Ballarat Neighbourhood Centre - STRATEGIC PLAN 2017-2020 - Ballarat Neighbourhood ...
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
Ballarat
Neighbourhood
Centre
STRATEGIC PLAN 2017-2020
Our Purpose
Ballarat Neighbourhood Centre exists to increase the social
and economic participation of people in our community,
especially those experiencing disadvantage.
Our Mission
"Creating community connections. Supporting your learning
journey."
Ballarat Neighbourhood Centre delivers a range of programs
and services that improve the outcomes of people in our
community by:
Delivering skills and training to those experiencing socio-
economic disadvantage
Working with learners and partners to build pathways to
further education and employment
Working together to activate community and increase
social connection
2 | BNC STRATEGIC PLAN 2017-2020
Our Values
When working with our community and stakeholders these are the values we adhere to:
Integrity and Honesty Knowledge
Participant satisfaction and Competence
accountability Personal growth and achievement
Fairness Challenge
Empowerment Positive attitude and good humour
Purposeful change Co-operation & Teamwork
Sustainability
3 | BNC STRATEGIC PLAN 2017-2020
Ballarat Neighbourhood Centre
- Who are we?
What is a Neighbourhood Centre? During the following years the Centre has
"Neighbourhood Houses and Centres are not-for- offered a wide variety of courses and activities for
profit, community organisations all of which share an ever increasing number of people living in and
a community development and socially inclusive around Ballarat. In 2012 BECH changed its name
approach to the delivery and provision of services to Ballarat Neighbourhood Centre. Soon the
and activities for socially isolated and Centre outgrew its little premises and settled into
disadvantaged local communities." the Ballarat South Community Hub in January of
2013.
The Ballarat Neighbourhood Centre has been
active since 1980. Formally known as the Ballarat Now at home in the Hub, Ballarat
East Community House, the Centre began as an Neighbourhood Centre offers Learn Local
Occasional Creche held in a Church hall. It preaccredited training, community development
became apparent that many people were isolated activities and is home to the Work & Learning
from family, relatives and friends. The women Centre. The Work & Learning Centre offers one
had needs other than childcare, which could not on one employment support to those
be met by existing services. Efforts were made to experiencing long term unemployment.
obtain suitable premises and in 1982 the Ballarat
East Community House opened. Whatever is next for Ballarat Neighbourhood
Centre, community will always be at its heart.
4 | BNC STRATEGIC PLAN 2017-2020
Ballarat Neighbourhood Centre
- Our community
Ballarat Neighbourhood Centre is unique in that Across the board there are more females in our
we work in a broad range of community in the communities and our communities are young.
eastern and southern suburbs of our city. With the exception of Redan, who is highly
Currently we are active in the communities of represented in 60+ age bracket, the majority of
Delacombe, Mount Pleasant, Golden Point, Redan, our community is aged between 20-35 years of
and Sebastopol. age. Above 5% of the population in Mount
Pleasant and Redan come from a cultural and
These communities are undergoing significant linguistically diverse background.
population growth with the development of new
estates, introduction of new infrastructure Housing is comparatively cheaper than other
including business and industry along with the areas of Ballarat which is reflected in higher rates
pressures of everyday living and a demanding of people purchasing homes. Redan and Mount
labour market. Pleasant are highly represented in the rental
market sitting at between 5-7% higher than the
So who are our community? What do they look rest of regional Victoria. Average weekly rental
like and what are they experiencing? On the stands at $216.25 per week, well below the
Socio-Economic Index for Advantage (SEIFA), the average for Ballarat.
communities serviced by Ballarat Neighbourhood
Centre all rank in the top five of the most Education is growing in our community with
disadvantaged communities in Ballarat. The improvements in provision across all areas; early
SEIFA index is an indicator of social advantage childhood, primary and secondary school with
measured by income levels, educational statistics showing an increase in engagement.
attainment, unemployment rates and participation Adults have engaged in vocational qualifications
in unskilled occupations. consistent with the regional average measuring
between 19 to 21.9%. Significant however there
Our communities largely work in the Health Care are lower levels of higher education at a
and Social Assistance, followed by Retail and Bachelors or higher level with Delacombe having
Manufacturing jobs. Residents are more likely to the lowest level at 8%, much lower than the
be employed on a part time basis than our regional average of 12.5%. Access to the internet
regional cousins. Full time employment is remains an issue over 20% of the population have
consistent with the state average. Unemployment no connection at all. More than 30% of people live
is higher than the state average, particularly in in Sebastopol have no internet connection making
Sebastopol and Mount Pleasant with rates as high job seeking and engagement with further learning
as 7% and 7.9%. with a percentage withdrawing difficult.
from the labour market all together.
Our families are more likely to be single parent
families, with less two parent families on average
than regional Victoria.What does BNC do?
BNC improves outcomes of people in our community by:
Delivering Working with learners and sector Working together to
partners to
Skills and Training and Build Pathways and
Activate Community
To people experiencing socio- To further education and/or To further education and/or
economic disadvantage employment employment
BNC delivers a range of programs and services
Employment Community Bespoke Research & Designer &
Training
Preparation Participation programs Evaluation ConnectorStrategy 1
"We will create a community where all people are encouraged and
supported to develop their skills and work readiness"
We will achieve this by:
• Developing a culture that is trust based that provides holistic, supportive and
individualised responses
• Creating opportunities and networks that connect people with each other, their business
community and other agencies
• Demonstrate a commitment to continuous improvement through utilising sharing of
knowledge, professional development, research and evaluation
Strategy 2
"We will create an active and connected community through
building a sense of place"
We will achieve this by:
• Activating the Hub and creating a vibrant community space that acts as a community link
• Engaging with stakeholders and residents to identify priorities and actions in key
neighbourhoods
Strategy 3
"We will inspire and support lifelong learning"
We will achieve this by:
• Committing to being a learning organisation
• Creating a learning environment that is learner centred
• We will work with industry and other partners to design and deliver innovative and quality
programsStrategy 4
"We will work together with community to be a place where
all people have the opportunity to participate fully in the
community and economy"
We will achieve this by:
• Act to reduce the inequities faced by individuals from CALD backgrounds in
accessing skills and jobs while celebrating and promoting the value of diversity
• Collaborate with our partners to respond to emerging needs and service gaps by
creating activities and programs that address them
• Encourage and support individuals from CALD backgrounds through safe and
inclusive practice, to develop their potential, skills and work readiness
Strategy 5
We will be an accountable, viable and sustainable
organisation
We will achieve this by:
• Develop policies, procedures and reporting mechanisms for internal
compliance, risk management, succession planning, financial stability and
good governance
• Align staff and Committee skills with strategic requirements
• Proactively drive the agenda and keep abreast of government and
community priorities to improve outcomes and adopt innovative solutions
through collaboration and designYou can also read
