Activity Area 1: Support to Network Members (One to One / NH Network wide)

1.1 Governance and Management

1.1.1 Proactive individual support to Committee of Governance (CoG) members Proactive induction – CoG members

The NH Network encourages:

  • identification of needs or underlying issues

  • identification of appropriate strategies, professional development and referrals
  • succinct record keeping re facts/issues, policy or process disparities, suggested solutions and identification of appropriate resources
  • confidentiality and an objective perspective
  • utilisation of existing tools and resources
  • engagement with appropriate partners
  • promotion of the strengths of Good Governance
  • investigation of options and alternatives
  • use of sector documents as an underpinning framework
  • focus on best interests of the whole Neighbourhood House, not individuals or its CoG
  • monitoring of changes in CoG membership

1.1.2 Proactive induction - CoG members

The NH Network encourages:

  • exploration of existing/required resources within House

  • introduction to the Neighbourhood House sector in line with the NH Sector Framework and NHCP Guidelines
  • clarification of importance of understanding legal obligations - Link to Running an Incorporated Association from Consumer Affairs Victoria
  • establishment of professional development needs of CoG members
  • CoG skills audits - Link to Community Sector Governance Capability Framework Toolkit from the Department of Human Services
  • whole-of-committee orientation with new committee members
  • provision of resources and models of good practice in community governance
  • discussion and explanation of what the NH Network does and how it works
  • discussion and explanation of the role of the NH Networker

1.1.3 Proactive induction – Coordinators/Managers

The NH Network encourages:

  • induction of, and mentoring for new coordinators/managers in the areas of governance, management, operations and delivery

  • introduction to the Neighbourhood House sector in line with the NH Sector Framework and NHCP Guidelines - link to Overview: Sector Orientation Documents
  • clarification of importance of understanding legal obligations
  • establishment of professional development of coordinators/managers
  • discussion and explanation of what the NH Network does and how it works
  • discussion and explanation of the role of the NH Networker

1.1.4 Proactive staff management support & appraisal / review

The NH Network encourages:

  • provision of quality resources and advice on staff recruitment, management, performance appraisal/review, and retention (within the Neighbourhood House Community Development Model)

  • clarification of legal obligations and accountability
  • participation in performance appraisal/review when invited
  • dispute resolution by referral to appropriate support (i.e. Dispute Settlement Centre of Victoria)
  • NH Network representation on interview selection panels
  • contribution of expertise in community development and ways to employ accordingly

1.1.5 Proactive resource development and provision

The NH Network encourages:

  • identification of gaps in existing policies and procedures and provision of resources accordingly

  • tailoring resources to meet specific needs of Houses
  • sourcing and integration of existing materials
  • quality control by checking with other NH Networks, ANHLC and external experts for accuracy, currency, consistency and relevance with Neighbourhood House sector principles (e.g. Neighbourhood House Good Practice Guide)

1.1.6 Proactive planning

The NH Network encourages:

  • needs analyses and planning days by facilitation and provision of resources

  • facilitation of workshops as appropriate
  • establishment of a databank of Neighbourhood House appropriate facilitators

1.1.7 Proactive referral systems

The NH Network encourages:

  • research and establishment of appropriate and transparent referral pathways (internal or external)

  • identification and communication of referral policy/procedures (see Neighbourhood House Quality Enhancement & Risk Management Matrix)

1.1.8 Proactive trouble-shooting

The NH Network encourages:

  • protection of the interests of the community and the Neighbourhood House sector's reputation

  • regular application of the Quality Enhancement & Risk Management Matrix and Neighbourhood House Good Practice Guide
  • identification of key components of a situation and underlying issues, appropriate strategies and referrals
  • factual documentation of an issue, policy or process gap, and exploration of options, including quality referral
  • compliance with relevant legislation regarding privacy and confidentiality protocols
  • referral of NH Network members to policies & procedures, Constitution, contracts, etc.
  • focus on the best interest of the Neighbourhood House, as determined by its vision/mission/purpose statement

1.1.9 Proactive links and mentoring

The NH Network encourages:

  • identification and referral of NH Network members to the skills available within the NH Network itself

  • referral of members to other NH Networks and/or organisations/resources as appropriate
  • facilitation of mentoring relationships within the NH Network and externally as appropriate
  • maintenance of accessible list/database of quality assured resource people

1.2 Community Development Activity (Operations and Delivery)

1.2.1 Proactive partnership development

The NH Network encourages:

  • provision of relevant resources and links

  • referral of members to other Houses (within/external to NH Network) that have similar relationships
  • referral of members to external sources, e.g. PILCHConnect

1.2.2 Proactive relationship brokerage

The NH Network encourages:

  • identification of and linking of parties

1.2.3 Proactive identification of resources

The NH Network encourages:

  • linking and promoting NH Network members' talents and capabilities, history, programs and skills

  • monitoring and informing about funding sources and opportunities
  • canvassing other NH Networks and organisations

1.2.4 Proactive planning / needs analyses

The NH Network encourages:

  • needs analyses by facilitation and provision of resources
  • referral to proven facilitators or consultants

1.2.5 Proactive facilitation

The NH Network encourages:

  • referral of members to proven facilitators or consultants
  • facilitated planning sessions in accordance with the NH Community Development Model
1.3 Capacity Building

1.3.1 Proactive NH Sector information

The NH Network encourages:

  • understanding of current NH Sector issues and resources

  • referral to NH Sector documents
  • use of NH Network and ANHLC websites, wiki sites, and other ICT resources
  • continued membership of ANHLC

1.3.2 Proactive understanding of key issues and documents

The NH Network encourages:

  • provision of basic information and referral to relevant sources of expertise such as ANHLC, relevant Government Departments or LGAs, PILCH etc.

  • support of ANHLC information dissemination process and position, with reference to NH Networks Practice Framework & Protocol

1.3.3 Proactive understanding of strategic alliances / partnerships / relationships

The NH Network encourages:

  • identification of strategic partners and players

  • facilitation of environmental scans – e.g.
    • what makes the House a strategic partner?
    • what their interests may be, potential risks and benefits
  • brokerage and facilitation of connections