Strategic Plan for PISSAM PROGRAM 2010 - to 2013
Understand our Pacific islanders CommunityActing on Pacific Islanders issues, it's important to have as much background information as possible. Pacific Islanders Communities are built in many different ways, so it helps if we have a vision of what we want our community to be so that we can take steps to make it happen. We need to know about contacts, how to identify our community's needs and strengths and how to use existing resources, information and data. Identifying needs & strengthsBefore acting on our Pacific Islanders issues it is important to have good background information on our community across Canterbury and beyond. This topic provides resources and techniques on how to identify the needs and strengths of our community through consultation, surveys, community profiles and how to document this clearly as we have done in the past and are documented on its Website.Using statistics & dataPISSAM direct research, statistics and data on analysing Pacific Communities across Canterbury and beyond were concrete evidence, that there is an urgent need for such a network. The Pacific Islanders community across Canterbury strengthen Pacific Islanders case |
Towards a statement of PISSAM purpose: what we aim to do
focus
on direct supporting and resourcing those groups that are socially
disadvantaged to become engaged in our communities.
Pacific Islanders Strengthening, Supporting, Advocating and Mentoring Program a
Pacific Council for Social Development of Pacific Islanders people contributes
to the creation of a sustainable and livable community and urban environment
for people in across Canterbury, and beyond. To ensure that the whole Pacific
Islanders communities, emerging, disadvantage communities are involved, as
partnership with professionals they work side by side with PISSAM Network
working towards the same goal supported by its auspice body Riverwood Community
Centre, other agencies and groups to build stronger community partnerships.
We do this through:
Students, teachers, PISSAM, and parents development
Working with the schools
Homework support
Music & Cultural support
Parenting & Group Counselling sessions
One to one Counselling by appointment
Community development
Advocacy, campaigning and activism
Resourcing the community through providing information
Promoting
social inclusion, human rights, legal rights and social justice
Principles in how we work
The
following principles underpin our work with Pacific Islanders across Canterbury
and beyond. Regional Council and we are committed to:
Social justice
Participation and empowerment of people
Social inclusion
Community leadership
Community development and community building
In our work, these
principles are reflected in the following ways of working:
1. We have a role in informing and supporting the community to be organised to
respond to issues and in community capacity building. We do this by encouraging
and supporting participation, by providing information and skills for the
community and providing resources to build community leadership, development
and awareness in all levels of Society.
2. Our commitment to participation leads to a role for us in encouraging people
to recognise their rights to be involved
3. We offer support to the community, in response to where they want to go. We
do this through developing leadership and mechanisms for support and to go
forward.
4. We play a key role in the community in collecting, disseminating and
analysing information that are viable, appropriate, cultural and relevant to
Pacific Islanders Community and others.
5. We show respect and concern for individuals and encourage others to respect
the dignity of individuals exactly do to others what you want others do to you.
6. Within our commitment to social justice, we are non-judgmental and work from
a basis of empathy according to individual circumstances.
7. We support inclusive communities, with access for all groups, and where
barriers to inclusion are being addressed accordingly.
8. Our focus is on protecting and enhancing lifestyles of Pacific Islanders
people and disadvantage across Canterbury and beyond. Through creating and
sustaining livable communities. We support development of infrastructure in our
urban environment which is useful, appropriate and minimises the impact on
local communities and the environment
9. We are a Pacific Islanders independent voice, working on a broad range of
issues impacting on Pacific Islanders children learning difficulties at school,
communities and the environment across Canterbury and beyond.
10. Our approach is based on supporting, strengthening, mentoring educating Pacific
Islanders children and their families on community awareness on; education, health, social activism,
using lobbying, campaigning and advocacy
11. We have a long term vision on issues and work in a holistic way on issues
12. We celebrate and acknowledge the hard work of our Auspice body Riverwood Community Centre and its connection, Service providers, Schools and the whole spectrum of the community. PISSAM executive Committee,
students, parents and the individuals who have done their best to get the
program to the next level. We do this by linking to Canterbury Council & others in
participating in all their activities during the year.
How PISSAM will contribute towards a more livable community
What PISSAM
Program and Social Development will do towards achieving a more livable
community for Pacific Islanders people across Canterbury and beyond, in
particular those who are most disadvantaged and most needed is:
1. Have a vision for how things should be, and when to achieve
goals, to go forward and keep going till results are executed across Canterbury
and beyond.
2. Recognise what is important to Pacific Islanders, CALD people in the
community and identify needs across Canterbury and beyond
3. Analyse and identify needs across for Pacific Islanders, CALD people across
Canterbury and beyond in the different levels: Education, Health, Social
Justice, Welfare and Community social and Development.
4. Campaign, lobby and act as a political advocate for the Pacific Islanders, CALD
people across Canterbury and beyond.
5. Create, link with, resource and provide leadership for networks in across
Canterbury and beyond which has been established since 1995
With
other organisations ACROSS THE BOARD.
and within the community and to where we are going.
6. Advocate and provide policy advice to government, including:
Providing information from the ground level to politicians and bureaucrats
Feeding information to the community and vice versa.
Being
a local and regional contact for government and other organisations, both
formally and informally re Pacific Islanders & CALD people's issues.
Provide information resources for the Pacific Islanders & CALD community in not only
English but in their own language raise our profile
WHAT WE WANT TO ACHIEVE:
Our objectives and
strategies for the next five years
1. Raise issues relevant to the local and region with government, other key
decision makers and the community through organising and supporting three
campaigns each year
One on a social justice issue
One relating to Cultural and Environment issue
One 'visioning' campaign (looking at how we can make quality of life for our communities better)
Plus a campaign related to projects that Pacific Islanders & CALD
PISSAM for Social Development auspices.
Supporting
Strategies
To help plan this work, we will develop criteria for what campaigns we do each
year around the following principles:
They must address Pacific Islanders & CALD Issues across Canterbury and beyond.
They must be around issues that have significant impacts on people and honestly we must admit from our heart and ask question of the impact of Pacific Islanders congregation on families! like the donation that are expected of Pacific Islanders and what are the causes of poverty? abuses, family breakups and violence within the Pacific Islanders youth people in the Communities.
They must relate to the most disadvantaged people and groups in our communities.
2.
Raise the profile of Pacific Islanders CALD for Social Development and be better
known in the community and by our stakeholders.
Supporting
Strategies
Having successful campaigns (refer objective 1)
Increased
networking and staff and Board members getting to know more people through the
services they provide and more community participation. PARTICIPATION in the whole spectrum of the community are encouraged.
Reconnecting with people other than workers in other community organisations eg members of Management Committees, members of Academics and professional committees and other groups of residents
Using Pacific Islanders (The Many Voices of the South Pacific) to promote our organisation and our views more
Be seen more publicly by being more involved in events, sports, local functions, networks and initiatives across Canterbury and beyond.
3.
Be an accessible source of statistics regarding our local and regional area.
Supporting
Strategies
Through: Compiling statistics across Canterbury and beyond. Being aware of
available data and information relating to our Pacific Islanders across
Canterbury and beyond, including:
The Social Plans of councils across Canterbury and beyond where Pacific Islanders are resided.
Information from Department of Housing and the Department of Urban Affairs and Planning
The regional profile information collated by researchers and our working partners.
Making collated statistics available to the community and other organisations
Picking one or two regional plans of government agencies to have input to
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PISSAM Board Members for - 2010
Chairperson – Kalo Sikimeti Education Executive member
Vice-Chairperson – Health and Age Care Executive member Ramona Johansson
Dr Paniani Patu – Medical executive member
Mohini Prasad – Mental Health Executive member
Atelete Hifo I Leva Manufekai – Legal/Registered Nurse Executive member
Anne Latu – Co-ordinator, Grief Counsellor/Interpreter/Translator/Mortician Executive member for all Community services
Elisapeta Lolesio – Dietician/teacher
Vili Haangana – Sea Captain
John Valu Sikimeti Executive member financial/taxation officer and consultant
Alana Haangana – Pacific Islanders’ University student representative executive youth officer
Assistant: Regan Buckland PIUSR executive officer
David Swann: Sport Executive officer
Secretary – Baroness Malia Fielakepa
Treasurer – Ofisiola Fotofili (Congregation)
Regional Representatives
Canterbury Council:
Wiley Park Girls High School
Holy Spirit College
Punchbowl Boys High School
Belmore Boys High School
Canterbury boys High School
Canterbury Girls High School
Belmore South Primary Public School
Kingsgrove North High School
Auburn Council
Trinity College
St Joachim College
Bankstown Council:
DelaSelle College
Marrickville Council:
Principal of Casmir College:
Ashfield Council:
Strathfield Council:
Homebush boys
Granville Council:
Granville High School
Hurstville Council:
Endeavour Boys
Prospect
Council and beyond
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VISION, PURPOSE, MISSION AND VALUES
Vision
PACIFIC ISLANDERS STRENGTHENING SUPPORTING ADVOCATING MENTORING & EDUCATIONAL NETWORK (PISSAME Network) is a partner of CATERBURY HARMONY GROUP INC. AUSPICE BY RIVERWOOD COMMUNITY CENTRE a registered and accredited
organisation managing a diversified community Network and will
provide high quality crisis, short and medium to long-term services.
PISSAME will be a growing, just, responsive and inclusive Network association with a
focus on excellence.
PISSAME will work collaboratively with its community and government partners, staff,
board of directors and our peak body.
Purpose
1. Maintain contact with all Pacific Islanders CALD people, encourage and support its members welfare.
2. Provide means to communicate effectively with its members.
3. Initiate dynamic and innovative environment for promotion of past and future goals of the Association.
4. Propose program and activities which sustain and increase the relationship of the Pacific Islanders CALD people and all members.
5. Generate cultural, social, religious and financial support towards the Pacific islanders CALD people.
6. Serve as advocates for the Pacific Islanders CALD PEOPLE.
7. Represent the voice and interests of the pacific Islanders CALD PEOPLE.
8. Affiliation with other Local, Intersate and International Pacific Islanders and CALD people.
Mission
PISSAME will provide quality, appropriate, affordable, secure services to Pacific Islanders, CALD and people and disadvantaged in their access to its services.
Values
PISSAME users will be a no one priority according to Cultures’ & community’s values are to:
Be socially responsible service providers, facilitators & mentors
Provide services that is well co-ordinate, researched, monitored, managed and with results.
Be responsive to the community’s needs and local issues and beyond
Remain accountable and transparent to clients, funding bodies and
communities
Be part of each local community, not just providing a service but to be passion and know the community needs.
Support staff development, training and rewards
Provide a safe and healthy work environment for employees, volunteers,
contractors, clients and visit the website for PISSAME Strategic Business Plan 2010 – 2012
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PISSAME Network a registered and accredited
organisation auspice by managing a diversified community Network and will
provide high quality crisis, short and medium to long-term services.
PISSAME will be a growing, just, responsive and inclusive Network association with a
focus on excellence.
PISSAME will work collaboratively with its community and government partners, staff,
board of directors and our peak body under the auspice body Riverwood Community Centre
Mission
PISSAME will also supported and will helped to find quality, appropriate, affordable, secure housing to people, disadvantaged in their access to housing.
Values
PISSAME Community Network’s values are to:
Be socially responsible providers, supporters, referrers
Provide service that is well managed and maintained
Be responsive to the community’s needs and local issues and beyond
Remain accountable and transparent to clients, funding bodies and
Communities
Be part of each local community, not just providing a service to local but also to those who have faith and believe in our services.
Support staff development, training and rewards
Provide a safe and healthy work environment for employees, volunteers,
Contractors, clients and visit PISSAME’S website, newsletters and other sources
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ABOUT THE STRATEGIC BUSINESS PLAN
The Strategic Business Plan forms part of a suite of documents including the Risk
Management Plan 2010, 3 year financial projection and the Asset Management Plan.
The plan was developed in a highly participative way that reflects PISSAME’S commitment
to the communities it works in. Directors and staff were able to make initial comments
on the Risk Management Plan and the strategic directions through two detailed online
surveys. This information was then developed at a board and staff strategic planning
day on …………….
Users were able to suggest strategic priorities through the PISSAME survey 2009,
which was co-ordinated so that the timing would fit with the organisation’s strategic
thinking.
Users and other stakeholders were invited to community consultation events in
Lakemba, Auburn, Fairfield, Granville, Blacktown and Burwood on 30th October, and other various dates.
consultation events took the form of a PISSAME ‘roadshow’ where participants were
asked for to comment about what aspects of PISSAME’S service were good and what
needed to be changed or improved. Participants were then asked to select what
strategic directions they thought PISSAME should follow in the next 3 years. And finally
participants were asked to prioritise these directions.
Directors considered each of the points of view expressed in the consultation process
and would like to thank everyone who contributed for their valuable input.
Pictures
Staff and directors, parents, students were asked to draw pictures and which symbolised PISSAME’S role in the end of the 3 years program, and what to achieve, and how we will intend to bring this program in year 2012. The front cover picture is by the Principal Researcher/Program Director Kalo Sikimeti, the students and the parents. She describes her vision in the following way:
“The energy efficient plant is the centre piece, employing the principles of passive
The energy which gives everyone life, the water which ease our thirst, the windy trees and storm water harvesting are when life is so unpredictable, the sun is the rays of hope and the stars are when we have done and produce our best we can sit down and reflect on what a wonderful world it is . These features increase and give us assurances of the potentials on what life we want and what work it will take us to make life complete.
environmental sustainability by reducing the carbon footprint of our life in our community while at
the same time assisting anyone in the community with their problems by reducing gaps that are divided us from each other. heating,
The flowing path which links the key elements of the picture represents the ease of
access to community facilities and services such as good education public transport and good health care, which everyone deserves. Well planned public transport has a flow on benefit to
the environment.
Other features of the picture include the community garden project which is just one
initiative of the local tenant participation group and the diverse range of people present
in the scene i.e. White Australians, Aboriginals, immigrants and people with disabilities
all catered for and living together in harmony in the community….and the kids have
their park. It is great with Riverwood community centre we partners in all these activities.
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Life is sweet in 2020”
ABOUT THE ORGANISATION
History
The PISSAME Network commenced operation on 1
July 2007 and is an amalgamation of the Pacific Islanders, CALD and emerging communities across Canterbury and Bankstown and beyond areas, which had been providing services and support services in these local communities since 1970 but only officially set up by Kalo Sikimeti and PISSAME in collaborating her research supported by the tutors, University students, schools and service providers and it has grown considerably
since its inception from school activities, visits, community forums, participation, homework classes, cultures, sports and recreation and more to substantial numbers at the end of December 2009. During the
period of the last Strategic Plan PISSAME grew from a few to the whole new levels.
Each School we provide services to has a close relationship with the communities it services and is highly regarded as a major contributor to community networks. Partnerships have been
developed with a number of community and government organisations including
Mental Health, Family Support, Youth Services and local Councils.
Substantial Achievements under the 2007-2008 /2009 Business Plan
The initial plan was developed in 2007 and was reviewed and updated in August 2009
Growth
Growth achieved including the numbers of schools that begging us to work in partnership with.
St Joachim, ……..Belmore St Joseph……….Holy Spirit……….
Overall Portfolio increased from……..30/126/085 to …….. at 30/12/09.
62% increase
Violence Clients (women and
Children) once support funding is achieved. 1 new property to be uses for
Domestic Violence on youths (boys) 1 new property to be uses for Domestic
Violence on youths (girls) 1Hopefully Application will be successful
for 1 new property to be uses for Domestic
And hopefully some funding from FACIA to develop Short-Stay Accommodation Project
for families and visitors to inmates at the Jails in the Metropolitan Correctional Facility in Sydney.
Successfully negotiated additional funding from DoCS to expand the Operation
Courage Project to employ full time DV Co-ordinator and increase brokerage
Opportunities. And hopefully funding from DoCS to allow for a part-time Pacific Islanders CALD Indigenous worker to be employed
Governance and Management
Financial achievement completed 2007/2008/2009, full 3yrs achieved.
Succession policy and plan developed
Skill audits and governance reviews were undertaken each year to identify skill
gaps
Full 9 member Board of Management achieved with regional representation .
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Human Resource Management
Staffing review undertaken in 2008 to meet the needs of the increased portfolio
and complexity of the business
Three new specialised management positions created PISSAME Program Director, Principal Solicitor, Co-ordinator, 3 part timers management positions Administrator Assitant, Recreation & Sport Manager with Assitant, 3 part time with assistant Youth Manager and Assitant, Counsellor, Social Worker, Court Support and Volunteers.
Program Director/ Principal solicitor, co-ordinator and Recreation Manager,
Monitor their assitants and draft their programs with the approval of the Program Director.
Staff surveyed each year with high levels of staff satisfaction
PISSAME need 2 office rooms and the
A separate staff tea room and visitor’s room.
The co-ordinator/Secretar active at a State/local level delgate on a number of reference groups for the sector and Office of Community Housing and others.. Tenant Participation
Survey undertaken of all stock transfer tenants to gauge satisfaction with the
stock transfer process, high satisfaction levels expressed
TP Strategy developed and implementation commenced, tenants involved in
review and tenants invited to apply for various Positions with in the councils each year
Tenants surveyed on an annual basis to determine satisfaction
3 Tenant Newsletters produced each year by TRS under the auspice body of Riverwood Community Centre.
Housing Management
Partnerships with support agencies increased in each area
of new tenants have support agreements in place
Staff actively involved in local interagency in each area
Aboriginal links established at community and management level
Policies and procedures continually reviewed and amended in keeping with
best practice principles and legislation etc by the Auspice body Riverwood Community Centre.
Asset Management Asset Management plan was reviewed
and updated
Special consideration given to ensure the needs of people with disabilities was
covered in the revised Asset Management Plan. Policy and procedure
developed to assist with a speedy resolution to requests for modifications.
Garden makeover project undertaken in large housing complex in many areas.
Information & Technology
PISSAME WISHES a Server installed its
network to create greater efficiencies in the management of data so the Auspice
body and service providers will have easy access to our service. Web Cam introduced to provide
opportunities for tenants, staff and directors to
communicate face to face over a large geographical area.
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STRUCTURE
Governance
PISSAME is a non-profit community based organisation auspice by Riverwood Community Centre incorporated as an association,
and is managed by a volunteer board of management.
The business and operations of the association are managed and controlled by a
centralised governance model board of management. Nine members are appointed to
the board by a general meeting of members of the association – four (4) one year, and
five (5) the next. The nine directors have demonstrated skill and/or experience in
relation to a number of selection criteria. The community are encouraged to nominate to the
board of management but must also meet the selection criteria.
The Board of Management is focused on the ‘big picture’ with effective mechanisms
for appropriate local and community input through its planning processes.
Performance monitoring and reporting to government is in accordance with the
relevant funding agreements under which funding is received. The association has
developed policies and procedures for regular internal monitoring and standard
reporting formats are used to keep the board and membership informed.
Management and Staffing Structure
The Board of Management delegate the day-to-day management of the organisation
to the Executive Officer as the principal management position who is responsible for
strategic management and co-ordination.
A team of professional and skilled staff undertake the day-to-day operations of the
association under the direction of the Executive Officer. There are 15 members of staff
spread between the administration office hopefully to be located at Lakemba,
delivering both long and medium term services to meet its community needs.
The Operation Courage project, which also operates in various areas, offers access to a
range of support, advocacy, information and accommodation options consistent with
the needs, preferences and safety concerns of women and their children who are
experiencing and/or escaping Domestic Violence.
To have access to. Tenancy and property management and client services and are assisted by the
Housing Assistant work with TRS and we are part of it various projects.
The Finance Manager is responsible for administering the accounts and finances for
the organisation, ensuring compliance with accounting standards, manages and are forwarded to Riverwood Community Centre. Administration, and ensures risk management compliance. PISSAME Strategic Business Plan 2010 – 2012
The Finance Manager is assisted by the Administration Assistant. PISSAME has a
centralised accounting system with the administration office based in RIVERWOOD COMMUNITY CENTRE RIVERWOOD..
Three new specialised middle management positions were created:
PROGRAM DIRECTOR – this position ensures that PISSAME
management is undertaken by PISSAME staff in accordance with best practice,
the National Standards and the approved RIVERWOOD COMMUNITY CENTRE policies
and procedures.
Principal Solicitor – this position will develop, implement and monitor programs
and actions to effectively manage and expand the PISSAME portfolio of legal, domestic violence and human rights.
within financial and client service targets.
CO-ORDINATOR/Projects Manager - assists the Executive Officer in the development,
implementation and management of special projects, PISSAME policy, and internal
and external partnerships and relationships.
In addition, a part time Office Assistant is employed in LAKEMBA to provide assistance
and support to the CO-ORDINATOR/PROJECT Manager including general secretarial and reception
support for the office.
The Operation Courage project employs a full time Coordinator and a part time facilitators.
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OPERATING ENVIRONMENT
Stakeholders
PISSAME recognises its stakeholders as being Pacific Islanders CALD, students, parents which PISSAME provides its service to, disadvantages, service providers, partners, the local community, and the funding body as its main stakeholders. PISSAME is committed to consulting with stakeholders and
wherever possible meeting the needs identified in the planning process.
Users and Community
In order to ascertain their priorities surveys were sent out to all PISSAME USERS AND PARTICIPANTS. This
was followed by consultations in each of the three locations with the community and also
external agencies that represented the needs of the community, schools, children and service providers.
Communities
PISSAME has a commitment to contribute towards the social capital of the communities,
in which it operates,
The Office of Community Housing
The Office of Community Housing provides significant ongoing funds to tenant councils for the
delivery of community housing. As the regulatory body it works closely with the
network through TRS and its Auspice body..
Housing NSW – Public Housing
Housing NSW are working closely together in Innerwest, St George, Sutherland Shires and Eastern Suburbs under TRS (Riverwood Community Centre.)
Partners
PISSAME does not deliver services in isolation. Working in partnership means that
services can be provided more effectively.
Support and referral agencies
Working together with support and referral agencies means that users and any applicants and
tenants receive improved access to services and vulnerable tenants in particular are
better placed to maintain their housing needs by IWATC in writing letters and advocating on their behalf.
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OPERATING ENVIRONMENT
Stakeholders
PISSAME recognises its stakeholders as being
tenants, applicants, service providers, partners, the local community, and the funding
body as its main stakeholders. PISSAMECTHA is committed to consulting with stakeholders and
wherever possible meeting the needs identified in the planning process.
Tenants and applicants
In order to ascertain tenant priorities surveys were sent out to all CTHA tenants. This
was followed by consultations in each of the three locations with tenants and also
external agencies that represented the needs of applicants
Communities
CTHA has a commitment to contribute towards the social capital of the communities,
in which it operates,
The Office of Community Housing
The Office of Community Housing provides significant ongoing funds to CTHA for the
delivery of community housing. As the regulatory body it works closely with the
association.
Housing NSW – Public Housing
CTHA and Housing NSW work together to provide affordable housing for people on
low incomes. Applicants for most CTHA properties must be on the HNSW waiting list.
At present CTHA and the Housing NSW are working closely together in Mudgee on
the stock transfer program.
Partners
CTHA does not deliver services in isolation. Working in partnership means that
services can be provided more effectively.
Support and referral agencies
Working together with support and referral agencies means that applicants and
tenants receive improved access to services and vulnerable tenants in particular are
better placed to maintain their housing.
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Pacific Islanders Cald Needs Analysis
Summary
The regions’ overall population is expected to increase over the next 20 years
particularly in and around Canterbury, Bankstown, Auburn, Granville, Blacktown, Mt Dtruitt, Liverpool and Campbelltown.
The main demand however is expected to be in Canterbury/Bankstown/Auburn/Granville. This is because of planned increased business activity in the area which is expected to lead to significant
additional demand for needy Students, parents and others.
Population projections also suggest that the regions’ population will be an ageing
population with an increase in households consisting of single people and couples
without children. This is likely to lead to an increased demand for smaller, low
maintenance, affordable accommodation that is centrally located closer to services.
A full report on PISSAME ’s housing market has been prepared and is available at
Appendix 1: Needs Analysis Data 2009
Operating Environment
Dramatic changes are currently taking place in the entire community sector.
Each change presents both opportunities and risks. Some of these opportunities may
not be available to PISSAME because of the location of the organisation’s
current network and because it is not a growth provider. However, PISSAME has a
good track record in creating opportunities for growth. Many of the changes now
facing the sector involve a significant change from the PISSAME provider’s existing role
as a researcher, supporter, schools and other organisation with development responsibilities. This
would involve significant additional risks which will need to be managed carefully by
the board. Some of the most significant changes and initiatives are:
National Affordable Housing Agreement (NAHA)
Changes to housing association rent setting.
New regulatory system
National Rental Affordability Scheme (NRAS)
Affordable Housing Kit
Title
Climate change
Central
Increasing energy costs
These issues are described in full in Appendix 2.
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Increasing energy costs
These issues are described in full in Appendix 2.
Stakeholder Priorities
Pacific islanders CALD students, parents and people priorities
The 2009 survey was timed to allow THEM to make direct, individual
suggestions for the Directors to consider as part of the strategic planning process.
People were also invited to attend the local consultation events in the four main
regional centres.
PISSAME received …… responses out of a possible …... This is a satisfactory response
rate for a postal survey of …….%.
The results of the people survey are presented in full in Appendix 2. However, three
areas are presented here because they are significant in considering the overall
strategic environment:
2. Overall, how would you rate the services provided to you by PISSAME
Very Good Good Fair Poor Very Poor No Answer
Canterbury
Bankstown
Ashfield
Lidcombe
Lakemba
Granville
Blacktown
%
10. How would you rate the skills of the staff at PISSAME
Very Good Good Fair Poor Very Poor No Answer
Canterbury
Bankstown
Ashfield
Lidcombe
Lakemba
Granville
Blacktown
%
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11. How helpful do you think the staff at:
Very Good Good Fair Poor Very Poor No Answer
Canterbury
Bankstown
Ashfield
Lidcombe
Lakemba
Granville
Blacktown
%
Very Good Good Fair Poor Very Poor No Answer
Canterbury
Bankstown
Ashfield
Lidcombe
Lakemba
Granville
Blacktown
%
PISSAME are: Very Helpful Fair Unhelpful No Answer
Canterbury
Bankstown
Ashfield
Lidcombe
Lakemba
Granville
Blacktown
%
These three extracts show that USERS have high levels of satisfaction (85% and
upwards for good and very good combined) for the key indicators of overall
satisfaction, staff skills and helpfulness.
Specific USERS priorities:
USERS made many comments and suggestions about what they wanted to be
included in the strategic plan. Their suggestions have been compiled into the
following list of priorities:
Maintain and improve current good service
More/better OUTCOME by the 3 levels of government increases funding of its services.
Improve living standards
More housing, more shelter, health care, education and more community development on all levels of the community
Cater for different demographic groups e.g. aged, couples, singles, children and youths
More inspections & monitoring
Keep the community up to date with changes
It is significant that the communities’ top priority is to ‘maintain and improve current good
service’.
The results of the PISSAME survey 2009 are presented in full in Appendix 3.
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Stakeholder Priorities by Area.
PISSAME once again adopted a consultative approach to developing the Strategic Plan
for 2010 – 2012. Four focus groups were arranged in the four PISSAME communities
works in. In total, there were 55 participants in lAKEMBA; 25 participants in Belmore; 59 in Auburn, 18 in Lidcombe.
including 18 students and 26 students participant from Lidcombe.
PISSAME would like to thank all the people and partners who attended a focus group
session.
There were focus group themes:
Education, housing, community development, sport & Recreation, Homework, Music, cultural, volunteer, counselling and career choices and partnership needs
What does PISSAME do well?
What does PISSAME need to do better?
What strategies to partners recommend for PISSAME over the next three years. There
was also a ‘strategic priorities’ exercise for partners to recommend particular
strategies.
There were a number of clear and consistent messages for directors to consider.
PISSAME is well regarded by the partners who contributed. Comments like PISSAME are
‘great advocates’ and they ‘return calls and are very responsive to requests’ are
representative of one theme – PISSAME are seen as good, responsive partners. The
other main theme of positive comments centred on PISSAME expertise in working with
students, parents, schools, court, solicitors, service providers, tenants with complex needs. For example one partner said PISSAME ‘understand the
client base well and respond to them well’ and another commented “PISSAME are
specialised with working with disadvantaged people and have expertise in reasoning
i.e. trying to find solutions for special situations’.
There were relatively few suggestions about what PISSAME needed to do better. The
majority of these centred on the need to provide more accommodation on all levels of PISSAME services. For example:
“not enough housing – long wait list – but this isn’t PISSAME ’s fault”. Not enough funding, not enough attention from the 2 levels of government, not enough being done to disadvantages Pacific Islanders and CALD community.
A number of clear directions came out of the questions about accommodating gaps, needs and the strategies partners would like to see PISSAME adopt in the new strategic plan:
Partners expressed a strong desire to see ‘more housing, support on Education, community development, sport & Recreation, Homework, Music, cultural, volunteer, counselling, career choices and partnership needs
’ provided. When this idea was explored, more housing for young people emerged as the greatest priority. This was a consistent message from all areas. Partners said that there
were a number of specific gaps in youth housing. Most significant amongst there
were:
o Housing for 15 to 18 year olds
o Housing for 18- 24 year olds
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Priorities as voted by area:
Lakemba: 13 Votes: - Under 18 – as young as 15
11 Votes: - Singles Accommodation for male / female and couples
9 Votes: - Families with kids
- Continuum of care i.e. crisis which can allow for independence.
7 Votes: - 18-24 year olds
Aburn: 5 Votes: - Support to learn skills
4 votes: - Long term housing for youth
- Homes + Support disabled Young People
- Better location / facilities for disabled people
- More leasehold properties
Lidcome: 7 Votes: - Short to Medium term housing with support
5 votes: - Youth transitional housing
- Operation courage D.V. and support workers
- More services Mental Health and Youth
Bankstown/Punchbowl
Highest:
Appropriate Aged Care
Keep communicating about housing availability
The full results of the stakeholder focus groups are presented at Appendix 4:
stakeholder priorities
15
GOALS & PRIORITIES
Scenario Planning
Imagining the future and setting the overall direction for PISSAME
Directors carried out scenario planning based on the 3 most likely scenarios for PISSAME
in the long term future. The scenarios centred on the fundamental decisions about
whether the organisation should consolidate its position or continue to grow.
Directors decided that the overall strategy should be one of diversification to ensure
continued incremental growth. PISSAME
will consider any sensible opportunity for growth
that will be a positive move and will benefit the communities it works in. However,
PISSAME
will not pursue growth for its own sake. Because PISSAME
decided that it would
not be accepted for growth provider status and because it is not in a priority growth
area, additional stock will have to mainly come from other sources. PISSAME
will work to
differentiate itself from other providers in the community housing ‘market’ by
developing further specialised partnerships in – for example by building on the
Operation Courage experience and the relationships built in working with FAHCSIA and DoCS ON its network on future funding.
Key strategy:
Develop a diversification strategy that covers the main opportunities for additional
partnerships and growth. This strategy will cover:
o Investigating the potential for the Commonwealth’s National Rental Affordability Scheme, Agreement (IECDNP).
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education, health, age care & housing sector.o Expanding Operation Courage
o Crisis Accommodation (Mudgee)
o Exploring supportive relationships with Type 3 organisations
o Investigate supportive relationships with Aboriginal housing providers, CALD and others which is done by our auspice body Riverwood Community Centre.
o Develop a pilot affordable housing project/Education, community development, sport & Recreation, Music, cultural, volunteer, counselling and career choices with local government, State and Federal
o Position PISSAME to take advantage of title if it is given to the sector
o Try to improve relationships with other community housing providers, affordable housing project/Education, community development, sport & Recreation, Music, cultural, volunteer, counselling and career choices in the
area and investigate the options and benefits (on both sides) of different
forms of strategic alliances. Directors to open new discussions with
directors of smaller organisations.
o Consider any opportunities for amalgamation/merger/alliance or partnership
with Growth Associations that are in the best interests of the Pacific Islanders, CALD people and the organisation.
16
Overall Goals
During the life of this strategic business plan, PISSAME NETWORK
will deliver on goals for the organisation as a whole.
PISSAME’S Goals are to:
1. Grow and diversify the organisation
2. PISSAME is viable, strong, competitive and accountable
3. Identify and be responsive to community and stakeholder need
4. Provide high quality, flexible and responsive services in an environment of
continuous quality improvement
5. Support the Development of PACIFIC ISLANDERS & CALD Participation
6. Be an employer which supports respects and values the work of its employees and volunteers and ensure the organisation has the skills to deliver the business in a rapidly changing environment.
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Key Risks
PISSAME reviewed and updated its risk management plan in August 2009. As part of this
process it produced a list of its nine most significant risks. This list is reproduced
below in order of priority:
1. Changes to FUTURE Funding do not recognise costs associated with multi office
2. RECRUITING, SELECTING AND APPOINTING STAFF: Failure to recruit and
to keep highly trained and appropriate staff. Impact of loss of senior staff
3. Other providers become competitive for existing and new business in our area
including new and interstate organisations. This could lead to a forced
amalgamation in future
4. Restricted opportunities for growth funds for this region. Could lead to
stagnation of the organisation and inability to compete
5. ESTABLISHING AND MAINTAINING GOVERNING BODIES: Failure to attract
and sustain appropriate skilled board members. This includes additional skills
needed in current entrepreneurial and competitive education, health, age care & housing sector. High turnover of board members.
6. Pace of change leads to instability or loss of focus on Pacific Islanders people CALD in PISSAME and
over-extending our reach in pursuit of growth opportunities
7. PISSAME is asked to grow in other areas without proper funding which damages viability
8. The risk of not providing working smoke detector or other statutory fire safety
measure at time of incident or other breach of OHS legislation
9. Economic downturn leads to reduction in funding available for community
Housing, education, health, age care & other housing sector. Other partners.
Detailed risk treatment plans have been developed to manage each of these priority
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risks. These are included in education, health, age care & housing sectors Risk Management Plan.
Strategies Actions Timeline Responsibility Progress
1.1 Continue to grow
1.1.1 Investigate options identified as priorities
for growth by stakeholders including more
housing for single people, 15 to 18 year
olds, 18- 24 year olds, emergency housing
and transitional housing e.g. housing with
support for 3 days – 3 months.
1.1.2 Continued acquisition in all targeted areas
1.1.3 Re-development of bed-sitter site in
1.1.5 Pacific Islanders & CALD project – accommodation for
visitors to the metropolitan prisons.
1.1.6 Investigate any growth opportunity within
2.5 hrs & west of Lithgow that meets a risk
assessment criteria
1.1.7 Maintain Registration with sudents and families working with
Yr 1
Ongoing
Yr 2
Ongoing
Yr 3
EO, PM and SHM
EO and AM
EO and AM
EO and AM
EO and PM
EO, Board and PM
EO and All Staff
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1.2 Develop diversification
strategy
1.2.1 Develop an overall diversification strategy
that includes:
Successfully negotiate fee for service
arrangements
A Type 3 strategy - Exploring supportive
relationships with Type 3 organisations
Investigating the potential for the
Commonwealth’s National Rental Affordability
Scheme,
Expanding Operation Courage
Crisis Accommodation) Lakemba
Investigate supportive relationships with
Aboriginal housing providers - Assist Lands
Councils with property management
Develop a pilot affordable housing project with
local government
Position education, health, age care & housing sector. PISSAME to take advantage of title if it is
given to the sector
Try to improve relationships with other community
housing providers in the area and investigate the
options and benefits (on both sides) of different
forms of strategic alliances. Directors to open
new discussions with directors of
smaller organisations
Yr 1
Ongoing
Yr 2
Yr 3
Ongoing
EO and Board
EO and PM
EO, AM and PM
EO
EO DVC
EO and PM
EO, AM and PM
EO, AM and PM
EO and Board
Board and EO
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Strategy 2 – Tenant Rights, human rights contribution and Participation
Strategies Actions Timeline Responsibility Progress
2.1 Maintain and improve
current good service
2.1.1 Continue to focus on service delivery as
this is the education, health, age care & housing sector, tenants’ top priority
2.1.2 Maintain and improve tenant satisfaction
ratings
Ongoing
Ongoing
SHM and
Housing Staff
SHM and
Housing Staff
2.2 Implement education, health, age care & housing sector & PISSAM Tenant
Participation Strategy
2009 -2010
2.2.1 Increase tenant participation, education, health, age care & housing sector.
2.2.1 Develop and maintain effective links and
support relationships with the local community
2.2.3 Keep tenants, education, health, age care & housing sector. up to date with changes
2.2.4 Ensure tenants, education, health, age care & housing sector. are involved in annual
community planning consultations through
surveys and community consultations and
address the issues raised in the surveys
2.2.5 Set up and resource a Tenant, education, health, age care & housing sector. Advisory Committee
2.2.6 Encourage tenants, education, health, age care & housing sector. with the appropriate skills to join the board
2.2.7 Support tenants, education, health, age care & housing sector to develop ho
businesses
Ongoing
Yrs 1,2,3
SHM and
Housing, education, health, age care & housing sector
EO, PM and SHM
EO and PM
EO, PM and
Housing Staff , education, health, age care & housing sector.
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2.2.8 Work with Building Stronger Communities team
Strategy 3 – - Working with the Community
Strategies Actions Timeline Responsibility Progress
3.1 Maintain and improve
close ties with partners
and local communities
3.1.1 Strengthen links with local government by
attending appropriate interagency and contacting
key council staff to discuss local needs and how
, education, health, age care & housing sector.PISSAM could help meet these needs.
3.1.2 Develop and maintain effective links with
Aboriginal Housing providers / community
3.1.3 Review and evaluate fee for service
arrangements on a regular basis
3.1.4 Review support and partnership
arrangements on a regular basis and identify
ways to strengthen support relationships
3.1.5 Seek new support relationships to better
meet identified needs
3.1.6 Actively participate in community networks
Ongoing
Yr 1
Yr 1, 2
and 3
Ongoing
Senior Staff and
Staff
PM
All Staff as
appropriate
3.2 Build on the success of
Operation Courage
3.2.1 Investigate possibility and funding for
Operation Courage elsewhere in the region
Yr 1-2 EO and DVC
21Strategy 3 – - Working with the Community
Strategies Actions Timeline Responsibility Progress
3.1 Maintain and improve
close ties with partners
and local communities
3.1.1 Strengthen links with local government by
attending appropriate interagency and contacting
key council staff to discuss local needs and how
PISSAME could help meet these needs.
3.1.2 Develop and maintain effective links with, education, health, age care & housing sector, Aboriginal Housing providers / community
3.1.3 Review and evaluate fee for service
arrangements on a regular basis
3.1.4 Review support and partnership
arrangements on a regular basis and identify
ways to strengthen support relationships
3.1.5 Seek new support relationships to better
meet identified needs
3.1.6 Actively participate in community networks
Ongoing
Yr 1, 2
and 3
Ongoing
Senior Staff and
All Staff as
appropriate
3.2 Build on the success of
Operation Courage
3.2.1 Investigate possibility and funding for
Operation Courage elsewhere in the region
Yr 1-2 EO and DVC
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3.2.2 Investigate possibility of developing a
Staying Home Leaving Violence project
3.2.3 Investigate possibility of developing support
for perpetrator programs
3.2.4 Formalise Operation Courage service
specifications into formal Memoranda of
Understanding or service agreements
3.2.5 Strengthen the cohesion between
Operation Courage’s partners
3.2.6 Provide education through women’s group
at Operation Courage
3.2.7 Secure further funding for Operation
Courage
3.2.8 Ensure regular meetings with Operation
Courage’s partners
3.2.9 Maintain a careful watching brief on
discussions about the future of the PISSAME sector
Yr 1
Yr 2
Yr 3
Ongoing
EO and DVC
EO and DVC
3.3 Build relationships 3.3.1 Build relationships with smaller housing, education, health, age care & housing sector.organisations
3.3.2 Develop tender for shared services pilot
Yr 1, YR 2, YR3Ongoing
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Strategy 4 - Financial Management
Strategies Actions Timeline Responsibility Progress
4.1 Effective and high quality
asset management
4.1.1 Ensure PISSAME adequately provides for
maintenance expenditure not covered in the the budget or by insurance. PISSAME IS covered by Riverwood Community Centre. Revise the Asset
Management Plan to include a contingency
budget
4.1.2 Re-scope all properties to HNSW, local council standards
to ensure with the Riverwood community centre’s insurance is based on accurate assumptions
4.1.3 Research and assess IT requirements for a
useable and appropriate with the instruction of Riverwood community centre. And Implement a new one with the authority of the centre.
4.1.4 Develop strategy to cover PISSAM’s statutory
obligations toward fire safety
4.1.5 Develop policy on above HNSW & LOCAL COUNCIL standard
provision on stock transfer properties – to improve
living standards offered where affordable. Review
property standards and communicating these to
tenants, education, health, age care & housing sector PROGRAMS.
4.1.6 Develop strategy and policy guidelines for
the maintenance of common areas contained
within multi dwelling complexes
4.1.7 Provide well maintained housing, education, health, age care & housing sector. And monitor repairs times and communicate these to tenants, education, health, age care & housing sector.
Yr 1
Yr 2
Yr 3
Ongoing
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4.1.8 Manage risk of asbestos in capital
properties by developing an Asbestos Policy at
Board level and making Asbestos management
priority for new Asset Manager. Continue to
regularly raise the issue with LOCAL COUNCIL/DOH/Minister
4.1.9 Consider the needs of people with
disabilities Review the policies and procedures to
ensure that the needs of people with disabilities
are being met, with a particular focus on access
to housing, ALL VENUES where education, health, age care & housing sector programs are based. Aaccessible housing (location and type)
4.1.10 Ensure that the needs of people with
disabilities are covered in the Asset Management
Plan. Identify properties that would be suitable for
modification or / tenants and others who require
modifications to their properties and apply for
additional funds to do the work from OCH
Yr1
ongoing
Yr 2
Ongoing
Yr 3
AM, Board, EO
4.2 Viability 4.2.1 Ensure all current and potential housing, sports ground and venues where programs are delivered. Partnerships are financially viable
4.2.2 Investigate possible partnerships with local
government
4.2.3 Investigate fee for service options for other
community based organisations
4.2.4 Investigate other income streams outside
Community Housing, private renting to support those in needs of accommodation.
Yr 1
ongoing
Yr 1
Yr 3
Ongoing
FM, PM and EO
EO & Senior Staff
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4.2.5 Investigate methods of better use of
leasehold properties and allocation of stock to
accommodate smaller households
4.2.6 Improve tenancy management practices
that support cost management
4.2.7 Build up organisational knowledge base of
associated costs in supported tenancies
4.2.8 Research and investigate models of older
people housing
4.2.9 Conduct financial modelling and update 10
year financial projections to take account of CRA
and changes to CHLP funding
Yr 1
Yr 2
Yr3
Manager
4.3 Move towards becoming a
green organisation
4.3.1 Investigate resources for and education of
tenants for water saving, solar power, energy
efficient homes. Move towards becoming a green
organisation
Yrs 1-3 AM
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Strategy 5 – Governance
Strategies Actions Timeline Responsibility Progress
5.1 Maintain high standard of
governance
5.1.1 Continue to strengthen and support the
board and governance.
5.1.2 Hold annual board skills audits
5.1.3 Implement annual board and staff
satisfaction surveys
5.1.4 Develop new areas of competence on the
board if required to grow and diversity
5.1.5 Investigate costs and benefits of paid
directorships
Yrs 1-3
Board and EO
Strategy 6 - Human Resource Management
Strategies Actions Timeline Responsibility Progress
6.1 Maintain high quality
effective workforce
6.1.1 Maintain adequate staffing during this
period of growth by reviewing and assessing
staffing requirements against growth and
emerging needs
6.1.2 Support existing staff during this period of
uncertainty by providing ongoing training and
skills development
Ongoing
EO & Board
27
PISSAME Strategic Business Plan 2009 – 2012
6.1.3 Minimise effect on organisation of staff
turnover/absence
6.1.4 Continue to review staffing needs as
portfolio grows
6.1.5 Review the PISSAME Succession Policy and
update the Succession Plan
Ongoing
Yrs 1-3
EO and Board
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3 yr budget projection
2010
2011-
2012
INCOME
funding
PISSAME staffing
PISSAME operating costs
PISSAME Bank interest
PISSAME Sundry other
PISSAME Total income
EXPENDITURE
Rents for headleases
Bad debts @ 2% of capital
PISSAME Income
PISSAME property insurance
cyclical maintenance
capital responsive
maintenance
leasehold responsive
council rates
other expenses - office rent
Salary
Admin/ audit & TP
Sub Total expenditure
Surplus (deficit)
Retained earnings previous yr
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FINANCIAL FORECASTS
assumptions:
During 08/09 PISSAME prepare a more informed asset management plan therefore cyclical maintenance expenditure is calculated to increase by 150% during that
year with a 3% increase in subsequent years.
3% increase on all income and expenditure in all years unless otherwise indicated
3.5% increase in staffing costs in all years
bank interest expected to be INCREASE per month during 08/09 (due to large amount of funds set aside re restricted cash for planned maintenance) then increase at 3% every year after
Financial Projections Commentary
From a financial perspective, the focus in the coming years is to continue to meet the funding body’s financial key performance
indicators and to ensure PISSAME remains a financially viable organisation able to meet its financial obligations and to diversify the
business to introduce new funding streams. Budgeting, cash flow forecasting and the analysis of results will continue to be routinely
undertaken by relevant staff and reported to management. The monitoring and revision of financial processes and procedures will
continue to be a priority to ensure quality improvement in this area.
PISSAME is in a solid financial position and whilst little financial surplus is projected in the 3 year budget projection; the organisation will
be well placed to meet its requirements in all aspects of its business. The preparation of an updated Asset Management Plan (AMP)
incorporating all PROGRAMS acquired under the stock transfer program will require additional financial planning to be undertaken and
restrictions adjusted accordingly to ensure sufficient funds are available to meet the cost.
At this time the impact of changes to future funding as a result of the assessment of the Commonwealth Rent Assistance, and Office of
Community Housing funding methodology is unknown and estimations of future funding may change from that in the current
projections. Additional financial planning and cash flow projections will be completed once the future funding information is confirmed.
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KEY TARGETS
Annual/Ongoing
Requirements of Registration and Regulatory Code are met
Tenants, education program, health program, age care program, sport and recreation, cultures & housing sector programs surveyed and satisfaction remains at or higher than 85%
Develop and maintain relationships with Tenants participation, education program, health program, age care program, sport and recreation, cultures & housing sector programs
Succession Plan is reviewed and updated
All fee for service agreements and fees are reviewed
With all programs and Facility operational
Diversification Strategy Developed
Operation Courage Memorandum of Understanding revised and implemented
December 2009
Past financial commitment for 2007, 2008, 2009 3 yrs achieved
5% increase in youth transitional housing provided
Increase supported tenancies by 5% in Lakemba, campsite, auburn and Granville and Merrylands.
Increase partnerships by minimum of 1 in each area of service
Asset Maintenance Plan is up to date and includes contingency budget
Fire safety strategy is developed and training delivered in each time we have a forum or consultations.
For 2010 PISSAME REQUESTED Asbestos Policy is developed
For housing staff undertakes Certificate IV in social housing
training scheduled for delivery in 2009
31
June 2010
1 Requested a Crisis accommodation property to be operational in Campsie in partnership with OUR auspice body Riverwood Community Centre, Canterbury Council and Housing NSW, an office and a community centre for PACIFIC Islanders, CALD to use and a centre for youths.
1 new fee for service arrangements will be negotiated
June 2011
1 pilot affordable housing project with local government TO BE operational in the areas where PISSAME provides services like Canterbury, Bankstown, AUBURN and Granville.
JUNE 2011 keep it going
MONITORING AND EVALUATION
The Board of CTHA recognises the importance of the strategic business plan in
guiding the growth and governance of the organisation over the period of this plan.
The Strategic Business Plan will form part of the induction kit for new staff and board
members and the progress of the organisation will be assessed against the targets
agreed.
Reporting
The Board and staff will assess progress in the following manner
At the bi-monthly board meeting
At staff meetings following the board meeting
Review
This strategic business plan is designed to be a ‘living document’ and will be reviewed
annually by the Board and by staff. Each main section of this plan will be reviewed to
ensure that it still applies. If changes are required, the strategic business plan will be
updated and published as a revised version for the remaining period.
The key areas for review are:
Vision, Mission and Values
Operating Environment
Goals and Priorities
Strategies
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CORE ACTIVITY |
KEY RESULTS/PERFORMANCE MEASURES |
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1) Pacific Islanders Projects Engagement
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1.1 Area Council Meetings held to provide the opportunity for PISSAM staffs, Volunteers, children, parents, Pacific Islanders people schools, authorities and community members to have a say, to address any everyday issues at home, school, in public concerns, |
1.1 All can be engaged in forum and different consultation Homework, legal support, Age care, court support, Youths project, Sport Activities, Congregation activities, cultural activities, family functions, wedding, birthdays, funerals and encourage participation. structures · Once a week, homework classes, parenting, group counseling, forum, bring any issues that affected children, parents and senior citizen to address the issues. homevisit, hospital visit, grief counselling visit, · Available for clients to contact on any issues or Emergency on a 24 hr call.
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1.2 Develop ways that members of PACIFIC ISLANDERS AND CALD backgrounds can better contribute to the formal Members participation structures of the needs of the individuals and each Area/school. Get involved with the different communities in the school. They will teach you themselves. |
1.2 Area management is structured and adapted according to the available qualifications, skills, and experiences, knowledges according to the profession of its members.
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2) Departmental Liaison & Advice |
2.1 Government representatives, service providers, working partners, our auspice bodies, are invited and attend general meetings to give a report and answer any queries on broader issues. Get them involve in Participation Give them leadership roles, Share traditional, dances, songs and pictures Children, parents, school, community issues. Take interest on their interest. |
1.2 Positive relationships enhance the resolution of identified systemic Issues.
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3) Advice, Referral and Everyday issues Advocacy |
3.1 Children, parents, community Forums and General Meetings. Star up a Multicultural sports, debate, A refuge day, a Pacific Islanders Day An Australian Day at school Celebrate their birthday. |
3.1 Area PISSAM Council promotes information relevant to children, parents, local, state, Federal through workshops and forums and addresses identified systemic children, parents and community issues.
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Radio Program and do it in English and all the groups can tune in to it. |
4.2 Set up a Multicultural Group and get to know them. Every cultures should have their own day. For instance the Chinese New Year and have your own day and always invide them. Attend and/or support current local groups and encourage interest and formation of new groups. |
4.2 Ongoing communication channels open with local and beyond groups established
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4.3 Celebrate the cultural diversity of the PACIFIC ISLANDERS, MULTICULTURAL communities in Canterbury and invite others to join. To facilitate better education, awareness, on health, social cohesion through understanding and appreciation of various religious and cultural customs. |
4.3 Council member’s activities reflect the diversity of religious and cultural customs practiced by Pacific Islanders, Multicultural communities in Canterbury, NSW, AUSTRALIA LOCALLY and beyond the area.
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5) Partnerships, Linkages &Networks |
5.1 Develop regular communication with other Multicultural, communities Advice and Advocacy Services, Peak Body Memberships, Community Organization Memberships. |
5.1 Kept informed of information on important issues and local, State and Federal policy changes
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Copyright Statement
The owner of this website and publication is PISSAM NETWORK, which is under the umbrella of Canterbury Harmony group Inc. auspice by Riverwood Community Centre and its working partner. Content may not be reproduced in any format or changed, sold or used to promote or endorse any product or service, inappropriate or misleading context.. Acknowledgment to the PISSAM NETWORK & Its auspice body Riverwood Community Centre
PISSAM NETWORK MANAGE BY ANNE SIKIMETI LATU
PACIFIC ISLANDERS STRENGTHENING SUPPORTING ADVOCATING MENTORING & EDUCATIONAL NETWORK (PISSAME Network) is a partner of CATERBURY HARMONY GROUP INC. AUSPICE BY RIVERWOOD COMMUNITY CENTRE
Strategic Business Plan
2009-2012
CONTENTS
Vision, Mission and Values....................................................................3
Vision ....................................................................................................... 3
Mission.......................................................................................................3.
Values .......................................................................................................3
About the Strategic Business Plan........................................................4
About the organisation...........................................................................5
History........................................................................................................5
Structure ...................................................................................................7
Operating environment .........................................................................9
Stakeholders ............................................................................................9
Community Needs Analysis .................................................................10
Summary ................................................................................................10
Operating Environment ..........................................................................10
Stakeholder priorities...............................................................................11
Goals & priorities..................................................................................15
Scenario planning ...................................................................................15
Overall goals ...........................................................................................16
Key risks .................................................................................................17
Financial forecasts ...............................................................................29
Key targets ............................................................................................30
Annual/Ongoing.......................................................................................30
December 2008.......................................................................................30
June 2009........................................................................ ............30
December 2009.......................................................................................30
June 2010................................................................................................31
June 2011, 2012, ...............................................................................................................31
Monitoring and Evaluation...................................................................32
Reporting.................................................................................................32
Review ....................................................................................................32
