Ken is a father of two, a descendent of the Ngarrindjeri Nation on his father's side. Has been a Board member for just over a year and is currently Vice President. Works as a self-employed contract service engineer, and is a keen photographer. INTENT ON SEEING WILLUM WARRAIN CONTINUE TO GROW INTO AN EVEN STRONGER AND MORE ENJOYABLE HOME AWAY FROM HOME FOR OUR LOCAL AND VISITING BROTHERS AND SISTERS, AND A VERY WELCOMING PLACE FOR THE COMMUNITY AROUND US Proud Palawa woman Employed by VACCA A passionate advocate for our people and a positive role model Very interested in cultural practice and knowledge Respectful and kind person in all her dealings with the mob A STRONG COMMITMENT TO COMMUNITY Member Willum Warrain, 5 years Bachelor Degree Fine Arts and Bachelor Degree of Teaching Teacher at Woodleigh School currently Head of Media and Director of Community Initiatives, Woodleigh School Coordinator of The Homework and Learning Club, Frankston, running programs for Sudanese families ENTHUSIASTIC AND A RESPECTFUL TEAM PLAYER. PASSIONATE SOCIAL JUSTICE AND SUPPORTING LOCAL COMMUNITY
Goal Five - Partnerships: We will have a range of partnerships and collaborative relationships that will enhance our vision and broaden the range of opportunities available to our community. OBJECTIVES AND OUTCOMES Goals Objectives Outcomes Portfolio Responsibility Update October 2016 Update August 2017 Goal One: Cultural Strengthening and Community Engagement. Identify and define the specific cultural areas for prioritisation by Willum Warrain. Enhance the relationship with Traditional Owners, Elders and local Indigenous organisations. Identify and map out the priority of programs and activities, and processes for their implementation, including staffing and funding. Develop a broadly targeted membership strategy, to considerably build up the Willum Warrain membership. Agreed cultural for prioritisation specified. Strong mutually respectful relationships with local Elders and local Indigenous organisations. An agreed outline of programs and activities, their required staffing and funding levels, and a phased timetable for their implementation. 500 members by the end of 2018. Board (Objectives 1-3); Coordinator (Objective 4) Much of this strategy has been on hold pending the uncertain outcome of funding applications. Now that we have heard about the success of these applications, our attention can now be focused on this strategy. We currently have funding for our Men’s partial funding for our women’s and bush play groups. Bus Driver position is partly funded by FRRR grant and Headspace. Still need funding for administration position and Aboriginal Projects Officer to run women’s group. We have also implemented an Organisational membership category.
Goals Objectives Outcomes Portfolio Responsibility Update October 2016 Update August 2017 Goal Two: Gathering Place. Undertake a consultative process to identify the level of support, and needs and parameters for the Gathering Place (incorporating a multi purpose building), ensuring it is primarily aligned to cultural strengthening. Seek funding to undertake a feasibility study on all aspects of the possible development of the Gathering Place, including a permanent location and associated facilities, governance requirements, staffing and funding. A strongly supported outline of all parameters of the future Gathering Place. Funding in place to undertake a feasibility study. Completed feasibility study, mapping all key elements for the Gathering Place, including location, ownership, governance, staffing, financing, general infrastructure, and range of programs and activities. Board As for Goal One. We have applied to DH&HS for funding for a men’s shed. Community house funding ($13,000 per annum) has been achieved. Goals Objectives Outcomes Portfolio Responsibility Update October 2016 Update August 2017 Map out all requirements for a fully developed organisational infrastructure to support a vibrant Gathering Place. Develop a financial and fundraising strategy (including potential social enterprises) A clear outline of the required organisational infrastructure for a fully developed Gathering Place. A completed funding strategy (including Objective One: Board Significant efforts have been made to raise funds for a health worker and a Gathering Place Coordinator. These have now been funded for a 18 months and a two year We currently have funding for a GPC (Karsten’s position) for another 16 months; the position of Aboriginal Cultural Programs Officer
Goal Three: Organisational Infrastructure. aiming at securing recurrent funding and financial stability. Continue to develop all organisational policies and procedures. potential social enterprises) with associated targets, the nature of requirements, and an outline as to how to best approach them. Complete set of organisational policies and procedures. Objective Two: President + Coordinator Objective Three: Coordinator period respectively, ensuring a period of agency stability. This will enable the further development of the organisational structure, policy and be a platform for securing additional funding. (Wenzel’s) is for the next 2 Shawne Rubenstein of Peninsula Partners is developing a financial plan for us. We are currently applying for a fund-raising licence. Russell Jaffe (Volunteer) has drafted a fund-raising and bequest policy. Goals Objectives Outcomes Portfolio Responsibility Update October 2016 Update August 2017 Goal Four: Community Profile. Confirm the key stakeholders and audiences for a strong Willum Warrain community profile. Create a Willum Warrain Marketing Strategy, including all of promotion and marketing, especially social media, with an associated budget and personnel for implementation. Agreed audience for a strong Willum Warrain community profile. An agreed budgeted Marketing Strategy with an associated process for implementation. Coordinator With a full complement of staffing, this goal will now take priority. We now have a website up and running, We have been receiving some local newspaper coverage. A marketing policy is yet to be developed but will follow on from the financial plan. Woor Dungin to be to assist with the marketing strategy.