Farnham Street Neighbourhood Learning Centre Strategic Plan 2017-2019
Farnham Street Neighbourhood Learning Centre (FSNLC) is a Not-for-Profit organization dedicated to lifelong learning, cultural integration, and social participation in the Flemington and Moonee Ponds areas. With a vision of a connected and empowered community, FSNLC provides quality education, promotes social engagement, facilitates community referrals, and ensures organizational strength through financial sustainability.
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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 has been delivering education and social support programs to the local population for more than 35 years FSNLC employs a highly competent and committed workforce that engages with community and works towards its vision of a connected and empowered community 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: through quality, affordable needs-based education and training LEARN through networks, information sharing and referrals ENGAGE through active involvement in community initiatives and activities PARTICIPATE
Statement of Intent Outcomes and Goals 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 Adult Education Increase the social connection of participants at the centre through organised social activities Provide social activities and programs that promote inclusion, interaction and wellbeing Social Support 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 Community Referrals FSNLC to be a strong and financially sustainable organisation Maintain a cohesive and effective Committee of Management Maintain rigorous financial oversight Seek ongoing and new revenue Organisational Strength
Opportunities and Challenges Opportunities New funding opportunities, including: Corporate grants and sponsorship Philanthropic donations (DGR status) Government funding (local, federal and state) Aged care service delivery 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 Increased competition from private providers who offer similar learning and education courses Generating sufficient surplus to secure viability Small physical space restricts class sizes and rent opportunities Cost-analysis data on individual programs makes it difficult to analyse and initiate business strategies Ensuring adequate quality assurance systems to facilitate best-practice management, compliance and auditing Increasing administrative demands and requirements from external bodies for greater compliance and accountability placing huge pressure on staff and finances Pressure on pre-accredited funding with more organisations giving up their accredited status Changes in Government policy implications for training programs, compliance and funding security Rules regarding auditing requirement continually increasing resulting in extra work for staff
Goals, Strategies and Strategic Activities Goals Outcome Strategy Activities 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 Employ and maintain highly skilled, accredited teachers to teach classes and provide student support 1. Deliver high quality education and skills development programs that respond to students needs and preferences 1. Adult Education FSNLC to be a welcoming and high quality learning environment that meets students needs and expectations 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. Teach to the curriculum using best-practice teaching methods 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 Acquire and maintain in good order the necessary equipment to facilitate and enhance students learning experiences, e.g. computers, software, internet 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 Remain cognisant of and responsive to students and teachers needs
Goals Outcome Strategy Activities Decorate the interior with warm colour schemes and visibly attractive art/photos 2. Create a friendly, welcoming environment where students and teachers feel safe and comfortable Ensure the FSNLC buildings are inviting, comfortable and accessible Provide comfortable furniture and d cor Arrange furniture in a manner that promotes interaction and connectivity Programs that promote Cultural diversity 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. 3. Increase attendance rates and boost participation by 10% over 12 months 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 outside areas surrounding FSNLC buildings are well lit and safe Provide security and maintain safety. 4. Meet all standards and compliance requirements 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 Outcome Strategy Activities Run activities in consultation with Centre clients such as: Provide social activities and programs that promote inclusion, interaction and wellbeing Strengthen and develop relationships with local organisations, in particular mental health services, to provide a range of programs to promote social inclusion 2. Social Support Increase the social connection of participants at the centre through organised social activities Sewing, Art and Craft, Healthy Cooking, Exercise Groups, Digital Literacy, Gardening, Music Groups Regular Outings Goals Outcome Strategy Activities Compile a list of organisations, service providers or networks that community members would have an interest in or benefit from being engaged with 1. Provide up to date information and referrals to students and community members regarding local programs and activities Monitor local organisations, networks and service providers of interest to acquire information regarding their services and activities 3. Community Referrals FSNLC to be a point of contact for community referrals assisting community members to access local services, programs and networks Sign up to organisational alert services (e.g. website updates, mail lists) in order to be informed about available services and programs of interest Develop and disseminate term newsletter, or use social media, notifying community members of local community engagement opportunities. 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 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 Outcome Strategy Activities Distribute a comprehensive induction booklet outlining roles and responsibilities. 1. Maintain a cohesive and effective Committee of Management Ensure all members of the Committee of Management are aware of their roles and responsibilities and fulfil these cooperatively 4. Organisational Strength FSNLC to be a strong and financially sustainable organisation 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. 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. 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 Work with state and federal departments to identify appropriate funding opportunities and requirements.
