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STRATEGIC PLAN 10 YEAR STRATEGIC ROADMAP 2019-2029


ACKNOWLEDGEMENT OF COUNTRY NASCA acknowledges and pays respect to the Traditional Owners and Custodians of country throughout Australia. We honour and respect the cultural heritage, customs and beliefs of all Aboriginal and Torres Strait Islander people. We recognise that Aboriginal and Torres Strait Islander peoples have spiritual social and cultural connections with their traditional lands and waters. We would like to express our sincerest gratitude to the communities on whose land NASCA works.

CONTENTS Vision & Purpose

04

NASCA’S Strategic NARRATIVE

06

Current Landscape

08

Our capabilities

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03 OVERVIEW

OVERVIEW

INTRODUCTION

The National Aboriginal Sporting Chance Academy (NASCA) Strategy 2019-29 articulates our approach to working with young Aboriginal and Torres Strait Islander Australians, the context in which we operate; and the key areas where NASCA can help to contribute to positive social change. Our Strategy will guide programming decisions over the next decade, while retaining the flexibility to respond to emerging opportunities. The NASCA Strategy is built on: • NASCA’s 20+ years of experience in serving Aboriginal communities around Australia; • Lessons learned by NASCA when designing and implementing programs nationally, • Community needs identified in places where we are already active or through direct requests made of NASCA.

THE NASCA STRATEGY CONTINUES OUR COMMITMENT TO BEING TRANSPARENT AND ACCOUNTABLE TO THE PEOPLE AND BROADER AUSTRALIAN PUBLIC. NASCA 10 YEAR STRATEGIC PLAN

WHO WE ARE

<<<

NASCA is a charitable not-for-profit organisation registered as an Aboriginal Corporation. We are 100% Aboriginal-governed and comply with the relevant Federal Government Acts of Australia. We have operated since 1995 and our head office is based in Redfern, NSW.


04 vision and purpose

NASCAâ&#x20AC;&#x2122;S VISION AND PURPOSE DRIVE ALL ITS ACTIVITIES NASCA aims to create and sustain an organisation in which, for the benefit of both Indigenous and non-Indigenous Australia, Aboriginal and Torres Strait Islander young people can thrive and realise their full potential.

OUR VISION

NASCA 10 YEAR STRATEGIC PLAN

A proud, prosperous, healthy Australia; where Aboriginal and Torres Strait Islander young people thrive.

OUR PURPOSE Building confidence of Aboriginal and Torres Strait Islander young people to take opportunities and fulfil their potential.


OUR VALUES <<

05 vision and purpose

In pursuing our purpose, NASCA shares key values, which run like a thread through.

Our five key values include; Integrity, Excellence, Trust Collaboration, and Cultural Pride. They will serve to guide our activities and programs.

INTEGRITY

NASCA operates an ethical, legal, accountable, diligent and transparent organisation. We work with best practice principles and processes across all aspects of our administration and services to support a sustainable funding base. Good governance and leadership support NASCA, enabling our goals and purpose to be achieved.

EXCELLENCE

NASCA 10 YEAR STRATEGIC PLAN

NASCA strives for the highest achievement in all aspects of our work, across our individual and community action. In our communities, evidence of this value includes giving recognition to young people achieving high standards, encouraging and acknowledging individual improvement, celebrating achievements and encouraging young people’s awareness of broader life opportunities. Organisationally, this value is demonstrated through our staff and board members reaching personal best performance in their roles, setting and meeting high professional standards and persisting through challenges in the pursuit of our purpose.

TRUST

NASCA’s value of trust is realised in our openness and honest approach, creating positive relationships with our young people, communities, partners and funders. Strong relationships allow us to accomplish much more than we would be able to otherwise. We act with integrity in our relationships, encompassing compassion, friendship, and loyalty.

COLLABORATION

NASCA values the contributions made by community organisations, individuals and professionals to realise positive social change for Aboriginal and Torres Strait Islander young people. We are committed to collaborating with community organisations, governments and businesses in delivering our objectives and extending our organisational reach. Our work is informed and responsive to the needs of the communities in which we operate. We work to build meaningful, sustainable community relationships vital in the development and implementation of our work.

CULTURAL PRIDE AND INCLUSION

Pride in our Aboriginality and Our Culture permeates throughout our work, informing our programs and activities and inspiring our young people to strengthen and enhance their cultural identities. We foster cultural safety in each facet of our work to enable respectful and inclusive relationships with individuals and communities. NASCA recognises that Aboriginal and Torres Strait Islander people have spiritual, social and cultural connections with their Traditional lands and waters. We respect the diversity of Indigenous peoples, including their different languages, cultures, histories and perspectives. We understand the significance in recognising the diversity of individuals and groups within communities. Our work is done in accordance with the objects of the United Nations Declaration on the Rights of Indigenous Peoples, including principles of Indigenous peoples’ rights to self-determination and to full participation.


06 STRATEGIC NARRATIVE

NASCA’s strategic NARRATIVE articulates our story of impact & acts as a compass in achieving our purpose and vision

BECAUSE >>>>>>>>>>>> WE BELIEVE >>>>>>>> SO WE PROVIDE>>>>> THAT LEAD TO >>>>>> AND RESULTS IN Aboriginal and Torres Strait Islander young people experience racism, discrimination, cultural dislocation, exclusion and intergenerational trauma

in providing supports for Aboriginal and Torres Strait Islander young people aged 5-24 so they can realise their potential

a range of evidencebased, culturallysafe, communitydriven programs for young people in urban and remote environments

Aboriginal and Torres Strait Islander young people having increased confidence and self-worth to make the most of opportunities

Aboriginal and Torres Strait Islander young people are:

• NASCA walks with young Aboriginal and Torres Strait Islanders and reinforces their cultural identity while they realise their ambitions

• Intensive support in schools, through sports and healthy lifestyle programs

• Aboriginal young people develop essential life skills

• More likely to live in low socio economic areas • Less likely to complete school or enter into employment NASCA 10 YEAR STRATEGIC PLAN

• More likely to be incarcerated • More likely to experience chronic disease • More likely to live in out-of-home care

• NASCA works in urban and remote settings across NSW, the Northern Territory and Western Australia

• Career planning • Mentoring • Personal and community development

• Support for young people who choose to engage with their education and development after high school • Healthier life choices

Aboriginal and Torres Strait Islander young people being able to fulfil their potential • Inspired young people who can envision success in their own lives in the fields they identify with • Increased school engagement and Year 12 completion


07 STRATEGIC NARRATIVE

NASCA has identified three strategic pillars to guide our work over this 10-year strategy:

01. 

Young People

At the core of programs

02. 

Partnerships

Keeping the ecosystem engaged

• Programs are centred around young people and respond to their needs

• Advocate for Aboriginal and Torres Strait Islander young people

• Collaborate with communities in designing and delivering culturally safe programs for young people

• Empower young people to be advocates themselves

NASCA 10 YEAR STRATEGIC PLAN

• Prove and improve program quality through continued measurement and evaluation

• Foster strong, collaborative relationships with communities we work in • Maintain strong relationships with funders

03. 

Sustainability A well-run organisation

• Cultivate engaged and motivated staff • Maintain a strong representation of Indigenous staff


08 -

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CURRENT LANDSCAPE

The need being addressed by NASCA

There is significant need experienced by Aboriginal and Torres Strait Islander young people - NASCA’s programs respond to this unmet need • Aboriginal and Torres Strait Islander young people experience a range of poor outcomes compared to the non-Indigenous population. NASCA 10 YEAR STRATEGIC PLAN

• The poor outcomes persist across all social areas including education, health, family, justice, as well as across gender. • Young people in remote areas are more likely to experience significant social inequality, particularly relating to education.


09 CURRENT LANDSCAPE

48% of Aboriginal and Torres Strait Islander people live in the most disadvantaged SEIFA areas

Indigenous university students make up only 1.7% of the total domestic student population

Aboriginal and Torres Strait Islander people are twice as likely to experience high or very high levels of psychological distress than nonIndigenous people

Youth detention rates are 17 times higher for Aboriginal and Torres Strait Islander youth than that of the general population.

Source: Australian Institute of Health and Welfare, 2019, (www.aihw.gov.au/reports/youth-justice/youthjustice-australia-2017-18/contents/table-of-contents); Family Matters, 2019, (www.familymatters.org.au/wp-content/ uploads/2018/11/Family-Matters-Report-2018.pdf); Department of Prime Minister and Cabinet, 2019, ‘Closing the Gap Report, 2019’ (https://ctgreport.pmc. gov.au/sites/default/files/ctg-report-2019.pdf?a=1)

Indigenous young people aged 10–17 made up 49% of those under youth justice supervision

The burden of disease is 2.3 times higher for Aboriginal and Torres Strait Islanders than non-Indigenous people

Aboriginal and Torres Strait children are 10 times more likely to live in out of home care than non-Indigenous children

Aboriginal and Torres Strait Islander young people experience a range of poor outcomes compared to the non-Indigenous population

The school attendance rate for Aboriginal and Torres Strait Islander young people is 83% compared to nonIndigenous students at 93% (and 63% to 86% in remote areas)

Year 12 attainment rates for Aboriginal and Torres Strait Islander youth is at 65% compared to nonIndigenous students at 89%

NASCA 10 YEAR STRATEGIC PLAN


10 -

80%

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100%

60%

60%

40%

40%

20%

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QLD

WA

TAS

NT

ACT

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SA

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2014

VIC

NASCA 10 YEAR STRATEGIC PLAN

Northern Territory and Western Australia have the lowest school attendance rates among Aboriginal & Torres Strait Islander students and this number has fallen Source: A  ustralian Curriculum, Assessment and Reporting Authority 2018, ACARA National Student Attendance Data Collection, Sydney.

0%

MAJOR CITIES

INNER REGIONAL OUTER REGIONAL

INDIGENOUS

NON-INDIGENOUS

REMOTE

VERY REMOTE

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NSW

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0%

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100%

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student attendance rates by remoteness semester 1 2018

INDIGENOUS STUDENT ATTENDANCE RATES BY JURISDICTION

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CURRENT LANDSCAPE

The 2019 Closing the Gap report revealed that the Northern Territory has the lowest school attendance rate, followed by Western Australia

The gap in attendance rates between Aboriginal and Torres Strait Islander students and non-Indigenous students widens in remote and very remote areas Source: Australian Curriculum, Assesment and Reporting Authority 2018, ACARA National Student Attendance Data Collection, Sydney.


11 OUR CAPABILITIES

Our Capabilities Culturally-safe program design and delivery

• Collaborative approach to program design with students, reflecting community need and responsive to real-time assistance

• Urban programs take a participatory approach, recognising needs of youth and driving program design

NASCA 10 YEAR STRATEGIC PLAN

Energetic and skilled staff and volunteers

• Staff are energetic, engaged and skilled in their jobs • Have capability to mobilise engaged volunteers and a cadre of volunteers

Strong Indigenous workforce

• Workforce that is 40%+ Aboriginal and Torres Strait Islander people - key factor in our success in communities • Board of Directors is entirely made up of Aboriginal & Torres Strait Islander peoples – 100%

Long-term partnerships in communities and with partners

• Long-term connection with communities, particularly remote communities

• Long-term partnership with funders

Helping young people to build confidence

• Evidence of improving educational outcomes for Aboriginal and Torres Strait Islander young people and building their confidence

Working with young people

• Work with all genders • Work with a broad age group (5-18 years old)


12 OUR CAPABILITIES

NASCA’s program design, inclusive cohorts and Indigenous profile set it apart from other organisations Cohort GOVERNANCE REACH

Program design Needs being addressed • School/ education engagement • Employability NASCA 10 YEAR STRATEGIC PLAN

• Improve health and lifestyle choices • Counteracting racism • Cultural pride

• School attendance, employability, confidence & community engagement, problem solving, communication, teamwork, cultural pride • volunteer programs

Program delivery time-frame

• Remote schools in NT & WA, urban and regional schools in NSW

• 100% Indigenous Board of Directors and CEO

(age, gender) •A  ll genders • 5-18 years of age

•S  chool term & holiday programs • Week long programs in remote communities

Purpose Building confidence of Aboriginal and Torres Strait Islander young people to take opportunities and fulfil their potential


13 -

NASCA 10 YEAR STRATEGIC PLAN

< < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < SCALE <<<

OUR CAPABILITIES

THREE STRATEGIC PILLARS

NASCA’s three strategic pillars can be phased across years 1-3, then years 3-5 AND finally in years 5-10

01. 

HORIZON 3 HORIZON 2 HORIZON 1 Set-up for success and grow to address key need 1. Continue to respond to community need through quality programs 2. Growing to more areas of need 3. Continuing to foster engaging and motivated staff 4. Maintain strong partnerships with communities and supporters

BUILD A VOICE TO ADVOCATE FOR YOUNG PEOPLE AND CONTINUE TO GROW 1. Growing to more areas of need 2. Being a voice for Aboriginal and Torres Strait Islander young people

OPERATE AT A NATIONAL LEVEL 1. Growing to more areas of need 2. Maintain strong partnerships with communities and supporters

<<< 5-10 years >>>

<<< 3-5 years >>>

<<< 1-3 years >>> >>> TIME > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > >

Young People At the core of programs

• Programs are centred around young people and respond to their needs • Collaborate with communities in designing and delivering culturally safe programs for young people • Prove and improve program quality through continued measurement and evaluation

02. 

PARTNERSHIPS

Keeping the ecosystem engaged • Advocate for Aboriginal and Torres Strait Islander young people • Empower young people to be advocates themselves • Foster strong, collaborative relationships with communities we work in • Maintain strong relationships with funders

03. 

Sustainability A well-run organisation

• Cultivate engaged and motivated staff • Maintain a strong representation of Indigenous staff


14 OUR CAPABILITIES

Over the next 1-3 years, NASCA will deepen its work in communities, as well as expanding in WA and NT <<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<< 3-5 years >>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>

01. 

Young People

At the core of programs

Continue to respond to community need through quality programs • Deepen work with communities surrounding schools we work in, through programs outside of the school gates NASCA 10 YEAR STRATEGIC PLAN

• Continue to utilise a collaborative approach to program design and delivery to ensure culturally safe programs • Continue to measure and strengthen program quality

02. 

03. 

Partnerships

Sustainability

Growing to more areas of need

Continuing to foster engaging and motivated staff

Keeping the ecosystem engaged

• Expand geographically, first focusing on WA and NT • Maintain strong relationships with communities we work in • Maintain and grow relationships with funders • Diversify partnerships and funding base

A well-run organisation

• Focus on staff development (70% on-the-job training, 20% staff training sessions, 10% self-directed training) • Maintain high percentage of Indigenous workforce


15 OUR CAPABILITIES

In years 3-5 and years 5-10, NASCA will build its advocacy role whilst continuing its growth nationally <<<<<<<<<<<<<<<<<<<< 3-5 years >>>>>>>>>>>>>>>>>>>>

01. 

Young People

At the core of programs

Growing to more areas of need • Expand into other states • Grow age range of services offered to include pre and post school youth

02. 

SUSTAINABILITY A well-run organisation

Being a voice for Aboriginal and Torres Strait Islander Young People • Advocate for Aboriginal and Torres Strait Islander young people within election cycles

NASCA 10 YEAR STRATEGIC PLAN

• Empower young people to be advocates themselves

<<< 5-10 years >>>

03. 

Partnerships Keeping the ecosystem engaged

Growing to more areas of need • Become nationwide • Maintain strong partnerships with communities and supporters


OUR CAPABILITIES

Design and Evaluation Framework over this 10 year strategy

STRATEGY >>> INPUT >>>

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NASCA 10 YEAR STRATEGIC PLAN

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About this Strategic Plan The NASCA Board of Directors developed this Strategic Plan in September 2019, informed by stakeholder surveys conducted by consultants from Social Ventures Australia. Publication Details Photography Contact Details Address: Level 2, Gadigal House, 180 George Street, Redfern, NSW 2016. Post: PO Box 3093, Redfern NSW 2016 Tel: (02) 8399 3071, Email: admin@nasca.org.au, Web: www.nasca.org.au

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