Neighbourhood House Coordination Program 2012-2015 - Program guidelines and neighbourhood house sector information guide
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Neighbourhood House Coordination Program 2012–2015 Program guidelines and neighbourhood house sector information guide
Neighbourhood House Coordination Program 2012–2015 Program guidelines and neighbourhood house sector information guide
iv Neighbourhood House Coordination Program 2012-2015
If you would like to receive this publication in another format,
please phone 1300 650 172, using the National Relay Service 13 36 77
if required, or email neighbourhoodhousereporting@dhs.vic.gov.au
This document is also available on the Internet at http://www.dhs.vic.gov.au/
for-business-and-community/community-involvement/in-your-neighbourhood/
neighbourhood-houses/neighbourhood-houses-co-ordination-program-resources
Published by Community Participation Branch, Victorian Government Department of Human Services,
50 Lonsdale Street Melbourne Victoria Australia
© Copyright State of Victoria, Department of Human Services, 2012.
This publication is copyright. No part may be reproduced by any process except in accordance
with the provisions of the Copyright Act 1968.
For further information contact Disability Services, Department of Human Services,
50 Lonsdale Street, Melbourne 3000 telephone 1300 650 172
ISBN 978-0-7311-6503-2 (print version), 978-0-7311-6504-9 (online PDF version)
Authorised and published by the Victorian Government, 50 Lonsdale Street, Melbourne
June 2012 (0360512)
v
Contents
Message from the Minister for Community Services 1
How to use these guidelines 3
Section 1: The Neighbourhood House Coordination Program 3
Section 2: The neighbourhood house sector guide 3
Section 3: Relationships and support 3
Appendices 3
Section 1: The Neighbourhood House Coordination Program 4
What is the Neighbourhood House Coordination Program? 4
Program aims 4
Program requirements 5
Neighbourhood houses 5
Neighbourhood house networks 6
The Association of Neighbourhood Houses and Learning Centres 7
Funding requirements 8
General requirements 8
Alternative governance requirements and auspice bodies 8
Insurance 10
Funding – provision, accountability and transparency 10
Funding agreements 10
Funding 10
Reporting requirements 11
Failure to meet accountability requirements 13
Roles and responsibilities 13
Further information and contacts 13
Section 2: The neighbourhood house sector guide 14
Neighbourhood houses 14
Neighbourhood houses – strengthening the community through a community
development process 15
Neighbourhood house community development practice 15
The neighbourhood house community development model 16
Community strengthening – planning and development 17
Neighbourhood house networks 24
Association of Neighbourhood Houses and Learning Centres 25
Committees of management 26
vi Neighbourhood House Coordination Program 2012-2015
Alternative governance arrangements 27
Voluntary clustering of houses for specific purposes 27
Cross-agency committees of management 27
Voluntary amalgamation of houses 27
Neighbourhood house coordinators 28
Volunteers 29
Section 3: Relationships and support 30
Local government 30
Adult Community and Further Education (ACFE) 31
Department of Human Services, Department of Health, Department of Education
and Early Childhood Development 32
Appendices 33
Appendix 1: ANHLC neighbourhood house sector principles 33
Appendix 2: The governance role of committees of management 34
Appendix 3: Further information and contacts 38
Neighbourhood house networks 38
Peak and industry bodies 40
Useful government websites 40
Appendix 4: Glossary of terms 41
Abbreviations 41
1
Message from the Minister for Community Services
Neighbourhood houses are at the heart of local communities, providing a diverse range
of services that are driven by the needs of local people. As a result, neighbourhood
houses are a universal service that support people at all stages of life.
Neighbourhood houses are central to the Victorian Government’s reform of community
services. We are increasing our focus on supporting Victorians earlier and building the
capacity of people to develop and connect with their community.
This approach to providing community services is proving successful because people
can build their skills, find pathways to education and employment and be included in Mary Wooldridge MP
the local community. Minister for Community
Services
Neighbourhood houses are well placed to strengthen community development and
participation, giving people a role in governance and a voice in shaping the services
that their community needs.
These guidelines provide advice on the management and operation of neighbourhood
houses as part of the Neighbourhood House Coordination Program and I encourage
people involved to use them to continue to deliver high quality programs and activities.
I look forward to continuing this important partnership with neighbourhood houses
in Victoria and thank everyone involved for their valuable contribution to our community.
Hon Mary Wooldridge MP
Minister for Community Services
2 Neighbourhood House Coordination Program 2012-2015
3 How to use these guidelines The document is divided into four sections. Section 1: The Neighbourhood House Coordination Program These guidelines are an essential part of understanding the processes that both regulate (through funding agreements) and manage the Neighbourhood House Coordination Program (NHCP) (through accountability and reporting processes) for the Department of Human Services. They are also a practical guide to the ‘how, what, when, where, why and who’ of the NHCP. If you are new to the sector, on the committee of management or an employee of a neighbourhood house or auspice body, or simply seeking to increase your knowledge, Section 1 is an essential reference and source of information to better understand the NHCP and the neighbourhood house sector itself. Section 2: The neighbourhood house sector guide This section provides an overview of the neighbourhood house sector, including a guide to the delivery of community-strengthening programs and activities, and the community development practice of neighbourhood houses. Further information about the neighbourhood house sector is available through the Association of Neighbourhood Houses and Learning Centres (ANHLC). Section 3: Relationships and support This section covers the way relationships with (and resources from other sources within) the Department of Human Services and other state and Commonwealth government departments and local government complement NHCP funding and increase the capacity of neighbourhood houses to provide services in their communities. Appendices Additional information including the neighbourhood house sector principles, notes on governance for committees of management, useful contacts, references and websites. A glossary of terms and list of abbreviations are also provided.
4 Neighbourhood House Coordination Program 2012-2015
Section 1: The Neighbourhood House
Coordination Program
What is the Neighbourhood Program aims
House Coordination Program? The NHCP provides funding to
Through the NHCP, the Victorian Government neighbourhood houses, neighbourhood
provides recurrent funding to eligible house networks and the ANHLC to:
neighbourhood houses, neighbourhood –– support the provision of community
house networks and the peak body, the development programs and activities
Association of Neighbourhood Houses that lead to community-strengthening
and Learning Centres (ANHLC) to support outcomes by
the coordination of a service that provides –– supporting diversity and promoting
community development activities consistent community participation and inclusion
with the NHCP aims. –– facilitating community development and
Recurrent funding allocations are made capacity building in support of individuals
to eligible organisations in accordance and groups within communities
with Victorian Government priorities. –– supporting lifelong learning opportunities
NHCP funding is managed under individual for people to improve their training
funding agreements between government and employment pathways and
and these organisations. community participation
–– supporting community development
processes 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.5
Program requirements All neighbourhood houses funded through
the NHCP form the membership of a regional
Neighbourhood houses or sub-regional neighbourhood house network
Funding to neighbourhood houses is allocated according to their location and should
on the basis of hours of coordination participate in the management and activities
(as identified in each funding agreement). of that neighbourhood house network.
Funding assists with employing a coordinator Participation can include:
and related costs to:
–– representation on the committee
–– provide a balanced mix of community of management
development planning and activity hours1
–– attendance at network events and
–– promote participation in the neighbourhood professional development opportunities
house program and activities by diverse
–– engagement with the network for
community groups and individuals
management and governance support,
–– be open for at least as many hours as the program development and strengthening
NHCP provides coordination funding regional linkages.
–– provide at least twice as many activity
hours (which may be provided concurrently) The Neighbourhood house good practice
as the NHCP-funded coordination hours. guide is a sector-developed guide to
support quality standards in neighbourhood
It is expected that the planning, houses. The guide is available from the
development and delivery of these ANHLC website.
program requirements will be based
on a documented annual plan.
1. Activity hours reported comprise community development planning and the delivery of community development
programs and activities.6 Neighbourhood House Coordination Program 2012-2015
Neighbourhood house networks –– an annual plan showing
Neighbourhood house networks are funded –– evidence of consultation and collaboration
to provide services and support to all with all houses in the network
neighbourhood houses funded through –– activities consistent with the program
the NHCP. requirements
–– details of how network members will be
Funding is provided towards the employment
involved in the monitoring and evaluation
of a networker and related costs to deliver
of the plan
services and supports to members of
–– lines of accountability.
the network. A committee drawn from
the membership in each network directs The Neighbourhood house quality
the activities of the network to meet the enhancement and risk management matrix
requirements of their funding agreement with is a guide designed to outline roles and
the Department of Human Services and their responsibilities when a neighbourhood
obligations as an employer. house is experiencing difficulty. The matrix
was developed in partnership between the
Neighbourhood house networks play an Department of Human Services regional
teams, regional networks and the ANHLC.
important role in supporting neighbourhood
The guide can be accessed on the
houses experiencing difficulty. Their role includes ANHLC website.
identifying houses at risk and providing support
The Neighbourhood house networks
at the earliest possible opportunity. good practice guide, developed by the
combined networks in consultation with
Networks are funded in accordance with network members, is a guide to support
these agreements to provide the following quality standards in neighbourhood house
services to neighbourhood houses within networking. Once completed, the guide
their network: can be accessed through the networks
–– governance and management support or on the ANHLC website.
to committees and staff Funding to networks is determined by the
–– advice on neighbourhood houses programs number of NHCP funded houses within
and activity development each particular network’s area.
–– training and training resources
Membership of any network is determined
–– capacity building and links, with and by location according to the department’s
between neighbourhood houses and other provisional boundaries, with exceptions
community organisations at the local and being approved by the department only on
regional level a demonstrated geographical or community
relationship basis and agreed to by the
networks involved.7
To avoid real or perceived conflict The Association of Neighbourhood
of interest, it is recommended that Houses and Learning Centres
paid employees of a network are The Victorian Government provides funding
to the ANHLC as the peak body for the
not also paid employees of any
neighbourhood house sector to:
neighbourhood house belonging
–– support program delivery and activity
to that network.
development in neighbourhood houses
In exceptional circumstances where a –– promote and develop sector linkages
networker is an employee of a neighbourhood and coordination
house, staff and committee of management –– facilitate the implementation of improved
members of that house should not strategies in the neighbourhood house
be members of the network committee sector
of management. –– provide or facilitate training for the sector
See Section 2 for further information –– identify sector management issues.
on neighbourhood house networks.
It is expected that these outcomes will be
planned and documented in an annual plan.
For more information on the role of the peak
body, refer to Section 2, the Neigbourhood
House Sector Guide.8 Neighbourhood House Coordination Program 2012-2015
Funding requirements Alternative governance requirements
and auspice bodies
General requirements
Neighbourhood houses or neighbourhood
Neighbourhood houses, neighbourhood house networks can have alternative
house networks and the peak body in receipt governance arrangements outside of an
of NHCP funding must: incorporated committee of management.
–– be an incorporated entity, for example,
These can include:
under the Associations Incorporation
Act 1981, or operate under the auspice –– being under the auspice of a legally
of local government or another constituted body that is an incorporated,
incorporated non-profit, non-government not-for-profit, non-government organisation
organisation (if auspiced or managed under or local government authority, or
an alternative committee arrangement see –– an alternative committee structure such
the section adjacent) as that in a co-located setting.
–– be able to demonstrate provision of activity This can occur where it is not viable for
hours that are consistent with the NHCP an incorporated locally based committee
program aims and requirements of management to be formed or when an
–– have an annual plan for coordinating and existing committee of management dissolves
delivering programs and activities that are or ceases to be incorporated.
consistent with the NHCP aims
It is preferred that this be an interim
–– have an independent committee of
or short term arrangement, or it may be an
management (or other similar governance
ongoing one, in exceptional circumstances,
structure such as a collective or cooperative
that supports the functioning of the
that is agreed with the department) that
neighbourhood house. An auspice agency,
–– is accountable and responsive to its in signing a funding agreement for the NHCP
community on behalf of a neighbourhood house:
–– includes representation from its
–– takes on the legal and financial
community
responsibility of the neighbourhood house
–– not operate for the financial gain of the –– supports the program aims of the NHCP
management, participants, employees or –– supports and recognises a neighbourhood
volunteers – this excludes wage payments, house community-based committee
cost reimbursements and the generation of or reference group, ensuring that
funds for the house within the rules of the
–– a community-based committee or
Act under which the house is incorporated
reference group independent of
(refer to Section 2 and Appendix 2 for more
the auspice body is responsible for
information about roles and responsibilities
overseeing the neighbourhood house
of committees of management)
program and the functions of the house
–– have a clear understanding of, and
–– the neighbourhood house program
commitment to, the goals and aims of
maintains its integrity, identity and
the NHCP as outlined in the NHCP guide
autonomy separate from the
(Section 1).
auspice body9
–– professional support and training is –– guarantees transparency of funding,
available for the coordinator of the that the funds received through the
neighbourhood house NHCP are able to be discretely identified,
–– mechanisms and procedures are in accounted and reported as prescribed in
place that allow the dissolution of the Schedule 1 of the funding agreement.
arrangement by either party.
Funding agreements for neighbourhood
The funded agency must also provide to the houses or neighbourhood house networks
department a copy of a memorandum of that operate under an auspice arrangement
understanding (MoU) or deed of delegation will be made between the department and the
between the auspicing body or alternative auspicing body in accordance with the funding
committee structure and the auspiced agreement terms and conditions. Please see
neighbourhood house or neighbourhood Schedule 1 of the funding agreement for
house network that: specific references to auspicing arrangements.
–– demonstrates that the community-based
committee of management or advisory Prior to adopting an alternative committee structure,
group of the neighbourhood house or to being auspiced, organisations must advise the
or neighbourhood house network is Department of Human Services’ Community and
responsible for overseeing the business
Economic Participation Branch and receive approval.
and functions of the neighbourhood house
or network
–– specifies responsibility for managing
programs and services and acquitting
funds and deliverables
–– acknowledges the auspicing body’s
or alternative committee structure’s legal
and financial responsibility (including
employer responsibilities) for the
neighbourhood house or neighbourhood
house network
–– specifies the roles and responsibilities
of the auspicing body or alternative
committee structure and the
neighbourhood house or neighbourhood
house network, including timely reporting
against contracted outcomes and lines
of reporting between the neighbourhood
house or neighbourhood house network
committee of management, neighbourhood
house coordinator or networker and
the auspice organisation or alternative
committee structure10 Neighbourhood House Coordination Program 2012-2015
Insurance Funding – provision,
Agencies funded through the NHCP are accountability and transparency
eligible to receive insurance coverage under
Funding agreements
the Victorian Managed Insurance Authority’s
(VMIA) Insurance Program for Community Agencies receiving funding under the NHCP
Service Organisations. must enter into a funding agreement with
the department prior to receiving funding.
This scheme provides a range of general The agreement identifies the responsibilities
coverages including public liability, directors’ of the relevant neighbourhood house,
and officers’ liability, professional indemnity and neighbourhood house network or the
personal accident (injury) cover for volunteers. ANHLC and the department.
It is the funded agency’s responsibility Funding agreements are for up to three
to ensure insurance coverage is suitable for years and reporting requirements contained
their operational activities. Further information within schedules are reviewed annually.
regarding the policy can be found at Reporting is the main mechanism for ensuring
http://www.vmia.vic.gov.au/Insurance/ accountability for the expenditure of NHCP
Policies-and-Manuals/Community-Service- funds and compliance with eligibility criteria.
Organisations-Program.aspx
Funding
Organisations with alternative governance
arrangements, as defined in these guidelines, Funding is provided by the department
should note the following: on a financial year basis (1 July to 30 June)
through grants paid quarterly in advance
–– Insurance coverage may extend to
at the commencement of each quarter,
the activities of community advisory
preferably through electronic funds transfer
committees or like groups. Organisations
(EFT). Funding for houses and networks is
should check the insurance section in
based on the hours of coordination per week
the Department’s Service Agreement
for a 52-week period.
Kit for Funded Agencies and/or VMIA’s
Community Service Organisations’ Funding is recurrent, subject to satisfactory
Insurance Guide on the above website for performance against the funding agreement.
advice and if further clarification is required The provision of funds is subject to annual
contact the department or VMIA. budgetary appropriation from the Victorian
–– Under auspice arrangements VMIA state government budget. Where funding
insurance coverage does not extend to levels are affected by appropriation,
operational activities undertaken by an the amount paid by the department may
auspiced group which is incorporated. be adjusted accordingly.11
Reporting requirements 1. All funding for the financial year reporting
period was spent for the purposes of
There will be new reporting requirements
the activity (as defined under NHCP
for neighbourhood houses, neighbourhood
requirements) and in accordance with
house networks and the ANHLC in the
the funding agreement, and that ‘we’
2012–2015 guidelines.
(the committee of management or
All reporting requirements must be signed auspice body) have complied with the
off by the committee of management or an funding agreement.
authorised delegate. There will be four areas 2. Salaries and allowances paid to those
of reporting. involved in the Activity are in accordance
1. Annual reports with any applicable award or agreement
in force under any relevant law on
–– Within 20 business days of the annual
industrial or workplace relations.
general meeting, neighbourhood houses,
neighbourhood house networks and the 3. Unless the activity period has expired
ANHLC are required to provide their annual or the funding agreement has been
reports to the department’s Community terminated, the unspent portion of the
and Economic Participation Branch, their funds (if any) is available for use within
relevant Local Connections team and their the next reporting period.
neighbourhood house network. 4. The financial information is presented
–– The report must include a financial statement in accordance with any other financial
that has been approved by the committee of reporting requirements the department
management and submitted in accordance may notify to the neighbourhood house,
with the Associations Incorporation Act, neighbourhood house network or the
as well as the requirements of the ANHLC.
department’s funding agreement. 5. At the time the report or financial
–– It is recommended that funded statement is provided, the
organisations make use of the standard neighbourhood house, neighbourhood
charter of accounts developed by the house network or the ANHLC is ‘able
Office of the Community Sector to prepare to pay all debts as and when they fall
financial statements (www.dpcd.vic.gov.au/ due and have sufficient resources to
communitydevelopment/community-sector/ discharge all debts at the end of the
regulatory-and-legislative-reforms/national- current financial year’.
standard-chart-of-accounts). 6. They fully comply with the funding
requirements of the NHCP as per the
2. Funding, program and reporting 2012–2015 program guidelines.
declaration 7. They fully comply with the program aims
–– Neighbourhood houses, neighbourhood and program requirements of the NHCP
house networks and the ANHLC are also as outlined in Section 1 of the 2012–
required to provide a signed declaration 2015 guidelines.
form that certifies: 8. An annual plan has been developed that
encompasses the reporting period.12 Neighbourhood House Coordination Program 2012-2015
3. Program and activity outcomes reporting 4. Participant data
Neighbourhood houses are required to Neighbourhood houses will be required to
collect data that demonstrates their outputs conduct an annual participant census. This
and also the outcomes they facilitate for their will require neighbourhood houses to collect
communities. information about their participants for one
week in every year.
The new data reporting requirements have
been developed through a joint project Data collected through this process is
between the department and the ANHLC designed to provide a sophisticated
in consultation with neighbourhood houses understanding of who the participants of
throughout the state. neighbourhood houses are. It will not be
used to establish minimum participation
Data reporting requirements relate primarily
requirements.
to program and activity delivery, partnerships
and the place-making role neighbourhood A sample of the reporting tool will be provided
house play in creating stronger communities. as part of Schedule 1 of the department’s
funding agreement.
Data will be reported through an annual
online survey. A sample of the reporting tool 5. Neighbourhood house networks
will be provided as part of Schedule 1 of the and ANHLC progress reports
department’s funding agreement.
In addition to requirements 1 and 2
The department will utilise this data to: neighbourhood house networks and the
–– articulate the achievements and challenges ANHLC are also required to provide reporting
of the neighbourhood house sector that documents their activities, challenges
and achievements.
–– develop an evidence base to support
investment in the sector In both cases feedback will be sought from
–– monitor and track progress to identify organisations’ membership about their role
neighbourhood houses that may be and contribution.
experiencing difficulty and need assistance. A reporting template will be provided for
Data collected through this process will this purpose as part of Schedule 1 of the
not be used to establish minimum service department’s funding agreement.
standards for neighbourhood houses.
In addition it will not be used to establish
a hierarchy of programs and activities.
The department will provide a user guide
to assist in completing this reporting
requirement.
Notification of any changes to reporting will
be made prior to the commencement of the
period in which they apply.13 Failure to meet accountability Further information and contacts requirements Further information regarding departmental If funded neighbourhood houses, contacts can be found on the department’s neighbourhood house networks or the website. ANHLC are identified as failing to meet www.dhs.vic.gov.au funding, program or reporting requirements, they will be contacted by the department to negotiate a plan and process for meeting these requirements. The plan will include an agreed timeframe of up to 12 months for meeting the requirements. If after this process organisations fail to meet the requirements, funding may be suspended or withdrawn as outlined in the funding agreement. In addition, if an organisation fails to meet its statutory and legal obligations, funding under the NHCP may be suspended immediately. Roles and responsibilities The department works in partnership with the neighbourhood house sector to create strong and resilient communities through the NHCP. The department’s Community and Economic Participation Branch has responsibility for program development, strategic planning and future program directions. For each of the 17 DHS areas, there will be a Local Connections team who are responsible for managing local relationships, supporting program implementation and building community networks. A list of the 17 Local Connections teams and their geographical boundaries can be found at www.dhs.vic.gov.au. The department is responsible for ensuring that funds are paid accurately and on time, subject to financial and program requirements being met.
14 Neighbourhood House Coordination Program 2012-2015
Section 2: The neighbourhood house
sector guide
Neighbourhood houses community. Each house or centre is a legal
entity in its own right, or auspiced by a legal
Neighbourhood houses and learning centres
entity, and has a formal (and, in some cases,
were first established in Victoria in the early
financial) membership base. The community
1970s. The movement arose out of local
is defined primarily, but not exclusively, by
community need, particularly the isolation of
the geographical neighbourhood in which the
women in the community, with a vision to bring
houses are located.
people together and enhance the opportunities
for people and communities. Another initial Neighbourhood houses and learning centres are
emphasis was to provide an informal, community-owned generalist services; they are
non-threatening and nurturing environment unequalled in their ability to provide a continuity
that supported individualised learning. of service to people through their changing life
stages. The activities and programs provided
The organisations are called by a variety
have developed in response to the needs of the
of terms, reflecting their varied historical
neighbourhood, other community infrastructure
beginnings, including community houses,
and resource constraints.
community centres, living and learning
centres, neighbourhood centres and The neighbourhood house sector in Australia
learning centres. includes more than 1,000 organisations.
Its continued success is assured as
The common thread is that they are all not-
individuals and communities discover the
for-profit organisations where available funds
potential to connect and bring together
are combined with strong volunteer input
divergent parts of each community.
to ensure maximum benefit to each diverse15
Neighbourhood houses – Developmental
strengthening the community The neighbourhood house style of practice
through a community is developmental at a number of levels within
the house and the community.
development process
First, it is developmental for individuals
Community strengthening is a sustained
because it emphasises participation and
effort to increase involvement and partnership
provides opportunities for individuals to learn
among members of a community to achieve
from the experience of being part of a group
common objectives. It is a direct outcome
and collaboratively addressing community
of community development processes.
needs, issues or initiatives. People can
These processes, embraced by the
also learn by being involved in programs
neighbourhood house sector, involve a style
or services developed to address needs;
of practice that is facilitative, developmental
such involvement can be a pathway to wider
and relies on strong and inclusive relationships
involvement in house activities, operations
within the house and with the wider
or governance.
community. It involves local people, community
organisations, government, business and Second, it is developmental for the
philanthropic organisations working together organisation itself. The style of practice
to achieve agreed social, economic and has the potential to strengthen relationships,
environmental objectives. The principles build or enhance trust and strengthen internal
underpinning these community-strengthening organisational processes.
processes are outlined in the neighbourhood Third, it is developmental for the community.
house sector principles (see Appendix 1). Responses developed by houses to particular
As a result of this ‘practice’, the activities issues, needs or initiatives can transform the
associated with neighbourhood houses are nature of the need or the issue within the
very dynamic, leading to a diverse and evolving community, leading to further initiatives being
range of community-strengthening outcomes. developed. They can also change community
Neighbourhood house community attitudes or even community behaviour.
development practice Inclusive
Facilitative A facilitative and developmental style of
The neighbourhood house style of practice practice in a neighbourhood house is
is facilitative; it involves constant listening, impossible without fundamentally strong and
linking and making connections not only inclusive relationships – between participants,
between people but also between the issues, volunteers, paid staff and the committee
needs and ideas or initiatives that community of management. Indeed, effective practice
members express. The facilitation role is is influenced, driven and directed by these
the practical underpinning of effective relationships.
program delivery.16 Neighbourhood House Coordination Program 2012-2015
Dynamic The neighbourhood house community
The facilitative and developmental style, development model
combined with strong and inclusive The model of neighbourhood house
relationships, means that practice in community development practice can
neighbourhood houses is dynamic: it is be described in six simple and generic steps.
open and is responsive to people and their These steps enable houses to have a key role
changing needs. Neighbourhood house in local area planning to meet the needs
outcomes should not be expected to be of their local communities. They are:
static but to be constantly changing and
1. involving the community and encouraging
moving forward as the community changes
participation and inclusion, and valuing
and evolves.
diversity and difference at all levels of
To achieve this dynamic style of practice neighbourhood house operation
requires a mix of: 2. identifying community needs and
–– people in the community who participate in aspirations
or who are interested in the house, including 3. determining appropriate community
voluntary committees of management programs, activities and services in
–– professional staff who have knowledge response to those needs, ensuring that
and skills in community, social and diversity and difference are valued
political structures 4. partnering with community organisations,
–– a complex web of connections and businesses, government and philanthropic
interactions with individuals and groups organisations to secure appropriate funding
in the community and support
–– involvement by different levels of government. 5. delivering quality programs, activities
and services
The neighbourhood house community
6. evaluating the effectiveness of all
development style of practice is effective
aspects of neighbourhood house
when it is practised consistently: with all
operations, including programs,
individuals and groups within the organisation;
practice and governance.
in the administration, operation and
governance of the house; in the delivery of
programs and services; and when house
staff or volunteers interact with the wider
community, government and funding bodies.
Neighbourhood houses contribute in
a number of ways to strengthening their
local communities, with the nature and
type of activities they undertake varying
according to local needs. They provide
an important contribution to achieving the
government’s objective of building stronger
communities through delivering community-
strengthening programs and activities,
planning and development.17
Community strengthening – planning All planning and development work is directed
and development and guided by governance undertaken
by a volunteer committee of management,
Community strengthening (planning and
collective or board made up of elected
development) work comprises steps 1– 4 and
members who live, work or participate in the
step 6 of the neighbourhood house community
local community.
development model. The cumulative outcome
of this developmental work can be seen in Administration and management of the
step 5 – the delivery of programs and activities neighbourhood house is not separately
by neighbourhood houses that provide described in this guide. Every aspect of the
community-strengthening outcomes. community development model needs to
be underpinned by strong management and
The work involved in community strengthening
administrative systems. These management
will vary from place to place and from time to
and administrative systems are assumed
time, with different approaches being preferred
to be developed and implemented by the
by and suited to different communities.
coordinator in response to the annual and
strategic plan of the neighbourhood house
in partnership with other paid staff and
volunteers as part of the work described.18 Neighbourhood House Coordination Program 2012-2015
1. Involving the community and encouraging –– developing a sense of belonging
participation and inclusion, and valuing to the house through membership and
diversity and difference at all levels of membership activities, and encouraging
neighbourhood house operation. participants from the local community
Neighbourhood houses support the to become members
participation and inclusion of the diverse –– encouraging community members
individuals and groups that make up their and members of the house to join the
local community. committee of management
–– working with the committee of
Participants in programs and activities
management to develop skills, knowledge
and other community members should
and leadership capacity – neighbourhood
be involved in planning, providing and
houses provide opportunities for people
evaluating services (such as planning
to participate and develop leadership roles
workshops and committee of management
in the operation of the house
membership).
–– working with the committee of
Neighbourhood houses can demonstrate management to develop and refine
value and respect in the community strategic or organisational plans
by ensuring programs are responsive,
–– promoting the house and its activities
culturally sensitive and accessible to all
in public forums to encourage
community members. They may also have
involvement.
an active role in establishing links with,
and across, diverse cultural and Aboriginal
groups in their local community. Houses
achieve these by:19
2. Identifying community needs 3. Determining appropriate community
and aspirations. programs, activities and services in
Neighbourhood houses use a range of response to community needs, ensuring
formal and informal methods to identify that diversity and difference are valued.
the needs of the local community. These To determine the response to a specific
involve constant listening, linking and making community issue or need, the coordinator/
connections – not only between people but manager facilitates a range of processes
also between the issues, needs and ideas or within the neighbourhood house to
initiatives that community members express. establish how the identified need might be
It may also include processes such as: addressed and what support the house
–– formal surveys may offer. These processes will consider:
–– interviews –– how other individuals or organisations
–– demographic research might have responded to similar issues
–– meetings with other community –– what way(s) their particular organisation
organisations and with various levels could respond
of government. –– what resources might be needed
–– who needs to be involved
In identifying community need,
–– what partnerships might be possible,
neighbourhood houses also take into
necessary and beneficial
account the potential needs of specific
groups in the community including: –– how adequate resources might
be harnessed
–– people from culturally and linguistically
–– issues of access and equity.
diverse (CALD) backgrounds
–– people on low incomes
–– single parents
–– young people
–– children
–– women
–– men
–– people who are unemployed
–– people who are socially or geographically
isolated
–– Aboriginal people
–– people with disabilities
–– senior Victorians
–– other groups.20 Neighbourhood House Coordination Program 2012-2015
The process within the neighbourhood 4. Partnering with community organisations,
house and with the wider community businesses, government and philanthropic
is based on both formal and informal organisations to secure appropriate funding
interactions. The process enables and support.
connections to be made that might With other community organisations
not necessarily be immediately obvious and the various levels of government,
and that often rely on the strength of local businesses and philanthropic
relationships. The process is dynamic, organisations, neighbourhood houses
needing time for discussion, reflection and explore how identified community needs
development. It also requires a positive, might be addressed and whether this is
solutions-oriented outlook that asks, a unique local issue or part of a wider
‘How might we…?’ emerging need.
Members of the committee of management Neighbourhood houses are a focal point
(who are volunteers) play a crucial role for community activities. They work in
in providing a local community filter that partnership with other sectors to respond to
tests the perceived needs or issue and the needs of the community. Neighbourhood
its relationship to the value base of the houses support and maintain relationships
neighbourhood house, its significance and (for example, with other service providers)
priority for the community. This process and may also be involved in getting
enables the house to bring together all the partnerships off the ground to develop
information gathered and the connections new initiatives. The following are some
made as the basis for developing a examples of activities that would involve
planned response that may then be the house entering a range of partnership
implemented, if resources are available. arrangements to secure the resources,21
equipment and facilities to address –– Linking neighbourhood houses through
community need. the use of information communications
–– Collaborating with government, technology (ICT): neighbourhood houses
local agencies and businesses: have the ICT infrastructure to support
neighbourhood houses may establish communication across neighbourhood
or develop partnerships to respond houses and with other services,
to particular issues that emerge in the particularly those in isolated and rural
local community. areas, and to access information to
support their activities.
–– Using networks effectively:
neighbourhood houses are involved
in existing network models that link
houses, such as neighbourhood house
networks, clusters and local government
networks. They provide opportunities
to share expertise and management,
coordination and service delivery.
–– Securing funding to deliver services/
programs and activities: Where unmet
community needs are identified,
neighbourhood houses have an active
role in accessing and securing funding
from a range of sources. This may
involve preparing funding submissions,
meeting with potential funding bodies
and so on.
–– Providing community infrastructure and
resources: neighbourhood houses may
help other community groups by providing
resources such as skills, technology,
information and use of facilities.
–– Mobilising high-level support from
community leaders: neighbourhood
houses may be involved in seeking the
support of a range of leaders in the
local community (such as in relation to
activities and resources). These leaders
may be from government, Aboriginal
and ethnic communities, or from
community agencies.22 Neighbourhood House Coordination Program 2012-2015
5. Delivering quality programs, activities –– pathways for clients – through
and services. education and training programs
Neighbourhood houses provide universal and lifelong learning opportunities
services that are available to all community providing improved community
members and reflect the needs of the local participation and community
community. Service activities also provide involvement.
opportunities for members of the community –– Childcare includes hours provided for
to contribute time and skills to support or –– casual childcare
provide activities within the house. –– long day care
Neighbourhood houses deliver programs –– out-of-school hours care
and activities that are based on identified –– specialist childcare.
needs of the local community and inclusive
Children’s activities include activities
of community members. The programs
specifically for children aged 0–12
and activities they offer are determined
years that are not ‘childcare’ (such as
and evaluated through the community
playgroups, three-year-old activity groups,
development practice model (steps 1–4
movement and music, art classes and
and 6). The programs and activities that
homework groups).
may be delivered (step 5) include:
–– Health promotion includes activities
–– self-help/mutual support/social support
promoting health and wellbeing,
such as:
which may be
–– groups or activities that are
–– delivered on behalf of, or in conjunction
conducted/managed by members
with other organisations or promoting/
of the group themselves (without a
supporting such services
formal, paid tutor/facilitator)
–– largely recreational in nature, such
–– groups or activities including social
as tennis/golf lessons
support and social support-like
–– aimed at delivering health and
recreational activities (such as
wellbeing benefits, such as tai chi
community lunches and outings) that
or exercise classes, or
are conducted/managed by someone
other than a group member. –– related to improvement/knowledge
of a particular health or wellbeing
–– skills development such as: issue, such as asthma, arthritis,
–– programs or classes with a skills depression or addiction.
or learning focus (such as general
community education not funded
by Adult Community and Further
Education) that are designed to
increase the personal skills of
participants including life skills,
personal interest skills and work-
related skills23
–– Providing support, information and –– using opportunities for marketing
referral services: neighbourhood houses such as Neighbourhood House Week
are a key access point for people, and other appropriate activities such
particularly those who have difficulty as Volunteer, Adult Learners and
accessing mainstream services. A very Community Safety weeks.
important aspect of neighbourhood
–– Contracted programs, for example
houses is that they are accessible,
–– Adult Community and Further
provide a welcoming and informal
Education (ACFE)
atmosphere and respond to community
diversity. Activities can include –– the Language, Literacy and Numeracy
Program (LLNP)
–– providing a contact point for
communities to obtain information –– the No Interest Loans Scheme
and advice –– the Australian Migrant Education
–– offering non-threatening, supportive Program.
information and informal referral 6. Evaluating the effectiveness of all aspects of
services neighbourhood house operations, including
–– supporting the use of ICT to access programs, practice and governance.
information and to communicate.
Neighbourhood houses review the
–– Special activities and programs: effectiveness of their programs and
neighbourhood houses may actively activities to ensure planned outcomes
support and foster a range of are met and that they meet community
locally driven community projects. need (such as planning activities, user
Neighbourhood houses may be involved satisfaction feedback and data collection).
in promoting their role at local, regional
and state levels. These activities typically
involve bringing together individuals,
interested groups in the community and
other services. They may include
–– hours of activities or programs
that are ‘one-off’ or a short series
of activities/programs focused on
community building/strengthening
and do not fit the above categories
such as open days, ‘come and
try’ days, community festivals,
leadership programs, art/craft
exhibitions, partnership activities and
Neighbourhood House Week activities24 Neighbourhood House Coordination Program 2012-2015
Neighbourhood house networks Neighbourhood house networks draw
their membership from the NHCP-funded
Neighbourhood house networks link houses
houses and other relevant organisations
and local communities to other houses
within their regional boundary. Neighbourhood
and communities at a regional level, to the
house networks are community managed
ANHLC, and to local and state governments.
organisations governed by an elected
The neighbourhood house networks provide
committee of management. They receive
management and operational support, as
funding from the NHCP to facilitate the
well as resources, to their member houses
network activities and seek grants and
and learning centres. In addition, they provide
project funding for collaborative work
direct support to committees of management,
that is undertaken by the neighbourhood
staff and volunteers.
house network.
Neighbourhood house networks also play
Neighbourhood house networks are the
a strategic consultative role. As a result of
central link within the neighbourhood houses
their extensive knowledge of houses in their
and learning centres sector structure;
regions, the neighbourhood house networks
their practice is underpinned by the sector
are able to come together with the ANHLC
principles and is facilitative, developmental
to work collaboratively on developmental
and relies on strong inclusive relationships
strategies for the whole sector.
with its member houses and with the wider
local and regional communities.25
Neighbourhood house networks facilitate: Association of Neighbourhood
–– individual support and resourcing Houses and Learning Centres
to the membership
The ANHLC is the peak body of the
–– early identification and support of neighbourhood house and learning centre
neighbourhood houses experiencing sector, and is managed by a board that
difficulty is elected by the full membership of
–– regional collaboration on issues, needs and neighbourhood houses and neighbourhood
projects among the membership house networks.
–– representation and advocacy on regional
The ANHLC plays five important roles by:
issues and needs to the ANHLC, and local
and state governments. –– representing the sector and community
views to federal, state and local government
The range and priority of services undertaken departments, relevant statutory and
by the neighbourhood house network is regulatory bodies and other community
directed by the membership and includes: organisations – this advocacy and
–– service and program planning and networking role is achieved through
development ANHLC’s participation in various government
–– community development practice strategic planning committees and reference
–– governance and management groups, most notably those organised by the
–– resources and training Department of Human Services
–– community education. –– providing support to houses/centres and
neighbourhood house networks for service
delivery and development, including advice
on relevant government policy and programs
–– promoting the development of sector
linkages, with members of the ANHLC
automatically receiving membership to
the national collective of neighbourhood
houses and community learning centres,
the Australian Neighbourhood Houses and
Centres Association (ANHCA)
–– coordinating and responding to issues
raised by the various neighbourhood house
networks that exist at the community and
municipal levels
–– providing training relevant to
neighbourhood houses/centres and
neighbourhood house networks.26 Neighbourhood House Coordination Program 2012-2015
Committees of management –– ensure the neighbourhood house meets its
legal obligations under any applicable Acts,
Neighbourhood houses are governed
such as the Associations Incorporation
by community-based committees of
Act the Occupational Health and Safety
management. They are autonomous and take
Act 2004 and the Information Privacy Act
responsibility for their own good governance.
2000 (refer to the department’s funding
Developing good committee of management
agreement terms and conditions for
skills is a central community-strengthening
further information)
activity of neighbourhood houses.
–– ensure the neighbourhood house
The committee of management (or other meets the accountability requirements
similar management structure, such as a of funding bodies
collective or cooperative) is: –– ensure appropriate policies and practices
–– responsible for good governance are in place for complaints, grievances and
–– responsible for strategic planning dispute resolution
–– accountable for funds received. –– ensure the neighbourhood house has
appropriate insurance.
The role of the committee of management is to:
A guide to the roles and responsibilities
–– determine direction and policies for
for committees of management of
the house
neighbourhood houses is provided as
–– determine programs, practices and
Appendix 2.
processes that encourage participation
by a wide range of individuals from the
community
–– develop and implement policy regarding
the selection and management of all
paid staff
–– enter into an employment contract with
all staff paid by the neighbourhood house
and ensure the legal and commonly
accepted responsibilities of an employer
are carried out
–– determine clear arrangements for the
accountability, management and support
of staff and volunteers27
Alternative governance Cross-agency committees
arrangements of management
Where appropriate, the exploration of alternative If an existing house committee dissolves
management structures and/or service (as do other local agency/provider
integration for houses can be considered. committees) a new committee may
This may be for reasons including: be incorporated to govern the operations
of all the agencies involved.
–– a house experiencing ongoing difficulties
in attracting committee of management Contracts and MoUs are used to ensure
members, or all the agencies are treated equitably and
–– the existing committee feels a larger can dissolve the new arrangements at any
organisation or auspice could attract more time, program integrity is maintained, and
funds to meet local community needs. a process for the resolution of grievances
is identified and documented. Each agency
Any change to management structures maintains its existing coordinator/manager,
is more likely to be successful where: who reports to the new committee.
–– the decision to pursue an alternative This type of management structure
structure is initiated at a local level is particularly useful in rural areas where
–– the services operate with similar missions community members often participate
and service philosophies in a number of committees or in some
–– the services involved are located in the management models in collocated situations
same geographic area. where a number of different agencies operate.
Prior to any agreement to adopt an alternative Voluntary amalgamation of houses
committee structure, house staff should
This occurs in the case that existing house
consult with the department’s Community
committees dissolve and a new committee
and Economic Participation Branch.
is incorporated to govern the operations
Voluntary clustering of houses for of the houses involved. Contracts or MoUs
specific purposes are used to ensure the houses involved are
treated equitably and can dissolve the new
Houses maintain existing committees and
arrangements at any time, and a process
coordinators but develop agreements (either
for the resolution of grievances is identified
formal or informal) to work together for
and documented. Each house maintains
specific purposes. These could include:
its coordinator/manager, who reports to the
–– purchasing legal and financial expertise new committee.
–– joint submission/tendering for funding
initiatives (where a larger auspice is more
likely to be successful in the process)
–– purchasing administrative support to help
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