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Family Access Network Strategic Plan 2007-2010
Strategic Goals
- Document and evaluate program effectiveness in terms of outputs and outcomes
- Maintain healthy organisational culture and style
- Governance, management and operational structure that supports strategic direction and ensures succession planning
- Maintain FAN’s uniqueness and innovation
- Strategically develop partnerships and alliances
Family Access Network, providing services to young people since 1981, is committed to responding to the diverse needs of homeless and at risk young people and young families. Our service philosophy is underpinned by a client focussed rights-based approach. We operate in the belief that timely intervention maximises positive outcomes.
Vision
Family Access Network’s vision is for a community which acknowledges and values the dignity and worth of all citizens and enables individuals to deal positively with adverse situations in their lives
Mission Statemen
Family Access Network will provide support to young people who are homeless and those at risk of homelessness in the form of;
- Access to accommodation and support options including therapeutic interventions for both young people and accompanying children.
- Development of resources for young people, children and staff
- Provide social skill development opportunities for at risk young people and accompanying children
- Engage in high quality research while conducting in-house research on best practice and innovation
Core Principles
In recognition of the needs of homeless and displaced young people, young families and accompanying children, provide services that offer individual support according to their perceived needs
To reduce homelessness by supporting and assisting young people, young families and accompanying children, who are homeless and in crisis, towards independence and empowerment
Undertaking advocacy and developing public awareness of the issues relating to homelessness in general, underpinned by FAN’s commitment to housing as a basic human right
Core Values
FAN board, staff and volunteers embrace, support and contribute to the following core values;
- Empowering and Inclusive
- Respectful of and embracing diversity
- Uphold rights of children and young people
- Rights based and client focussed
- Honesty and Trust
- Ethical
- Innovation and best practice
Focus Areas for Strategic Plan
Year One (2007) GROWTH
Define, Capitalise on, and Maintain our Uniqueness:
- Stakeholder survey to identify how they define our uniqueness:
- Compare this with our own perception, and
- Ensure that our uniqueness is relevant, protected and strengthened in all partnerships
Discuss and identify our optimal size and growth strategy as a component of our risk plan and act accordingly.
Year Two (2008) CONSOLIDATION
Service expansion and growth is likely to continue into 2007/08: ensure FAN’s viability in the context of stretched Management/Team Leader/Program Coordinator roles and responsibilities. Too much growth too quickly can be problematic, therefore focus on consolidation. Ensure that programs and activities strengthen FAN’s uniqueness.
Stakeholder analysis - separating ‘stakeholders’ from ‘partners’, and ensuring appropriate relationships with each group.
Research to include unmet need, measurable outcomes, and Front Door implications.
Measure the impact of consolidation to provide an evaluation base for innovation
Year Three (2009) INNOVATION
Consider our legal structure, particularly in light of
(a) Post-2006 amendments to the Victorian Association Incorporation Act and
(b) Homeless/Housing Act reforms – either of these may require migration to Company Limited by Guarantee.
Initiate new, improved or expanded programs and services on the basis of Year two activity
Year Four (2010) EVAUATION AS A BASIS FOR FUTURE PLANNING
Total organisation evaluation as basis for planning the next 3-4 years
- Whole of organisation involvement in evaluating process and progress against the Board-endorsed strategic goals
- Where objectives have been satisfactorily achieved, identify the critical success factors that led or contributed to satisfactory achievement?
- Where objectives have not been satisfactorily achieved, identify the contributing factors to this unsatisfactory result?
- What were the unanticipated outcomes through the four-year strategic planning period – both positive and negative: and what were the contributing factors that led to these unanticipated outcomes? How will both the contributing factors and unanticipated outcomes affect the next four year Strategic Plan?
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