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John Unkovich Principal Legal Policy Adviser Consumer Affairs Victoria

NFP Compliance Portal. Status update for the Australian Charities and Not-for-Profits Commission Implementation Taskforce Roundtable. Office for the Community Sector 3 November 2011. John Unkovich Principal Legal Policy Adviser Consumer Affairs Victoria.

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John Unkovich Principal Legal Policy Adviser Consumer Affairs Victoria

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  1. NFP Compliance Portal Status update for the Australian Charities and Not-for-Profits Commission Implementation Taskforce Roundtable Office for the Community Sector 3 November 2011 John Unkovich Principal Legal Policy Adviser Consumer Affairs Victoria

  2. What is the Office for the Community Sector (OCS)? Established in 2008 in the Victorian Government Department of Planning and Community Development, the OCS aims to support the long term sustainability of the NFP community sector in Victoria and has two key goals: • Reduce the burden of red tape • Build sector capability

  3. Reducing the burden of red tape • A number of initiatives aim to cut red tape including: • Standard Chart of Accounts (SCOA) – mandatory for Victorian government departments • Common Funding Agreement (CFA) – for use by all Victorian government departments by end Dec 2012 • Associations Incorporation Act 1981 (AIA) reforms underway and promoted • And • NFP Compliance Portal - easy access to all Commonwealth, State and local government compliance information via the on line portal

  4. Building sector capability – making the most of all available resources • Increasing the use of web based tools • Building workforce capability – getting the right skill mix • Enhancing governance • Supporting volunteering • Supporting engagement between NFPs and Local Government • Supporting relationships between NFPs and the corporate sector • Supporting access to social finance such as capital loans

  5. The OCS Engaging with the NFP sector Reference Groups Surveys Development of tools and resources OCS Summit Working Groups Grants Pilots/Trials Building on what’s been done and showcasing the good practice of the sector Communications Tools

  6. Working across government – reforming the way government relates to the NFP sector Establishing the structures • Minister to Minister • Secretary to Secretary • Participation with other Whole of Government projects • Build on activity already underway in government departments • Broker relationships with the sector • Communication: E-Bulletin, OCS website, events IDCs IDCs & sector working groups Information sessions

  7. Overview of the Victorian NFP Sector • 120,000 NFP organisations in Victoria • 38,000 are registered, with 82,000 unregistered • Approximately half of all community services are delivered by NFP organisations • The value of the sector’s contribution to Gross State Product is estimated at 8% (over $10 billion) • The Victorian Government invests more than $2 billion in the NFP sector annually

  8. NFP Sector Needs • Consultation within the sector has highlighted challenges facing NFP organisations: • 45% of NFP organisations do not know where to find the information they need to assist with regulatory compliance activities • 43% of NFP organisations identified Google as either their first or second preferred starting point when seeking regulatory information • NFP organisations find identifying the most relevant and reliable resources very difficult

  9. What is the NFP Compliance Portal? • The NFP Compliance Portal is a single point of entry to assist NFP organisations with their regulatory compliance activities. It will provide: • A suite of content to assist NFP organisations to comply with regulatory requirements • Up-to-date regulatory overviews • New smart tools to make compliance easier • Step-by-step guides to help NFP organisations locate relevant compliance information • Links to a range of free, reliable and up-to-date online information services and resources.

  10. Why is it needed? • The NFP Compliance Portal project was initiated in response to issues in the compliance landscape: • NFP organisations were having difficulty in sourcing authoritative regulatory and compliance information • Regulatory and compliance information was generally presented by government according to organisational hierarchy • The administrative burden incurred by organisations was significant when attempting to comply • Many NFP organisations simply did not comply due to the difficulties in doing so

  11. Strategy • The NFP Compliance Portal project was informed by the following strategies and high level analysis documents: • Organisational Support Services and Networks – Stage 1 Report (2009 – DK2) • The Victorian Government’s ‘Reducing Red Tape’ commitment • Options for Enhancing Regulatory Awareness (2009 – Deloitte) • Review of Not for Profit Regulation (2009 – State Services Authority) • NFP Portal Business Case (2010 – SPP Consultants)

  12. High Level Project Status

  13. Stage 1 – Release of NFP Compliance Portal • Suite of content for NFP organisations based on topics, services and tasks • Suite of links to high quality regulatory information from sources internal and external to government • Stage 2 – Release Smart Tool into the Portal • Embed RaLF (regulations and license finder) • ‘Deep link’ content to appropriate licenses and permits in RaLF NFP Compliance Portal Staged Delivery An information portal and a smart tool (RaLF) were both originally in scope for the release of the NFP Compliance Portal. The portal will now be subject to a staged delivery:

  14. Benchmark of Other Portals • Benchmarking activities were included in the research for the Business Case and the analysis phase, including investigation of: • The NZ Charities Commission • The Charity Commission of England and Wales • Charity Village (Canada) • Charity Door (Queensland) • PilchConnect (Victoria) • These – and other local and international sites – were reviewed to determine alignment with the NFP Compliance Portal.

  15. Benchmark of Other Portals (cont) The common challenges for NFP organisations worldwide focus on how to conduct operations: To deliver maximum community benefit Within the applicableregulatory environment With the limited staff, volunteer and financialresources available

  16. Analysis and Design Phases • A number of analysis and design activities were conducted for the NFP Compliance Portal, including: • Desktop research • Focus groups • One-on-one interviews • Prototype testing • Application of best practice standards and heuristics

  17. Consultation • NFP organisations, peak bodies and other internal and external stakeholders have been engaged at each step in the project: • Previous research consulted widely throughout the sector • Business Case – 76 stakeholders via expert interviews, workshops and a survey • Requirements Definition – 36 stakeholders via expert interviews, focus groups and prototype testing • Content validation – To be conducted throughout November and December to test high priority content • User acceptance testing – To be conducted in Q4 2011 and Q1 2012

  18. Analysis Phase - Outcomes • Business Requirements Definition Report recommendations: • Establish a stand-alone portal model with coverage of strictly compliance information • Create a user-centred site name and URL • Provide current, concise plain English content and user friendly formats to cover all regulation and compliance topics which is accessible to all audiences. • Enable access via the portal to relevant experts who can provide information and referrals to users. • Provide navigation paths based on three navigation methods: via topics, service types and tasks.

  19. Analysis Phase - Outcomes • Business Requirements Definition Report recommendations (cont): • Develop a subscription email alert service for all legislative and regulatory changes and announcements in partnership with departments and agencies across all jurisdictions. • Provide a Not-for-Profit license and permit finder. • Incorporate a content-sharing facility. • Establish reciprocal arrangements (e.g. MOUs) with critical content sources – internal and external to government – to ensure that information is current, reliable, relevant and usable.

  20. Design Phase - Outcomes • The following project artefacts have been produced: • Sitemap • Information Architecture • Wireframes • Draft content • Visual design (page designs and Visual Design Style Guide) • Note that these artefacts were validated via prototype testing.

  21. Design Phase – Outputs • The following project artefacts have been produced: • Visual designs were created for each page type • A Visual Design Style Guide was created to inform the site build

  22. Next Steps • The following activities will be undertaken over the remainder of Q4 2011 and Q1 2012: • Execution of the build phase • Creation of content • Accessibility auditing • Hosting and hardware considerations • Security and penetration testing, vulnerability assessment • SEO analysis • Communication Plan • UAT • Preparation for operational management • Commencement of RaLF scoping and analysis

  23. Questions? If you have any queries, comments or feedback, please contact: BIRR Project Sponsor Lynne Wannan Email: lynne.wannan@dpcd.vic.gov.au Phone: 03 9208 4667 BIRR Project Manager Beau Zlatkovic Email: beau.zlatkovic@dpcd.vic.gov.au Phone: 03 9208 3543 BIRR Relationship Manager Nick Allitt Email: nicholas.allitt@dpcd.vic.gov.au Phone: 03 9208 3971

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