Microsoft Word - 2009-2012 Strategic Plan FINAL DRAFT- no...

west footscray

neighbourhood house

strategic plan

2009 - 2012

welcome

Table of Contentsi. Forwardii. Key Stakeholders

1.) Snapshot of the Organisation1.1) History1.2) Current profile

1.2.1) Committee of Management1.2.2) Organisational Chart1.2.3) Staffing & programs1.2.4) Member/User profile1.2.5) Financial profile

1.3) Context1.3.1) Our Geographic Area1.3.2) Summary of Population & demographics1.3.3) Summary of Research1.3.4) Summary of AEDI research1.3.5) External context

1.4) SCORE analysis

2.) Purpose Statement & Guiding Principles2.1) Aims and Objectives2.2) Vision2.3) Mission2.4) Philosophy & Guiding Principles

3.) Action Plan3.1 Raise the Profile of the Neighbourhood House3.2 Evaluate Funding Model and Management of West Footscray Community

Learning Centre (WFCLC) facility with Council3.3 Good Governance3.4 Financial Management3.5 YMCA Redevelopment3.6 Community Building Activities3.7 Develop Community Education Capacity3.8 Improved Strategic Partnerships

4.) Implementation, Monitoring & Evaluation

AttachmentWest Footscray Snapshot Demographic Profile

WFNH Strategic Plan 2009-2012Page 1 of 25

i. ForwardFormulation

The West Footscray Neighbourhood House Strategic Plan was formulated in 2008 by the members of the Committee of Management.

The information contained within this Plan was gathered from contextual research about our neighbourhood, from a workshop held in September 2008 and from further reflection through October 2008 to April 2009 on the information gathered.

Structure

This Plan is in seven main sections, each of which answers an important planning question:

1. Snapshot of the organisationWhere are we now? “SCORE” analysis

2. Purpose statement & Guiding principlesWhy do we exist? What do we do? What is important to us?

3. Action planGoalsWhat do we want to achieve?

Strategies / ActionsWhat are we going to do?

Key Performance IndicatorsHow do we measure our success in achieving our goals?

ResponsibilitiesWho is responsible for achieving the goals?

TimelineWhen is the task due?

ResourcesHow much money and what will be required to achieve this goal?

4. Implementation, Monitoring & EvaluationHow are we going to check the plan over time?What we’ll do at the end of the planning period. Did we achieve what we setout to do? Why /why not?

WFNH Strategic Plan 2009-2012

ii. Key Stakeholders

The West Footscray Neighbourhood House considered the following groups and individuals within this planning process.

• Committee of Management

• Coordinator

• Staff

• Volunteers

• Members

• Participants in programs, for example:

• OCC

• Toy library

• Playgroups

• ESL classes

• Computer classes

• Organisations delivering services and programs at the House

• Local residents

• Local Neighbourhood House/Community Centre networks

• Local government:

• City of Maribyrnong

• West Footscray Branch Library staff & users

• Local services, organisations and agencies

• government & non-government

• including educational organisations (Primary, Secondary, TAFE/Tertiary; ACFE)

• Local businesses


1. SNAPSHOT OF THE ORGANISATION

1.1

HISTORYThe West Footscray Neighbourhood House Inc. (WFNH) was established in 1989 and Incorporated in 1990. It operated unfunded with the support of volunteers and other local workers until funded by Dept of Human Services (DHS) in 1992. The House is managed by a community-based Committee of Management.

The West Footscray Neighbourhood House Inc. actively supports its community through a range of programs including community education & training, early childhood care and development, social support and community development. In October 2006 the House was co-located with the West Footscray branch of the Municipal Library, an important partnership that has strengthened its role in supporting the diverse needs of our local community.

1.2 CURRENT PROFILE

1.2.1 Committee of Management

Position Name Category1 Chairperson Helen Rodd resident & user

2 Vice Chair Claudine Spinner resident

3 Treasurer Sally Thompson resident

4 Secretary Libby Howe resident & user

5 Member & PublicOfficer

Petrina White resident

6 Member Tim Liston resident

7 Member Sam Baker resident & user

8 MemberResigned Feb 2009

Jenny Green resident

8 MemberJoined Mar 2009

Mary Long resident

9 Co-opted member Tracey Oliver City of Maribyrnong

10 Co-opted member VACANCY (as of October 2008) community rep

(current as at April 2009)Note: incoming COM (for period 2009-2010) will be elected at the AGM held in late April 2009.

1.2.2 Organisational Chart: WFNH ProgramsCommittee of Management

(10 members)

Sub-committees

Finance Governance

Human Resources

Fundraising/Grants/ Sponsorship

Marketing & Promotions

Toy Library

Coordinator

Administration

Family Services Education & Training programs

Health & Well being programs

Facilities Hire

OCC ICT Yoga

Toy library ESL (outposted)

Single Mums Group

Playgroups

Community Kitchen


1.2.2 Staffing profile

The WFNH operates with the assistance of paid and unpaid/volunteer staff. The table below details our current paid staff team:

Position Hours/wk Funding source Award/AgreementCoordinator 25 pw

Mon- Fri9:30am –2:30pm

Neighbourhood Coordination Fund, Dept of Victorian Communities

SACS AwardCDW Class 2b

AdministrationAssistant

14 pwMon, Tues,9:30-3pmFri 10-1pm

Neighbourhood Coordination Fund, Dept of Victorian Communities

PACCT Award4.2.

OCC Coordinator (Diploma)

20 pwMon – Thurs9:15 -2:15

Dept of Education & Early Childhood Development

Fees

Children’s ServicesAward3.4(B).

Child care worker x 2 (Certificate)

18 pwMon –Thurs9:15 -2:15

Dept of Education & Early Childhood Development

Fees

Children’s ServicesAwardCert 3 (b) & (c)

Toy LibraryCoordinator

4 pwTues & Sat10-12am

City of Maribyrnong

Fees

SACS Award CDW Class 2a (Casual)

Yoga instructor

Tues 6:45-8pm

Fees Paid by Neg.

(current as of 10/02/09)

1.2.3 Member/User profile

As stated in the Constitution:

Membership shall be open to all people who support the aims and objectives of the Association and who are:

1) residents of the West Footscray and neighbouring communities;

2) and/or users of the Centre.

“Users” of the House include:

• Toy library members• OCC users• Playgroup members• WFNH course tutors• WFNH course participants• Out-posted groups, eg ESL• Support groups, eg Single Mother’s group


• Organisations utilising meeting rooms• Volunteers (inc Committee)• Placement students

1.2.4 Financial profile

The WFNH receives income from a variety of sources including:

• membership fees (WFNH, Toy library)• fees (OCC, Courses)• grants (recurrent and projects)• room hire income• fundraising.

The main expenditure items incurred by WFNH includes:

• Salaries, wages, contracts and on costs• Utilities• Equipment• Consumables• Insurances• Professional memberships• Program costs


1.3

CONTEXT1.3.1 Our Geographic Area:

City of Maribyrnong West Footscray Neighbourhood House

(from City of Maribyrnong, West Footscray Urban Design Framework)

The WFNH is located in the heart of City of Maribyrnong and programs attract participants from across the municipality. However, our immediate catchment includes the suburbs of West Footscray, Maidstone, Tottenham and Footscray, and mainly falls into three of the wards: Bluestone; Ironbark and Stony Creek.

1.3.2 Summary of demographic data for our catchment

West Footscray is an old inner city suburb. It’s less than 10 km from the city. The population is holding steady but we will see some significant growth with the Cedarwoods development (from Barkly to Cross Sts railway yards).

Most people are in the 25-59 year old category. Put together with the employment, income and mortgage data, and add to this the child/youth data of almost 20%, this indicates “young family”, “working family”. We do have a high proportion in the 18-24 age group and coupled with the rental data, it could reflect young singles (inc share households), or young couples, but also student housing ( we have a high number of international students based here and many student-share houses for students attending Victoria Uni), and also consider the trend for older children to stay at home into their 20’s.

As far as disadvantage goes, it’s not a wealthy suburb (it’s very different from

Yarraville, Seddon and Maribyrnong), but a middling one with a diversity of experience from low income to middle income, with very few on a high income. However, our nearest neighbours- Maidstone, Footscray and Braybrook are considered amongst the mostWFNH Strategic Plan 2009-2012

Page 8 of 25

disadvantaged in Victoria and Australia. Pressures around mortgage rate and rental market fluctuations could have a serious impact on some of our families. Managing disposable income for some would be a challenge, for others a careful choice. The low volunteer rate could just reflect the “head down, bum up, paying off the mortgage” experience. (also see summary “Our Neighbourhood” below).

A high proportion of our residents work in the City, in the City of Maribyrnong itself or in other nearby western suburbs. This promotes public transport use and commuter cycling.

Education levels are also in the middle, most with only high school attainment. This reflects the low- middle income data and possibly related to the number of ‘tradies’ in the area.

Most households are in work and this is consistent with data reflecting age, family grouping and “mortgage belt” data.

“Diversity” indicators show high diversity:

Country of Birth (COB):

Australian born 52% Overseas born 38% (of this group 34% from non-English speaking background-NESB)Top COB: Viet Nam(VN), India, Italy, UK, Ethiopia, ChinaTop new groups COB: India, Ethiopia, Bangladesh Changes between 01- 06: more from India, Bangladesh, Ethiopia, China; less from VN

Language:English 50% Non-English Speaking Background

(NESB) 42% Top Languages: Vietnamese; Italian, Cantonese/Mandarin, GreekChanges between 01- 06: more Bengali, Amharic, Mandarin; less Vietnamese, Italian

Religion:No religion 17% Religious 71%

Highest group is Catholic although in decline (reflect in large church on Ballarat Rd and St Johns Catholic School; also a proportion of Vietnamese belong to Catholic group)Other groups include: Buddhist, Anglican, Orthodox, Islamic

NOTE: there is a decline in traditional Christian groups but a rise in new Christian churches/congregations. There is an increase in Hindu and Islamic groups (related to migration trends and newly arrived groups).

New arrivals to

Maribyrnong: Mainly

through:1. Family migration (partners)2. Skill category3. Humanitarian /Refugee

Groups arriving:


Country of Birth (COB)India, Burmese, also VN, China, Ethiopia, Bangladesh, Philippines, Sudan

Languages: Burmese, also VN, English, Mandarin, Amharic

Religion: Christian 58%, Buddhist 9.3%, no religion 7.3%, Islam 7%

A key issue to remember with newly arrived data that is relevant for service providers is level of proficiency in English. Many of the new arrivals to the City of Maribyrnong are from skilled categories and from India where we can assume some will come with a high proficiency in English. However, for many new arrivals in the Family category or Refugee/Humanitarian entrants, it can be assumed that many would have a low proficiency in English.

The influx of arrivals from India and surrounding countries is particularly evident in the commercial streetscape of West Footscray, with many businesses owned by or selling goods from these areas.

(Note: See ‘West Footscray Snapshot Profile’ Prepared by the Governance sub-committee attached in Appendices. This profile and the above summary contains data sourced from City of Maribyrnong Community Profiles available on their website, ABS Census 2001 and 2006 and Dept of Immigration Settlement Database h t t p : / / ww w .s e tt le ment . i m m i .g o v . a u / s e t t l em e nt/ r e p o rt L i st . d o )

1.3.3 Research Relating to the City of Maribyrnong

‘Our Neighbourhood’ (summary of research by Tony Vinson 2006 Unequal in Life, JesuitSocial Services and ABS data- Census and National Health Survey)

As an old suburb in the inner west of Melbourne, West Footscray is a community with many challenges.

The four closest neighbourhoods in our catchment (West Footscray, Maidstone, Footscray, Braybrook) rate in the bottom 12% on the scale of disadvantage amongst all suburbs in Melbourne. Our local government area, the City of Maribyrnong, had the second lowest disadvantage score in the State. In the recent Jesuit Social Services postcode research,‘Unequal in Life’, our suburbs also rated in the bottom 15% of 622 suburbs investigated.

Breaking this disadvantage down identifies 57% of combined household incomes in the City of Maribyrnong earning below $400/week; an unemployment rate of 8.7% which is well above the State average; a whopping 80.7% have low educational attainment levels; a high proportion of residents are in public housing; and a significant proportion are single parent families (a significant risk factor to poverty and financial stress). These risk factors can lead to POVERTY, and if we’re not careful, generational poverty.

If “poverty is the greatest threat to health” (World Health Organisation), then our community is suffering. Our municipality has the 3rd worse health status for males and the7th worst for females in the whole State. We have a lower life expectancy than the Victorian average. We have the highest rate of mental disorders in the State. The whole issue of “food insecurity” (having access to enough affordable, healthy food for an active, healthy life) is a significant problem for many people in our community, particularly in our immediate catchment, compounding our poor health status.

http://www.settlement.immi.gov.au/settlement/reportList.do

Domains Vulnerable range%

Middle range%

Doing well range%

Physical 15.4 50.5 34.1Social 13.2 62.6 24.2Emotional 9.9 76.9 13.2Language 14.6 56.2 29.2Communication 20.9 49.4 29.7Vulnerable in one or more domain

44

Vulnerable in two or more domain

18.7

We see diversity as strength and celebrate what we have here, but diversity also requires an understanding of some of the difficulties faced by people from non-English speaking background and its relationship to the risks of poverty and isolation. The City of Maribyrnong has 35% of its community born in a non-English speaking country. We have44% of our community speaking a language other than English - sounds great, but not when 11.1% of these have very low English proficiency.

Then consider that 35% of our recent migrants are refugees. Name a war zone and we have people ending up here: the Horn of Africa (Ethiopia; Eritrea & Somalia); Central Africa (the Sudan & Kenya); the former Yugoslav Republics (Bosnia-Herzegovina; Croatia and Yugoslavia/Serbia); still many from Viet Nam. A recent emerging group is those from Sudan, a large proportion of which are kids. Refugees carry with them the added experience of untold trauma and torture. They need a safe, secure and nurturing environment to enable healing and a place to belong and achieve a better life.

‘The West’ is often portrayed in a negative light and is perceived as dangerous or undesirable. But for those of us who live here, our experience is very different. Despite all of the grim facts above, we feel part of a community that is resilient, diverse, determined and optimistic. We are totally committed to challenging these disadvantages and giving our community a fair go at what the world has to offer.

Education and social connectedness are a way out. The Neighbourhood House is well placed to engage with the community on these two levels.

1.3.4 Summary of Australian Early Development Index (AEDI)

The AEDI provides population level information about early childhood development in each community, region, state or territory. This information gives communities a ‘national progress measure’ of early childhood development. It can give us precise information on how kids in our suburb (West Footscray) are going with regard to five developmental areas:

• Physical health & wellbeing• Social competence• Emotional maturity• Language & cognitive skills• Communication & general knowledge.

All eligible primary schools in the City of Maribyrnong participated. The cohort consisted of Prep students in the year 2005. To bring this closer to home, at least two members of the committee have children who formed part of the West Footscray cohort.

The results of the AEDI help us to identify strengths and vulnerabilities in our

community. Results for West Footscray (2005 cohort)


These results tell us that most of our children are falling into the “doing ok” range, with some (20%) actually doing well. Perhaps the results for the middle range indicate that some work could be done to support some children to move to the “doing well” range as they grow and mature. However, of concern are those children who fall into the “vulnerable” range (12-19% across the domains). Furthermore, if you consider that when children experience vulnerabilities across a number of domains at once, their vulnerability intensifies, then some children in West Footscray (43.5% with one or more, and 20% with two or more) are very vulnerable indeed.

The overall implications of this research suggest that “children’s environments do matter” and the research supports a holistic view, where the child’s own attributes, along with their family and community context, all effect how a child will grow and develop. As a Neighbourhood House, that supports families through our various programs, we have a responsibility and an opportunity to build a community context that enhances the lives and development of our children.

(For more information see: http : // w w w .r c h . org.a u /a u stra l i a ne d i / index . cf m?doc_id=6210)

1.3.5 External contextThe Strategic planning process undertook to identify all external agencies that the WFNH may have contact with. This would provide some context for WFNH to monitor, develop and manage its relationship with these agencies. The list identifies agencies with which WFNH may:

• Receive funding from• Have reporting requirements to• Be required to ensure compliance with various legislation and/or regulations• Seek specialist assistance and /or advice from• Request various forms of support from

Table of Identified External AgenciesCommonwealth Government Departments

• Department of Education, Employment and Workplace Relations(DEEWR)

• Department of Families, Housing, Community Services andIndigenous Affairs (FaHCSIA)

• Department of Human Services• Department of Immigration and Citizenship (DIAC)• Department of Infrastructure, Transport, Regional

Development and Local Government

State Government Departments• Dept Planning and Community Development• Dept of Human Services• Dept of Education and Early Childhood Development

City of Maribyrnong Departments• Arts and Cultural Services• Community Health and Safety• Community Services (including Child & Family; Youth Services)• Economic Development• Libraries• Recreation• Planning and City Design

http://www.rch.org.au/australianedi/index.cfm

Neighbourhood House (NH) / Community Centre (CC) Networks• Network West (Western Region)• Adult Community and Further Education (ACFE)• Adult Community Education Victoria (ACEVic)• City of Maribyrnong Neighbourhood House Network

(Maidstone CC; Yarraville CC; Blackwood St NH; Maribyrnong CC; Angliss NH; Braybrook CC)

• Other relevant CC/NH’s including Duke St & Wingate Ave

Early Childhood Networks• Maternal & Child Health Service• Best Start• Toy Libraries Victoria• Playgroup Victoria• Children’s Centres/Child care centres/ Preschools/

Kindergartens/ Early Learning Centres (including long day care, occasional care;

• Family Day Care Services• Primary Schools

Other organisations• Local funded support agencies ie disability support

providers, mental health agencies; employment services;• Local not for profit agencies ie churches, community action groups• Philanthropic Trusts• Local businesses and suppliers


1.4 SCORE AnalysisThe SCORE analysis was undertaken at the Strategic Planning workshop (September 2008) and involved a facilitated brainstorming session. This session was informed by the above contextual research, which was distributed to the Committee prior to the workshop for review. This material informed the Committee’s knowledge of broader issues and factors characteristic of our neighbourhood, and provided a strong evidence base for analysis and decision making, in particular around external opportunities and risks.

Strengths (internal) Constraints (internal)

☺ Toy Library☺ Culturally and Linguistically Diverse

Community (CALD)☺ Diversity of population (eg

Indian; South Eastern Sudanese)☺ Committee of Management☺ Facilities☺ Volunteers across range of programs☺ Council☺ No borders☺ Networks/community links☺ Non-government☺ Private providers☺ Room hire

/ marketing /profile of House poor/ diversity: disadvantaged/new

affluence; requires sensitivity

/ physical barriers (upstairs)/ connectedness (improvements to

be made)/ staffing- limited by income;

allocation of staffing to positions eg admin/bookkeeping/coordination; staffing to opening hours

/ limited opening hours/ restricted access to car parking/ limited programs/ limited in-house financial skills/ no core recurrent funding from

Council/ the Memorandum of Understanding

(MOU)- community Devt model versus enterprise model- and its limitations

Opportunities (external) Risks (external)

☺ Community goodwill☺ Toy Library☺ Cedarwoods – population increase

and a change to the built environment

☺ Increases in requirement for childcare places

☺ job skills/employment- for age groups in catchment

☺ YMCA redevelopment☺ Diversity of population☺ Marketing opportunities eg editorial

re volunteers @ WFNH☺ Fantastic volunteers☺ Library downstairs

/ Spirit West/ YMCA/ Geographically divided catchment/ image/ Council policy and staff changes/ Registered Training Organisations (RTO)


☺ Council – Community and Social Planning (CASP meeting)- WFNH to do presentation

☺ New training opportunities – for partnership and brokerage

☺ RTO’s☺ Program development☺ Sponsorship from big business☺ Traders/street identity☺ Walkways (market/festivities)☺ CALD☺ Community elders/relig orgs

E xpectations

☺ YMCA☺ Urban Design Framework (UDF)☺ Traders/ street identity☺ Festivities☺ Toy Library☺ Governance; Housekeeping/consolidation (ie good governance )☺ Financial goals ie buffer; liabilities; projected budget (sustainability goals)☺ MOU: In kind vs $ from Council; “booking agent”; “mission drift”;

Evaluation of model☺ Presentation to Council


2. PURPOSE STATEMENT & GUIDING PRINCIPLES2.1 Aims and ObjectivesThe Aims & Objectives as stated in our Constitution are:

• Provide learning, social and recreational services of the highest standard to all members of the West Footscray and neighbouring communities.

• Provide services to children and their families which support children to reach their full potential.

• Foster inclusion by removing barriers to participation for disadvantaged members of the community, with the aim of improving their economic independence, social interaction and emotional wellbeing.

• Promote community development through information, support, learning and participation which encourages community members to make informed choices about the issues that concern them.

• Refer to the WFNH Statement of Purpose (including Vision, Mission andPhilosophy)

2.2 VisionA strong, vibrant and just community that embraces its diversity, empowers all to achieve their potential and supports those in need.

2.3 MissionThe West Footscray Neighbourhood House Inc. will facilitate opportunities for community strengthening and transformation.

The House will engage dynamically with the community to ensure a service that is responsive to the diversity of our local needs and issues.

We acknowledge our particular mission to the West Footscray community but also to those living in other neighbourhoods in the City of Maribyrnong.

2.4 Philosophy and Guiding PrinciplesThe West Footscray Neighbourhood House Inc. believes in the power of the community development approach to transform and empower individuals and communities.

It values:¾ active community participation, ownership and self determination;

¾ diversity, where people of diverse backgrounds, ages and abilities are respected and included;

¾ social justice, to ensure fair and equitable access to services, life opportunities, skills and knowledge;

¾ advocacy and collective action to redress injustice and challenge barriers to empowerment;

¾ cooperation and collaboration to achieve its aims;

¾ organisational accountability and evaluation to ensure a safe, responsive and quality service.


3. ACTION PLANThe Committee of Management identified 8 Strategic Goals:

1. Raise the profile of WFNH2. Evaluate funding model and management of WFCLC facilities with Council3. Good Governance4. Strong Financial Management5. YMCA redevelopment input6. Community building activities7. Develop community education capacity8. Improved strategic partnerships

Goal Strategies / Actions Key Performance Indicators

Responsibility Time Frame ResourcesGoals theorganisation wishes to achieve for this period and beyond

Strategies to achieve the goals listed

Indicators that will allow us to mark achievements and see where we are in relation to set goals

Who is responsible for achieving the goal

When the goal should be achieved by

what is required to achieve the goal

3.1 Raise the profile of WFNH

i. Increase and Develop membership base

• Offer membership to all users eg; Toy Library OCC; Play groups; Courses

• AGM event to foster active membership

• Develop membership database to assist with surveys/ consultation with membership

• Improve communication with members

• conduct cross library

3.1.1.Membership/enrolment paper work for all classes & programs to include opportunity for WFNH membership and to include consistent questions for evaluation purposes

Coordinator 2009 Paid staff Time

3.1.2 Target of 100 new members per year

Program Coordinators (ie Toy

Library; OCC; Playgroup& Coordinator

2009,2010,2011

Paid staff Time

3.1.3 Fully operational membership database

Coordinator 2009 Paid staff time, new software, training3.1.4 Fifty people to attend

Annual AGMMarketing and Promotions

Committee2009,2010,2011

Advertising, catering

Volunteer time3.1.5 Four Term newsletters per year to all members via email and post (released

Coordinator 2009,2010,2011

Paid staff time, new software









• Evaluate existing and new membership base ie where did youcome from? How did you hear about WFNH on membership forms

prior to commencement of term (eg. Dec/ March/ June/Sept)3.1.6 Develop a membership package

Coordinator 2009 Paid staff time, small dollars3.1.7 Conduct at least 2

events involving library per year


Paid staff time, small dollars

3.1.8 Annual evaluation report of membership (prior to AGM)

Coordinator 2009, 2010,2011

Paid Staff time

ii. Develop Marketing & Communications Plan through:

• Website• council networks• fostering

relationship building with local networks eg neighbourhoods; agencies; schools; shopfronts

• local Newspapers• Street level signage

& profile of programs

• Low cost competitions for kids ie essay writing competitions about community issues

• Greater presence at community eventsie school fetes

3.1.9 Update of website Coordinator 2009 Training, buy in skills

Volunteer time3.1.10 Develop communication plan associated with annual business plan with timelines

Marketing & PromotionsCommittee

2009, Volunteer time,

possible budget

implications3.1.11 Develop a Database of marketing networks such local businesses, community organisations


New software, training, paid

staff time

3.1.12 Meet with identified priority organisations and networks eg 3 schools; Traders; local groups

C of MgtCoordinator

2009, 2010,2011

Paid staff time Volunteer time

Possiblewaiving ofroom hire

3.1.13 Approach 2 businesses for assistance either in kind or financial assistance with advertising per year

C of Mgt 2009,2010,2011

Volunteer time

3.1.14 Three nominated staff to be trained for website updating

Coordinator& Program Coordinators

2009 Paid staff training









3.1.15 ‘What’s On’ e- newsletter to go out to database


Staff training, new softwarePaid staff time

Printing &delivery costs

3.1.16 Nominate for awardsto increase profile and brand recognition

C of Mgt 2009,2010,2011

Allocation of time

Volunteer time

3.1.17 One competition/ exhibition involving local children from the 3 Primary schools

CoordinatorC of Mgt

2009, 2010,2011

Paid staff time Volunteer time

Prizes

3.1.18 WFNH to attend 3 local festivals for marketing eg Yarraville Festival, Braybrook Big Day Out; Lunar or Diwali (Indian) Festival

Marketing and PromotionsCommittee 2009,2010,201

1

Allocation of budget for marketing materials

Volunteer timeiii. Strengthen relationship with Council eg. CASP, program managers

3.1.19 Attend and present at one CASP per year

Chair/Policy Committee 2009,2010,2011

VolunteerTime

3.1.20 Meet with all local Councilors in catchment area each year

Chair 2009,2010,2011

VolunteerTime

3.1.21 Meet with 3 council program managers per year

Coordinator/ 2009,2010,2011

Paid staff time

3.2 Evaluate funding model and management of WFCLC facilities with Council

Revisit MOU and develop relationship with Council officers directly involved in the mgt of the WFCLC

3.2.1 Gather data from ANHLC about different LGA / Neighbourhood House funding models.


Paid staff Time

3.2.2 Develop a position paper to put to council to renegotiate the model by end of 2009

Policy Committee 2009 Volunteer time









3.2.3 Investigate possibility of occupying room space downstairs to help WFNH exposure to library users one per month

Coordinator 2009 Paid staff Time,

possible budget

allocation

3.3 GoodGovernance

Develop/consolidate governance structures to ensure:

• Fair and transparent policy & procedures

• Adequate organisational structure (eg. Sub- committees; staffing)

• Meet Constitutional and legislative requirements

• Action plan KPIs to be addressed during COM Meetings

• Evaluation and quality assurance processes

• Reinforce accountability

• Develop standard templates for developing new business cases outlining expectations etc

3.3.1 Bound copies of master policy and procedures documents accessible to staff and members where appropriate


Printing costs

3.3.2 Produce annual report identifying performance against KPIs

Chair/Coordinator 2009,2010,2011

Volunteer and paid staff timePrinting costs

3.3.3 Policies and procedures available in member only section of the website.

Policy Committee 2009,2010,2011

Volunteer time, some IT

specialist work3.3.4 Review all policies

and procedures and adequacy of organisational structure annually

Policy CommitteeC of Mgt

2009,2010,2011

Volunteer time

3.3.5 Annual governance training for committee and staff

C of Mgt /Coordinator 2009,2010,2011

Paid staff and volunteer

time/budget allocation

3.3.6 All staff to have annual performance

Chair/Coordinator 2009,2010,2011

Volunteer and paid staff time

3.3.7 Templates developed Coordinator/ Policy Committee

2009 Paid staff/volunteer

time









3.4. Strong FinancialManagement

I. Develop financial goals (1year; 3 year; 5 year; 10 year)ii. Consider alternatives avenues for fundingiii. Identify priorities for fundingiv. Ensure capacity to provide quality, effective accounting processesv. Monitor other NH charges especially for OCC, Toy library and Room hire rates to ensure competitive in marketplace

3.4,1 Develop annual budget to cover all potential liabilities

Finance Committee 2009,2010,2011

VolunteerTime

3.4.2 Develop a 3-year budget to cover 2 months operating buffer. ie salary cost


1

VolunteerTime

3.4.3 Develop financial goals for 5 and 10 year and review

Finance Committee 2009 VolunteerTime

3.4.4 Funding submissions for grants /sponsorship for identified priorities written and success of these monitored

C of Mgt (Fundraising/ Sponsorship/ Grants

committee)Coordinator

2009, 2010,2011

Paid staff timeVolunteer time

3.4.5 Paid professional bookeeper min once per month


Budget allocation

3.4.6 Coordinator/book keeper to attend financial budgeting training annually


Allocation Training budget

3.4.7 Annual benchmarking/audit of fees/charges of other local neighbourhood houses and similar businesses

CoordinatorProgram Coordinators

2009,2010,2011

Paid staff time

3.5.YMCA redevelopment input

Ensure appropriate community consultation

3.5.1 Create a sub committee to work on the redevelopment

C of Mgt 2009 Volunteer time

3.5.2 Develop and submit to Council a proposal for the redevelopment;

YMCA sub committee 2009 Volunteer time









3.5.3 Utilise WFNH space to facilitate community meetings about YMCA

YMCA Committee 2009,2010 Waive possible room hire

3.5.4 Utilize WFNH branding in communications to community about the proposed redevelopment

YMCA Committee 2009,2010 Printing &delivery costs

3.5.5 sub committee to regularly report back on developments

YMCA Committee 2009,2010 VolunteerTime

3.6.Community building activities

Undertake community activities/celebrations and ensure activities are accessible and affordable.

3.6.1 Undertake minimum of 3 community activities/celebrations suchas Community Dinner in Octfor birthday celebration; AprilAGM; Open day at Centre

Marketing and Promotions Committee &

Fundraising/Sponsorship/Grants Committee

2009,2010,2011

Printing, paid staff and volunteer

time, Budget allocation ie advertising,

entertainment, catering

3.6.2 Provide at least one free/ low cost activity.


Printing, paid staff and volunteer

time, Budget allocation ie advertising,

entertainment, catering

3.7.Develop community education capacity

i. Monitor sector changes and develop WFNH programs in line with new opportunitiesii. Engage with school aged children

3.7.1 Survey community to understand needs and wants

CoordinatorC of Mgt

2009,2010,2011

Paid staff time; Printing;

budget allocation

Volunteer time









iii. Negotiate the delivery of funded courses / programs with external providers which meet the needs of a broad range of users of the house, particularly marginalized or hard to reach groups eg. Second language, older persons, students, people with a disability etc.iv. Develop community kitchen program to utilise kitchen facility better

3.7.2 All staff to attend annual sector conference or training


Budget allocation,

paid staff time

3.7.3 Develop at least 3 programs per week to meet identified needs of school aged children eg. music, after school art/craft classes; homework support; games clubs

Coordinator 2009, Paid staff timeBudget

allocation

3.7.4 Develop at least 2 programs per week to meet identified needs of older people

Coordinator 2010 Paid staff timeBudget

allocation

3.7.5 Develop 3 classes per week fee for service health, wellbeing and interest programs that meet the needs of the entire community.

Coordinator 2011 Paid staff timePossible budget

allocation

3.7.6 Post program evaluation and continuous improvement program in place


Paid staff time

3.7.7 One cultural cooking class per month


Paid staff timePossible budget

implications









3.8.Improved strategic partnerships

Develop partnerships with groups in line with strategic objectives:

• Industry bodies• Business• traders

3.8.1 facilitate the development West Footscray Traders Association.

Chair/C of Mgt 2009 Possible budget

allocation. Volunteer time


4.0 IMPLEMENTATION, MONITORING & EVALUATIONThe Action Plan will be tabled at each meeting of the Committee in order to ensure that it is implemented throughout the year and that specified timeframes, resourcing needs and indicators are being met.

A Business Plan will be developed by the coordinator and Committee of Management in order to operationalise the goals outlined in the Strategic Plan. Accordingly, staff work plans will also be developed.

The WFNH will also hold an annual planning review workshop in line with its AGM to ensure that this plan is updated each year.

The organisation will conduct an evaluation of the plan at the end of the specified3 year period, being 2012.


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