Batemans Bay IRCF Journey


Hi I am Jules Klugman, your local community facilitator. Find out more about my role as a community facilitator here.

My role is to support Batemans Bay not-for-profits (NFPs) to build relationships, connect across Batemans Bay and work together on seeing through the Community Roadmap to successful completion of a shared vision for Batemans Bay.

Contact me:

Jules Klugman – 0439 767 038

My work days are Tuesdays & Wednesdays

Proudly supported by
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News & Events

IRCF Timeline

Participating NFPs

Batemans Bay IRCF Goals

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a group of three in a circle talking together
a group of three women in discussion
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Group of three woman around a table writing notes on a poster
a group of three writing on post it notes around a table
Group shot of 15 participants
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The Batemans Bay cohort of the IRCF program stretches from Batemans Bay in the North to Moruya in the South. These south coast communities are on the lands of the Yuin people.

The 11,000 population of Batemans Bay are supported by more than 70 not-for-profit organisations that provide for the community.

The community roadmap articulates the goals decided by the community, for the community. Applications for funding should be for projects that align with the goals found in the community roadmap.

Community Roadmap

2022 Batemans Bay Community Roadmap

2021 Batemans Bay Community Roadmap

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project funding

Developing leadership capabilities, a renewed sense of community spirit and fostering skill development to create strong organisations that bring together various leaders, groups and residents.

  1. Develop employment pathways
  2. Improve and support wellbeing for our teams
  3. Reduction in staff turnover in the community sector (especially service sector)
  4. Resourced NFP website including collaborative volunteer resource directory
  5. Teams have opportunities to build cultural awareness, diversity and inclusion
  6. Build capacity for paid and unpaid team members
  7. Viable, active volunteer base
  8. Community leaders are well trained, well connected with other leaders, had extensive mentoring and trained in succession planning
  9. Establish mentoring program for community committees

project funding

Fostering relationships and practises that support efficient and effective collaboration with other not-for-profits to enhance community impact.

  1. Shared training & resources
  2. Establish a relationship between NFPs and EAC, for regular liaison
  3. Establish an NFP coordinator
  4. Establish an NFP network
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project funding

Supporting community leaders to input new insights and energy to effort by providing lessons, systems and structures that demonstrates best practice.

  1. Grant writing training and coaching for NFPs
  2. AICD training available to all organisations
  3. Community consultation about access to meeting spaces (new)
  4. Leveraging funding to enable NFPs to transition to Electric Vehicles (new)
  5. Strategies for lowering operational costs for NFPs (new)
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project funding

Providing tools and measures that support and enable the sustainability of organisations well into the future.

  1. Develop a marketing and communications strategy so others better understand what we offer
  2. Trained and resourced to implement a co-design process
  3. Measure effectiveness of our service to enable continuous improvement & grow evidence base
  4. Implement strategic projects and manage the associated change
  5. Support for sourcing appropriate revenue streams (new)
  6. Strategies for addressing housing crisis (new)
  7. Access to seed funding to support new ideas (new)

FRRR Contribution


Partnership Grants


Toolbox Grants


Partnership Funding Remaining


Toolbox Funds Remaining


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Evaluation – NFP Health Check

The IRCF program is being independently evaluated by our delivery partner Matrix on Board for the life of the program. As part of this evaluation, FRRR is measuring the change and impact of the program at three different levels, this is being measured by using a series of tools.

There are three components to the evaluation of the IRCF program:

1. The change and impact on the capacity and sustainability of the individual NFP organisations involved in the program. One of these tools is an organisational self-assessment for committees to collectively discuss the current health of their organisation. It was designed specifically for the program looking at the four pillars of Strategy, People, Systems and Efficiencies. The assessment measures each pillar using a 5 point scale out of 12 areas of organisational competency, giving organisations a score out of 60, we are using a mean of this score across the funded organisations to monitor an overall health of these organisations and to track any impact, the program may have. All funded organisations take part in the self-assessment. These assessments are undertaken every twelve months, with an additional one-on-one interview with each organisation.

2. The impact of the program on overall community change as a result of the work of the organisations. This will be measured through the engagement of all organisations in the community through a Community Workshop facilitated by the Evaluation Team using the Harwood Index.

3. FRRR’s own impact on the program. Most of this performance is in the form of measurable data such as dollars spent, the number of organisations who have been able to participate in the program and the number of people impacted by the programs/projects delivered. Reporting and interviews are employed to capture the effectiveness and impact of the Community Facilitators employed to support the organisations.