STRATEGIC PLAN 2018—2023
PHOTO ON COVER: Some of the Quairading CRC staff and committee. Photo by Strange Images Photography taken at Women’s Business, March 2018. L-R: Shae Johnston (QCRC Secretary), Sharon Richards (QCRC Finance), Robyn Richards (QCRC Vice Chair), Tamara Spark (QCRC Reception), Her Excellency the Honourable Kerry Sanderson AC Governor of Western Australia, Jo Hayes (QCRC Chair), Jill Hayes (QCRC Coordinator) & Melanie Mills (QCRC Finance).
Quairading Community Resource Centre Inc 1 Parker Street Quairading WA 6383 Call: 08 9645 0096 Email: quairading@crc.net.au Website: www.quairading.crc.net.au
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@QuairadingCRC @quairading_crc
CONTENTS PAGE Foreword
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Vision
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Mission
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Who We Are
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Key Directions
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1. People & Capacity
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2. Services & Information
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3. Promotions & Marketing
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4. Management & Governance
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5. Economic Sustainability
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FOREWORD The Quairading Community Resource Centre Inc. (Quairading CRC) is a not for profit, community managed organisation servicing and supporting the community and surrounding districts of Quairading. The Quairading CRC provides valuable and ever increasing services and facilities to the community and visitors alike. The purpose of this strategic plan is to guide the staff and Management Committee to work towards long term goals as well as ensure the sustainability of the Quairading CRC in years to come. The Quairading CRC has the following goals;
Engage and consult with our community in order to; be aware of evolving needs and priorities, facilitate growth and resilience and empower individuals Continue to seek and provide quality and relevant services and facilities to our community and region. Maintain high level of customer service and flexibility of delivery Build awareness of the CRC brand, products and services in order to increase the profile of our CRC and the Network as a whole Maintain strong and healthy relationships with all stake holders Ensure processes and internal controls remain in place to allow informed decision making, sound financial management and compliance with legal obligations.
Jo Hayes Chairperson Quairading Community Resource Centre Inc.
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Adopted by Committee Reviewed by Committee
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VISION The Quairading Community Resource Centre Inc. is a vital hub for our community that is relevant, responsive and proactive.
MISSION The Quairading Community Resource Centre Inc. will provide, in a professional manner to our community and its wider region, the opportunity to utilise technology and resources to enhance education, employment, training, business enterprise and social connections, thereby building capacity and regional strength.
WHO WE ARE Quairading is a rural community two hours east of Perth and offers diverse business, sporting, social, cultural and education opportunities. The Quairading CRC is central to the Quairading community. The Quairading CRC delivers a variety of services and products to residents within the Quairading town site and greater agricultural district including Pantapin, Yoting, Badjaling, Dangin, South Caroling, Balkuling, Doodenanning and Wamenusking. The Quairading CRC has strong relationships within the Western Australian CRC Network and surrounding CRCs in the Avon and eastern Wheatbelt. In 2011 the Quairading CRC, together with the Shire of Quairading opened a new and modern colocated facility. The Quairading Community Resource and Cultural Arts Centre is managed by the Quairading CRC on behalf of the Shire of Quairading. It features meeting rooms, training rooms, video conferencing facilities, a Toy Library, Arts Centre, community storage, office space for Shire employees as well as leased office space for private businesses and individuals. The building was a long term project for the Quairading CRC and has provided a number of growth opportunities for the CRC as well as assisting in the sub regional growth of the Wheatbelt. The Quairading CRC provides a variety of administration and desktop publishing services, internet, videoconference facilities, visitor information, events management, room hire, and access to government services, education and training workshops.
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KEY DIRECTIONS 1. People and Capacity 1.1 Work closely with the Shire of Quairading, community members & groups, local businesses, training providers and funding bodies to deliver training, activities and events to build capacity and skills. 1.2 Provide opportunities for social engagement to build community connectedness and sense of place.
2. Services and Information 2.1 Provide access to Government services (local, State and Federal) and local information, relevant to the Quairading community. 2.2 Support and advocate for a variety of health and wellbeing services in Quairading. 2.3 Collaborate with all relevant local and district “visitourism� stakeholders to develop a greater physical and online tourism presence and visitor servicing role.
3. Promotions and Marketing 3.1 Increase the awareness of the Quairading CRC’s capabilities within the local community, surrounding towns, the wider Wheatbelt and other regions.
4. Management and Governance 4.1 Support, retain and encourage an efficient, well represented, professional and skilled Management Committee and staff. 4.2 Maintain and review regularly appropriate policies and procedures and awareness of legal obligations.
5. Economic Sustainability
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5.1 Seek out enterprising opportunities and alternative income generation for the Quairading CRC, whilst complementing existing local businesses. 5.2 Source grant funds when and where relevant.
KEY DIRECTION 1: PEOPLE AND CAPACITY Strategy 1.1 Work closely with the Shire of Quairading, community members & groups, local businesses, training providers and funding bodies to deliver training, activities and events to build capacity and skills. Actions: h Maintain strong and wide reaching community engagement to determine training needs. h Provide relevant training opportunities to a variety of demographics within the local community. h Provide access to work space and technology to all.
Strategy 1.2 Provide opportunities for social engagement to build community connectedness and sense of place. Actions: h Provide a welcoming environment to all. h Regularly organise inclusive events and activities with a social focus. h Employ a wide use of communication channels to reach minority demographics and those at risk of social isolation.
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KEY DIRECTION 2: SERVICES AND INFORMATION Strategy 2.1 Provide access to Government services (local, State and Federal) and local information, relevant to the Quairading community. Actions: h Maintain a welcoming space for all community members to seek information. h Provide equipment, resources and knowledge to ensure ease of access to Government. h Produce and regularly update local information publications (online and print). h Utilise online and social methods of sharing information.
Strategy 2.2 Support and advocate for a variety of health and wellbeing services in Quairading. Actions: h Provide health and wellbeing information sessions and events. h Promote access to videoconferencing facilities and consulting space for visiting health professionals. h Maintain contact with relevant referral agencies.
Strategy 2.3 Collaborate with all relevant local and district “visitourism” stakeholders to develop a greater physical and online tourism presence and visitor servicing role.
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Actions: h Foster links with the Shire of Quairading, Quairading Tourist and Tidy Towns Committee and broader tourism organisations such as Central Wheatbelt Visitor’s Centre, Roe Tourism and Australia’s Golden Outback. h Promote self -drive trails, walk trails, tourism attractions and the unique aspects of the district and encourage the maintenance of all sites and signage. h Provide professional visitor servicing and tourism displays in the foyer of the Quairading CRC.
KEY DIRECTION 3: PROMOTIONS AND MARKETING Strategy 3.1 Increase the awareness of the Quairading CRC’s capabilities within the local community, surrounding towns, the wider Wheatbelt and other regions. Actions: h Maintain our Quairading CRC specific website and promote local services, Quairading CRC services, community events, tourism attractions etc. Ensure our promotes existing websites associated with Quairading h Promote the services and programs offered at the Quairading CRC in publications and media channels (media releases, advertising, good news stories etc) that are aimed at the Quairading CRC target markets in an effort to attract new community members and to celebrate the vital role that the Quairading CRC plays in the community e.g. Have a Go News, Linkwest Updates, RRR Network, Avon Valley Advocate, Countryman, Farm Weekly. h Ensure an Annual Report is of a high standard and circulated to all stakeholders and available to all members and the general public. h Identify and promote opportunities of utilising technological advancements to support and enhance community groups and businesses.
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KEY DIRECTION 4: MANAGEMENT AND GOVERNANCE Strategy 4.1 Support, retain and encourage an efficient, well represented, professional and skilled Management Committee and staff. Actions: h Provide a variety of opportunities for clients and stakeholders to give feedback to the Quairading CRC. h Ensure regular staff training to maintain high quality standard of work and services. h Continue to actively participate and upskill committee and staff in appropriate governance procedures. h Develop committee and staff succession plans to ensure diversity, sustainability and viability of the Quairading CRC.
Strategy 4.2 Maintain and review regularly appropriate policies and procedures and awareness of legal obligations. Actions: h Conduct annual review of policies and procedures h Maintain membership with relevant entities that provide up to date information e.g. Linkwest, Wheatbelt Business Network, Regional Chamber of Commerce and Industry.
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KEY DIRECTION 5 : ECONOMIC SUSTAINABILITY Strategy 5.1 Seek out enterprising opportunities and alternative income generation for the Quairading CRC, whilst complementing existing local businesses. Actions: h Provide fee for service training courses and workshops identified by the community, local government and businesses. h Promote a suite of fee for service business support services. h Seek possibilities to partner with reputable organisations.
Strategy 5.2
Source grant funds when and where relevant. Actions: h Take advantage of relevant funding opportunities to promote health and other messages within our community. h Seek grant funds in order to ensure events and activities are as affordable as possible. h Use grant funds when appropriate to expand existing programs or create new programs. h Ensure funders are well acknowledged and nurtured in order to increase our community’s profile. h Embrace the opportunity to develop partnerships within projects requiring funding.
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