Purpose of Position:

Reporting to the Traralgon Neighbourhood Learning House Committee of Management, (CoM) the Manager serves as Executive Officer of the TNLH, for day-to-day operations.

In partnership with the Committee of Management (CoM), the Manager is also responsible for managing the financial sustainability of the House; its reputation and standing in the local community along with meeting all its required legal obligations and successful growth.

Flexible arrangements and part time hours will be considered

Key Responsibility Areas:

The CoM delegates responsibility for TNLH’s management and day-to-day operations to the Manager, who has the authority to carry out these responsibilities, in accordance with the strategic direction and policies established by the CoM.

The Manager provides advice and enables the CoM to carry out its oversight and governance functions.

Finance:

The Manager oversees the fiscal activities of the organisation including:

• Monitoring day-to-day, weekly and monthly expenditure in accord with budgets set for the year.

• Working with the CoM to ensure financing to support short and long-term goals.

• Investigating and developing new funding opportunities and writing funding applications.

• Assisting the CoM in the preparation of annual budgets, Annual Reports and Annual Financial Statements; and lodging all required annual reports with the appropriate agencies.

• Working with the CoM’s Treasurer to expedite all accounts payable and accounts receivable.

• Planning, developing, promoting and delivering programs and services so that they are produced in a cost-effective manner, employing economy while maintaining an acceptable level of quality.

Key financial Performance Indicators:

· Ensures each project and/or activity area runs at either a surplus or is cost neutral.

· Ensures the financial sustainability of TNLH is at the core of its operations and programs.

Community Relations:

The Manager represents TNLH as the chief spokesperson for TNLH (along with the Committee of Management), assuring positive and effective representation of TNLH to the community, including:

• Acting as an advocate, within the public and private sectors, for TNLH and on key issues relevant to the TNLH and district community.

• Facilitating the integration of TNLH into the fabric of the local community by using efficient and effective promotional and marketing resources and avenues.

• Engaging, initiating, developing, and maintaining cooperative and productive relationships with key stakeholders, partners and local community members.

• Working with legislators, regulatory agencies, peak bodies, industry groups, volunteers and representatives of the not-for-profit sector, to promote legislative and regulatory policies that support the strategic direction of the TNLH.

Key Community Relations Performance Indicators:

• Builds strong external relationships with all key stakeholders including but not limited to: Federal, Victorian and local government; industry and peak bodies; target market groups; and donors.

• Ensures all internal and external documents conform with CDCC’s Brand Identity.

Legal Compliance:

• Ensure that TNLH meets compliance with all relevant laws, regulations and the mandatory requirements of key stakeholders.

• Ensure that appropriate recording, submission and storage of all legal, regulatory and mandatory documents.

Key Compliance Performance Indicators

• Supports the CoM to ensure that CDCC meets all its legal, regulatory, contractual and other mandatory requirements.

Planning:

The Manager assists the Committee of Management in all future planning for the House, including:

· Assisting the CoM to develop the strategic plan; budgets and annual targets; and other short- and long-term plans/goals.

· Develop and recommend draft plans and new policy positions to the CoM.

· Scanning the environment to keep the CoM fully informed of developments in the community services sector, industry, relevant local, state and federal government arenas, and in general not-for[1]profit management and governance.

Key Planning Performance Indicators:

· Contributes to the development of the Strategic Plan.

· Contributes to periodically reporting on the delivery of the Strategic Plan.

· Presents business cases to the CoM for new projects or major changes to existing programs and current projects ensuring that they are financially viable and fit within TNLH’s strategic direction.

· Audits the efficiency of the organisation against the Neighbourhood House Good Practice Guide; and develops, implements and plans to ensure ongoing best practice.

Workplace Management and Administration:

· The Manager is responsible for all day-to-day operations, including:

· Driving an organisational culture which fosters quality customer and volunteer experience

· Leading teams of the House’s staff and volunteers.

· Providing general direction and oversight of all TNLH programs and activities, managing the day-to[1]day delivery of services/operations.

· Monitoring relevant workplace and administrative processes for compliance to workplace OH&S and wellbeing laws, regulations and the mandatory requirements of key stakeholder funding bodies such as DFFH.

· Assuring program quality and organizational stability through development and implementation of standards and controls, systems and procedures, and regular evaluation.

· Creating a work environment that attracts, supports and retains quality staff and volunteers.

· Delivering a recruitment lifecycle process for staff and volunteers, ensuring contracts and salary structures are appropriate.

Key Workplace Management Performance Indicators

· Through contemporary leadership, Introduces, models, reinforces and practices TNLH’s Vision, Values and Behaviours to and with all stakeholders, customers, staff and volunteers to support efficient and effective service delivery.

· Evaluates all activity areas and projects and recommends and implements change where required.

· Supports and manages TNLH’s brand identity, to obtain maximum exposure and recognition.

Governance:

The Manager supports the CoM in its governance responsibilities, including:

• Assisting to articulate and deliver the CoM’s responsibilities, and the House’s Strategic Plan and Vision.

• Managing the CoM’s due diligence and review/compliance/reporting processes, to ensure timely attention to any core issues and risks.

• Reporting recommendations and risks.

Key Governance Performance Indicators

• Builds strong internal relationships with the CoM and with all key external governance stakeholders including but not limited to: Federal. Victorian and local governments and peak bodies.

• Provides written reports and briefings to the CoM seven days prior to the monthly CoM meeting, documenting progress in relation to Key Performance Indicators.

• Attends and contributes to the monthly CoM meeting.

• Attends and contributes to the assigned CoM sub-committees.

Reporting Relationships and Accountability:

• Reports to: TNLH Committee of Management.

• Responsible for: all staff, tutors, contractors and volunteers.

• Responsible for: other duties as and when required by the CoM.

Qualifications and Experience:

• Holds or is completing a relevant tertiary qualification (relevant to community services); or has significant experience working in a similar sector or substantial management experience in a complex changing environment.

• Has a good understanding of the philosophies underpinning community service organisations.

Essential Selection Criteria

• Strong and demonstratable management experience and people skills.

• Highly developed and effective financial management experience.

• Demonstrated ability to generate organisational growth through programming, grants, sponsorships, special events and donations.

• Significant experience in building relationships with key stakeholders.

• High level of communication and interpersonal skills.

• Leadership experience in a community-based organisation.

• Ability to use initiative and problem-solving to manage conflicting workloads/priorities in a busy office environment.

• High level computer skills in Microsoft Office applications, financial accounting systems and social media.

Desirable

A knowledge of the operations of Neighbourhood Houses.

Possession of a Victorian (or Australian) Drivers Licence, as some out-of-office travel may be required.

All appointments are subject to a National Police Record Check and a Victorian Working with Children Check