How we’re run

Governance

What is “Governance”?

The term ‘governance’ refers to a not-for-profit community organisation’s board and its collective legal responsibility as an incorporated association, company limited by guarantee or cooperative.

Essential elements of good governance include:

• Good governance structure
• Good policies, processes and procedures
• The right mix of people on boards or committees of management

The board (or committee) of a not-for-profit organisation runs (governs) the organisation. The terms ‘board’ or ‘committee’ can be used interchangeably. The governance of an organisation is different to the everyday work of the organisation.

• Boards and committees make strategic decisions about an organisation, while
• Management and staff or volunteers action the governance decisions.

Committee decisions can include:

• Setting strategic directions;
• Hiring staff;
• Whether to take disciplinary action against a member;
• Which contractors or service providers to engage; and
• What activities to undertake

Good governance means complying with the law and legal duties and carrying out the governance role in the best interests of the not-for-profit organisation.

Essential elements of good governance include:

• How meetings are held;
• Who is on your board and what skills they have;
• How new committee members are inducted;
• How frequently the board meets; and
• How board papers are prepared and distributed.

Our Constitution

Winchelsea Community House Inc. is a formal non-profit organisation registered with Consumer Affairs Victoria (CAV) and the Australian Charities and Not-for-profits Commission (ACNC). As such, it is required to have and operate in accordance with its ‘Rules of Association’ – these define things like who can join as a Member, the composition of the Committee and how to be elected onto Committee, grievance and disciplinary procedures, and lots more.

At the 2023 Annual General Meeting, Winch House adopted a revised constitution based on the Model Rules template provided by Consumer Affairs. This was necessary to ensure compliance with new & updated laws which tightened up requirements for organisations that wish to be regarded as a ‘charity’ (which Winch House is). This opportunity was also taken to add in provisions for Deductible Gift Recipient status (allowing tax-deductible donations to Winch House).

The Winchelsea Community House rules of association aka constitution is available for you to download here.

The role of the Committee of Management

• Determine direction and policies for the house;
• Determine programs, practices and 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
volunteers;
• Ensure the neighbourhood house meets its legal obligations under any applicable Acts, such
as the Associations Incorporation Reform Act 2012 the Occupational Health and Safety Act
2004 and the Information Privacy Act 2000 (refer to the department’s funding agreement
terms and conditions for further information);
• Ensure the neighbourhood house meets the accountability requirements of funding bodies;
• Ensure appropriate policies and practices are in place for complaints, grievances and dispute
resolution;
• Ensure the neighbourhood house has appropriate insurance.

The term ‘governance’ refers to a not-for-profit community organisation’s board and its collective legal responsibility as an incorporated association, company limited by guarantee or cooperative.

Essential elements of good governance include:

• Good governance structure
• Good policies, processes and procedures
• The right mix of people on boards or committees of management

The board (or committee) of a not-for-profit organisation runs (governs) the organisation. The terms ‘board’ or ‘committee’ can be used interchangeably. The governance of an organisation is different to the everyday work of the organisation.

• Boards and committees make strategic decisions about an organisation, while
• Management and staff or volunteers action the governance decisions.

Committee decisions can include:

• Setting strategic directions;
• Hiring staff;
• Whether to take disciplinary action against a member;
• Which contractors or service providers to engage; and
• What activities to undertake

Good governance means complying with the law and legal duties and carrying out the governance role in the best interests of the not-for-profit organisation.

Essential elements of good governance include:

• How meetings are held;
• Who is on your board and what skills they have;
• How new committee members are inducted;
• How frequently the board meets; and
• How board papers are prepared and distributed.

The role of the Manager/Coordinator

To support committees of management in their governance role:

• Evaluating programs to ensure quality and diversity;
• Providing regular reports on house programs and services to the committee;
• Undertaking community engagement and community development activities;
• Keeping the committee of management abreast of trends and directions relevant to the house at a local, regional, state and national level;
• Ensuring that delegations of the committee of management concerning the day-to-day operations of the neighbourhood house are effectively coordinated;
• Developing policies, procedures, annual plans and strategic plans; and
• Ensuring accountability and reporting is in accordance with service agreements and relevant legislation.

To manage the daily operations of the neighbourhood house on behalf of the committee of management;

• Managing assets, developing procedures, participating in recruitment processes and managing and coordinating staff and volunteer
• Developing and implementing programs to meet local needs;
• Coordinating activities and the use of the house by others;
• Creating an informal, friendly, accessible environment for house users;
• Providing information referral and general support to house users and members of the community;
• Interpreting and implementing policy set by the committee of management for house users, staff and volunteers;
• Ensuring quality service delivery is planned and provided according to goals;
• Facilitating opportunities for participation in community development;
• Marketing and promoting the house to the local community;
• Liaising with other service providers and the community through networking, linking and planning;
• Identifying and attracting additional revenue;
• Liaising with other neighbourhood houses and attending network meetings and training sessions; and
• Encouraging volunteer participation in house activities and the governance of the house.

Neighbourhood Houses Victoria principles

The Victorian government provides the majority of our funding, with a set of principles to underpin the operation of our centre. These provide a guide for the Committee/Board and the Manager/Coordinator to follow in developing strategic plans through to day-to-day activities.

Community ownership

To set, manage and control the direction, resources, decision making and processes of the
neighbourhood house or centre in order that local volunteer members have a sense of ownership
and intrinsic belonging.

Community participation

To recognise that everyone has a valuable contribution to make and to facilitate community
members to join in at any level. Volunteers and community members are integral to the decision
making, evaluation, provision, participation and direction setting at all levels of the organisation.

Empowerment

To put into practice a process that respects, values and enhances people’s ability to have control of
their lives. This process encourages people to meet their needs and aspirations in a self-aware and
informed way that takes advantage of their skills, experience and potential.

Access and equity

To ensure fair and equitable access for all people. Striving to make meaningful opportunities,
programs, activities and services accessible to individuals, groups and the community. To promote a
fairer distribution of economic resources and power between people.

Lifelong 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.

Inclusion

To value the diverse contributions that people make and to be sensitive to their individual needs.

Networking

To link, form alliances, collaborate and work with individuals, groups, other agencies, government
and business.

Advocacy

To act with and on behalf of community members to endeavour that their individual or group needs
are met.

Self-help

To come together in a supportive group environment to share information, knowledge, skills and life
experience in order that each participant can reach their own personal goals.

Social action

To analyse internal and external factors that have an impact on the local community, and to
transform relationships between individuals, groups and organisations and within the community
through collective action.

Neighbourhood House Coordination Program Guidelines & Information

Neighbourhood houses program requirements

• Funding to neighbourhood houses is allocated on the basis of hours of coordination (as identified in each service agreement). Funding assists with employing a coordinator and
  related costs to:
  • Provide a balanced mix of community development planning and activities that achieve each of the program aims
  • Promote participation in the neighbourhood house program and activities by diverse community groups and individuals
  • Be open for at least as many hours as the Neighbourhood House Coordination Program provides coordination funding
  • Provide at least twice as many activity hours as the number of coordination hours funded by the NHCP. Activities may be provided concurrently.

It is expected that the planning, development and delivery of these program requirements will be based on a documented annual plan.

Insurance

Neighbourhood Houses that receive funding through the Neighbourhood House Coordination Program are eligible to receive insurance coverage under the Victorian Managed Insurance
Authority’s (VMIA) Insurance Program for Community Service Organisations.

It is the funded agency’s responsibility to ensure insurance coverage is suitable for their operational activities and governance arrangements. Further information about the Victorian Managed
Insurance Authority’s policies can be found in the VMIA website.

The neighbourhood house community development model

The model of neighbourhood house community development practice can be described in six simple and generic steps. These steps enable houses to have a key role in local area planning to meet the needs of their local communities:

1. Involving the community and encouraging participation and inclusion, and valuing diversity and difference at all levels of neighbourhood house operation
2. Identifying community needs and aspirations
3. Determining appropriate community programs, activities and services in response to those needs, ensuring that diversity and difference are valued
4. Partnering with community organisations, businesses, government and philanthropic organisations to secure appropriate funding and support
5. Delivering quality programs, activities and services
6. Evaluating the effectiveness of all aspects of neighbourhood house operations, including programs, practice and governance.