ABC of the Sector Facilitators Wendy Hiam and

ABC of the Sector Facilitators: Wendy Hiam and Cath Darcy – Networkers -Community House Network Southern Region Emma Robinson – Senior Community Participation Officer - Department of Health & Human Services Local Connections Bayside Peninsula Area

Session Outline Introduction and Welcome NHCP Guidelines and general induction discussion General overview of who is who in the Sector. Neighbourhood Houses, Networks and the Peak Body Your organisation –Program, demographics, working with a Committee and any challenges Solution based discussion around your identified topics and assistance with planning

The Neighbourhood House Coordination Program (NHCP) provides funding to Neighbourhood Houses, Neighbourhood House Networks and Neighbourhood Houses Victoria (NHVic) to: Support the provision of community development programs and activities which lead to community strengthening outcomes.

History of NH’s – Early to late 1970’s • first established in Victoria early 1970 s • grass roots out of local community need, particularly the isolation of women in the community • Vision to bring people together and enhance the opportunities of people and communities • to provide an informal, non-threatening and nurturing environment that supported individualised learning. • first Network of houses (CHAOS) established in 1978 • The Peak body formed in 1979. (now know as Neighbourhood House Victoria)

History of NH’s cont. • Initially staffed by volunteers - only small amounts of Federal, State & Local government funding provided • In 1986, the Neighbourhood House Scheme, (NHCP), was established by the Victorian State Gov. to provide, recurrent funding for the coordination of activities in neighbourhood houses • In the early 1990 s many houses also became eligible for Adult Community and Further Education (ACFE) funding. • Many Local Governments provide funding to Neighbourhood Houses.

History of NH’s cont. • The sector has withstood the challenges of sustaining local communities in a climate of dramatic change over the past few decades. • There are over 370 Neighbourhood Houses in Victoria and over one thousand neighbourhood throughout Australia. The number continues to increase in response to the ever-changing needs of diverse communities. • Each week over 181, 700 people visit neighbourhood houses in Victoria and more than 6200 people volunteer at a neighbourhood house.

Neighbourhood House Coordination Program Guidelines 2016 -2019 (NHCP)

Neighbourhood House Guidelines NHCP guidelines 2016 -2019 and sector information now available at: The guidelines provide information about: • funding and reporting requirements • governance arrangements • the roles and responsibilities of committees of management, networks and coordinators

Funding requirements for NHs Funding is allocated on the basis of hours of coordination (as identified in each service agreement). Funding employs a Coordinator & related costs to: • provide a balanced mix of community development planning & activities that achieve each of the program aims • promote participation in the NH program & activities by diverse community groups & individuals

NHCP Aims Support the provision of community development programs & activities that lead to community strengthening outcomes by promoting and facilitating: • diversity and community participation and inclusion • community development & capacity building in support of individuals/groups within communities • lifelong learning opportunities for people to improve their access to training and employment pathways

NHCP Aims cont. Undertake community development processes to address locally identified priorities & 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

Neighbourhood House Guidelines (cont. ) Includes a sector guide about how to implement the community development model of the program 1. Involving the community 2. Identifying community needs and aspirations 3. Determining appropriate community programs 4. Partnering with other organisations 5. Delivering quality programs 6. Evaluating effectiveness • updated guidelines are similar to the previous guidelines & reflect changes in departmental reporting requirements and to align these requirements to the current service agreement period.

Partnerships Step 4 Partnerships: Neighbourhood houses are a focal point for community activities. They work in partnership with other sectors to respond to the needs of the community. Neighbourhood houses support and maintain relationships (for example, with other service providers) and may also be involved in getting partnerships off the ground to develop new initiatives.

Coordinators Role Committees of Governance work on the business whilst the Coordinator works in the business’. • Coordinators report to the committee of management or the auspicing body through predetermined lines of accountability • Committees of management determine the role of the coordinator (or staff undertaking the coordination function). This should be clearly outlined in a position description that is reviewed with the coordinator each year. • Specific conditions of employment should be outlined in a contract of employment. Committees of management should refer to Appendix 2 for more information. The key expectations of the coordination function may include: 1. Supporting committees of management in their governance role: 2. Managing the daily operations of the neighbourhood house on behalf of the committee of management:

Committee of Governance Role The committee of management (or other similar management structure, such as a collective or cooperative) is: • responsible for good governance responsible for strategic planning • accountable for funds received. The role of the committee of management is to: • determine direction and policies for the house • determine programs, practices and processes that encourage participation by a wide range of individuals from the community • determine clear arrangements for the accountability, management and support of staff and volunteers • ensure the neighbourhood house meets its legal obligations ensure the neighbourhood house meets the accountability requirements of funding bodies

Linking Government priorities to NH delivery Person-centred services and care • design services around people and what they need • introduce an outcomes framework Understand embrace local solutions • actively working with community and service providers to agree priorities and drive solutions • developing specific strategies to build the capacity of neighbourhoods and communities experiencing persistent poorer outcomes Earlier and more connected support • focusing on prevention and making our services easier to access • more connected support– to stop people from reaching crisis point and to support them with the services they need in their lives

Key Stakeholders Neighbourhood House Victoria (Peak Body) Neighbourhood Houses Victoria has five important roles: Ø representing the sector and community views Ø providing support to houses and neighbourhood house networks for service delivery and development, including advice on relevant government policy and programs Ø promoting the development of sector linkages, with members of Neighbourhood Houses Victoria automatically receiving membership to the national collective of neighbourhood houses and community learning centres, the Australian Neighbourhood Houses and Centres Association Ø coordinating and responding to issues raised by the various neighbourhood house networks that exist at the community and municipal levels Ø providing training relevant to neighbourhood houses and neighbourhood house networks.

Key Stakeholders cont. Neighbourhood House Networks: NH network play an important role in supporting neighbourhood houses experiencing difficulty. Their includes identify houses at risk and providing support at the earliest possible opportunity. Networks are funded to provide the following services to NH’s within their network: • governance and management support to committees and staff • Advice on programs and activity development • Training and training resources • Capacity building and links, with and between NH and other community organisations at local and regional level including state and local government

Key Stakeholders cont. Adult, Community & Further Education (ACFE): • ACFE programs support learners to return to study, improve their literacy and numeracy skills, gain a qualification, broaden their employment options or learn new skills. • The community basis & diversity of the organisations is one of the great strengths of Learn Local. More than 300 are spread across Victoria. • More than half these organisations are Neighbourhood Houses & Learning Centres.

Key Stakeholders cont. Local Government Area (LGA): The relationship between councils & Neighbourhood Houses is actively encouraged as a partnership aimed at achieving a coordinated response to community needs. Many councils provide support to NHs, this includes provision of premises, operational & program development grants, professional development opportunities & support.

How are you travelling at your Neighbourhood House? Interactive group activity What community needs or opportunities have you identified that your NH may be able to support? What do you believe are your biggest challenges? Write them down for each group member

Discussion around identified areas Identified topics from activity Question and answers

Resources to support you NHCP Guidelines Induction Manual List of Regional Networker Contacts DHHS contact NHVic’ s (David’s) data collection tool CHN Website Profile ID Planning handout/Work plan example NH Web Library