1. NHVIC CONFERENCE 2018 INTRODUCTION TO THE Neighbourhood House Sector
Emma Cross- DHHS Community Participation Officer –Bayside Peninsula
Wendy Hiam & Cath Darcy – Networkers
Community House Network Southern Region
8 November 2018

2. Session Outline Introduction The Neighbourhood House Sector
‘Where are you’? what do you need to know NOW? Round table discussion & responses from presenters
DHHS NHCP (Neighbourhood House coordination program)
Governance & Operational responsibilities
Any further Q & A
Session Outline
Wendy
8 November 2018

3. History of NH’s – Early to late 1970’s
first Neighbourhood Houses were established in Victoria in the early 1970s
first Network of houses (CHAOS) established in 1978
The Peak body formed in 1979 (now know as Neighbourhood House Victoria or NHVic)
Emma
8 November 2018

4. History of NH’s cont.
Initially staffed by volunteers with only small amounts of Federal, State & Local government funding
In 1986, the Neighbourhood House Scheme was established by the State Government to provide, recurrent funding for neighbourhood houses. This is now referred to as the Neighbourhood House Coordination Program (NHCP) and is the funding base for the Sector.
Emma
8 November 2018

5. History of Neighbourhood Houses
In the early 1990s many houses also became eligible for Adult Community and Further Education (ACFE) funding to deliver pre-accredited training.
The Sector has withstood the challenges of sustaining local communities in a climate of dramatic change over the past few decades. There are over 375 Neighbourhood Houses in Victoria and over one thousand Neighbourhood Houses throughout Australia.
8 November 2018

6. The NH Sector - Structure
Is 3 Tiered – NHVIC, Networks & Houses
All are independently funded
All are independently governed
All with the same program aims
8 November 2018

7. The NH Sector – Tier 1 NHVic
NHVIC - NEIGHBOURHOOD HOUSES VICTORIA (PEAK BODY) has five important roles:
ADVOCACY & NETWORKING: Representing the Sector & Community views to Federal, State and Local government, relevant statutory & regulatory bodies & other community organisations
Providing SUPPORT to NHs & NH Networks for service delivery & development, including advice on relevant government policy & programs
3. PROMOTING the development of sector linkages with other Peak State and National bodies eg. ANHCA
4. COORDINATING & RESPONDING to issues raised by the various NH Networks
5. Providing TRAINING relevant to NHs & NH Networks
Emma
8 November 2018

8. Tier 2: Neighbourhood House Networks
This is where Wendy and I fit into the Sector, we are one of 16 Networks across the State. NH Networks play an important role in supporting NHs including:
Governance/management support to committees
Operational Support for Managers
Training & training resources
Capacity building at local & regional level including state & local government
Ensuring each region has a voice in the strategic directions of the Sector through collaboration with NHVIC and the other 15 regional networks
Emma
8 November 2018

9. Tier 3: Neighbourhood Houses
The Neighbourhood House Coordination Program, (NHCP) provides recurrent funding of more $30 million per annum to all 3 tiers of the Sector. So whilst all are independent bodies, all are funded on the same principles of community development. This funding is predominately for the Houses of which there are currently over 375
Put in ACFE & LGA statement
8 November 2018

10. Round Table Activity Compliances Programing Policy & Procedures
Governance
Challenges
8 November 2018

11. The Service Agreement Information Kit
The Kit provides information for organisations who hold a Service agreement with the Department of Health and Human Services (DHHS), the Department of Education and Training (DET), the Adult, Community and Further Education Board (ACFE), and the Department of Justice and Regulation (DJR).
8 November 2018

12. Neighbourhood House Coordination Program Guidelines 2016-2019 (NHCP)
The Neighbourhood House Coordination Program Guidelines and sector information are available at:
The guidelines provide information about:
funding and reporting requirements
governance arrangements
roles and responsibilities of committees of management, networks and coordinators
the neighbourhood house community development model
8 November 2018

13. The Neighbourhood House Coordination Program aims: (pg 3)
The Neighbourhood House Coordination Program (NHCP) provides funding to the Sector to:
Support the provision of community development programs and activities which lead to community strengthening outcomes by:
supporting diversity and promoting community participation and inclusion
Facilitating community development and capacity building in support of individuals and groups within communities
Supporting lifelong learning opportunities for people to improve their access to training and employment pathways
Undertake community development process to address locally identified priorities and needs through:
Community consultation
Development of agreed community responses to identified priorities and needs
Identification of partners and funding sources
Facilitating and evaluating responses to identified needs and priorities
Emma
8 November 2018

14. Program requirements - Neighbourhood Houses (pg 4)
Funding is allocated on the basis of hours of coordination to assist with employing a coordinator to:
provide a balanced mix of community development and planning activities
promote participation by a diverse community groups and individuals
be open for at least as many hours as NHCP funding
provide at least twice as many hours activities as hours funded
* This is all based on 52 weeks of operation
House open for school holiday terms ie 40 wks
and funded for 20 hours
52weeks x 20 NHCP hours = 1040
1040 div by 40 weeks =26 pw
8 November 2018

15. Funding - Reporting Requirements (cont) pg 10
Annual neighbourhood house survey
Mandatory annual online survey conducted jointly by DHHS and Neighbourhood Houses Victoria
Neighbourhood House participant data
Periodic census of participants in one week in a given year. Neighbourhood Houses Victoria last conducted the participant survey in September 2017.
Service Agreement reporting - All organisations must submit via My Agency:
Financial Accountability Requirements (FAR) a copy of Annual Report (containing financial statements)
Service Agreement Compliance Certification (SACC)
The SACC is due to be completed 90 days after the end of your financial year.
If Annual General Meeting (AGM) is held after the due date, you may enter the AGM date against the SACC and the due date will then be reset to seven days after the AGM date
Neighbourhood Houses are expected to document on Annual plan based on the Strategic Plan
8 November 2018

16. Policies & Procedures (pg 10)
The Funded Agency Channel (FAC) website supports the relationship between the Department of Health and Human Services and the Department of Education and Training and the organisations they fund.
Online support -Online resources including user guidelines, video demonstrations and FAQ’s are located at :
Phone support - FAC Helpdesk on (toll free).
Due to regular turnover of COM members and staff in neighbourhood houses, its important that neighbourhood houses keep their organisation contacts (eg.chairperson and coordinator) and signatory up to date to ensure information is sent to the correct people
8 November 2018

17. Victorian Managed Insurance Authority (VMIA) pg 9
Neighbourhood Houses that receive funding through NHCP are eligible to receive insurance coverage under VMIA.
What is covered
Professional Indemnity- covers people in your organisation for an alleged breach of their professional duties.
Directors and Officers Liability (including Employment Practices Violation)
civil or criminal claims made against your organisation’s directors and officers including employment related matters.
your organisation for specific theft. This includes theft of money, securities or other property owned by your organisation or in its care, custody and control, and for which it is legally liable.
Personal Accident- Covers volunteers and eligible people within your organisation, whilst performing their duty. refer to handouts for links
It is NH responsibility to ensure insurance coverage is suitable for their operational activities and governance arrangements.
8 November 2018

18. Constitution
A constitution is an important governing document of an organisation which:
Is an agreed set of rules
Describes how you organise yourselves and who your members can be
Clearly states what your objectives are
Defines the purpose of your organisation
States why your organisation exists, who it exists for, how it operates and what can be done in the future
A copy of it is held with CAV
Check source
8 November 2018

19. A little bit of planning!
Organisations should have in place:
a 3 to 5 year Strategic Plan outlining where the Organisation is heading
An Annual plan based on the Strategic Plan which meets DHHS’s requirements
An agreed annual work plan for the Manager (and other staff) with key measurements and intended outcomes for the organisation
A clear organisational structure and reporting lines
Clear position descriptions for manager and staff which should be reviewed every few years to reflect current state of play.
Regular review of staff performance against workplan and position description
8 November 2018

20. Standards and Requirements
Child safe standards- The Standards apply to organisations that provide services for children that are government funded and/or regulated (Category 1 organisations). These organisations include schools, out-of-home care providers, early childhood providers and health services. The standards help protect children from abuse.
Safety Screening- Safety screening incorporates referee checks and the police record check. It may also include a Working with Children Check (if relevant to the role). Safety screening plays an important role in providing a safer service delivery for people who receive support from community services organisations . The overarching imperative of the policy is to strengthen the protections and safeguards for people through a rigorous approach to managing employment safety screening.
initiatives/4.6-safety-screening-for-funded-organisations
8 November 2018

21. Neighbourhood House Program Delivery
Neighbourhood houses provide universal services that are available to all community members and reflects the needs of community. NH’s deliver programs and activities that are based on identified needs of the local community and inclusive of community members. The program and activities you offer are determined and evaluated through the community development practise model and by:
Undertake Community Needs Analysis
Using Local Government demographics, ID data and DHHS survey’s
Costing of programs and activities
8 November 2018

22. The Neighbourhood House Community Development Model
The Model for community development can be described in 6 simple steps:
1. Involving the community, encouraging inclusion and participation
2. Identifying community needs and aspirations
3. Determining appropriate community programs , activities and services
4. Partnering with community organisations, businesses, governments
5. Delivering quality programs
6. Evaluating the effectiveness of all aspects of the organisation including Governance.
Refer to the guidelines for an extensive outline of the principles and practices.
8 November 2018

23. Governance v’s Operational - examples
Function
Committee Activities
Coordinator Activities
Planning
Ensure strategic plan is developed Take strategic decisions Environmental awareness (buildings, culture, safety,)
Brief the Committee on potential strategies. Provide relevant background information. Develop business plans/work plans. Achieve Committee’s endorsement. Manage change
Policy
Ensure appropriate policies are in place. Prepare policies or delegate Endorse policy
Monitor policy performance. Ensure contemporary best practices
Identify policy needs. Maintain current knowledge of industry requirements. Prepare policy for Committee endorsement.
Implement and promote policy requirements. Ensure contemporary best practices. 1/
developing and implementing programs to meet local needs
coordinating activities and the use of the house by others
interpreting and implementing policy set by the committee of management for house users, staff and volunteers
ensuring quality service delivery is planned and provided according to goals
facilitating opportunities for participation in community development
marketing and promoting the house to the local community
liaising with other service providers and the community through networking, linking and planning
evaluating programs to ensure quality and diversity
providing regular reports on house programs and services to the committee
undertaking community engagement and community development activities
keeping the committee of management abreast of trends and directions relevant to the house at a local, regional, state and national level 2/
identifying and attracting additional revenue
8 November 2018

24. Governance v’s Operational – examples (cont.)
Resources
Request costs/budgets/ plans Approve resource allocations Monitor finances
Provide transparent records and reporting . Prepare costs/budgets/plans. Identify funding opportunities and present for Committee’s endorsement
Participants & community
Ensuring: a needs driven approach and user focus
measurable outcomes
Be a positive ambassador .Focus on community needs
Ensure contemporary best practices Maintain an external/ future focus
Implement quality customer service that meets the requirements of the Mission statement and funding requirements
Identify need/opportunity Design organisational responses to need Ensure contemporary best practices
8 November 2018

25. Governance v’s Operational – examples (cont.)
Decision Making
Effective and informed decision making. Sound judgement . Consistency with mission values and goals
Quality briefings. Accountability for advice given Sound judgement.
Current knowledge of the sector
Staff Management
Recruit and support Coordinator Conduct performance appraisals Know the industrial/legal context Know when to seek advice Ensure contemporary best practices
Every aspect of staff management Advice to the Committee.
Ensure contemporary best practices
8 November 2018

26. Important Points
When committee members attend the centre (outside of their official COG meeting or specific to their role. eg. treasurer meeting with manager) they are deemed to be a volunteer ( if assisting) or a participant in an activity and therefore under the jurisdiction of the manager the same as any other volunteer or participant. This ensures lines of responsibility are not clouded. It also helps committee members to avoid becoming involved in issues other participants may have which should be directed through the coordinator.
8 November 2018

27. Common issues leading to risk:
Blurred lines between Operational and Governance responsibilities Financial management (poor practice, poor costings) Legal requirements (non compliance with fair work) Decisions made outside of committee meetings Committee meetings not taking place regularly Conflict of interest (staff on committees, family members on committee)
8 November 2018

28. Useful links
Neighbourhood House Good practice guide a sector developed guide to quality standards in neighbourhood houses
Consumer Affairs Victoria excellent resources about running an incorporated association for-profits/incorporated-associations
Justice Connect important advice and support to committees of management.
Not for Profit Compliance Support Centre valuable information regarding running, supporting and strengthening a not-for-profit organisation
Victorian Managed Insurance Authority (VMIA) insurance-Neighbourhood Houses that receive Neighbourhood House Coordination Program (NHCP) Funding are provided the following insurance policies by VMIA (Victorian Managed Insurance Authority):
Job’s Australia
Our community
8 November 2018