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8.0 Administration
The systems developed to ensure the management functions are carried out effectively
Under this plan the AHB will take sole responsibility for the Aboriginal Rental Housing Program. Accordingly, it will require a new structure to enable it to effectively address its new brief. This section outlines a structure that would allow the Board to meet its new objectives
| 8.1 | AHB to develop a corporate structure with sub-committees, which reflect the housing management and service delivery responsibilities of the Board. |
| 8.2 | The AHB to establish separate, identifiable offices in each region, staffed by Kooris.
Strong links with the Department of Human Services, Office of Housing, to be maintained which will aid in assisting people's contacts with state housing authorities.
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| 8.3 | Common criteria to apply to ensure equitable allocation of houses.
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| 8.4 | The Board to be expanded to twenty elected members, with a minimum of two members per region, with the rest apportioned according to size and distribution of tenant population and number of properties under AHB management. Board Members to receive an honorarium of $10,000:00 (financial payment in recognition of service).
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| 8.5 | The Executive Committee of the Board to continue, with delegated decision-making powers.
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| 8.6 | To facilitate the effective decision-making capacity of the Board, four sub-committees will be established. Each committee will be chaired by a Board Member, with the power to co-opt other members as required. Each committee will be serviced by a project officer and will have the capacity to engage outside expertise as necessary, following approval by the full Board.
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| 8.7 | The functions of the committees will be:
- To implement AHB policy within the area of responsibility of the committee, as delegated by the Board Member;
- To identify needs;
- Recommend forward plans and policy;
- Monitor progress of plans, implementation of guidelines and delivery of services.
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| 8.8 | The committees will be responsible for overseeing the following functions:
Property Committee:
- recommendations to AHB on allocation of purchase and construction budget between regions;
- property selection;
- monitoring of stock quality;
- monitoring of purchase and construction program, including development of standard house designs;
- review property upgrading guidelines;
- emergency and cyclical maintenance;
- arbitration of disputes between Contract Administrators, builders and tenants;
Allocations Committee:
- housing allocation;
- assist AHB to set number of houses per region, in conjunction with the Property Committee;
- develop model lease;
- set rent and rebate formulas in conjunction with Finance and Administration committees;
- arbitrates disputes with respect to allocations and priority listings;
- arbitrates disputes over AHB administration of rent assessment formula.
Finance and Administration Committee:
- prepare budgets and monitors financial performance;
- development of administrative systems and procedures manual;
- negotiation of funding arrangements;
- set rent and rebate formulas in conjunction with the Allocations Committee.
Community Participation and Skills Development Committee:
- community development;
- tenant involvement;
- skills development;
- -information;
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| 8.9 | The Board would receive monthly reports from each committee. It would set priorities and have responsibility for the development of an overall forward plan, bringing together the bids of each committee, taking into account overall funding constraints.
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| 8.10 | The Board will delegate responsibility to the regions where this is appropriate and feasible.
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| 8.11 | Staffing: The following staff will be required:
- Executive Director - responsible for overall day-to-day operations and accountable to the full Board.
- Secretary to the Board - to provide administrative support and service to the Board.
- Senior Project Officer - to develop policy under direction of Executive Director and to co-ordinate sub-committee input to the Board. To support Executive Director's consultative function.
- Research Officers (4) - to provide administrative and research support to sub-committees.
- Finance Officer - to monitor and report on the Board's income and expenditure.
- Accountant - to collate all income and expenditure data.
- Contract Administrators (2) - to be responsible for the supervision of all capital works projects.
- Maintenance Supervisors (2) - to be responsible for the supervision of all repairs and maintenance works.
- Spot Purchase Officer - to be responsible for the implementation of the AHB's Spot Purchase and Property Disposal Programs.
- Administrative Officer (2) - to provide all necessary administrative support to the Board and its officers. To supervise clerical and secretarial staff.
- Secretarial Officers (4) - to provide all necessary secretarial support.
- Clerical Officers - to provide clerical support to the eight regional officers and central office.
- Field Officers - to implement the policies of the Board at a local level, under the direction of the regional Board members.
- Technical Consultants - to be engaged on specific tasks as required.
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| 8.12 | All positions to be advertised, and filled by Kooris where possible.
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| 8.13 | Staff responsible for property functions to be grouped in a Spot Purchase and Building Branch, which will work under supervision of the Property Committee. Functions to include:
- responsibility for implementing all policy relating to acquisition and upgrade of properties, eg. assessment of properties, calling for tenders, supervision of construction;
- assessment and documentation of all properties, and preparation of itemised list detailing condition and works required;
- development of preventative care and long-term maintenance schedules.
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| 8.14 | The AHB would develop a Procedures Manual, setting out guidelines, policies and procedures for each of the housing management functions. The conduct of all Board activities will be regulated by the Manual. These procedures and policies will be subject to regular tenant review.
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| 8.15 | Administration would be streamlined through the development of a centralised network, with the AHB regional offices feeding information from their terminals into a mainframe data-base.
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| 8.16 | Where provision is made for handover of the Aboriginal Rental Housing Program to the communities in the medium to long-term, appropriate administrative systems will be required to be in place (refer 12.3-12.5). |
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