North Sydney State of the Community Sector · 2014. 1. 9. · Respondents had the option of completing a hard copy of the survey (returning it with a reply paid envelope), completing

2012

Russell Wolfe

Social Planner

October 2012

North Sydney State of the Community Sector

North Sydney State of the Community Sector 2012

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Contents

1. Executive Summary ................................................................................................................... 3

2. Introduction ................................................................................................................................. 4

3. Community Sector Defined ..................................................................................................... 5

4. Methodology ................................................................................................................................ 6

5. Findings ........................................................................................................................................ 7

5.1 About the Organisations ........................................................................................................... 7

5.2 Recent Trends ............................................................................................................................ 8

5.3 Current Challenges ................................................................................................................. 11

5.4 Accommodation ....................................................................................................................... 12

5.5 Staffing ...................................................................................................................................... 13

5.6 Volunteers ................................................................................................................................. 13

5.7 Funding ..................................................................................................................................... 14

5.8 Engagement with Council ....................................................................................................... 15

6. Conclusion ................................................................................................................................. 16

7. Recommendations ................................................................................................................... 18

8. Appendix A – Community Sector Survey .......................................................................... 19

Cover Page Photos

Top Children’s Festival at Civic Park, North Sydney

Bottom Seniors Week Event at Kirribilli Neighbourhhod Centre


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1. Executive Summary

The State of the Community Sector 2012 presents the findings of a survey of community sector

organisations serving the North Sydney local government area. These organisations make a

significant contribution to enhancing the economic and social wellbeing of society, particularly for

those that are disadvantaged or marginalised, and in so doing, have a critical role to play in achieving

the goals of ‘2020 Vision, North Sydney Coummunity Strategic Plan 2009-2020’.

A survey was prepared and piloted with six community organisations from different industries of the

community sector. Their feedback was incorporated into the final survey which was mailed to over

250 community organisations listed in Council’s Local Information Network for Community Services

(LINCS) database and the 2009 Community Directory. The survey was also emailed to Community

Development’s officers’ networks and a link was placed on Council’s home page of the website.

Respondents had the option of completing a hard copy of the survey (returning it with a reply paid

envelope), completing the survey online using Survey Monkey® or completing a soft copy via email.

The survey opened on Friday, 17 August 2012 and ran for three weeks, closing on Friday, 7

September 2012. Late entries were accepted.

A total of 42 surveys were completed. Six surveys did not meet the eligibility criteria (incorporated, not

for profit organisations providing community services to the North Sydney community) and were

excluded, leaving 36 surveys from 31 organisations (one organisation submitted five suveys (one for

each of the distinct services it provides) and one organisation submitted two surveys (one online and

one hard copy).

The survey results reveal the diversity which characterises community sector organisations. There are

notable differences in their: legal structure; size; age; function; accommodation; use of volunteers;

sources of revenue; uptake of social media; use of strategic planning; and viability. The survey also

identified three emerging trends: a growing parent population; an increase in culturally and

linguistically diverse communities; and growth in the demand for services, including the increasingly

complex and high level needs of clients. Participants were also able to identify that the most pressing

challenges facing the community sector at this time relate to funding, managing volunteers, and better

engagement with the community.

Accordingly, it is recommended that:

1. In recognition of the contribution the community sector plays in achieving the Community

Strategic Plan’s goals, Council’s Community Development officers prepare a program

(including workshops) designed to support and strengthen the community sector’s ability to

address the current and emerging challenges facing the sector;

2. The State of the Community Sector 2012 report be disseminated to the community sector;

and

3. The survey be repeated in four years time to identify how the sector has changed.


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2. Introduction

Supporting victims of domestic violence, advocating for people with disabilities, providing

free meals, transport and social support to the the elderly, helping new migrants settle in

Australia, and protecting our most vulnerable, disadvantaged and marginalised citizens,

including children, people with addictions, the frail aged, people with mental health issues,

the unemployed, the homeless and the socially isolated. These are just some of the

essential services which are provided by the community sector in the North Sydney local

government area. These organisations play a critical role in enhancing the economic, social

and cultural wellbeing of society and in so doing, have a critical role to play in achieving the

goals of ‘2020 Vision, North Sydney Coummunity Strategic Plan 2009-2020’.

In 2010, the Productivity Commission valued the contribution of the 600,000 organisations in

the not for profit sector at 4% of gross domestic product ($43 billion), employing 8% of the

national workforce, with a further 4.6 million volunteers contributing an additional $15 billion.

The not for profit sector is currently undergoing a period of significant change, including: the

establishment of a new national regulator (Austalian Charities and Not for profits

Commission); increased competitive tendering for government contracts (including increased

competition from for-profit businesses); and increased demand for services following the

economic downturn, resulting in pressure to do more with less.

In this context, it is important for Council to understand the current state of the community

sector and its capacity to continue to deliver the essential services it provides to the North

Sydney community. This report presents the findings from the community sector survey

which was used to assess the current state of the sector. The results from the survey will

inform Council’s strategic planning processes so that opportunities to work with and

strengthen the sector to achieve the goals of the North Sydney Coummunity Strategic Plan

2009-2020, are identified, developed and implemented.


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3. Community Sector Defined

The community sector belongs to the group of organisations, associations and groups which

comprise the third sector (Figure 1).

Figure 1 View of the Third Sector

There is no nationally agreed standard for classifying the organisations which comprise the

community sector. For the purposes of this survey, the Australian Council of Social Services’

(ACOSS) definition of the community sector was adopted (Table 1), due to its

comprehensive nature.

Table 1 Community Sector Definition (ACOSS)

The Community Sector comprises of organisations providing the following services:

Alcohol and other drug support services

Child welfare, child services and day care

Community development

Disability services Domestic violence and sexual assualt

Emergency relief services for those experiencing financial crisis

Employment/ training services

Family and relationship services

Financial support services

Housing/ homelessness services

Indigenous support services Information, advice and referral services

Legal services and advocacy Mental health Migrant, refugee and asylum seeker services

Other (generalist services) Other health services Residential aged care and nursing homes

Services for the aged and elderly (excluding residential facilities)

Third Sector

Business Sector

Government Sector

Community Sector


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4. Methodology

A survey (Appendix A) was prepared and piloted with six community organisations from

different industries of the community sector. Their feedback was incorporated into the final

survey which was mailed to over 250 community organisations listed in Council’s Local

Information Network for Community Services (LINCS) database and the 2009 Community

Directory. The survey was also emailed to Community Development’s networks and a link

was placed on Council’s home page of the website.

Respondents had the option of completing a hard copy of the survey (returning it with a reply

paid envelope), completing the survey online using Survey Monkey® or completing a soft

copy via email. The survey opened on Friday, 17 August 2012 and ran for three weeks,

closing on Friday, 7 September 2012. Late entries were accepted.

Thirty posted copies of the survey were returned as undeliverable. Where possible, the

addresses for these organisations were updated and the survey was resent, either via email

or mail. These contact details were also updated in the LINCS database.


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5. Findings

A total of 42 surveys were completed. Six surveys did not meet the eligibility criteria

(incorporated, not for profit organisations providing community services to the North Sydney

community) and were excluded. Of the remaining 36 surveys, one organisation submitted

five suveys (one for each of the distinct services it provides) and one organisation submitted

two surveys (one online and one hard copy) resulting in responses being received from 31

different organisations. The key findings are listed below.

5.1 About the Organisations

This section briefly summarises the key characteristics of the 31 participating organisations.

68% are based in the North Sydney local government area;

33% serve just North Sydney, with 20% serving the lower north shore and a further

33% serving the northern Sydney region;

The majority (52%) are incorporated associations (Chart 1);

97% were established over 10 years ago;

51% use social media, with most using Facebook;

23% do not have a strategic plan; and

19% do not have an induction program for their Board members, 29% have 2 or

more Board vacancies and 40% find it difficult to recruit Board members.

Chart 1 Legal Status

There was good representation from the different types of community organisations,

including education providers, peak bodies, social enterprises, religious institutions and

philanthropic organisations, as well as the anticipated service delivery organisations (Chart

2).

Company Limited by Guarantee

14%

Incorporated Association

52%

Cooperative 3%

Religious Institution

17%

Not Specified 14%


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Chart 2 Organisation Type

There was similar diversity in the types of services provided to the North Sydney community

with over 20 different services offered. Services to seniors were most prevalent (provided by

47% of the respondents), followed by education/ training (35%) and children’s services (32%

(excluding childcare). Services classified as ‘other’ included: counselling; transport; crisis

assistance; and social activities.

Chart 3 Services Provided

5.2 Recent Trends

There has been significant growth in services over the last 3-5 years as shown in Chart 4, with 58% of

respondents expanding their service over this time. Interestingly, this growth has been driven by a

number of factors, including: successful marketing (24%) and improved quality (10%); as well as the

expected increases in demand (24%); and funding (10%). Restrictions on the size of the

organisation’s premises were the main cause of services remaining the same size. Where services

had contracted, it was due to either a loss of members or a reconfiguration of a site which reduced

the number of services that could be provided.

47%

35% 32%

29% 29% 29% 24% 24%

21% 21% 21%

15% 15% 12% 12%

9% 6%

3%

Sen

iors

Edu

cati

on

/ Tr

ain

ing

Ch

ildre

n's

Ser

vice

s

Ad

voca

cy

Ch

ildca

re

Info

/ R

efer

ral

Fam

ily/

Rel

atio

nsh

ip

Oth

er

Ho

usi

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Ho

mel

essn

ess

Mu

ltic

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ura

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th

Hea

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(ex

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h)

Ind

igen

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s

Dis

abili

ty

Men

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ealt

h

Emp

loym

ent

Do

mes

tic

vio

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ce

Lega

l

44%

24%

13% 11% 5% 3%

Service Delivery

Education/ Training

Social Enterprise

Religious Institution

Peak Body Philanthropic


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Chart 4 Change in Level of Service Provision (last 3-5 years)

Looking towards the next 3-5 years, 52% of respondents expect to expand their services over this

time (Chart 5). Once again, the main drivers cited were: increased demand (45%), marketing (25%);

funding (10%); and improved quality (10%). Overwhelmingly, the main cause of services remaining

the same size was the limitation of the current site (88%). No services expected to contract over the

next 3-5 years.

Chart 5 Predicted Change in Level of Service Provision (next 5 years)

Expanded 58%

Remained the same size

33%

Contracted 6%

Not specified 3%

Expand 52%

Remain the same size

42%

Contract 0%

Not specified 6%


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Emerging Trends

The emerging trends identified by the participating organisations are listed in Table 2. Three

key trends are discernable from their feedback:

1. Growing parent population

This is impacting on demand for childcare (increasingly both parents are

working), school places and even venue hire (for birthday parties). More

grandparents are helping look after grandchildren. Additionally, new parents often

lack social connections due to either recently moving to the area or because they

are from a culturally and linguistically diverse background.

2. Increase in culturally and linguistically diverse communities

Feedback from the sector regarding the increasing numbers of people from

culturally and linguistically diverse backgrounds in the area is supported by data

from the 2011 Census which states that people from a non-English speaking

background have increased 2.7% since 2006 to 20.8% of the local population.

3. Changes in demand for services

Further to the growth in demand for services, clients have greater perceptions of

the services they need and are often wanting more value for money. Clients are

also presenting with increasingly complex and high level needs, especially

regarding mental health services. Demand is exceeding the funding available to

provide the required services.

Table 2 Identified Emerging Trends

Growing parent population:

both parents working

increasing need for childcare & school places

grandparents providing childcare

lacking social connections

demand for venue hire (birthday parties)

More high/complex need clients, not matched by funding

Increase in culturally & linguistically diverse groups

Increase need for crisis support & suicide prevention services

Prevalence of mental health issues Need for volunteers with specific skills

Client’s levels of expectation have risen, demanding more value for money

Emergency housing shortage

People struggling to pay bills Growing demand for more sustainable procuts

Gaps

Participants were asked to list any gaps in service provision which they had identified. There

was no discernable pattern or similarity between the answers provided, which are listed in

Table 3 below. Predominantly, they relate to extending or expanding the current provision of

services beyond the current means of the organisation.


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Table 3 Identified Service Gaps

Aboriginal specific services After business hours service

Unmet demand for services operating at capacity

Childcare to enable mothers & grandmothers to attend meetings

Some Federal & State services Emergency housing

Crisis support Housing for young homeless aged under 17

High need clients School holiday activities

Up to date information on available services Better support for stakeholders

Limited community based health care

5.3 Current Challenges

Each organisation was asked to identify their three most pressing organisational challenges.

The responses are shown in Chart 6.

Chart 6 Community Sector Challenges

Funding

The number one issue, cited by 42% of all organisations, was funding. Specific funding

challenges included having insufficent revenue to sustain services and address identified

needs, a lack of access to capital to fund building improvements and onerous government

contractual agreements. More information on funding is available in section 5.6.

0 2 4 6 8 10 12 14 16 18 20

Membership

Staff

Competition

Demand for Services

Regulations

Service Quality

Marketing

Other

Accommodation

Operations

Volunteers

Funding

Number of Times Mentioned

Most Important 2nd Most Important 3rd Most Important


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Volunteers

One of the defining characteristics of third sector organisations is their reliance on

volunteers, so it is no surprise that managing volunteers was the second most cited

challenge. The main concerns with volunteers were the ongoing need to recruit volunteers,

replace ageing volunteers and complying with the new work health and safety legislation.

More information is available on volunteers in section 5.5.

Other Challenges

Several other issues were raised, including: operational issues such as how to better engage

with the community; and accommodation issues such as security of tenure (see section 5.4

for more information on accommodation). In addition, a number of services were grappling

with how to market their services better, as well as others who were struggling with recently

introduced government regulations, increased competition and a decline in membership

numbers.

5.4 Accommodation

As noted earlier, the type of accommodation occupied by the organisation can have a

significant impact on the ability of the organisation to grow its business. This section

provides a brief overview of the premises occupied by the community sector.

74% operate from 1 site, 9% from 2 sites, and 17% from 3 or more sites;

23% own their building, 52% lease, with the remainder predominantly hiring a local

meeting room;

91% have been in their premises for over 5 years and are very unlikely to move in

the next years (77%);

Only 6% said they were likely to move premises in the next 5 years;

26% provide services solely from their premises, whilst 74% provide outreach

services;

46% share their premises with another organisation;

Of some concern, are the 18% or premises which are not accessible;

97% claim to have good, or very good, access to public transport, which is important

given that 34% have inadequate parking; and

97% believe they are well, or very well located;

Overall, 54% of organisations were very satisified with their accommodation, and 40% were

satisfied.


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5.5 Staffing

The survey drew responses from large not for profit organisations with over 50 staff, through

to small organisations with a few staff or those which are entirely run by volunteers, as

shown in Chart 7.

Chart 7 Number of Employees

Of the 25 organisations which employ staff, 21% struggle to recruit and retain staff. The main

reasons for this include:

Low rates of pay (cited by 39% of respondents), including funding not being linked to

inflation;

Specialist skills, experience and qualifications required (21%);

Worker burnout due to stressful and demanding work (14%); and

Cost of recruitment (11%), especially newspaper advertising.

In relation to rates of pay, a ruling by Fair Work Australia in September 2012 will see rates of

pay for certain community sector workers increase between 23 - 45% over the next eight

years. Around 150,000 community sector workers in Australia will benefit.

5.6 Volunteers

The importance of volunteers to community sector organisations is underscored by the fact

that 71% of the organisations surveyed use volunteers and 73% said they could not continue

to provide their services without them. Forty five percent of organisations use more than 25

volunteers. Despite their prominance in the sector, 30% of respondants struggle to recruit

volunteers and a further 28% struggle to retain them, once they have been recruited.

The main management challenges organisations face with their volunteer programs are

quite diverse, as shown in Chart 8. Volunteers are said to be time poor so they favour short-

term or one off events rather than committing to ongoing volunteering. They find the

recruitment process bureaucratic, with many forms to fill-in, checks to take place and time

consuming work health and safety requirements to complete before they are able to

volunteer. Managers often then find volunteers do not have the right skills for the role, are

unreliable, ageing, or they do not have the resources required to adequately support the

Less than 15 50%

15 - 50 19%

50 Plus 9%

No Staff 22%


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volunteers. The ability of managers to effectively address these challenges will be an

important determinant of the future success of community sector organisations.

Chart 8 Volunteer Management Challenges

5.7 Funding

In relation to the financial sustainability of community sector organisations, the survey

highlighted a number of concerns. One third of all organisations failed to make a surplus last

financial year (34%). Nearly one fifth of participants are concerned they do not have

sufficient resources to continue to deliver services over the next three years (17%). As a

result, 29% are looking to diversify their revenue streams within the next two years. A third of

the organisations receive funding from the Federal government and a third receive funding

from the State government but for both programs, the majority of the funding is for just one

year (45% and 42% respectively). The main sources of income for the organisations are

illustrated in Chart 9.

Chart 9 Main Source of Income

No spare time 15%

Preference for one-off events

15%

Skills do not match 17%

Lengthy recruitment

process 10%

Unreliability 10%

Cost of providing support

8%

Ageing volunteers 5%

Menial nature of tasks

5%

Other 15%

Federal Government

13%

State Government

10%

User Charges 53%

Donations/ Fundraising

21%

Grants 3%


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5.8 Engagement with Council

Fifty three per cent of participants reported having limited engagement with Council, with

56% wanting more engagement. The type of engagement the organisations are looking for is

shown in Chart 10.

Chart 10 Preferred Type of Engagement with Council

Participants were also asked to nominate their preferences for a series of workshop topics

designed to build the capacity of the sector. The preferences are shown in Chart 11.

Chart 11 Preferred Workshop Topics

18%

15%

7%

23%

17%

8%

12%

0 2 4 6 8 10 12 14 16

Board Governance Board Recruitment & Selection

Partnerships Staff Recruitment & Retention

Web Design Service/ Program Evaluation

Networking Advocacy & Lobbying

Social Media Volunteer Recruitment & Retention

Community Development Trends Fundraising

Grant Applications Community Engagement

Marketing Programs & Services

Number of Times Mentionned


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6. Conclusion

One of the challenges of aiming to support and strengthen the community sector is that the

diverse characteristics of community organisations make it difficult to implement generic

solutions. This report clearly demonstrates the diversity which exists within the sector.

Participating organisations:

used one of 4 different legal structures;

delivered services on a scale from a local neighbourhood up to a national level;

ranged in size from purely volunteer-run organisations to those with over 50 staff;

operated from premises which were variously owned, leased, hired or shared;

received funding from disperate sources including Federal, State or Local

Government, membership fees, user charges or donations;

had varying Government funding agreements, varying from 1 year to more than 5;

comprised of human service organisations, religious institutions, educational

establishments, and philanthropic and advocacy based organisations; and

provided over 20 different services ranging from seniors to domestic violence to

homelessness to mental health.

Given this diversity, the most efficient use of Council’s resources to support the sector, is to

target those challenges which are impacting the largest number of community sector

organisations. Based on participant’s feedback, the prioritised challenges are shown in Chart

12.

Chart 12 Prioritised Current Challenges

0 2 4 6 8 10 12 14 16 18 20

Membership

Staff

Competition

Demand for Services

Regulations

Service Quality

Marketing

Other

Accommodation

Operations

Volunteers

Funding

Number of Times Mentioned

Most Important 2nd Most Important 3rd Most Important


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In addition, participants were specifically asked to identify from a list of topics, what

workshops they felt would offer most value, if offered by Council. The results are displayed

below in Chart 13.

Chart 13 Preferred Workshop Topics

Based on the above findings, Council’s Community Development officers should develop, in

collaboration with the community sector, a suite of initiatives designed to address the

sector’s most pressing challenges, including a program of workshops presented by subject

matter experts on the preferred topics identified by the participants.

0 2 4 6 8 10 12 14 16

Board Governance Board Recruitment & Selection

Partnerships Staff Recruitment & Retention

Web Design Service/ Program Evaluation

Networking Advocacy & Lobbying

Social Media Volunteer Recruitment & Retention

Community Development Trends Fundraising

Grant Applications Community Engagement

Marketing Programs & Services

Number of Times Mentionned


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7. Recommendations

1. That, in recognition of the contribution the community sector plays in achieving the

Community Strategic Plan’s goals, Council’s Community Development officers

prepare a program (including workshops) designed to support and strengthen the

community sector’s ability to address the current and emerging challenges facing the

sector.

2. That the State of the Community Sector 2012 report be disseminated to the

community sector.

3. That the survey be repeated in four years time to identify how the sector has

changed.


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8. Appendix A

Community Sector Survey - 2012

North Sydney Local Government Area

Introduction

Welcome to the North Sydney Local Government Area Community Sector Survey

What is this survey for?

North Sydney Council wants to improve its understanding of the current and emerging issues facing

the local community services sector so it can develop more effective strategies to support and

strengthen the sector over the next 4 years.

Who is the survey for?

The survey is targeted at incorporated not for profit community organisations which provide services

to people from the North Sydney local government area. We appreciate that many organisations

serve a much broader area that includes North Sydney (such as the northern Sydney region). When

answering the questions, please focus your answer on the North Sydney community wherever

possible. We realise this will not always be achievable but it will help us to identify the most pressing

local issues.

What will we do with the information?

The results from the survey will be summarised in a report on the state of the community sector

which will highlight the key issues facing the sector. Council’s Community Development team will

then use this information to develop strategies to help strengthen and support the sector to address

these key issues over the next 4 years. The report will be made available on Council’s website for

interested members of the sector and the community.

Privacy

All information provided by your organisation will be kept confidential. The summary report will not

identify any of the organisations which participate in the survey.

How long will the survey take?

Approximately 15-20 minutes.

How do I return the survey?

1. Post: Using the reply paid envelope or post to:

Community Sector Survey – Confidential, Attention of: Russell Wolfe

North Sydney Council, PO Box 12, North Sydney NSW 2059

2. Email: [email protected]

mailto:[email protected]


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3. Online: you can complete the survey online at

www.surveymonkey.com/s/communitysectorsurvey

When is the deadline for completing the survey?

Friday, 7 September 2012

Questions?

Contact: Russell Wolfe – Social Planner (North Sydney Council) on 9936 8193 or email [email protected]

Map of North Sydney Local Government Area

http://www.surveymonkey.com/s/communitysectorsurvey



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Qualifying Questions This survey is intended for organisations which can answer Yes to the following 3 questions:

1. Is your organisation incorporated? Yes No

2. Is your organisation not for profit? Yes No

3. Does your organisation provide services to people from the North Sydney local government area (refer to map)? Yes No

If you have answered No to any of the above questions then there is no need to complete or submit this survey.


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Organisation Details 1. Your details (person completing the survey)

Name..............................................................................................................................

Position in the organisation......................................................................................................

2. Who are you providing information on behalf of?

The entire organisation

A local branch of a larger organisation

A department within a larger organisation

Which Department? ..............................................................................................

3. Organisation Name..................................................................................................................

4. Address

1st line..................................................................................................................................

2nd line..................................................................................................................................

Suburb............................................................................................................................

Postcode.........................................................................................................................

5. Organisation Contact Details

Phone.............................................................................................................................

Email...............................................................................................................................

Website...........................................................................................................................

6. What is your organisation’s legal status:

Company limited by guarantee

Incorporated association

Cooperative

Religious institution

Other (please state)


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History 1. When was your organisation established?

Less than 12 months ago

1-4 years ago

5-10 years ago

Over 10 years ago

Strategy 1. Do you have a current strategic plan to guide your provision of services?

Yes No

If yes, what is the timeframe of the strategy?

Under 12 months

1-3 years

3-5 years

Over 5 years


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Services 1. How would you describe your organisation? Tick all that apply.

Service Delivery

Education/ Training Provider

Peak Body

Social Enterprise

Religious

Philanthropic

Other (please specify) .......................................................................................................................................

2. What services do you provide? Tick all that apply.

Advocacy

Childcare

Children’s Services (other than childcare)

Disability

Domestic Violence

Education/ Training

Employment

Family/ Relationship Services

Health (excluding mental health)

Housing/ Homelessness

Indigenous

Information/ Referral

Legal

Mental Health

Multicultural

Seniors

Youth

Other (please specify) .......................................................................................................................................

If you have a main service which you provide, please list it here: .......................................................................................................................................


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3. What geographic area do you provide these services to?

Within North Sydney

The lower north shore

The northern sydney region

Sydney wide

Other (please specify) ......................................................................................

4. What are the 3 most important challenges your organisation is currently facing?

Most important ..........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................

Second most important ..........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................

Third most important ...................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................

5. In the last 3-5 years, has your service:

Expanded

Remained the same size

Contracted

The main reason for this is

.......................................................................................................................................

.......................................................................................................................................

.......................................................................................................................................

6. In the next 3-5 years, I expect my service to:

Expand

Remain the same

Contract

The main reason for this is

.......................................................................................................................................

.......................................................................................................................................

.......................................................................................................................................


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7. What emerging trends are you experiencing? ...................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................

8. Have you identified any service delivery gaps your organisation is unable to provide?

.......................................................................................................................................

.......................................................................................................................................

.......................................................................................................................................

.......................................................................................................................................

9. Do you use social media to promote your service (e.g. Facebook)? Yes No

If so, what social media do you use:

Facebook

Twitter

Other (please specify)

.......................................................................................................................................


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Accommodation 1. How many premises do you operate from?

One

Two

Three or more

2. Do you own or lease your premises?

Own

Lease

Other (please specify).......................................................................................

3. How long have you been in your current premises?

Less than 12 months

1-3 years

3-5 years

Over 5 years

4. How likely are you to move premises in the next 5 years?

Very Likely

Likely

Neutral

Unlikely

Very Unlikely

5. Do you provide outreach services (ie somewhere other than your premises)?

Yes No

6. Do you share your premises with another organisation? Yes No

7. Are your premises fully accessible (for people with disabilities)? Yes No

8. How well serviced are your premises by public transport?

Very Good Public Transport Access

Good Public Transport Access

Neutral

Poor Public Transport Access

Very Poor Public Transport Access

9. How well located are your servics?

Very Well Located

Well Located

Neutral

Poorly Located

Very Poorly Located


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10. Is there adequate parking available for your customers? Yes No

11. How satisfied overall are you with your current premises?

Very Satisfied

Satisfied

Neutral

Dissatisfied

Very Dissatisfied


29 | P a g e

Staffing 1. How many staff do you employ?

Less than 15

15-50

Over 50

2. How easy do you find it to recruit and retain staff?

Very easy

Easy

Neutral

Hard

Very Hard

3. What are the 3 main challenges you have experienced with the recruitment and

retention of staff? 1st challenge................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................ 2nd challenge................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................ 3rd challenge................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................


30 | P a g e

Management 1. Does your organisation have a Board or Management Committee? Yes No

2. How many positions on the Board or Management Committee are there?

5 or less

6-7

8-9

10 or more

3. Do you have an induction/ training program for new Board members? Yes No

4. How many Board vacancies do you currently have?

0

1

2 or more

5. How easy do you find it attracing new Board members?

Very Easy

Ok

Neutral

Difficult

Very Difficult


31 | P a g e

Volunteers 1. Do you use volunteers? Yes No

If yes, how many volunteers do you have?

Less than 10

10-25

More than 25

2. How easy do you find it to:

Recruit volunteers

Very easy

Easy

Neutral

Hard

Very Hard

Retain volunteers

Very easy

Easy

Neutral

Hard

Very Hard

3. Could you continue to provide your current level of service without the help from

volunteers? Yes No

4. What are the 3 main challenges you have experienced with the recruitment and management of volunteers?

1st challenge................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................ 2nd challenge................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................ 3rd challenge................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................


32 | P a g e

Funding 1. Do you receive funding from:

Federal government: Yes No

Department or Program Name.......................................................................................

Funding Term

1 year

2 years

3 years

Longer than 3 years

State government: Yes No


Funding Term

1 year

2 years

3 years

Longer than 3 years

Local government: Yes No


Funding Term

1 year

2 years

3 years

Longer than 3 years

2. What was your main source of income last year?..........................................................

3. Did you make a surplus last year? Yes No

4. Are you looking to diversify your sources of income in the next 2 years? Yes No

5. How confident are you that you will have sufficient resources to continue to deliver

your services over the next 3 years?

Very confident

Confident

Neutral

Concerned

Very concerned


33 | P a g e

Consultation

1. How would you describe your current level of engagement/ consultation with North Sydney Council?

No Engagement

Limited Engagement

Good Level of Engagement

2. What level of engagement would you like to see with North Sydney Council?

More Engagement

Maintain the Current Level of Engagement

Less Engagement

3. How would you like to engage with North Sydney Council? Tick all that apply.

Discussion/ Focus Group

Workshops

Written Submissions

Partnership on Projects

Community Sector Meetings/ Briefings

Representation on Advisory Committee

Online Engagement

I do not wish to be involved

Other (please specify)........................................................................................

4. Council is considering organising a series of workshops to help build the capacity of community organisations to tackle common issues. From the following list, which are the 3 most important issues that would be of benefit to your organisation?

1st priority........................................................................................................................................

2nd priority........................................................................................................................................

3rd priority........................................................................................................................................

Advocacy & lobbying

Board recruitment and selection

Board governance

Community engagement

Fundraising

Grant applications

Latest trends in community development

Marketing your programs and services

Networking

Partnerships

Recruiting and retaining staff


34 | P a g e

Service/ Program evaluation

Social media

Volunteer recruitment and retention

Web design

Other (please specify)...............................................................

To help improve our work with the community sector, would you be willing to participate in this survey in the future?

Yes

No

Is there anything else you would like to tell us?

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Thank you for taking the time to complete this survey.

Please return this survey to:

Community Sector Survey - Confidential

Attention of: Russell Wolfe

North Sydney Council

PO Box 12

North Sydney NSW 2059

Or email it to: [email protected]


Documents

North Sydney State of the Community Sector · 2014. 1. 9. · Respondents had the option of completing a hard copy of the survey (returning it with a reply paid envelope), completing