Strategic priorities for NILS (part one) Introductions: Candice Charles, National Provider Manager, Good Shepherd Microfinance Peter Pamment Microfinance Advisor, Foresters Group Karen O’Connor, Microfinance Project Officer, Women’s Health Goulburn North East Sharon Hooker, Program Co-ordinator, Macarthur NILS Jenni Beetson-Mortimer, CEO, Lismore Neighbourhood Centre Kirsty Gilmore, Executive Officer, Josephite Foundation

Strategic priorities for NILS Part 1: leadership from the network

Communityled Community-led development involves collaboration, listening to local voices and building on existing strengths Sustainability – review funding model to ensure viability of providers and transparency of DSS fund allocation Communication – formal & information opportunities for broad & targeted communication Understand local factors that affect impact & performance – collect & share operational performance data

Reach Build a long term connection with clients and provide easy access to NILS via multiple delivery channels Targeted marketing campaigns to maximise capacity of current providers Provide multiple channels and more efficient processing for NILS delivery Implement agency / referral models integrated with funding models to broaden provider services and regions

Impact A targeted approach is needed for the people with least access to safe, affordable credit Vulnerable women, particularly women experiencing family violence People experiencing homelessness Aboriginal and Torres Strait Islander people, particularly in isolated or remote communities

Inform Financial inclusion and access to fair credit needs to be addressed at a national & local level More direct marketing through government, commercial and community partnerships to target general members of the community and directly confront other finance sources Ensure information about the benefits of NILS vs pay-day loans and consumer leases is easily accessible Raise awareness through partners and local referral organisations

Strength Programs must be resourced, workers must be supported and policies must be imbued with ‘heart’ Acknowledge that NILS is a shared commitment by community organisations & Good Shepherd Microfinance Work together to grow the pie – from government, corporate & fundraising Review policies and procedures to reflect the needs of clients

Strategic priorities for NILS (part two) Facilitator Ross Coleman, Service Development Manager – Community Services, BaptistCare Good Shepherd Microfinance Panel Adam Mooney, CEO Lisa Carroll, Chief Operating Officer Candice Charles, Provider Manager Michelle Hogan, Microfinance Manager – SA

Community-led Reach Impact Strength Inform Network engagement - communication Collaboration – shared leadership Reach Impact Promotion – local & national Current capacity & growth in under-serviced communities Targeted network development Client experience Strength Inform Sustainability – cost of delivery, operating models, funding models and new funding Capital stewardship – governance, tools & support Worker knowledge & skills Data collection Research

Four big themes are clear from the strategic working groups Collaborative projects in 2016-17 Online loan submission Central loan management Options for small providers Funding allocation Local promotion Mapping capacity & demand Communities of interest Financial sustainability More effective engagement and collaboration Better processes, systems and infrastructure Need to grow the network and strengthen it at the same time

2016 provider survey: Overall satisfaction remains high but there are areas we need to work on 174 people participated this year 107 managers, 67 microfinance workers A third are volunteers or in partly paid roles 60% were involved in programs with 1 site and 1 staff member (paid or volunteer) 36% had 2-5 years experience, 37% had more than 5 83% were satisfied or very satisfied with GSM support (85% in 2015, 83% in 2014) Top 3 to work on More funding / options to improve programs’ sustainability Better systems Local promotion - half said demand was below their capacity