Fritha Reports

Hello again. Well, the Guild office’s ‘Transitional Phase’ continues apace... This process of change is as much about the Accounts Officer and the Executive Officer (me) understanding The Guild as it is about anything else. And as we work, deepening our understanding, it has occurred to me that just what is done in this office is really a mystery to most of you on ‘the outside’! Since understanding is a two-way thing – and I’ve already indicated we like to hear about how it is for you – I thought it might be good to fill you in on some of the mysteries of the office from an inside point of view.

It seems only appropriate to start from the beginning. For me the beginning was how things were before and when I arrived (with the standard mea culpa for any errors I might make): The truth is that the Guild office has for some time operated in crisis mode.

To understand why, it is crucial to appreciate the working conditions prior to the appointment of the current Executive and Accounts Officers. The EO’s working week was 4 days of 9 am to 3 pm; in total a 24-hour week. During this time everything from phone calls and stationary orders to strategic planning had to be managed. The EO processed all invoices and was responsible for the Lion’s Share of everyday accounts, while a small number of tasks were handled by a book-keeper in a few hours a week.

A sample of average daily EO duties:

• Immigration Applications from the website (one or more, sometimes many more) – checking details, consulting with others, following up web interface technical problems, writing and issuing letters and invoices;
• Checking and processing membership payments;
• Fielding phone calls from members, production companies, and the various confused and/or misinformed who happen upon Guild contact details;
• Keeping track of the various Guild committees;
• Writing and loading content for the website;
• Checking the post; and keeping up with email;
• Updating purchase lists;
• Managing the advertising for NZTECHO...

The list is – almost literally – endless.

In short it was a job for an octopod, one highly skilled in parallel processing (‘multi-tasking’), and with the patience of a saint! The outcome of this: days that flew by in a flash, with zero time for planning, strategising or implementing standard processes. During EO absences the office was taken care of by volunteers from the membership, attempting to keep the bare minimum under control.

This state of affairs does not reflect a failing of the previous Executive Officers. It reflects an organisation that has grown unexpectedly rapidly to a membership of over 500. As the administrative heart of the Guild, the office had adapted in an organic rather than strategic way. If I am being totally honest, I am not sure how either Janet or Megan survived the job!

The reasons I feel I am surviving begin with a stark contrast in working conditions: Currently the EO has the comparative luxury of a 30 hour work week, plus the considerable assistance of a part-time Accounts Officer.

(AO). I have to thank Megan for a truly brilliant employment decision when she contracted Allison Peirse for the role of AO. Without Allison, this EO simply would not have managed the transition thus far. In Allison’s hands, the AO role now encompasses almost all aspects of Guild accounts, and double-handling by the EO is a thing of the past. Allison’s background in computer programming, systems analysis, and technical writing (amongst other things) provide her real value to this organisation, however, and that is: Genuine application to developing the most efficient process for each task, and some formidable skills with which to do so. It is not uncommon for Allison to arrive with an idea that she’s been thinking over for days while she should have been doing other things (like sleeping for example), and for this to highlight a key issue. For me, Allison’s willingness to work collegially and our shared desire for a systematic approach to problem-solving is simply priceless. Our aim is to develop a devastatingly efficient heart to this organisation, one that does the very best work with the available resources. It may seem an extreme choice of words to describe it thus, but this is the only possibility Allison and I envisage for the Guild, and it is therefore our ultimate aim.

In return, we sincerely appreciate, first of all, the opportunity to be employed, but also, and crucially, the faith and trust shown in us. After all, as we are employed essentially by a committee, this really is an office that functions on trust, by necessity. We are regularly heartened by the communication we have with members of all kinds, and I think I speak for both of us when I say that this is a humane and fair place to work, as a Guild by rights should be.

A good indicator of the changes happening at the office, and big news for us, is the imminent arrival of the Beta version of SUGAR – our key software. This powerful freeware program has so far been used essentially as it arrived ('off the shelf'/'out of the box') while we assessed functionality and added data. SUGAR is browser-based, going far beyond a membership database and allowing remote, multiple-user access. Many of the changes we’ve made, including the implementation of SUGAR, allow Guild work to be done from anywhere with internet access, increasing the ability of a small, part-time staff to offer seamless service. This anywhere/anytime access is proving to be indispensable when illness strikes, for example, and for the position of Office Assistant. We are really grateful for the go-ahead to develop the new OA position, and thrilled to have Becks Jellie (formerly a production manager, and new mum to Jack) step in to the role part-time. A big thanks to Sioux at Filmcrews for agreeing to share Becks with us!

We are constantly reminded that it’s still early days and there’s still so much on ‘The List’, but we are making progress. Please let us know if you have any feedback, good or bad – it’s all part of the process!

Key Member Queries this month:

• GST on jobs for offshore companies: If in doubt (and don’t be surprised if you hear some conflicting advice, it’s not totally clear cut), contact the Inland Revenue Department Film Desk – and keep a record of your communications.
• Penalties for Early and Late Starts: General clarification was required. Another reason to get a copy of the Blue Book and get to know it!
• **What to do when Production Companies don’t pay on time: **Keep communicating, ask for reasons and seek resolution. Contact the Guild office if you get into long disputes.
• Penalties for Broken Turnaround: Check the Blue Book; it seems many are unaware of the total penalties detailed here.

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