Strategic Plan 2014-19
Sector Connect - Strategic Plan 2014-19
- 1. Increased capacity for the Not for Profit Sector
- Not for profits have strong organisational governance and policy foundations
- Build collaboration to sustain viability of small not for profit organisations
By 2019 Sector Connect will have:
- developed the Governance and Policy Framework (including engagement strategy)
- developed and implemented the Learning and Development Plan
- built three or more collaboratives
By 2019 not for profit organisations will take some lead in future sustainability
- 2. Collaborative sector planning established and used
- Macarthur and Wingecarribee will have a more collaborative approach to sector planning activities and data sharing
By 2019:
- there will be less duplication of planning efforts in the region
- sector cross-agency planning, that is evidence informed, will be in place and happening
- 3. Strategic advocacy framework and process established and used
- The sector will be better able to influence issues of regional and local significance
By 2019 Sector Connect will have:
- designed and implemented the Strategic Advocacy Framework
- Access to and influence with key decision makers in government and beyond the sector
By 2019 service networks in region will themselves engage in action on advocacy initiatives
- 4. Not for profit sector well informed and engaged in major emerging issues and needs
- The region will be better informed and engaged on issues and needs that impact on their service provision
By 2019 Sector Connect will achieve:
- services report being informed and engaged in timely manner with emerging issues and needs that impact their organisation
- participants in events reporting subsequent positive changes or impact in their agency
- 5. Social enterprise development
- Not for profits will have a better understanding of social enterprise
- Not for profits will view social enterprise as an effective way to deliver services and / or support the community
By 2019 Sector Connect will have:
- delivered five learning and development initiatives on social enterprise in the sector
- developed three Aboriginal social enterprise ventures (Muru Nanga Mai)
- 6. Sector Connect viability
- Sector Connect will continue to be financially viable
By 2019 Sector Connect will have:
- all positions funded
- reduced reliance on direct government funding - by 10% of operating costs
- positive staff retention and satisfaction
- new corporate sponsorship secured for Muru Nanga Mai
- core business current positions being full-time equivalent
Strategic Plan Progress Review
We will review and report on our progress on achieving the above priorities every 3 months