The Nambucca Valley’s IRCF Journey

Welcome

Hi I am Patricia Walker, your local community facilitator.

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

Contact:

Patricia Walker – 0429 611 822
ircfnambuccapatricia@gmail.com

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News & Events

IRCF Timeline

Participating NFPs

the Nambucca Valley’s IRCF Goals

The Nambucca Valley is on the lands of the Gumbaynggirr people, on the mid-north coast of NSW. The communities of Nambucca Heads, Bowraville, Macksville, Valla Beach and Scotts Head make up the Nambucca Valley IRCF program.

With a combined population of more than 20,000 people, the community is supported by more than 80 NFPs.

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 Nambucca Valley Community Roadmap

2021 Nambucca Valley Community Roadmap

2020 Nambucca Valley Community Roadmap

a group of three people and the word people
$449,633

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.

Authentically engage young people in NFP sector.

Volunteer and paid work in NFP sector has increased.

Support knowledge retention in NFPs.

The NFP community is mutually collaborative.

Cultural economy is developed.

Fundraising Strategist/Grant officer engaged.

Skilled people on committee boards.

$107,322

project funding

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

Joint funds sourced for collaborative projects.

NFP’s working together to capture, collaborate and model.

Community Hub established.

Collaborative Advocacy – Joint Succession Planning

Training in Committee Roles (Governance) and recruitment.

an image of cogs turning and the word systems
$54,297

project funding

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

Create an embedded culture of collaboration.

Intergenerational learning is fostered.

Digital Systems – Fit for purpose to meet current and future needs of
local NFP’s.

Skills Registry (HUB).

Collaborative effort to reduce common overheads e.g., Insurance
Brokerage.

icon of a lighthouse and the word strategy
$220,852

project funding

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

Support NFP’s to strengthen viability and sustainability by having
multiple funding sources: Circular Fund; Fundraising; (RAP)
Indigenous Procurement; Social Enterprise; Fee for Service.

Communications Strategy developed to support whole NFP sector.

FRRR Contribution

$822,883

Partnership Grants

$9,222

Toolbox Grants

$127,116

Partnership Funds Remaining

$40,778

Toolbox Funds Remaining

WHAT HAS HAPPENED TO DATE AND WHAT IS ON THE HORIZON

Click on the arrows on either side of the page to move back and forth through the activities

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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 six-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. In each community there has been a range of external individuals to the project selected that meet with the evaluation panel every 6 months for breakfast to discuss the impact IRCF is having.

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.

Areas of greatest capacity building need identified through October 21 data collection:

Partnerships have really strengthened across the Valley and there would be value in building on this momentum through skill building around developing and sustaining effective organisational partnerships and collaborations.

Several NFPs also named financial sustainability as a barrier and risk for them. These NFP’s would benefit from understanding some options and financial planning practices available to them for sustainability.
This is also linked to the partnerships and collaboration capacity building.

There would also be value to include strategies on service/program delivery and governing/ managing differently in the ‘living with COVID’ scenario.