Strategic Plan 2017 2019 Strategic Direction Farnham Street

Strategic Plan 2017 -2019

Strategic Direction Farnham Street Neighbourhood Learning Centre (FSNLC) is an Incorporated Not-for-Profit Community Organisation FSNLC recognises the importance of Life-long learning, cultural integration, and social participation as essential components in creating an empowered community FSNLC employs a highly competent and committed workforce that engages with community and works towards its vision of a connected and empowered community FSNLC has been delivering education and social support programs to the local population for more than 35 years FSNLC serves people from across the Flemington and Moonee Ponds areas and caters for a diverse range of community members including those from different age and cultural groups

Vision FSNLC’s vision is of a connected and empowered community in which people have the opportunity to live fulfilling lives through learning, engagement and participation.

Mission FSNLC’s mission is to provide the local community with opportunities to: LEARN ENGAGE PARTICIPAT E • through quality, affordable needs-based education and training • through networks, information sharing and referrals • through active involvement in community initiatives and activities

Statement of Intent Outcomes and Goals Adult Education Social Support Community Referrals FSNLC to be a welcoming and high quality learning environment that meets students’ needs and expectations • Deliver high quality education and skills development programs that respond to students’ needs and preferences • Create a friendly, welcoming environment where students feel safe and comfortable • Increase attendance rates and boost participation by 10% over 12 months • Meet all standards and compliance requirements Increase the social connection of participants at the centre through organised social activities • Provide social activities and programs that promote inclusion, interaction and wellbeing FSNLC to be a point of contact for community referrals assisting community members to access local services, programs and networks • Provide up to date information and referrals to students and community members regarding local programs and activities • Partner with local organisations and stakeholders to share information and coordinate on local services and programs FSNLC to be a strong and financially sustainable organisation • Maintain a cohesive and effective Committee of Management Organisatio • Maintain rigorous financial oversight nal Strength • Seek ongoing and new revenue

Opportunities and Challenges Opportunities • New funding opportunities, including: ü Corporate grants and sponsorship ü Philanthropic donations (DGR status) ü Government funding (local, federal and state) ü Aged care service delivery ü National Disability Insurance Scheme (NDIS) service delivery • Increase the volunteer workforce • Build on the Centre’s marketing and promotion strategy to build its profile and attract more students • Partner with other organisations to share services and resources – creating efficiencies, economies of scale and reducing costs • Undertaking environmental projects Challenges ØIncreased competition from private providers who offer similar learning and education courses ØGenerating sufficient surplus to secure viability ØSmall physical space restricts class sizes and rent opportunities ØCost-analysis data on individual programs makes it difficult to analyse and initiate business strategies ØEnsuring adequate quality assurance systems to facilitate best-practice management, compliance and auditing ØIncreasing administrative demands and requirements from external bodies for greater compliance and accountability placing huge pressure on staff and finances ØPressure on pre-accredited funding with more organisations giving up their accredited status ØChanges in Government policy – implications for training programs, compliance and funding security ØRules regarding auditing requirement continually increasing resulting in extra work for staff

Goals, Strategies and Strategic Activities Goals Outcome 1. Adult Education FSNLC to be a welcoming and high quality learning environment that meets students’ needs and expectations 1. Deliver high quality education and skills development programs that respond to students’ needs and preferences Strategy Activities Employ and maintain highly skilled, accredited teachers to teach classes and provide student support • Develop and maintain appropriate and standardised teacher position descriptions • Conduct annual performance reviews of teachers, drawing on key performance indicators and role expectations • Develop and support professional development plans for teachers to ensure skills are up to date Teach to the curriculum using best-practice teaching methods • Monitor and engage with appropriate government departments to identify any curriculum changes and ensure compliance with the courses’ requirements • Validate and moderate teacher practices to ensure best-practice teaching methods are being used. Acquire and maintain in good order the necessary equipment to facilitate and enhance students’ learning experiences, e. g. computers, software, internet • Determine the need for and purchase IT and communication tools (drawing on cost/benefit analysis and within budget) that will support and enhance teaching and learning practices • Conduct an annual audit of IT and communication tools to ensure they are still meeting the needs of students and teachers Remain cognisant of and responsive to students’ and teachers’ needs • Conduct six monthly student and staff surveys to gather data around experience, satisfaction, needs and preferences etc. • Develop and communicate an action plan that articulates how student and staff needs and preferences will be met by FSNLC, as guided by the survey results

Goals Outcome 2. Create a friendly, welcoming environment where students and teachers feel safe and comfortable Strategy Ensure the FSNLC buildings are inviting, comfortable and accessible Activities • Decorate the interior with warm colour schemes and visibly attractive art/photos • Provide comfortable furniture and décor • Arrange furniture in a manner that promotes interaction and connectivity • Programs that promote Cultural diversity 3. Increase attendance rates and boost participation by 10% over 12 months 4. Meet all standards and compliance requirements • Determine programs that respond to community needs and increases attendance in key courses. • Develop new relationships and alliances with key providers to increase opportunities for local learners. • Audit class numbers and determine key areas of community demand. Provide security and maintain safety. • Ensure outside areas surrounding FSNLC buildings are well lit and safe • Actively monitor attendance and contact students with poor attendance to address reasons for disrupted attendance. • Seek out funding options to develop partnerships with local learning providers and disability organisations to improve pathways for learners. • Ensure entrances and exits are easily accessible in cases of emergency and conduct six monthly emergency preparedness training and drills for staff and students. Also nominate a fire safety warden, responsible for the coordination of an emergency fire response. • Provide training to all new staff, and refresher courses for long-term staff, regarding working with potentially violent community members • Maintain OH &S policies and procedures • Ensure staff are familiar with grievance procedures named in the Staff Handbook

Goals 2. Social Support Increase the social connection of participants at the centre through organised social activities Goals 3. Community Referrals FSNLC to be a point of contact for community referrals assisting community members to access local services, programs and networks Outcome Provide social activities and programs that promote inclusion, interaction and wellbeing Outcome 1. Provide up to date information and referrals to students and community members regarding local programs and activities Strategy Strengthen and develop relationships with local organisations, in particular mental health services, to provide a range of programs to promote social inclusion Strategy Monitor local organisations, networks and service providers of interest to acquire information regarding their services and activities Activities • Run activities in consultation with Centre clients such as: • Sewing, Art and Craft, Healthy Cooking, Exercise Groups, Digital Literacy, Gardening, Music Groups • Regular Outings Activities • Compile a list of organisations, service providers or networks that community members would have an interest in or benefit from being engaged with • Sign up to organisational alert services (e. g. website updates, mail lists) in order to be informed about available services and programs of interest 2. Partner with local organisations and stakeholders to share information and coordinate on local services and programs Communicate to community members opportunities to engage in external services, programs and networks • Develop and disseminate term newsletter, or use social media, notifying community members of local community engagement opportunities. • Add a community engagement page to the FSNLC website to notify community members of such opportunities. • Erect and maintain a community notice board in the FSNLC for this purpose.

Goals 4. Organisational Strength FSNLC to be a strong and financially sustainable organisation Outcome Strategy Activities Ensure all members of the Committee of Management are aware of their roles and responsibilities and fulfil these cooperatively • Distribute a comprehensive induction booklet outlining roles and responsibilities. 2. Maintain rigorous financial oversight Set budgets and oversee monthly financial records. 3. Seek ongoing and new revenue Continue to seek ongoing and one-off grant opportunities and appropriate accreditation for funded programs • Set two six monthly budgets and conduct regular finance committee meetings to track income and expenditure • Identify grant seeking opportunities and make timely and comprehensive applications that reflect the goals and outcomes of the Centre. 1. Maintain a cohesive and effective Committee of Management • Regularly review roles and the fulfilment of these as a committee. • Ensure membership of the committee reflects the Centre’s diversity and that members have the skills necessary to fulfil roles. • Work with state and federal departments to identify appropriate funding opportunities and requirements.