Strategic Plan 2020-2023 - Page 5

During recent socially turbulent times in the community, particularly with the COVID-19 pandemic, CSF, being an organisation in transition, could face a number of challenges: ‣ Increases in ER instances and clients presenting to CSF with mental health, homelessness, housing, bills, alcohol and other drug (AOD) related problems, continues to be a challenge. Combined with a lack of specialist services able to cope with community demand, has meant that more is expected of our volunteer community workers. ‣ The increased complexity of serious problems faced by our community has identified a strong need for additional care and ongoing supervision, support and training for our volunteers. ‣ Maintaining existing relationships with CSF’s key alliances and partners, such as Frankston City Council (for staff, facilities and in-kind support), along with retaining Emergency Relief (ER) funding levels through the Federal Government’s Department of Social Services (DSS), which are essential to maintaining CSF services, will be a major challenge in the coming years. ‣ Future obstacles or changes to key alliances and partnerships may also impact on the quantity and quality of services provided by CSF, which could, in turn, adversely affect CSF’s capacity to attract and retain experienced and skilled staff. ‣ Alternative sources of adequate funding for community services, especially for paid staffing and administration, are limited, and competition for government, business and philanthropic support is extremely high. ‣ Many organisations employ specialist public relations and fund-raising personnel to achieve their funding targets, but CSF is not in a position to engage such personnel. Even the big agencies and charities increasingly struggle to locate, maintain and retain streams of funding. ‣ The retirement of long serving staff members and/or a reduction in funding for paid positions comes with its own challenges, but CSF will persist in getting the most from a highly skilled workforce, and continuously review its priorities and capacity to deliver community services. ‣ A shift in volunteering trends of late however has resulted in community-minded people having less time available for volunteering, with preferences being for shorter-term and/or pop-up volunteering opportunities, rather than a regular commitment in some cases. Meanwhile, Finding, training and retaining the right volunteer mix continues to be challenging. ‣ Retiring long-term volunteer board members, who possess a wide range of valuable knowledge, skills and community connections, will also be difficult to replace. S t r a t e g i c P l a n 2 0 2 0 - 23 P a g e | 5