting
A budgeting aid in the form of a database has been developed in Excel for our Franchisees,
which calculates the margin between the cost of sales and sale price. This database is an
excellent tool for determining various scenarios, for example: the impact of an increase in fee
or wage on the bottom line. Projection budgets are to done for all aspects of the business on
an annual basis and monthly actuals are to be compared to the monthly projections.
4.11 MYOB –
MYOB is the system used for the recording of all your daily operational activities covering all
employee, supplier, customer and personal (client) information, in addition to the financial
and statistical information.
4.11.1 Monthly and Annual Financial Reports
The Franchisee will also need to operate a computer that has the capacity to efficiently run
the financial package MYOB, and ensure that it is upgraded when necessary. MYOB is the
software for use and forms part of the ‘Start-up’ package. The use of this software uniformly
allows the Franchisor access to the Franchisee’s financial records when necessary and/or as
required. You have the option of using the Cloud for MYOB rather than purchasing the
software.
MYOB enables the production of a number of financial reports on both a cash and accrual
basis. Key reports are the Profit and Loss Statement, which is to be produced monthly, and
the Balance Sheet, which will be produced at least annually. Completion of the BAS monthly
ensures the timely input of all data into the system.
The other key requirement is the Bank Statement received on a weekly basis from the bank
and used in the weekly reconciliation – a facility within MYOB under the Command Centre of
‘Banking’.
4.11.2 Other Reports/Company File
A number of reports providing staff and client information will be provided upon request to
the Franchisor. This will usually be in electronic format. The Franchisee will also provide to
the Franchisor a complete copy of the current company file if requested.
4.12 Operational Plans
4.12.1 Business and Marketing Plan
All Franchisees must have a completed business and marketing plan for the operation and
direction of the business. A Pro-forma can be provided by the Franchisor, and it is strongly
recommended that this is undertaken with the guidance and advice received from your
accountant and franchisee support. This Plan is to be reviewed annually.

5 PERSONNEL
5.1 Recruitment and Appointment of Employees
Employees are recruited through -

Advertising in the local newspaper;
Job networks; and
General networking.
They are required to be qualified and/or experienced in the type of work they undertake.
5.1.1 Qualifications
Home Help – Home and Community Care Certificate or equivalent in experience in the field
Personal Care – Certificate 111 or higher in Aged or Disability
Respite Care - Certificate 111 or higher in Aged or Disability or equivalent in experience in
the field
In-home companions - Certificate 111 or higher in Aged or Disability or equivalent in
experience in the field
Palliative Care - registered Division 1 Nurse
Community Nursing Care - registered Division 1 Nurse
Nannies and baby-sitters – Nanny or Certificate 111 or higher in Childcare or equivalent in
experience
Gardeners and Handymen – experience and equipment required to adequately carry out
duties
Pet care – a responsible attitude and a love of animals
5.1.2 Employee Status - All staff employed to provide the services are employed initially
on a casual basis, and will have a 3-month probationary period. It is the Franchisee’s
prerogative to determine if employees are to be offered part-time or full-time work after the
probationary period, or to remain as casual employees.
5.1.3 Checks
5.1.3.1 Police - All employees’ are to have recently had or are prepared to have a police
check done – these are done at the employee’s expense. It is the Franchisee’s
responsibility to ensure that the current Police Check is cited and a copy taken and placed in
the employees personnel file. Police checks are required to be renewed every three years by
the employee. (See Policy and information in the Human Resources Manual for details)
5.1.3.2 Working With Children – Staff who work with children are required to have a
current Working with Children Check. These are done at the employee’s expense and
retained by the employee. The Franchisee, as with the Police Check, will cite it and take a
copy for the records.

5.1.3.3 Car Registration and current Drivers Licence – Staff are required to have and show
evidence of current car registration and drivers licence. These are required to be checked
every year.
5.1.4 Resumes incorporating referees and copies of qualifications and Police Check, and
Working with Children Check (if appropriate) are standard requirements and are retained in
the staff member’s personnel file. It is imperative that references are thoroughly checked and
notations made and dated.
Upon employment, a Staff Information Package and Policy & Procedure documentation is
given to the employee and a Letter of Appointment setting out terms and conditions (where
possible via e-mail or in CD format).
Most employees are employed on a casual basis, excepting those undertaking training under
the New Apprenticeship Scheme funded by the Commonwealth Government where it is a
requirement that a trainee be employed as part-time for their period of training.
5.1.5 Staff Pack - Documents issued in the Staff Information Pack: -
Detailed information is available in the Human Resources Manual
5.2 Sub-contractors
Sub-contractors are required to have an ABN and be experienced and qualified in the
required service area. Services such as gardening maintenance and lawn mowing are
generally contracted out. Where possible, ensure that the sub-contractor also contracts to
other companies or organisations. This has major benefits to Franchisees regarding their
obligations under the Superannuation (Guarantee Administration Act) whereby this factor
will negate your responsibility to provide superannuation payments to these contractors.
A Letter of Appointment will be provided to the contractor and must be signed by the
contractor. This Letter of Appointment also ensures that the contractor is bound to the same
obligations of confidentiality that the Franchisee is bound by.
5.3 Training and Development
5.3.1 Government Traineeships
Training and professional development is encouraged for all staff. The Commonwealth
Government funds traineeships and Franchisees are encouraged to approach untrained staff
to apply. This is an additional source of funding for the business as well as a means of
developing up a skilled work force.
5.3.2 Professional Development
This includes a formal Simply Helping Programme undertaken each year in each territory and
is developed in part (in terms of content) with the Franchisor, and organised and funded by

the Franchisee. This programme is geared to reaffirm and support the Simply Helping values
and the consistent approach to delivery of care by Simply Helping staff. It is also the
Franchisee’s responsibility to pay for staff attendance at this programme.
Local programmes or workshops are to be tapped into by the Franchisee.
5.4 Payroll Records
5.4.1 Timesheets
Timesheets can be either picked up or sent to staff. The Staff Information Pack has the
timesheet template and can be printed off as required by staff. For those staff not yet
computer ‘savvy’, timesheets can be collected from the office or posted.
Staff complete timesheets fortnightly, and are then faxed, e-mailed or posted to the
Franchisee. The timesheets are to be received the evening before the payroll is done.
Depending on the number of staff, pays can be paid electronically into a designated bank
account, via ‘National On-Line’ for example, or through the posting of individual cheques.
The choice will depend upon cost/benefit based on the number of transactions.
5.4.2 Pay Advice Slips
Pay Advice Slips are MYOB generated for each employee and are posted or e-mailed
fortnightly or monthly, unless otherwise arranged with an individual staff member.
5.4.3 Payroll Activity (Summary)
This report is a summary of all pays undertaken on a particular pay run and a hard copy can
be kept by the Franchisee for easy and frequent access.
5.4.4 Deduction of PAYG Withholding Tax
This tax is recorded on the Payroll Activity Statement. All new employees are required to
complete an Employment Declaration Form and supply a Tax File Number. This tax is
deducted from wages and paid to the Australian Taxation Office on a monthly basis. See
Clause 4.8.5
5.5 Uniforms
Franchisees are not required to wear a uniform.
Simply Helping staff with the exception of personal carers, (where it can be optional) are
required to wear their ID Badge and the Simply Helping uniform (a shirt or apron and dark
trousers/slacks or skirt, and non-slip enclosed footwear) when undertaking work for Simply
Helping.

The Franchisor arranges the provision of uniforms to Franchisees and will be made available
to the Franchisee upon request, or within a reasonable time if being specifically ordered.
All uniforms are provided to the Franchisee at cost plus freight from the Franchisor.
Employees purchase the uniform. The Franchisee will, in most instances, deduct this cost
from the employee’s wage.
Under the new Award, employers are required to provide the uniforms to staff free of cost. It
is our recommendation that Franchisees secure a deposit of the uniform (being the cost of
the uniform). This deposit will be refunded in part or in full, upon receipt of the uniform
being in good, clean condition on the resignation or termination of the staff member.
See Office Procedure Manual for the recording of uniform sales
5.6 Identification Badges (ID)
Franchisees will be provided with an ID badge and are required to wear a name badge when
attending formal meetings and conferences, etc. This facilitates the networking role with
current and potential clients as well as other service providers.
Simply Helping Staff
Simply Helping staff are required to provide to the Franchisee two passport size
photographs. One will be retained in the staff member’s personnel file and the other will be
used for the ID badge. This photograph is to be forwarded onto Head Office to be
assembled, and then returned to the Franchisee for distribution to staff. This is to ensure
consistency of quality and colour.
5.7 Holidays and Sickness
It is the Franchisee’s responsibility to put in place appropriate arrangements for the

continued operation of their business whilst on sick or holiday leave. Clients must be able to
contact the Franchisee’s office for service provision.
6 Quality
Feedback from your clients is an important aspect in the provision of services and assists us
with the improvement of service delivery.
6.1 Direct Care Clients
This is usually achieved through telephone contact with short-term clients through a formal
interview process during their first or second week of care.

For long-term clients, this process is to occur at least twice a year.
6.2 Private and Brokerage Clients
This same process will occur on an annual basis.
The information collected is collated and assessed by the Franchisee and is used by
management as a tool to maintain and continue to improve the high standard of service
given by Simply Helping. This information remains confidential at all times. Publishing the
results can also be used as a marketing tool through its selective distribution to current or
potential brokering clients.
7 STAFF and WORKPLACE RELATIONS – Legal issues
7.1 Industrial Instruments
Under the current Workplace Relations system, minimum wages for employees covered by
the federal system are no longer included in awards. They are now protected in Australian
Pay and Classification Scales, which form part of the Australian Fair Pay and Conditions
Standard.
Any queries or concerns surrounding staffing issues can be addressed to Franchisee Support
initially. Simply Helping is a member of VECCI (Victorian Employer Chamber of Commerce
and Industry) and is used for any workplace or industrial advice.
Staff are to be employed under the Social, Community, Home Care and Disability Award
2010.
7.2 Termination of Staff
In the termination of staff, Franchisees must have a valid reason, and follow a fair procedure
to terminate an employee. Failure by staff to comply with the policies and procedures of
Simply Helping on a sustained and regular basis is cause for dismissal, as are serious
misconduct issues. See Office Procedure Manual for details.
7.2.1 Notice of termination
The following does not apply to casual employees.
Except in the case of probationary employees, either party may terminate employment at
any time by giving the other party four weeks notice. Instead of providing the specified
notice, the Franchisee may choose to make payment in lieu of notice. If the employee fails
to give the required notice, the employee forfeits the entitlement to any monies owing equal
to the amount of notice not given.

Immediate dismissal may apply in cases of serious misconduct, and in cases where the
Franchisee has the right to do so at law, including any significant breach of the employee’s
terms and conditions of employment as would be evidenced by substantial breaches of the
Simply Helping Policies.
7.3 Redundancy
The provisions of this clause do not apply to employees terminated as a consequence of

serious misconduct that justifies dismissal without notice; probationary employees;
apprentices; trainees; employees engaged for a specific period of time or for a specified task
or tasks; or casual employees.
Redundancy occurs where an employer has made a definite decision that the employer no
longer wishes the job the employee has been doing done by anyone and that decision leads
to the termination of employment of the employee, except where this is due to the ordinary
and customary turnover of labour.
7.4 WorkCover (Occupational Health & Safety)
As the employer, you are required to obtain WorkCover insurance.
It is a requirement under the Occupational Health and Safety Act 2004, for employers to
notify the WorkCover Authority of serious workplace incidents.
Refer to the Simply Helping Occupational Health and Safety Manual for information.
WorkSafe Victoria is the regulator responsible for the administration of the notification
requirements.
Requirements are: -
1. Immediate notification of a notifiable incident to WorkSafe on 132 360.
2. Written notification within 48 hours; and
3. Preservation of the incident site until an inspector arrives or directs otherwise.
Notifiable incidents are those resulting in death or serious injury.
Simply Helping has been advised by WorkSafe that it is prudent to notify it of any injury that
may have the potential at some future point of becoming a WorkCover issue, e.g. hurt back,
cuts, soft tissue damage.
An Injury Register is to be maintained – see Office Procedure Manual.
The required documentation for notification is provided with relevant policy and procedures.
The Health & Safety Representative name must be advised to all staff and be displayed in a
prominent place in the workplace.

7.5 Workers Compensation & other compensables
7.5.1 Registration
To be eligible to provide services to compensable clients, registration with the relevant state
WorkCover Authority is compulsory. Registration is achieved through contacting your state
WorkCover Authority or going onto the relevant web site and printing off the appropriate
form. Whilst this is being processed a Cover Note will be issued. The Franchisor will assist
with the process where practicable.
A WorkCover Employer Number and a WorkCover Provider Number will be allocated. The
WorkCover Provider Number must be stated on every Tax Invoice. This registration number
will enable service provision to WorkCover clients, and assessment of remuneration for
calculation of a premium for a WorkCover policy.
7.5.2 Workplace Injury Insurance Premium Payment
Your premium is calculated on your staff remuneration. If you pay more than $7500.00 in
remuneration (salaries & wages) you are required to take out a WorkCover Insurance Policy.
Sub-contracting has implications on WorkCover. To ensure that the sub-contractors you use
are not deemed as workers under the definitions as given by the WorkCover Authorities
(thereby incurring payments), you should determine that you are not the predominant
employer, i.e. the sub-contractors should be working for a number of employer client
groups.
If your insurance premium is over $1000.00, there are a variety of payment options. The
preferred payment plan for the premium would be undertaken through a monthly instalment
plan over a ten-month period to assist with your cash flow.
7.5.3 Contact Details for TAC and State and Territory WorkCover Authorities:
TAC Transport Accident Commission (Victoria Only)

60 Brougham St, Geelong Vic 3220
Tel: 1800 332 556 or 1300 654 329
Web site: www.tac.vic.gov.au
NSW – Motor Accident Authority has merged with the State Insurance Regulatory Authority.
There is no requirement for registration with SIRA to provide home support services to their
clients.
Victorian WorkCover Authority

GPO Box 4306
MELBOURNE VIC 3001
Tel: 9641 1555
Fax: 9641 1222
Web site: www.workcover.vic.gov.au

WorkCover South Australia
Tel: 1800 624 824
Fax: 02 6212 2902
Web site: www.workcover.sa.gov.au
WorkCover Queensland
Tel: 1300 362 128
Fax: 07 3006 6400
Web site: www.workcover.qld.gov.au
E-mail: info@workcoverqld.com.au
WorkCover New South Wales

There is no requirement in NSW to register as a provider of in-home services. Registration
will need to be made with each their insurance agents –
AAMI: 132244
Allianz: 1300 131 319
GIO: 131010
NRMA: 1800 032 220
QBE: 1300 791 874
Zurich: 1800 811 099
ACT WorkCover
Tel: 02 6205 0200
Fax: 02 6205 0336
E-mail: workcover@act.gov.au
WorkCover Western Australia

Tel: 08 9388 5555
Fax: 08 9388 5550
E-mail: postmaster@workcover.wa.gov.au
7.6 Discrimination and Equal Opportunity
Federal and state legislation make it illegal to discriminate against people in the area of
employment on several grounds such as age, marital status, sex, race and disability. The
cornerstone of Victorian anti-discrimination legislation is the Equal Opportunity Act 1995
and the Occupational Health and Safety Act 2004, particularly when considering the issue of
bullying in the workplace. (See the policies on ‘Bullying in the Workplace’ and ‘Equal
Opportunity in the Workplace’)
Complaints of discrimination, harassment or bullying are dealt with in Victoria by the Equal
Opportunity Commission, and by similar bodies in other states and territories. These bodies
provide an impartial, confidential and free complaint-resolution service, to promote equal
opportunity and eliminate unlawful discrimination.

8 EQUIPMENT and SAFETY
8.1 Equipment and Safety
As this is a management franchise, the issue of equipment and safety is not directly relevant,
other than ensuring that your office environment is safe and adheres to the requirements of
WorkSafe for an office environment.
The Franchisee must ensure that all sub-contactors or employees using their own equipment
e.g. lawn mower and whipper-snipper, is maintaining that equipment to an industry standard
and Occupational Health & Safety level. A certificate confirming its safety status should be
cited every twelve months and is strongly recommended.
Staff undertaking home help or care in the client’s home, are provided with an Occupational
Health & Safety Assessment Form, and specific policies and procedures relating to safe work
practices. These forms are available from the Information Pack.
Although these forms are self-explanatory, it is your responsibility to alert all staff and to
assist in the adequate understanding of the policies and procedures, and in the assessment
and completion of the Occupational Health & Safety Assessment Form by the staff member.
8.2 Accidents
8.2.1 Franchisee
Should you be involved in an accident or suffer a sudden illness and cannot continue doing
your day to day operations for a specified period, you are to advise the Franchisor as soon as
possible. The situation will be assessed and assistance will be given from Head Office to
ensure the business continues to operate in your absence.
8.2.2 Emergency Numbers
Business Hours –
After Hours -
8.2.3 Your Staff
All staff are given very clear guidelines on the process to be followed in the case of an
incident of some kind – see relevant Procedures. It is your responsibility to ensure that they
have this information and to follow up accordingly.
In essence, should a staff member experience an incident at their work environment, they are
to advise you ASAP and to complete an Incident Report form. If the staff member has
suffered an injury that could have WorkCover implications you are to advise that they seek
medical attention as soon as possible. Medical attention is required to be sought within a

six-month timeframe for a compensation claim to be made. The Incident Report form will
also alert you to any possible issues with a public liability claim, e.g. breakages.
9 WORK PROCEDURES
9.1 Quoting and Pricing for Assignments
A fee schedule for all services provided by Simply Helping is established by each franchisee.
There may be occasions when a ‘special request’ is made for services that are not covered in
the Schedule or may be a ‘mix’ of services and provided as a package – in this instance
individual quotations are appropriate and should be given at your discretion using the Fee
Schedule as a guide. Flexibility is the key in provision of services.
This Fee Schedule must be authorised by the Franchisor, and a copy provided.
Any changes to the Fee Schedule must be authorised by the Franchisor. The Fee Schedule is
reviewed annually toward the end of each financial year, or more frequently if circumstances
dictate.
Fee Schedules are provided for:
Brokered Clients
Private Clients
Nannies
Baby-sitters
9.2 Response to Assignments
9.2.1 Brokerage and private clients
During business hours, it is a requirement that most requests are organised and responded
to within a 2-hour timeframe of the client request, and all within a 24-hour period maximum
timeframe. There will be times when an urgent response is required and this would be
negotiated with the client at the time of request.
9.2.2 Direct care clients
It is policy that staff upon receipt of the assignment, are to contact the client to arrange a
suitable time within a 24 hour timeframe, unless specifically requested to do otherwise.
It is the Franchise office’s responsibility to confirm that the referral has been received ASAP
either through e-mail or fax to the referring body. The exception to this procedure is those
referrals received through Insurance companies e.g. WorkCover clients.
9.3 Appointments

Promotion and growth of the business requires that contact and appointments (where
appropriate) be made with potential and current business clients on a regular basis.
9.3.1 First Time Appointments with Brokering Organisations
The general protocol to follow is:
1 A telephone call, email or letter of introduction personally addressed to the relevant

health professional will be undertaken initially.
2 If the latter, this will be followed up by ringing the person, introducing yourself and
requesting a time to meet to discuss the Service and how it can be of assistance to
them, and importantly, to determine whether a comfortable and productive
relationship can develop.
3 If time permits, confirm the appointment by letter or e-mail.
4 The professional may wish that the promotional material be sent ahead, and this can
be done, but it will need to be discussed during the meeting.
5 Ensure that you are dressed appropriately and not late for the appointment and that
you have all the promotional material and relevant documentation ready for
discussion.
6 It is not uncommon that with some departments or groups you may be asked to
meet with a number of people simultaneously e.g. case managers, in which case, a
small presentation would be undertaken by the Franchisee to the group.
7 Follow up the meeting the next working day, with a letter or email of thanks and
advise them that you will contact them again in a months’ time to ‘touch base’.
8 Use of your Business Diary to document future contact is important.
9.3.2 Follow-up Appointments
When clients start to refer to Simply Helping it is important to organise follow-up

appointments to ensure that the process and service is as expected. It is essential that
feedback is given by both parties on the process and as to how the Service is going, and if
there can be any improvements on the provision of the service(s).
9.4 Customer Service
Customer service is an aspect of Simply Helping’s business that is taken extremely seriously.
It is deemed to be essential for repeat business, increasing market share through ‘word of
mouth’, general reputation and to the overall success and profitability of the business. It is
what we are all about, and Franchisees are expected to hold the same degree of passion and
belief in customer service as that of the Franchisor. The passion will be translated to your

networks and clients, and to your staff. It is the priority of our franchising system to deliver
outstanding customer service.
9.4.1 Dealing with Customer Complaints
Speak with the complainant directly and discuss the matter. Listen to what is being said
without interruption, asking for elaboration and specific detail where appropriate, and always
using a conciliatory tone. Inform the complainant that the issue will be properly investigated,
and that you will get back to them upon completion of that investigation – it may be
appropriate that this is done formally in letter form. If the issue is concerning a carer, ask if
they would like another carer. Using your discretion, it may be advisable to also ask what
outcome they would like, to resolve the issue.
Refer to Simply Helping’s Complaints and Grievance Procedure.
If the complaint is coming from a person other than the client receiving the service, then
refer to the 'Client Complaint Form'.
9.5 Corporate Image
1. Maintain a professional and courteous manner in every aspect when dealing with
clients and staff, including your appearance and demeanour. With any contact that
you have with clients, you are ‘the face’ of the business, and the impression you make
upon them goes a long way toward building a strong and healthy reputation, which
is vital to growth, and therefore the success of the business.
2. Provide, or cause to be provided, efficient service with the utmost courtesy and
respect of clients and potential clients of Simply Helping.
3. Use Simply Helping logo, promotional symbols, designs, colour schemes, words, data,
materials or other media and means of identification whether visual or oral as
prescribed by the Franchisor on all stationery, signs and advertising in the conduct of
the franchise.
4. Take reasonable steps to ensure all persons employed or working in connection with
the operation of the franchise to maintain a high standard of dress and personal
hygiene, including the wearing of uniforms in compliance with the Franchisor’s policy,
and directions from time to time.
10 MARKETING and PROMOTION
This aspect of your business is integral to your growth and success. There is no point in
having a terrific service and nobody knowing about it!
10.1 Advertising Standards and Requirements

10.1.1 Approval of all advertising
Franchisees are required to obtain the approval of the Franchisor for all advertising. This
entails forwarding to the Franchisor all proofs before any advertising is finally approved and
proofs finalised.
The rationale for this is to keep the integrity of the brand and to ensure consistency in the
message being provided.
10.1.1.2 Advertising Protocols for the Print Media
A document providing Franchisees with protocols for advertising for the print media has
been made available to Franchisees and must be followed when considering advertising.
10.1.2 Distribution of Promotional Material
Material is provided by the Franchisor and Franchisees must ensure that these be distributed
on a regular basis to brokering organisations (where appropriate) and clients. The Franchisee
must ensure that clients have the appropriate material and that stocks are kept up. This
involves the Franchisee ensuring that all staff has the generic business cards for distribution
to all clients on the first service.
This material will be paid for by the franchisee at cost, or can at the discretion of the
franchisor, be charged to the National Marketing Fund and the Franchisee will pay for costs
associated with administration and handling.
10.1.3 Recording of all Private Enquiries
All Franchisees are to utilise the Enquiry Register provided for recording of all private
enquiries. The recording of such statistical information is a tenet of good marketing as it
provides franchisees with the knowledge of where advertising is effective. This also assists
the Franchisor in determining the use of the Marketing Fund.
10.2 Franchisor Advertising
The National Marketing Fund will pay the costs of general branding of Simply Helping and
non-local advertising for its franchisees and may through the Franchisor’s discretion,
resource appropriate media in the areas where Simply Helping franchises are operating. This
will include for example, our web site, facebook, Yellow Pages – hard copy and online and
generic broad advertising and may include television and radio.
White Pages advertising will be paid for by each franchisee. This advertising will be organised
by the franchisor.
In this section of the Operations Manual, marketing and promotion are being discussed in
relation to brokered clients and to private clients. On some occasions, the type of activities

may be different for these two types of clients - it must be remembered though, that the
reputation of Simple Helping will be built from both.
10.3 Brokered Clients
As part of your Business and Marketing Plan you will have already identified those
organisations within your territory receiving government funding for the provision of services
via businesses like Simply Helping. It is these organisations that need to be approached and
introduced to Simply Helping.
10.3.1 Personal Contact
Initial contact by introductory letter and telephone is the best way to request an
appointment time to meet with the Head of the Department or relevant section of the
organisation. Ask if it would also be possible to meet jointly with all appropriate staff that are
responsible for the care management and servicing of clients – this may not be agreed to
until the Head has met with you and decided to consider you as a possible provider.
At the appointment introduce yourself and Simply Helping in general terms, the territory that
you service, and the services that are provided by Simply Helping. It is also very important to
speak a little about yourself and your background as it helps them get to know you as an
individual. For those Franchisees that have experience within the health and community
sector, this may be an advantage – it immediately establishes a common link that can only
help. During the interview, present those person(s) with an Information Kit for Clients and
briefly go through it with them. This Kit will include -:
• Letter of Introduction,
• Simply Helping Brochures,
• Business Card,
• Fee Schedule,
• Policies relating to privacy, training and professional development, quality, and
Occupational Health & Safety
It is important to stress the reliability and flexibility of Simply Helping and its staff, and the
price competitiveness of the service – all three components are very important to brokering
organisations. Stress that Simply Helping would welcome the opportunity to provide services
to their clients and that you are confident they will not be disappointed with Simply
Helping’s quality and cost. Encourage them to ‘trial’ Simply Helping. At the end of the
interview, thank them for the opportunity and advise that you will keep in contact with them.
10.3.2 Displays
Opportunities will present themselves for Simply Helping to ‘showcase’ locally, through
appropriate exhibitions and displays.
10.3.3 Sourcing new leads

Google and other like search engines are an excellent source of information.
Online community directories are an excellent source as well as Yellow Pages Online.
Your state Department of Health is a good source of information and as a contact point to
find out about various organisations involved in the delivery and servicing of care within your
territory.
Health Care Groups Annual Reports are another excellent source of information for key
names and services that can be approached. Most of these are now available on the Web.
Remember that in the metropolitan areas, you will want to contact those hospitals that
service people in your territory. This information can be obtained from the Annual Reports.
The local newspaper is a good source for learning what is happening around your area,
particularly exhibitions or functions coming up that Simply Helping can be involved in.
10.3.4 Networking
Networking will be developed up over time and should always be part of what you do.
Do not be hesitant to ‘tap’ into any colleagues, friends of colleagues, and friends within the
industry for names and information about the types of programmes available within the
industry - which administers them, and the appropriate people to see. A number of
programmes have regular workshops/meetings that you can tap into and ask if you can
attend or become a member e.g. Acquired Brain Injury and other disability type groups.
Ask those at the introductory appointments for names of people that they would
recommend that you to go and see – and you can use this recommendation when you then
make the initial contact during your introduction.
10.3.5 Follow-up
It cannot be stressed enough of how essential It is to maintain regular contact with all
brokered organisations you have contacted to -:
• keep Simply Helping in their mind/work framework i.e. to remind them that you are
still there and what services you provide,
• to receive and to provide feedback on services provided; and
• continue to develop a personal rapport and working relationship with the relevant
people within the brokering organisation.
Establish in your Diary those organisations you will be contacting, either through visitation or
telephone contact and organise accordingly. Ensure that you contact each one a minimum of
three times a year.
10.3.6 Attendance at extraneous meetings/conferences

Investigate any workshops, relevant conferences, seminars, meetings, service provider
gatherings or Department of Health activities – state and federal, where you can attend, and
network. This can be a very effective informal mechanism for promoting Simply Helping.
10.3.7 Local Advertising
Investigate and tap into opportunities that may arise in the local media e.g. a special feature
on babies, Mothers Day, or pet care.
Other events that may occur are sporting activities or race days where general promotion or
sponsorship is welcomed.
The Franchise Agreement states that the Franchisee is to commit a minimum of $100.00 plus
GST per month for the first 6 months and then $400 plus GST per month thereafter to local
advertising in their territory. This amount will be increased each year on the anniversary of
the commencement date by 4%. This is to be over and above any Yellow Pages
advertising.
10.3.8 Newsletters
e-newsletters are distributed to case/care managers and co-ordinators on a quarterly basis

via email sent out by the Marketing Manager. Franchisees are to submit any new contact
email addresses to the Marketing Manager.
10.4 Private Clients
The Franchisor is responsible for all national and state-wide advertising and may include
mediums such as television and radio.
10.4.1 CITIES –
10.4.1.1 Print Media
Classifieds section of the local suburban papers - general advertising is very effective for
attracting clients in your territory.
List the web site address of Simply Helping in each advertisement.
Targeting specialist newspapers e.g. Over 55’s for home help, respite, personal care, home
maintenance and gardening, Melbourne’s Child or Sydney’s Child (all state capital cities), and
primary school Newsletters for the advertising of nannies, babysitters and home help.
10.4.1.2 Leaflet/card drops
These drops should be targeted to a specific audience as it is generally more successful. Junk
mail is a big issue in the cities unlike in the rural regional areas and a general mass
distribution can be expensive with minimal result.

Pet sitting and dog walking –
Veterinary surgeries,
Animal hospital/clinics,
Dog Obedience Clubs, and
Puppy Schools
Home Help, nannies and babysitting -

Crèches,
Kindergartens,
Kinder Gyms,
Maternal & child care centres.
Home Help, gardening, respite and personal care -

Doctor’s surgeries,
Private hospitals,
Public hospitals - allied health services and social work departments particularly for personal,
respite and in-home companionship care,
Nursing homes,
Hostels (for assistance with transport to appointments, shopping, etc.),
Retirement villages, and
Senior Citizen clubs.
10.4.2 COUNTRY –
Local Paper - General advertising in the classifieds section of the local paper. It is suggested
that a ‘trial run’ be undertaken to assess the likelihood of the cost benefit of such advertising.
Unlike with the city advertising, country areas can be slower in responding to this form of
advertising.
Leaflets - leaflet drops to homes in country towns is an effective way of advertising services,
as country people tend to peruse ‘indirect’ and promotional material.
Pet sitting and dog walking –

Veterinary surgeries,
Animal hospital/clinics,
Dog Obedience Clubs, and
Puppy Schools
Home Help, nannies and babysitting -

Crèches,
Kindergartens,
Kinder Gyms,
Maternal & child care centres.
Home Help, gardening, respite and personal care -
Doctor’s surgeries/medical clinics,

Private hospitals,
Public hospitals - allied health services and social work departments particularly for personal,
respite and in-home companionship care,
Nursing homes,
Hostels (for assistance with transport to appointments, shopping, etc.),
Retirement villages, and
Senior Citizen clubs.
10.5 Value Adding
10.5.1 Flexibility
With a Simply Helping service one of the vital keys is flexibility. Flexibility in meeting the
individual needs of the client and providing the type of service they want. This coupled with
strong listening skills and follow up to ensure their needs have been met will help cement
Simply Helping as an excellent provider in home and care support services. This is pertinent
more so now that many clients will be eligible to manage their own packages under the
NDIS and the aged care changes.
10.5.2 Meeting deadlines
Meeting deadlines is a critical part of service. If, for any reason, a promised deadline cannot
be met, the client should be contacted and the situation explained.
10.5.3 Analysis of Marketing Strategies
Keep a record of where any new clients come from. In other words, which of the advertising
campaigns are working e.g. yellow pages vs. newspapers vs. TV?
11 SUPPORT and TRAINING

Support from Head Office will be ongoing and will include formal processes such as planned
meetings, in addition to the more casual contact of telephone calls, e-mails, etcetera.
11.1 Franchisee Support Advisors
The role of Franchisee Support Advisors is to provide on-site consulting support to help
Franchisees grow their businesses. These field visits will be undertaken on a regular basis,
and aside from the functions of this role as described below, should be seen by the
Franchisee as an opportunity for a fresh perspective to be provided on their business.
11.1.1 Functions of Franchisee Support Advisors
The Advisors functions cover the following: -

Relating – being a ‘middleman’ between the Franchisor and Franchisee, communicating
information back and forth
Advising – providing objective, expert advice on business, marketing or operational issues
Coaching – listening, encouraging Franchisees to achieve higher levels of performance and

to assist with maintaining strong levels of motivation
Training – upgrading the knowledge and skills of Franchisees
Inspecting – ensuring standards and system compliance is maintained.
11.2 Field Visits
Major visits will be undertaken on a quarterly basis and will follow set criteria that will assist
in identifying any issues, compliance with standards and protocol, and clarifying any areas of
uncertainty. Checklists will be one instrument used in the collection of information.
Before each visit, an agenda will be developed in consultation with the Franchisee by the
Franchisee Support Advisor.
In the early stages of joining the franchise system, whilst Franchisees are settling in, contact,
support and Franchisor availability will be given on a weekly basis or more frequently, if
needed. This can be face to face, or via telephone and/or e-mail. Arrangements are currently
being undertaken to use SKYPE as a means of communication.
11.3 Franchise Meetings
Franchise meetings are held quarterly to allow joint discussion on issues, operational updates
from franchisees and general social networking.
As the Franchise System grows, we may establish a forum that will embrace open
constructive dialogue between Franchisees and Franchisor. This would be in addition to
planned meetings.
This forum is an advisory body on operational issues only. It is essential that there be no
confusion over the role of this forum.
The views and ideas of Franchisees will be listened to (but not necessarily agreed to) and
then the Franchisor makes its own decision – in other words, it is a consultative process.
Consultation does not mean agreement.
The final decision will be made taking into consideration all the available information and
views, and the long-term interests of everyone in our franchise system.

These forums will be established in consultation with the Franchisee.
11.4 Training
Up to 10 days training at the commencement and during the initial 3 months of the franchise
will involve one-on-one training and support, in addition to other verbal or written
communication.
This training will ensure that the accounting software of MYOB is competently understood
and used, manuals, policies and procedures perused, day-to-day operational duties
undertaken properly, and where appropriate, initial contact with clients and staff is
undertaken. This period will also cover the study of requirements as covered by this, the
Franchise Operations Manual. It may be necessary to add to this training timeframe to
achieve the appropriate level of competency and comfort. This will be provided unreservedly
and in a timeframe agreed to by both parties.
It is strongly recommended that Franchisees and administrative staff undergo specific MYOB
training. There a numerous courses available.
Audits
Audits will be held bi-monthly (minor) and six monthly (major) and will be undertaken by the
Manager, Business Development - Franchises.
A schedule and the agenda will be provided to the Franchisee, and this will list the areas to
be audited each time. If there are any items of non-compliance, a timeframe will be agreed
upon to allow for compliance.
12 FEEDBACK
Feedback will be regularly provided to Franchisees. Feedback will also be requested from
Franchisees on the services provided by Simply Helping Franchising.
13 UPDATING OF MANUAL
This Manual is a ‘LIVING’ document and will need to continually change to adapt to ensure
the business remains relevant – there will be new processes and methods, services, and
changes in technology that we will wish to include as part of the system.
As advised earlier, the Operations Manual is accessed via our website. This ensures security
from unauthorised users. Franchisees are issued with username and password for
authentication.

The Franchisee will be advised of amendments and additions to the Operations Manual by
an ‘Alert E-mail’.
APPENDIX 1
List of Franchisees
Ms Sue Hill & Ms Sylvie Lang

Simply Helping – Bayside Peninsula
baysidepeninsula@simplyhelping.com.au
Ms Sheetu Partola and Ms Susan Hill

Simply Helping - Central Highlands and Djerriwarrh
centralwest@simplyhelping.com.au
Mr Harvey Lang
Simply Helping – Geelong and Barwon
geelongbarwon@simplyhelping.com.au
Mr Aaron Thomas
Simply Helping - South & West Gippsland
gippslandsandw@simplyhelping.com.au
Ms Sheetu Partola
Simply Helping – Inner South Eastern
innersoutheastmel@simplyhelping.com.au
Ms Laurie Alonzo
Simply Helping – North East
northeastmel@simplyhelping.com.au
Mr. Keith Batson

Simply Helping - South West Victoria
southwestvic@simplyhelping.com.au
Mr Philip and Ms Linda Halstead

Simply Helping Illawarra
Illawarra@simplyhelping.com.au
Ms Jan Griffiths
Simply Helping Goulburn Valley
goulburnvalley@simplyhelping.com.au
Ms Sabine Brindley
Simply Helping Greater Eastern
greatereastern@simplyhelping.com.au

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Franchise Operations Manual

Copyright Simply Helping Franchising 2015. Updated May 2016 Page 1

2. SIMPLY HELPING Systems ………….…………………………………………………. 9

2.12.1 Royalty Fee

2.12.3 Accounting Records

2.11. Best Practice Standards

3.1. Contacting Head Office

Copyright Simply Helping Franchising 2015. Updated May 2016 Page 2

3.12.1 Integrity of Simply Helping Documents .......................................................................20

4. ACCOUNTING and FINANCE….........……………………………………………............. 20

4.1. Opening Bank Accounts

4.8.1. GST Registration

Copyright Simply Helping Franchising 2015. Updated May 2016 Page 3

5.1. Recruitment and Appointment of Employees

5.4 Payroll Records

5.7 Holidays and Sickness …………………….......………………..................... 31

6.4 Direct Care Clients

7 STAFF and WORKPLACE RELATIONS – Legal Issues ………......………............... 31

7.1 Industrial Instruments

7.6 Discrimination and Equal Opportunity ..................................................................... 35

8 EQUIPMENT and SAFETY ...................................................................................... 35

Copyright Simply Helping Franchising 2015. Updated May 2016 Page 4

9 WORK PROCEDURES .............................................................................................. 36

9.1 Quoting and Pricing for Assignments

9.5 Corporate Image

9 MARKETING and PROMOTION …………………………………...................…. 38

10.5 Value Adding ..................................................................................................................................... 43

11 SUPPORT and TRAINING ……………………................…………………….......................................................... 44

11.1. Franchisee Support Advisors

Copyright Simply Helping Franchising 2015. Updated May 2016 Page 5

APPENDIX 1 List of Franchisees .......................................................................................... 47

Copyright Simply Helping Franchising 2015. Updated May 2016 Page 6

Our relationship of Franchisor and Franchisee is essentially one of a partnership for

Copyright Simply Helping Franchising 2015. Updated May 2016 Page 7

1.2.1 Approved Provider Status

1.3 Confidentiality and Ownership of the Franchise

1.4 Using and Updating the Manual

The Operations Manual is accessed via our website www.simplyhelpingfranchising.com.

Copyright Simply Helping Franchising 2015. Updated May 2016 Page 8

1.5 Compliance with Federal & State Legislation

2 SIMPLY HELPING Systems

2.2 Mission Statement

• Supporting individuals and families

2.4 Existing Services

Copyright Simply Helping Franchising 2015. Updated May 2016 Page 9

Our client base can be divided into three general categories:

• Private individuals or families requiring any of our services.

• Individuals or families that have received aged care or disability packages.

2.6 Your Territory –

2.7 Application for Provider Status

Approved preferred provider status or registration/contract arrangements will need to be

• WorkCover (State specific) see Clause 7.5.3 for details

Copyright Simply Helping Franchising 2015. Updated May 2016 Page 10

2.8 Business and Company Names

2.9 Trademarks and Intellectual Property

2.10 Head Office Details

Postal – PO Box 870

Tel: 5381 0990, 5381 0690

Franchisee Support /Business Development

Marketing Manager – Simply Helping System

Copyright Simply Helping Franchising 2015. Updated May 2016 Page 11

2.10.1 List of Franchisees

2.11 Resolution Process

2.11.1 Franchise Arrangement – Franchisor and Franchisee