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Coordination Program
2009-2012
Program Guidelines
and Neighbourhood House
Sector Information Guide
Contents
Minister’s Foreword 4
How to use these guidelines 5
Section 4: Appendices
Appendix 1 – Neighbourhood House Sector Principles 33
Appendix 2 – Governance role of committees of management 34
Appendix 3 – Further Information and Contacts 39
Appendix 4 – Glossary of terms 42
Abbreviations 43
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).
A snapshot of the Neighbourhood House
sector community development principles
and information about the governance of
Neighbourhood Houses including roles
and responsibilities of Committees of
Management is also available in Section 4 –
Appendices.
Section 2
the isolation of women in the community,
with a vision to bring people together and Community strengthening is a sustained
enhance the opportunities for people and effort to increase involvement and
communities. Another initial emphasis was partnership among members of
to provide an informal, non-threatening a community to achieve common
and nurturing environment that supported objectives. It is a direct outcome of
individualised learning. community development processes.
The organisations are called by a variety These processes, embraced by the
of terms, reflecting their varied historical Neighbourhood House sector, involve
beginnings, including Community House, a style of practice which is facilitative,
Community Centre, Living and Learning developmental and relies on strong and
Centre, Neighbourhood Centre and inclusive relationships within the House
Learning Centre. and with the wider community. It involves
local people, community organisations,
The common thread is that they are
government, business and philanthropic
all not-for-profit organisations where
organisations working together to
available funds are combined with a strong
achieve agreed social, economic and
volunteer input to ensure maximum benefit
environmental objectives. The principles
to each diverse community. Each House
underpinning these community-
or Centre is a legal entity in its own right,
strengthening processes are outlined
or auspiced by a legal entity, and has
in the Neighbourhood House Sector
a formal (and, in some cases, financial)
Principles [ANHLC 2003] (see Appendix
membership base. The community is
1). As a result of this ‘practice’, the
defined primarily, but not exclusively, by
activities associated with Neighbourhood
the geographical neighbourhood in which
Houses are very dynamic, leading to a
the Houses are located.
diverse and evolving range of community-
Neighbourhood Houses and Learning strengthening outcomes.
Centres are community-owned generalist
services; they are unequalled in their
Neighbourhood House community
ability to provide a continuity of service to development practice
people through their changing life stages. Facilitative
The activities and programs provided
have developed in response to the needs The Neighbourhood House style of
of the neighbourhood, other community practice is facilitative; it involves constant
infrastructure and resource constraints. listening, linking and making connections
not only between people but also
The Neighbourhood House sector in between the issues, needs and ideas
Australia includes more than 1,000 or initiatives that community members
organisations. Its continued success is express. The facilitation role is the practical
assured as individuals and communities underpinning of effective program delivery.
discover the potential to connect and
bring together divergent parts of each
community.
Section 2
Neighbourhood House operation. of the community development model
needs to be underpinned by strong
2. Identifying community needs and
management and administrative systems.
aspirations.
These management and administrative
3. Determining appropriate community systems are assumed to be developed
programs, activities and services in and implemented by the coordinator in
response to those needs, ensuring response to the annual and strategic
that diversity and difference are plan of the Neighbourhood House in
valued. partnership with other paid staff and
4. Partnering with community volunteers as part of the work described.
organisations, businesses, 1. Involving the community and
government and philanthropic encouraging participation and inclusion,
organisations to secure appropriate and valuing diversity and difference at all
funding and support. levels of Neighbourhood House operation.
5. Delivering quality programs, activities Neighbourhood Houses support the
and services. participation and inclusion of the diverse
6. Evaluating the effectiveness of all individuals and groups that make up their
aspects of Neighbourhood House local community.
operations, including programs, Participants in programs and activities
practice and governance. and other community members should
Community strengthening - be involved in planning, providing
and evaluating services (e.g. planning
planning, development and delivery
workshops, Committee of Management
Community strengthening – planning membership).
and development work comprises Steps
Neighbourhood Houses can demonstrate
1- 4 and Step 6 of the Neighbourhood
value and respect in the community by
House Community Development
ensuring that programs are responsive,
Model. The cumulative outcome of this
culturally sensitive and accessible to all
developmental work can be seen in Step
community members. They may also have
5 – the delivery of programs and activities
an active role in establishing links with, and
by Neighbourhood Houses that provide
across, diverse cultural and Indigenous
community-strengthening outcomes.
groups in their local community. Houses
The work involved in Community achieve these by:
strengthening – planning and development
− developing a sense of belonging
will vary from place to place and from
to the House through membership
time to time, with different approaches
and membership activities, and
being preferred by and suited to different
encouraging participants from the local
communities.
community to become members;
All planning and development work is
− encouraging community members as
directed and guided by governance
well as members of the House to join
undertaken by a volunteer Committee of
the Committee of Management;
Section 2
Neighbourhood Houses have an active
developing a planned response that may
role in accessing and securing funding
then be implemented, if resources are
from a range of sources. This may
available.
involve preparing funding submissions,
4. Partnering with community meeting with potential funding bodies,
organisations, businesses, government etc.
and philanthropic organisations to secure
− Providing community infrastructure and
appropriate funding and support.
resources: Neighbourhood Houses
With other community organisations may help other community groups by
and the various levels of government, providing resources, such as skills,
local businesses and philanthropic technology, information and use of
organisations, Neighbourhood Houses facilities.
explore how identified community needs
− Mobilising high-level support from
might be addressed and whether this is
community leaders: Neighbourhood
a unique local issue or part of a wider
Houses may be involved in seeking
emerging need.
the support of a range of leaders in
Neighbourhood Houses are a focal the local community (e.g. in relation
point for community activities. They to activities and resources). These
work in partnership with other sectors to leaders may be from government,
respond to the needs of the community. Indigenous and ethnic communities
Neighbourhood Houses support and and community agencies.
maintain relationships (e.g. with other
− Linking Neighbourhood Houses
service providers) and may also be
through the use of Information
involved in getting partnerships off the
Communications Technology (ICT):
ground to develop new initiatives. The
Neighbourhood Houses have
following are some examples of activities
the ICT infrastructure to support
that would involve the House entering
communication across Neighbourhood
a range of partnership arrangements to
Houses and with other services,
secure the resources, equipment and
particularly those in isolated and rural
facilities to address community need.
areas, and to access information to
− Collaborating with government, support their activities.
local agencies and businesses:
5. Delivering quality programs, activities
Neighbourhood Houses may establish
and services.
or develop partnerships to respond
to particular issues that emerge in the Neighbourhood Houses provide universal
local community. services that are available to all community
members and reflect the needs of the
− Using networks effectively:
local community. Service activities also
Neighbourhood Houses are involved
provide opportunities for members of the
in existing network models that
community to contribute time and skills
link Houses, e.g. Neighbourhood
to support or provide activities within the
House Networks, clusters and Local
House.
Government networks. They provide
Section 2
days, ‘come and try’ days, community level, to the ANHLC, and to Local and
festivals, leadership programs, art/ State Governments. The Neighbourhood
craft exhibitions, partnership activities, House Networks provide management
Neighbourhood House Week activities. and operational support, as well as
− Using opportunities for marketing resources, to their member Houses
such as Neighbourhood House Week and Learning Centres. In addition, they
and other appropriate activities such provide direct support to Committees of
as Volunteer, Adult Learners and Management, staff and volunteers.
Community Safety weeks. Neighbourhood House Networks also play
XX Contracted programs, for example: a strategic consultative role. As a result
of their extensive knowledge of Houses in
− Adult Community and Further their regions, the Neighbourhood House
Education (ACFE); Networks are able to come together with
− Language, Literacy and Numeracy the ANHLC to work collaboratively on
Program (LLNP); developmental strategies for the whole
sector.
− Low Interest loan Scheme; and
Neighbourhood House Networks draw
− Australian Migrant Education Program.
their membership from the NHCP-funded
6. Evaluating the effectiveness of Houses and other relevant organisations
all aspects of Neighbourhood House within their regional boundary.
operations, including programs, practice Neighbourhood House Networks are
and governance. community managed organisations
Neighbourhood Houses review the governed by an elected Committee of
effectiveness of their programs and Management. They receive funding from
activities to ensure that planned outcomes the Neighbourhood House Coordination
are met and that they meet community Program to facilitate the network activities
need (e.g. planning activities, user and seek grants and project funding for
satisfaction feedback, data collection). collaborative work that is undertaken by
the Neighbourhood House Network.
Neighbourhood House Networks are the
central link within the Neighbourhood
Houses and Learning Centres sector
structure; their practice is underpinned
by the sector principles and is facilitative,
developmental and relies on strong
inclusive relationships with its member
Houses and with the wider local and
regional communities.
Section 2
by a wide range of individuals from the be considered. This may be for reasons
community; including:
−− enter into an employment contract with −− the existing committee feels a larger
all staff paid by the Neighbourhood organisation or auspice could attract
House and ensure that the legal and more funds to meet local community
commonly accepted responsibilities of needs.
an employer are carried out; Any change to management structures is
−− determine clear arrangements for more likely to be successful where:
the accountability, management and −− the decision to pursue an alternative
support of staff and volunteers; structure is initiated at a local level;
−− ensure that the Neighbourhood −− the services operate with similar
House meets its legal obligations missions and service philosophy; and
under any applicable Acts, such as
−− the services involved are located in the
the Associations Incorporation Act
same geographic area.
the Occupational Health and Safety
Act and the Privacy Act (refer to the Prior to any agreement to adopt an
DPCD Funding Agreement Terms and alternative committee structure, Houses
Conditions for further information); should consult with the DPCD Community
Programs Unit to ensure any proposed
−− ensure that the Neighbourhood House
alternative meets DPCD eligibility
meets the accountability requirements
requirements for NHCP funding, and any
of funding bodies;
approval or notification processes required
−− ensure that appropriate policies and are identified.
practices are in place for complaints,
grievances and dispute resolution; and Voluntary clustering of Houses for
specific purposes
−− ensure that the Neighbourhood House
has appropriate insurance. Houses maintain existing committees and
coordinators but develop agreements
A guide to the roles and responsibilities
(either formal or informal) to work together
for committees of management of
for specific purposes. These could include:
Neighbourhood Houses is provided as
Appendix 2. −− purchasing legal and financial
expertise;
−− joint submission/tendering for funding
initiatives (where a larger auspice is more
likely to be successful in the process); and
−− purchasing administrative support to
help meet accountability requirements.
Section 2
Neighbourhood House on behalf in House activities and the
of the Committee of Management governance of the House.
including:
−− managing assets, developing
Volunteers
procedures, participating in Strong communities often feature high
recruitment processes, managing levels of voluntary participation. Volunteers
and coordinating staff and play an integral role in a Neighbourhood
volunteers; House and can be a building block to
−− developing and implementing strengthening communities, an important
programs to meet local needs; expression of community spirit, and a way
of creating and maintaining networks of
−− coordinating activities and the use
support among community members.
of the House by others;
The roles and importance of volunteers
−− creating an informal, friendly, within the organisation should be clearly
accessible environment for House delineated. This could be done in role
users; statements in a similar way to paid staff.
−− providing information referral and The lines of accountability for volunteers
general support to House users should be clearly outlined by the
and members of the community; Committee of Management.
Section 3
planning activity. Alongside the State,
Local Government has joint governance
responsibility to integrate planning for
localities and maximise coordination and
integration of service delivery and community
strengthening initiatives.
Many councils across Victoria are strong
supporters of Neighbourhood Houses and
recognise the role Houses play in:
ZZ facilitating citizen participation in
community life;
ZZ taking social action to improve quality of
life and wellbeing;
ZZ facilitating the capacity of community
members to support each other.
The community strengthening planning and
development work of Neighbourhood Houses
is closely aligned with the role of Local
Governments in local area planning, and the
Neighbourhood Houses provide an effective
focal point for community development.
Some councils also have dedicated staff
who act as a liaison and community support
person that Neighbourhood Houses can
access.
See Appendix 3 for publications that can
support you to form partnerships with Local
Governments and that highlight best practice
in linking Neighbourhood Houses and
councils.
The Education and Training Reform • vocational education and training that
Act 2006 provides for adult, community helps people to start working, go back
and further education through the ACFE to work or change jobs;
Board, Regional Councils and Adult • adult literacy and numeracy training
Education Institutions (AEI). This provision including teaching English to people
includes further education, secondary from culturally and linguistically diverse
education for adults and that part of backgrounds;
education and training that is directed
towards the development of skills and • basic skills training programs to
knowledge in relation to work when it is support work or further learning, such
provided by AEI’s or community based as communication, teamwork and
organisations. problem-solving; and
Section 3
ZZ DisAbility programs; program.
ZZ Occasional Child Care; Other
ZZ ‘Take a Break’ Child Care; Houses are also encouraged to generate
ZZ Out of School Hours Childcare. revenue to support a broader range
of services and activities, e.g. through
Some Neighbourhood Houses may funding from philanthropic trusts or other
also operate from premises owned by sources.
the Department of Education and Early
Childhood Development and many have
developed working relationships or
partnerships with individual schools.
Additionally, many Neighbourhood
Houses operate from premises owned
by the Office of Housing and are part of
Neighbourhood Renewal initiatives.
Section 4
process encourages people to meet their organisations and within the community
needs and aspirations in a self aware and through collective action.
informed way which takes advantage of The Neighbourhood House and
their skills, experience and potential. Learning Centre sector works in a
community development framework
Access and equity:
with a membership-based governance
To ensure fair and equitable access for model. This builds social connections and
all people. Striving to make accessible to networks that are based on trust, respect
individuals, groups and the community and reciprocal interaction – known as
meaningful opportunities, programs, social capital.
activities and services. To promote a fairer
distribution of economic resources and
power between people.
Life-long learning:
To build and support the personal skills,
knowledge, abilities and resilience of
people. To develop the health, wellbeing
and connection of people and their
families, through formal and informal
pathways in education, employment and
self-development.
Section 4
verbal understandings to lead to ZZ consultation with members and the
misunderstandings. Some examples of wider community through forums and
delegations are: other means – a form of participatory
ZZ any agreed planning document; democracy;
Section 4
because it is responsible for compliance. the plan?
The Committee of Management must ask
questions when it needs information about 13. Associations Incorporation
compliance issues. Act 1981
12. The strategic planning role of Attention is drawn to the following sections
Committees of Management of the Associations Incorporations Act
1981:
Each House needs a plan, developed by
those with a stake in what will happen, 29A. Duties of committee members
and endorsed by the Committee of (1) A member or former member of
Management. Most Neighbourhood the committee of an incorporated
Houses have plans that set general association must not knowingly or
directions for three years. This plan (or recklessly make improper use of
strategic plan) will guide the annual work information acquired by virtue of his
plans of paid and voluntary staff, working or her position in the incorporated
parties, and subcommittees. The work association so as to gain, directly
plans are generally brief and assist in or indirectly, any pecuniary benefit
providing clarity about what is expected of or material advantage for himself or
staff. herself or any other person, or so as to
Strategic planning is an important cause a detriment to the incorporated
component of community strengthening association. Penalty: 60 penalty units.
planning. Houses should focus on
Section 4
Neighbourhood House Network Northern Grampians, West Wimmera,
Yarriambiack
Hume Region Goulburn North Eastern Association Greater Shepparton, Mansfield, Mitchell,
of Community Centres (GNEACC) Moira, Murrindindi, Strathbogie.
Upper Murray Regional Alpine, Benalla, Indigo, Towong,
Neighbourhood House Network Wangaratta, Wodonga
Loddon Mallee Mallee Neighbourhood House Buloke, Gannawarra, Mildura, Swan Hill
Region Network
Regional Association of Campaspe, Central Goldfields, Greater
Neighbourhood and Community Bendigo, Loddon, Macedon Ranges,
Houses (RANCH) Mt Alexander
North & West Network West Brimbank, Hobsons Bay, Maribyrnong,
Metropolitan Melbourne, Melton, Moonee Valley,
Region Wyndham,
North East Neighbourhood House Nillumbik, Whittlesea, Darebin, Banyule,
Network Yarra
Northwest Neighbourhood House Hume, Moreland
Network
Southern Community House Network – Bayside, Cardinia, Casey, Frankston,
Metropolitan Southern and Westernport Region Glen Eira, Greater Dandenong,
Region Kingston, Mornington Peninsula,
Port Phillip, Stonnington
Section 4
and Learning Centres
Community Management Handbook. websites
VCOSS.
www.vic.gov.au
Policy and Procedures Manual. www.acfe.vic.gov.au
VCOSS
www.dpcd.vic.gov.au
Community Employing Handbook. www.betterhealth.vic.gov.au
VCOSS (under revision).
www.dhs.vic.gov.au
Boards at Work – A New Perspective on www.diird.vic.gov.au
Not For Profit Board Governance.
www.grants.dpcd.vic.gov.au
Terry Kilmister 1993
www.ato.gov.au
Guide to Business Planning for
www.humanrightscommission.vic.gov.au
Neighbourhood Houses and Community
Learning Centres. ANHLC and National www.justice.vic.gov.au/
Australia Bank 1999. workingwithchildren
www.police.vic.gov.au
A Good Governance Guide for ACE
Providers. www.privacy.vic.gov.au
ACE Vic and ACFE Board 1999. For other useful references, contact your
Moving in Together – A Co-location Guide local Neighbourhood House Network or
for Neighbourhood Houses and Learning visit the ANHLC website,
Centres ANHLC 2008 www.anhlc.asn.au
Section 4
preparation of the Guidelines:
Accessibility
If you would like to receive this
publication in an accessible format such
as large print or audio, please telephone
(03) 9208 3333.
This publication is also published in
PDF and Word formats on
www.dpcd.vic.gov.au
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