Western Sydney Community Forum

Strategic Plan2015 - 2018

We value, respect and acknowledge …..

The Traditional Owners and Custodians of the land on which we work and live, and pay respect to the Elders past, present and future. We promote mutual respect and understanding and we recognise and pay respect to all Aboriginal and Torres Strait Islander peoples, their cultures and their heritage.

The people of Greater Western Sydney are our priority.

Greater Western Sydney is home to around 2 million people. Its richness of culture is unique. Its diversity is inspiring. Its economy is booming. Its landscapes are breathtaking.

There are challenges, but we believe there is a way forward.

Western Sydney Community Forum has a long history of working with our members and partners to build strong communities and a strong service system in the region. We have led and represented social policy and service delivery across Greater Western Sydney for decades and continue to advocate for and champion solutions for our regional priorities and challenges.

We are now at another crossroads in our history. It is a time of change and uncertainty for the region and for the community services industry. Over many months, we have spoken to our members and partners and reviewed our services and operations. We have also thought about how we can harness the opportunity of a growing Greater Western Sydney to advocate for and contribute to community health and wellbeing. Particularly for communities that experience poverty and disadvantage. This work has shaped our future directions and priorities.

We are very pleased to introduce our new strategic plan which sets our directions and strategies for moving forward. The plan blends our established industry development work with a renewed focus. In the coming three years, we will:

• increaseourworkinfacilitatingavoiceforcommunities,

• continueourwellknowntraditionofsupportingthecommunityservicessector,

• expandandstrategicallybuilddynamicanddiversepartnerships,and

• ensurearesilientandviableorganisationforthefuture.

Some of our priority initiatives are to continue celebrating the unsung heroes of Greater Western Sydney through the ZEST Awards . We will launch a new Ready for the Future suite of services to support organisations in a time of transition to new service models and ways of doing business. Importantly, we will also re-engage with our members and introduce new membership packages to reflectthefeedbackwehavereceivedfromourmembers.

We look forward to the years ahead and working with you to continue representing the communities and community organisations of Greater Western Sydney.

Pam Batkin Billie Sankovic

Chair CEO

We are about community

At Western Sydney Community Forum, we believe the greatest asset of our region is its people.

Ensuring the community is part of the conversation is central to the region’s social and economic future. It is thisbeliefthatinfluencesourapproachtoleadingandshaping the future of communities in Greater Western Sydney.

Western Sydney Community Forum is the regional peak for communities and community organisations in Greater Western Sydney. We facilitate a voice for communities and the people working daily with the challenges facing the region.

We work with community groups and organisations. We partner with government across all its levels and services. We join with regional and local businesses on many initiatives. In this way we can collectively make an impact in building a thriving and inclusive region.

Aboriginal people and communities

Western Sydney is home to the largest urban population of Aboriginal and Torres Strait Islander people in Australia, with over 40,000 people.

Graham Davis King, a Wiradjuri/Ngiyampaa person, wrote that “Aboriginal families are tightly bound within Aboriginal kinship networks of Aboriginal peoples in Western Sydney. This kinship matrix of Aboriginal family kinship networks has survived over 200 years of colonialism and NSW State and Federal government policy. It has protected the Aboriginal peoples of Western Sydney from the worst outcomes of these policies which are alienation from Aboriginality.

Aboriginal family networks bring Aboriginal people together in unity, to care and share with family members/community members, for social and emotional wellbeing. Research tells us that as a result of colonialism and government policy, Aboriginal people and communities experience high levels of social and economic disadvantage, withallsocialindicatorsnegativelyreflectinglifeofAustralia’s First People.”

WSCF has a role to play in supporting the development of Aboriginal community organisations based on the principles of self-determination, and by forming respectful partnerships.

Regional diversity

Greater Western Sydney has the highest levels of cultural diversity in NSW. Close to 50% of people speak a language other than English at home and about 35% of people were born overseas. Between 2006 and 2011, those from non-English speaking backgrounds increased by close to 90,000 or about 18%. In particular,

NSW refugee settlement is concentrated in Western Sydney. WSCF continues to value and celebrate thisrichtapestryofculturalinfluences,workforce,religious and personal histories, whilst recognising and responding to its unique opportunities and challenges.

Poverty

There are pockets of high social disadvantage across Greater Western Sydney. The socio-economic index for areas (SEIFA) shows that the regionhassignificantlyhigherproportionsofdisadvantage compared to the rest of Sydney and NSW.

The rising costs of living and housing has meant that community agencies are now providing services to people who are working as well as to those on income support. As a result, WSCF continues to advocate for people who experience disadvantage as a core area of its work.

Positive ageing

The proportion of people in Greater Western Sydney who are aged 65+ is expected to increase from about 10% in 2006 to over 16% in 2031. Our older people, and the great diversity in their backgrounds, are a source of much knowledge and expertise, as well as unique challenges. WSCF needs to continue supporting approaches for healthy ageing, while assisting the sector in transitioning to new models of service provision, such as consumer directed care and an integrated home support program.

Access for all people

In 2011, more than 94,000 people or about 5% of the population in Greater Western Sydney reported needing help with core activities due to a disability. Thisfigureisproportionallyhigherthantheaverageacross metropolitan Sydney.

Thereisasignificantshiftinservicedeliverytowardsperson-centred approaches and individualised funding, such as the NDIS. WSCF has a role to play in supporting the community and the service system through this transition, particularly with the early rollout of NDIS for the Nepean/Blue Mountains.

The Greater Western Sydney landscape

Affordable housing

Demandforaffordablehousingandhousingstressin Greater Western Sydney has experienced a sharp rise. An increasing proportion of low income households are spending more than 30% of their income on housing costs. Demand for public housingishighandfinancialdifficultyistheprimaryreason for people who are homeless seeking accommodation assistance.

This trend poses challenges for families in Greater Western Sydney and for services looking to meet housing needs. With the recent audit undertaken of Social Housing systems in NSW, WSCF has an opportunitytoinformpolicysothataffordablehousing grows and the system delivers housing options for communities in Greater Western Sydney.

Growth and regional investment

Greater Western Sydney is home to around 2 million people. It is growing rapidly and expected to exceed 2.5 million people by 2031. Western Sydney is described by the NSW Government as key to Sydney’s success. There is renewed focus in the region supported by investment in infrastructure including roads, rail links, and a new airport at Badgerys Creek.

The region has over 240,000 businesses with a gross regional product of over $80 billion, making its economy the third largest in Australia. There is increasing interest, investment and opportunity whichifusedwell,canmakeasignificantdifferenceto the community’s quality of life. WSCF is well placed to harness these opportunities for the benefitofthepeopleofregion.

Transport

Access to transport enables participation across all aspects of life including education, employment, accessing goods and services, and recreational activities. Greater Western Sydney has a train service that links most suburbs to the Sydney central business district. Increased bus services provide integrated cross regional connections and there has been increasing investment in road infrastructure for private vehicles.

Transport disadvantage continues to be an issue as almost two thirds (58%) or 700,00 people who identifiedaslivingintransportdisadvantagedareas,are located in Greater Western Sydney. Improving accessible transport options continues to be priority for WSCF.

Employment and education

The unemployment rate in Greater Western Sydney is higher than the rest of the Sydney region, particularly for young people. Increasing employment opportunities is also a priority for Aboriginal communities and new and emerging communities from culturally and linguistically diverse backgrounds.

While there has been a steady increase in educational attainment at the secondary level, there remains lower levels of participation in post-secondary education in Greater Western Sydney. A key priority for WSCF is to advocate for new and diverse employment opportunities and improve accesstopostschoolqualifications.

Safe and secure home

Domestic violence is a violation of human rights. The evidence tells us that domestic violence is the major reason why women and children become homeless.Itaffectsfinancialsecurityandlongtermcapacity to sustain housing, as well as increasing the riskofmentalandphysicaldifficultiesthatrequirelong term support. A key reason for people seeking supported accommodation in Greater Western Sydney is domestic and family violence. WSCF will continue to advocate for services that enable women and their children to maintain safe, stable accommodation and recognise that they have a right to choose to stay safely in their home.

We wantthriving and inclusive communities in

Greater Western Sydney

CollaborationA collaborative approach with

community, business and government working together

so we can achieve better results for our community.

Fairness A just society that values difference,diversityand

human rights, where people are respected and can

participate in community life.

ExcellenceStriving to deliver the highest quality service and constantly innovating to achieve greater

impact.

IntegrityActing consistently with

fairness and integrity, and being transparent and

responsible in all our actions.

What we stand for

Communities Members

Community Sector Professionals

Peak AgencyPartners

Regional LeadersPartners in the Private Sector

Colleagues in local, state and federal

Government

We actively work with our

We are doing this byleading and shaping the future of communities in

Greater Western Sydney

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1.1. Generate important conversations with the community about the region

1.2. Champion strategies and solutions for community wellbeing

1.3. Inform and shape policy, planning and decisions that impact on communities

1.4. Advocate for the maintenance and enhancement of services to communities

Greater Western Sydney is rapidly changing. Community participation and social inclusion must be part of this change agenda to ensure the social and economic health and wellbeing of the region. As the fastest growing region in NSW, there is increasing interest and investment. This is coupled with the recent localisation and bringing together of state government human services along common boundaries.

Together it provides a platform for integrated planning and collaboration with communities, community organisations and business at the local level. The time is opportune in the public policy conversation to better demonstrate the interdependency of economic and social objectives.

WSCF has traditionally provided an avenue for the community’s voice to be part of this conversation. As a regional advocate, this role continues to be vital. It helps to build great places. It addresses the circumstances that prevent people from participating in social and economic life. Importantly, it develops a systematic approach that integrates policy, practice and resources.

A voice for the communities of Greater Western SydneyDirection One

The time is opportune in the public policy conversation to better demonstrate the interdependency of economic and social objectives.

5

2.1. Lead and represent community organisations in the government reform process

2.2. Provide subsidised services and resources that support industry development and service delivery to communities

2.3. Provide information, advice and analysis of public policy directions, contemporary practice and business operations

2.4. Build an evidence base to measure, evaluate and demonstrate the impact of services and support to communities

The community services sector makes avitalandsignificantcontributiontothe health and wellbeing of people and communities. WSCF’s membership base of nearly 200 organisations connect with over 500,000 people each year.Itisatimeofsignificantchangeforthe community sector.

The corporatisation of community organisationsandnot-for-profitshasbeen a strong trend in Australia since the 1980s. New business models are being explored and uncertainty exists over the size of the new economic pie. Many small community organisations face pressure to become bigger or merge to create new and more ‘competitive’ entities.

In addition, a shift to individualised funding/person-centred models means a rethink of operational and service delivery. The sector is feeling great uncertainty about these changes. Within this context, new and emerging models of services and support for communities are continually evolving, and particularly how to prevent issues and or provide early support.

WSCF has traditionally provided sector development and capacity building activities and are in a unique position as an industry leader to partner with the sector through this change.

A community services sector that is flexible, innovative and secureDirectionTwo

WSCF has traditionally provided sector development and capacity building activities and are in a unique position as an industry leader to partner with the sector through this change.

5

3.1. Initiate and participate in multi and cross sectoral partnerships that address regional challenges

3.2. Grow and facilitate partnerships between business and community groups on common goals and aspirations

3.3. Connect diverse regional partners to celebrate and promote the achievements of Greater Western Sydney communities

Partnerships are an important part of the future for Greater Western Sydney. It is time to look for partnerships, allies and ways of working that may have traditionally seemed unlikely. There aregreatbenefitsincombiningourknowledge and in breaking down silos.

Bringing together diverse partners grows innovation and fosters new ways of working. It enables leveraging of each other’s resources, skills and capabilities and provides access to new opportunities. Dynamic and diverse partnerships assist to bridge the divide and build a common agenda between industries and sectors to focus on the health and wellbeing of communities.

WSCF is well placed to continue creating and growing strategic partnerships within and between various sectors and industries. Particularly between the community sector, business, government, academia, sporting organisations and any other groups with a stake in the communities of the region.

A region with dynamic and diverse partnerships that drive positive outcomes

Direction Three

WSCF is well placed to continue creating and growing strategic partnerships within and between various sectors and industries.

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4.1. Actively engage with and deliver relevant and valuable services to our members

4.2. Sustain service delivery by diversifying income sources

4.3. Demonstrate our impact and continually innovate

4.4. Strengthen our business operations and embrace digital technologies

4.5. Collaborate with partner organisations to benefit from collective capacity

4.6. Improve and expand communications mediums with our diverse audiences

Organisational resilience and operational excellence is simply good business practice. It determines the success of an organisation’s vision and activities. Resilient organisations attract andretainqualitystaff,theysecureincomeopportunities,theirinfluenceincreases, and, most importantly, they are more capable of delivering their goalsandmakingadifference.

WSCF has a strong and increasing profile,beingconnectedacrossthe region and having a sound understanding of Greater Western Sydney. A recent review was held of its systems and processes and opportunities for improvement were identified.

Therehasalsobeenasignificantshiftin government priorities and processes, which is evident in the recent open tendering of services and reforms packages at both the state and national level. In response to this shift, WSCF will build its resilience so as to maintain its commitment to its goals while responding to a changing and uncertain environment.

An ethical and sustainabile organisation that demonstrates and practices business excellence

Direction Four

Resilient organisations attract and retain quality staff, they secure income opportunities, their influence increases, and, most importantly, they are more capable of delivering their goals and making a difference.

Level 4 146 Marsden StreetParramatta, NSWwww.wscf.org.au