1. Strategic Plan

2. 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

3. 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.

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

5. 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
Social Support
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
Community Referrals
Organisational Strength
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

6. Opportunities and Challenges
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

7. Goals, Strategies and Strategic Activities
Outcome
Strategy
Activities
1. Adult Education
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
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

8. Goals Outcome Strategy Activities
2. Create a friendly, welcoming environment where students and teachers feel safe and comfortable
Ensure the FSNLC buildings are inviting, comfortable and accessible
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
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.
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.
4. Meet all standards and compliance requirements
Provide security and maintain safety.
Ensure outside areas surrounding FSNLC buildings are well lit and safe
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

9. 2. Social Support Goals Outcome Strategy Activities Goals Outcome
Increase the social connection of participants at the centre through organised social activities
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
Run activities in consultation with Centre clients such as:
Sewing, Art and Craft, Healthy Cooking, Exercise Groups, Digital Literacy, Gardening, Music Groups
Regular Outings
Goals
Outcome
Strategy
Activities
3. Community Referrals
FSNLC to be a point of contact for community referrals assisting community members to access local services, programs and networks
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
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.

10. Goals Outcome Strategy Activities
4. Organisational Strength
FSNLC to be a strong and financially sustainable organisation
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
Distribute a comprehensive induction booklet outlining roles and responsibilities.
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.
2. Maintain rigorous financial oversight
Set budgets and oversee monthly financial records.
Set two six monthly budgets and conduct regular finance committee meetings to track income and expenditure
3. Seek ongoing and new revenue
Continue to seek ongoing and one-off grant opportunities and appropriate accreditation for funded programs
Identify grant seeking opportunities and make timely and comprehensive applications that reflect the goals and outcomes of the Centre.
Work with state and federal departments to identify appropriate funding opportunities and requirements.