Northern Futures Strategic Plan A Strategic Plan for the Social Revolution of 3214

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1 3214 Northern Futures Strategic Plan A Strategic Plan for the Social Revolution of 3214

2 Northern Futures is a proven system; it exceeds national success rates by double and it continues to make a real difference to the lives of those in the 3214 area.

3 contents Page 4 Page 5 Page 7 Page 8 Page 11 Page 13 Page 15 Vision and Mission Forewords Governance / Organisational Chart About Northern Futures About the 3214 region Northern Futures impact thus far Northern Futures priority areas for the 3214 region and how they will be delivered: 1. Policy and Advocacy 2. Supporting Economic Growth 3. Education and Training 4. Workforce Placement 5. Industry Collaboration 6. Organisational Performance Page 24 Achievements and Case Studies Northern Futures Strategic Plan

4 vision To create a sustainable 3214 community by strengthening the local economy and linking the needs of community and employers. mission To create employment and training opportunities for the 60% of people in our community most at risk of becoming or remaining workless. Northern Futures is committed to: collaboration listening, planning and acting in partnership advocacy a voice for the 3214 community engagement discussing with community, business and government connectivity bridging the gap between outcomes and needs for people, business and resources opportunity identifying and optimising every advantage enhancement developing purposeful, quality employment opportunities inclusiveness valuing the input of all stakeholders achievement making a tangible difference

5 foreword Peter Dorling Chair, Northern Futures Business Manager, Avalon Airport I am excited to present this second Strategic Plan for Northern Futures. The Plan represents an exciting future for Northern Futures as we continue to grow as an organisation. As we lay out our plan for the future, it s important that we take the time to look back and reflect. From its humble beginnings as neighbourhood renewal, Northern Futures has now grown to become a standout example of how grass roots organisations can get in and help those most disadvantaged in our community. Since 2008, through our programs we have now assisted more than 357 people through accredited and non-accredited training and placed 346 people in employment. The opening of the Norlane work and learning centre has also been a recent highlight. This could not have been achieved without the ongoing support of the Victorian Government. The work and learning centre continues to play a critical role in placing people into employment and complements significant government investments in revitalising Geelong s northern suburbs. Our steering committee also continues to provide essential and much valued support, and I look forward to working with them throughout the life of this strategic plan. What has been achieved, and the foundation that has been created for this next phase is a testament to Lou Brazier and her committed team. Over the term of this Strategic Plan Northern Futures will focus on delivering outcomes across 6 key areas: 1. Policy and advocacy ensuring we continue to be involved in shaping better outcomes for our region 2. Supporting Economic Growth working alongside community leaders on creating Economic Independence and Social Inclusion for the Northern Suburbs to drive economic development in the area 3. Education and Training continuing to provide relevant education and training opportunities for those who need it most 4. Workforce Placement working with the region s leaders and employers to find jobs for the unemployed 5. Industry Collaboration drive greater cooperation and collaboration across the sector 6. Organisational Performance ensure we continue to improve on our own high organisational performance One of my key areas of focus as Chairman will be pushing Northern Futures as the key advocate for the 3214 area. Lou and her team have worked hard to establish Northern Futures as an integral piece to the growth and prosperity of the 3214 area as well as a leading example of how effective education, training and workforce placement can support a community. We have learnt so much and through effective advocacy we want to ensure those lessons help shape better policy for our region, as well as in other communities of need around Victoria. Northern Futures is a proven system; it exceeds national success rates by double and it continues to make a real difference to the lives of those in the 3214 area. This Strategic Plan reflects an exciting next phase for Northern Futures and I look forward to working with Lou, her team and the local community on continuing to make a difference. Peter Dorling Chair, Northern Futures Northern Futures Strategic Plan

6 foreword Lou Brazier Executive Officer, Northern Futures This Strategic Plan represents an exciting new phase for Northern Futures. We as an organisation have evolved to create one of Australia s most successful education, training and work placement models, and this Strategic Plan represents an exciting new phase in our evolution. We know we can deliver quality education, training and work placement programs, but we can always do it better. Through cooperation, collaboration and working more closely with our government partners we can improve the delivery of this model. We want to take our model, underpinned by the Bridges out of Poverty framework, and help improve Victoria s policy response to disadvantage across a wide range of communities. Bridges out of Poverty is without doubt the world s best practice in delivering programs like Northern Futures. This was a message reinforced internationally when I was fortunate enough to be invited to participate in the ISS Institute Fellowship program. The overseas component of the Fellowship provided insight into current approaches in the United Kingdom and United States to addressing disadvantage. It also provided validation that Northern Futures is delivering leading edge programs and services targeted at a unique cohort of people, that is admired worldwide. Our focus moving forward will be to strengthen our role and our reach. This plan outlines an exciting agenda including strengthening our organisational ties with other JSAs, job placement organisations and the region s economic and community leaders. My team is so committed and dedicated, and without them the outcomes Northern Futures has achieved would not be possible. So while we continue to work on improving the delivery of our programs, I will also be focused on continuing to make Northern Futures a great organisation and a great place to work. Lou Brazier Executive Officer, Northern Futures 6 Northern Futures Strategic Plan

7 governance Northern Futures is guided by the experience of a Steering Committee a diverse team of representatives of government, business, community and education groups who share a commitment to the 3214 area. Collectively, this group offers the depth and experience to drive the Northern Futures vision into reality. EXECUTIVE OFFICER LOU BRAZIER STEERING COMMITTEE PROGRAM MANAGER HELEN LONG From time to time, the composition of the Steering Committee will evolve to accommodate the normal changes that occur in the lives and circumstances of its members. SUPPORTING ECONOMIC GROWTH LINKING LABOUR SUPPLY & DEMAND STRENGTHENING EDUCATION & TRAINING the steering committee Andrew Lawson Geelong Community Foundation Arthur Hodgson Manager, Cotton On Craig Finlay CEO, AWH David Ashbridge CEO, Barwon Health David Koch MP State Government David Peart CEO, Geelong Manufacturing Council Elaine Robb CEO, Encompass Community Services Dr Mark Kennedy Proprietor, Corio Medical Clinic (Deputy Chair Northern Futures) Elaine Carbines CEO, G21 Fiona McIntyre Manager, MatchWorks Corio Fred Clarke Principal, Northern Bay College Grant Boyd CEO, Bethany Community Services Lisa Line CEO, Gordon TAFE John Eren MP State Government Justin Giddings CEO, Avalon Airport (Deputy Chair Northern Futures) Kerrin Johnstone Manager, Centrelink Corio Professor Louise Johnson Deakin University Matthew Luttrell Manager, Tracy s the Employment People Paul Cohen Deputy CEO, Barwon Health Peter Dorling Business Manager, Avalon Airport (Chair Northern Futures) Peter Landers Exec Board Member, Chamber of Commerce Peter Temple Proprietor, WharfShed Café Pino Artavilla Dept of Education and Workplace Relations Rebecca Casson CEO, Committee for Geelong Richard Marles MP Australian Government Rob Birch CEO, GForce Tim Harrop Manager, Department of Human Services Russell Walker CEO, Enterprise Geelong Lynne Beaumont Talent Advisor Australia, Shell Geelong Refinery Northern Futures Strategic Plan

8 about northern futures Established in 2007 by the State and Federal MPs for Lara/Corio, Northern Futures began work to take the lead in planning and leveraging whole of government and community support to minimise the social and economic impact on the Northern Suburbs of Geelong associated with the downturn in the manufacturing industries. Northern Futures is strategically located in the heart of the Corio, Norlane and North Shore communities of Geelong. It acts to ensure community programs respond to the needs and priorities of the local community. Bringing together the experience of a Steering Committee to guide Northern Futures allows the organisation to gain input and expertise from a diverse team of representatives including all tiers of government, business, community and education groups who share a commitment to the Northern Geelong area. Collectively, this group offers the depth and experience to drive the Northern Futures vision into reality. Work with City of Greater Geelong to SEEK OUT INDUSTRY GAPS PROVIDE EDUCATION & TRAINING for individuals to fill the identified industry gap Northern Futures work focuses on providing education, training and employment services through grass roots engagement with people in the 3214 area needing to find long-term and sustainable work. Northern Futures works in cooperation with the City of Greater Geelong to identify the region s skills gaps so it can create relevant education and training programs for the jobs available. Northern Futures can then target individuals from the 3214 region and place them into long-term sustainable work. It is Northern Futures ability to link labour supply with demand that makes it successful in the 3214 community. SUPPORT INDIVIDUALS in obtaining long-term sustainable employment in that sector 8 Northern Futures Strategic Plan

9 Northern Futures has become a fluid and flexible organisation that has the ability to move and transition in response to the needs of the Geelong economy. Northern Futures success is underpinned by collaborative partnerships between members of the community, government, business, schools and community groups who are working together to identify opportunities for improved economic, jobs and education and training for the Geelong region. It is one of many major initiatives (either planned or underway) that aims to deliver an integrated approach for the regeneration of the Northern Suburbs through development of human and physical capital. Bridges Out of Poverty Bridges Out of Poverty is a comprehensive approach to understanding the dynamics that cause and maintain poverty from the individual to the systemic level. Bridges Out of Poverty uses the lens of economic class and provides concrete tools and strategies for a community to prevent, reduce, and alleviate poverty. Central to Northern Futures is a local approach to project delivery and services that will ensure a future of growth, prosperity and focus for the northern suburbs Northern Futures Strategic Plan

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11 about the 3214 region The Corio and Norlane areas have many advantages that enable it to be a high demand economic and residential location. It is close to the Geelong Central Business District, Avalon Airport, Geelong Port and industrial areas, Corio Bay, and the Werribee to Avalon Employment Corridor. It also has accessible and affordable housing with easy access to Melbourne via road and rail linkages. Corio Norlane s population is 47,000 and 9.9% of this population is unemployed However within Corio and Norlane, there are sections of these communities with high unemployment levels, low education levels, low household incomes and an increased likelihood of living in public and rental housing. The area has low residential densities and population levels have declined in contrast to the strong population growth in the remainder of the City of Greater Geelong. Corio Norlane s population is 47,000 and 9.9% of this population is unemployed. Office of Housing stock represents approximately 35% of dwellings in Norlane and over 40% in the Rosewall area in Corio s east. Some of the housing stock and retail facilities are ageing and of poor quality. The Corio Norlane area has a large industrial presence in its north and east and as a result, has been more harshly affected by the impacts of manufacturing sector restructuring and associated job losses in the recent past. One key initiative is New Norlane. The New Norlane Building for the future initiative is one of the largest public and private housing projects ever undertaken in Victoria. By 2015, 320 new affordable homes will be built in the suburb, providing home buyers with the chance to be part of Norlane s future a New Norlane. Northern Futures has worked alongside several government and non-government initiated projects in Corio and Norlane and this has resulted in a community aspiring to improve the quality of its life and eager for holistic urban renewal. Northern Futures Strategic Plan

12 3214 in numbers of households have a total weekly income LESS THAN $650 Victorian average 30% Corio Norlane total population completion rate for year 12 or equivalent MENTAL ILLNESS rates in high school students are significantly higher than other areas within the region DIABETES incidence is the highest in the region, more than 10% the national average Cox Road ABOVE Bacchus Marsh Road Approximately CORIO OF YOUNG PEOPLE are currently receiving Centrelink benefits Beckley Park Melbourne Road The region has 8.9% (8,653) of direct jobs at risk in the following industries: Transport Equipment & Parts Manufacturing, Metal & Metal Product Manufacturing, Food Product Manufacturing, Apparel Manufacturing, Petroleum & Coal Product Manufacturing, Basic Chemical and Cleaning & Polymer Manufacturing. (ABS 2011 Census of Population and Housing) DAYS student days Shellabsent from both primary and secondary schools per year on average. Per student this equates to 3-6 WEEKS/YEAR Waterworld Melbourne 48.5% Victoria 44.0% (ABS 2006) RESIDENTS AGED have not completed Year 12 or equivalent Melbourne 25% Victoria 29% AVERAGE LIFE EXPECTANCY in poorer socio-economic communities is up to 7 YEARS LESS than the Australian average Melbourne Road of the 600 people interviewed held a university degree, compared to NORLANE in; Victoria Corio Norlane Neighbourhood Renewal Community Survey (Deakin University, 2005) NORTH SHORE CORIO BAY OF STUDENTS enrolled at Corio Bay Secondary College LIVE INDEPENDENTLY

13 northern futures impact thus far Over the course of the last 5 years we are proud to report success rates on training and transitioning people into long-term ongoing employment is double the national average. To date, Northern Futures has helped: 357 people through accredited and non-accredited training. Placed 346 people into employment. These people have been placed into employment across a wide range of industries, including: transport and logistics, manufacturing, aged care, business administration, hospitality and building trades. Northern Futures prides itself on delivering sustainable job opportunities and aims to secure tenure of employment above the national average. Over the course of the last 5 years we are proud to report that our success rate on training and transitioning people into long-term ongoing employment is double the national average. To date, Northern Futures has helped 357 people through accredited and non-accredited training Northern Futures Strategic Plan

14 We want to ensure that our vision is achieved and that we create a sustainable 3214 community by strengthening the local economy and linking the needs of community and employers

15 northern futures priority areas for the northern suburbs and how they will be delivered Call to action: Over the next 5 years Northern Futures is committed to delivering against the following 6 priority areas. By delivering these we will ensure Northern Futures is continuing to deliver a high standard of services that are relevant, effective and directly assist the people and the economy of the Northern Suburbs long into the future. Policy and Advocacy Use our expertise and proven track record to become the key advocate group for the Northern Suburbs. Use our accredited voice to shape policy on education, training and employment to deliver better outcomes for the community. Supporting Economic Growth Work alongside community leaders on creating Economic Independence and Social Inclusion for the Northern Suburbs to drive the economic development in the area. 3. Education and Training Support the Geelong economy further by identifying key employment gaps and ensuring a flexible approach to shape our education and training programs to meet the needs of the economy. 4. Workforce Placement Increase our current workforce placements to positively shape the Northern Suburbs unemployment rate and ensure ongoing long-term employment opportunities for the area. 5. Industry Collaboration Proactively and positively work with supporting industries to achieve higher and longer term workforce placements working for a more collaborative approach to program delivery focused on driving inclusive growth. 6. Organisational Performance Securing the future sustainability of Northern Futures through the adoption of best practice systems and additional resources, accompanied by a secure ongoing funding source. Northern Futures Strategic Plan

16 1. priority area policy and advocacy Use our expertise and proven track record to become the key advocate group for the Northern Suburbs. Use our accredited voice to shape policy on education, training and employment for the better. Objective one Position Northern Futures as the key advocate for the Northern Suburbs Become an active and trusted voice of the Northern suburbs by actively and publically speaking on behalf of the community, businesses and residents in the area on issues that matter Provide public comment that is evidence based and utilises and showcases our expertise in the field of education, training and employment Contribute to the shaping of policy by writing submissions and White Papers to government and promote that we are actively contributing at all levels in this way Northern Futures is recognised at all levels; community, business and government as the advocate for the Northern Suburbs Government requests Northern Futures input / expertise on issues affecting the Northern Suburbs Northern Futures leadership and advice is continually recognised and sought by government and industry Similar organisations around Australia will actively seek a consultancy with Northern Futures Objective Two Create strategic partnerships to strengthen Northern Futures voice Seek out strategic partnerships that will enhance and strengthen Northern Futures message or stance on issues that relate to Northern Futures agenda Strengthen current and new strategic partnerships with like organisations and advocate on issues in partnership Proactively offer Northern Futures partnership to enhance another organisations advocacy on issues that relate to the Northern Suburbs Northern Futures participates in regional policy forums Northern Futures agenda is properly understood, and advanced, by the region s key advocacy groups Objective Three Develop a proactive advocacy plan on significant issues Develop a series of policy papers on key issues as a basis for advocacy, including the promotion of the Bridges out of Poverty framework as best practice Proactively and regularly contribute to shaping policy that directly and indirectly relates to the Northern Suburbs as well as the education, training and employment issues Become a leader in growing our community s awareness and understanding of the challenges that face the Northern Suburbs Educate the community on how to influence and change outcomes Northern Futures has clear, publically available policy positions Northern Futures is positioned as a trusted and effective adviser to government on policy As a result of Northern Futures policy advocacy, better policy outcomes are achieved for the Northern Suburbs Secure Funding 16 Northern Futures Strategic Plan

17 2. priority area supporting economic growth Work alongside community leaders work on creating Economic Independence and Social Inclusion for the Northern Suburbs to drive the economic development in the area. Objective one To support the Northern Suburbs industries to attract investment that promotes growth in their economy Facilitate cross industry partnerships with local key stakeholders to attract potential investment into local industries Strengthen our own relationships to identify the jobs of the future for the Northern Suburbs Develop a skilled, flexible and responsive workforce that positively supports the Northern Suburbs industries growth and transition Northern Futures participates in the development of a social procurement strategy for the Northern Suburbs that incorporates training and employment outcomes for residents Northern Futures participates in regional transitioning economy discussion and forums Objective Two To secure investment for the key infrastructure required to develop the Northern Suburbs into a major transport hub Facilitate cross industry partnerships to capitalise on existing infrastructure to develop a major transport hub in the Northern Suburbs Seek out strategic partnerships that will strengthen Northern Futures voice on infrastructure issues Work with key stakeholders on new and existing initiatives The development of a major transport hub in the Northern Suburbs The linkage of rail, air and sea in the Northern Suburbs Objective Three To support the economic growth and independence of the Northern Suburbs Advocate for public and private investment to build on existing physical infrastructure that facilitates growth in business and employment opportunities Support and advocate for the development of Land Use Strategies in the Northern Suburbs that attract investment and growth for the future Growth of Economic output by 15% over 5 years Northern Futures will be recognised as one of the region s key advocates driving economic independence of the Northern Suburbs Northern Futures Strategic Plan

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19 3. priority area education and training Support the Geelong economy further by identifying key employment gaps and ensuring a flexible approach to shape our education and training programs to meet the needs of the economy. Objective one To strengthen the education and training arm to further enhance its ability to adapt with the needs of the economy and jobs gaps Ensure that the Education and Training arm of Northern Futures is nimble and easily adaptable to the region s changing economic priorities Continue to proactively meet with the City of Greater Geelong to identify workforce gaps and fill them with people from the Northern Suburbs Partner with like organisations who can assist in adapting the education and training streams as needed Promote the adoption of an annual Geelong skills gap report to help shape training priorities for the area Northern Futures will package their education and training arm and on-sell to government or other like organisations / communities around Australia Northern Futures will be recognised as the Flagship organisation around Australia in education and training for workforce gaps in disadvantaged communities A Northern Futures partner adopts an annual Geelong skills gap report (potentially Enterprise Geelong) Objective Two To continue to grow the training and education arm in order to reach more people Strengthen existing relationships with education and training providers while also reaching out and making new relationships across Victoria and Australia Work with government to increase funding to grow capacity and reach of Northern Futures Create partnerships with local and national education and training providers that sponsor / fund the specific courses offered to Northern Futures Partner with local community service organisations to increase participant pool and extend reach Over 80% of the 3214 Northern Futures cohort will complete a qualification to assist in obtaining employment Reach 140 people per year for 5 years Secure funding to increase placement beyond current capacity Establish formal partnerships for the life of this Strategic Plan with key education and training partners Establish formal partnerships for the life of this Strategic Plan with key community service organisations to increase reach and pool of participants Objective Three Secure a sustainable funding source for the Education and Training programs Work with government and local partners to secure funding for the life of this Strategic Plan Develop strategies to target local and national private corporations for ongoing funding commitments Northern Futures secure funding for the current Education and Training programs through to 2018 Northern Futures secure funding to enable growth in the current Education and Training program capacity Northern Futures Strategic Plan

20 4. priority area workforce placement Increase our current workforce placements to positively shape the Northern Suburbs unemployment rate and ensure ongoing long-term employment opportunities for the area. Objective one To prove the benefits of Northern Futures workforce placement model in a tangible way Work with partners to develop tools and systems that measure the cost of transitioning into employment and the economic return of their employment Promote the benefits of both utilising this model and the positive impact that Northern Futures has had on the Geelong economy Geelong organisations/companies will recognise and seek out people who have completed the Northern Futures targeted training programs to become their employees Objective Two To increase the pool of workplaces currently taking Northern Futures workforce placement participants Encourage workplaces to join, through positive promotion of a new businesses coming on board Proactively seek out new businesses that have been identified during the workforce jobs gaps exercise with City of Greater Geelong Encourage new businesses to partner with Northern Futures by adopting an annual celebration of contributing workplaces. The adoption of an annual workplace award given to the winning workplace by Northern Futures Northern Futures participants will remain in long-term employment as a result of successful completion of Northern Futures targeted training programs at a rate that exceeds industry standards Northern Futures will maintain positive relationships with its industry partners throughout the life of this plan Northern Futures will increase the yield of intake organisations in order to create more job opportunities Objective Three To position Northern Futures workforce placement model as best practice that can be used by government or other community service organisations to deliver in other communities of need Advocate for investment partners to implement systems and processes that measure the inputs and outputs of the workforce placement Advocate for investment partners to implement the measurement of social return on investment of participants to strengthen the Models economic benefits Develop and patent Northern Futures Workforce Placement Model Document systems, approach and factors of success Model adopted by government and/or community groups and implemented in other like communities of need The model will be documented and made available, enabling broader uptake and participation in other communities throughout Australia and internationally 20 Northern Futures Strategic Plan

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22 5. priority area delivery and collaboration Proactively and positively work with supporting industries to achieve higher and longer term workforce placements - working for a more holistic approach. Objective one To strengthen and clearly define collaborative relationships with Job Service Australia Providers (JSAs) Work with JSAs to codify the collaborative approach between them and Northern Futures Outline the JSAs involvement in the Northern Futures outlook in the broader context enhancing the Geelong region economically and socially Codification of the collaboration between JSAs and Northern Futures agreed and implemented Clear relationships defined, understood and working effectively to the benefit of Northern Futures cohort Objective Two To promote best practice collaboration with JSAs working with Northern Futures Clearly define (and agree) definition of Northern Futures cohort Promote best practice collaboration with JSAs in best interests of the clients and in a manner that advances the Northern Futures model JSA will work proactively and positively with Northern Futures to achieve the best outcomes for participants Objective Three To ensure government departments publically communicate their support for Northern Futures Clearly define (and agree) definition of Northern Futures cohort Lobby government for assurance of JSAs sustainability of funding per placement if working in collaboration with Northern Futures Improve efficiency of Centrelink referrals within Northern Futures cohort Northern Futures is recognised by Government as the preferred referral agency for its cohort by JSAs Service Agreements are put in place and working effectively with key stakeholders 22 Northern Futures Strategic Plan

23 6. priority area organisational performance Securing the future sustainability of Northern Futures through the adoption of best practice systems and additional resources where required. Secure ongoing funding source/s. Objective one To elevate focus on quality and best practice systems and service delivery Implementation of reporting and monitoring systems to support regulatory and compliance requirements and also aid in transparency of statistics Adoption of (or further focus and strengthening if already have one) a risk management system to ensure the highest level of safety and security for workers Northern Futures partners are fully compliant in all accreditation standards Northern Futures is meeting all reporting requirements Reporting on Strategic Plan objectives in Annual Report Objective Two To ensure organisational resources match current and future organisational capacity and are utilised effectively Increased focus on the actuals of running Northern Futures at full capacity Appropriate measurement and review of current resources Build business case for government and non-government funding over life of this plan Increase focus on seeking out private corporations for sustainable funding over the life of this plan Secure ongoing funding source Appropriate resourcing for the organisation to operate at full capacity (without using own cars etc.) Objective Three To increase focus on governance Continued holistic approach to governance with Steering Committee members from all sectors of Geelong Proactive approach to seek out Steering Committee members from areas of Geelong where there are jobs gaps / opportunities to partner, including emerging leaders Ensure Steering Committee understand their roles and responsibilities as a steering committee member Provide Steering Committee induction material to new members, ensuring they understand the governance structures of Northern Futures and their roles and responsibilities Funding from government to support lifting of standards and procedures and the codification of processes and procedures Formalise ToR for Steering Committee Northern Futures Strategic Plan

24 achievements and case studies Northern Futures approach to supporting and advocating for the Northern Suburbs is both unique and highly successful. An outstanding example of this approach has been the Work and Learning Centres which are supported by the Victorian Government. The Geelong centre is an inspirational example of what this approach can achieve. It is well known that the current model of contracted employment services has come to replicate the strengths and weaknesses of the bureaucracy it replaced: very efficient at delivering stock standard, one-size fits all products but weak at engaging more complex cases especially those needing serious community engagement. Thus in Geelong there were some suburbs with a high number of unemployed which the standards of services failed to touch effectively. So, with the support of the Victorian Government, the Brotherhood of St Laurence teamed up with an inspirational community group called Northern Futures. The group is spearheaded by leading business people with a vision for a Geelong with a strong economy in which no neighbourhoods are left behind. So with a small crew of paid staff and a larger number of volunteers they have taken on the Centre for Work and Learning with the Brotherhood s assistance and are getting great results with the people whom the mainstream system has failed. You could not have a better example of how mobilising the social self can empower the individual. Paul Smythe Head of Research and Policy Brotherhood of St Laurance Northern Futures Collaboration MatchWorks & Cotton On Northern Futures participant Michael Nunn takes out National Award In 2013 Northern Futures participant Michael Nunn was recognised for his determination to succeed, taking out a prestigious National Employment Services Award for Excellence. Local employment services provider MatchWorks nominated Michael for the Achiever of the Year Award because of his dedication to change his life and gain employment. Michael overcame a troubled upbringing, which included first using drugs at 13 while living with a travelling carnival, leaving school at the end of year nine and being abandoned by his mother at 16, said MatchWorks General Manager Michael Wasley. Michael first attended an appointment at MatchWorks in Corio in 2009 when he was homeless. After stints as a baker, roof tiler and plumber were unsuccessful, MatchWorks referred him to Northern Futures, where he completed a Certificate II in Transport and Logistics course in May In July 2012, he began working full-time at the Cotton On Distribution Centre, where he has thrived. Northern Futures is committed to collaboration. Through the hard work of Matchworks, Cotton On and Northern Futures, Michael has been able to find ongoing employment and achieve great success from his chosen career. 24 Northern Futures Strategic Plan

25 case study Cotton On Cotton On in partnership with Northern futures graduated 6 participants from The Gordon TAFE Logistics and Transport Certificate II course delivered by Northern Futures at Norlane Community Centre. The graduates Mick Nunn, Stacey West, Jason Reeves, Dwayne Anderson, Tom Fogarty and Joel Anderson have all completed 12 months of employment and training at Cotton On DC Lara. The 6 graduates are employed full and part time and will go on to be part of the Cotton On team. Northern Futures and Cotton On brand manager have together supported and mentored the participants throughout the year. Each participant has been challenged and developed warehouse skills. All are ready to continue with Cotton On. In 2012, The Cotton On Group (COG) committed to take on six candidates with barriers to employment and placed them into a 12 month, full-time traineeship program at the Cotton On Victoria Distribution Centre. All candidates were recent graduates of the Certificate II in Logistics and Transport course, as arranged through Northern Futures. After participants complete the traineeship, the objective is for each candidate to gain full time employment with the COG and set a positive example for future trainees. If the first year of the 180 Degrees Program is anything to go by, The Cotton On Group and Northern Futures have created a successful full-time trainee program to help these young Australians turn their lives around. case study McColls Transport McColl s Transport has now signed Jye Bradford on as a Diesel apprentice. Jye started with McColl s 12 months ago washing trucks and the inside of tankers in the hope that he would acquire an apprenticeship. Jye is 18 years old and became a client of the Northern Futures Work & Learning Centre in Jye was referred from GForce, a JSA partner, as he was hoping for a Diesel mechanic apprenticeship. McColl s Transport as a partner of Northern futures offered Jye a 12 month truck washing position and said they would assess him for any Diesel apprenticeships that may come up. Jye started with McColl s 12 months ago washing trucks and the inside of tankers in the hope that he would acquire an apprenticeship Northern Futures mentored Jye through this process, helping him focus and stay committed to his employment during an often challenging time for him prior to securing his apprenticeship. Northern Futures thanks McColl s Transport for their ongoing support and partnership. Arthur Hodgson, Cotton On Manager Northern Futures Strategic Plan

26 Case Study New Norlane New Norlane is a four-year $80 million housing initiative to build 320 new affordable homes in the suburb of Norlane, Geelong. Minister for Housing, the Hon Wendy Lovell, MLC, and Department of Human Services made a commitment that all partner builders involved in the New Norlane initiative would offer Northern Futures participants building apprenticeships to contribute to the building of their new community. There were six apprenticeship placements created through the New Norlane project with building partners Hamlan Homes, Burbank Australia and Porter Davis. The program saw six apprentices complete their first year of their chosen trade with one of the three builders as they work on many of the 320 new affordable homes being built through the Victorian Government s New Norlane Building for the Future initiative. By supporting apprentices into employment Northern Futures can help employers source job-ready staff; already the success of New Norlane s program has drawn enquiry from other local businesses and contractors looking to expand their workforce. As Geelong s local builder we re very proud to have members of the community work within our construction teams, and we are so pleased to have two very bright apprentices as part of our family Andrew Carroll, Hamlan Homes We have had a terrific experience in the program; we couldn t be happier with our apprentices and how they work within the team Bruno Santi, Porter Davis The program sees six apprentices complete their first year of their chosen course 26 Northern Futures Strategic Plan

27 Student Profile Patrick Walker Patrick Walker is in his first year cabinetmaking apprenticeship at DFS Cabinets. DFS Cabinets is a sub-contractor of Hamlan Homes. Hamlan Homes is one of the three contractors which is building the homes for the New Norlane Housing Project. Patrick Walker registered with Northern Futures Work and Learning Centre in late He had been referred by Northern Bay Secondary College to attend our construction skill set course. The construction skill set course was designed to prepare clients for apprenticeships for the New Norlane Housing project. The skill set offered an opportunity to experience five trades: carpentry, building, painting, plastering and bricklaying. The ten clients that Northern Futures enrolled were taken by bus to The Gordon TAFE East Geelong campus each morning and brought home each afternoon. Patrick no longer enjoyed secondary school and had gone back and started Year 11, but become disengaged and was attending an alternative education program. Patrick s attendance for the construction skill set course was 100%. Patrick was very clear that cabinetry was the career he wanted so in 2012 Northern Futures enrolled him in a pre-apprenticeship cabinet making course at The Gordon TAFE. He attended four days a week. The teachers were happy with his progress and Northern Futures saw Patrick s self-esteem start to grow. Northern Futures referred Patrick to a kitchen building company for a trial for an apprenticeship. He worked full time there for 6 weeks. Patrick s communication skills and low self-esteem contributed to him not being successful at obtaining the apprenticeship. Northern futures and Patrick worked together to address these issues. During this period Northern Futures referred Patrick to Hamlan Homes for an apprenticeship. He started work experience with Hamlan s sub-contractor and after 3 months was offered an apprenticeship. Patrick now attends The Gordon TAFE for his apprenticeship schooling. The teacher, Mark McDonald, said, Patrick is putting in a good effort and it appears his self-esteem has grown. It s fantastic to see a student from the skill set course come through to eventually be a Gordon TAFE apprentice. Patrick was very clear that cabinetry was the career he wanted, so in 2012 Northern Futures enrolled him in a pre-apprenticeship cabinet making course Northern Futures Strategic Plan

28 Northern Futures Strategic Plan A Strategic Plan for the Social Revolution of 3214 PO Box 1067, Corio VIC 3214 Phone lou.brazier1@gmail.com