1. 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

2. Strategic priorities for NILS Part 1: leadership from the network

3. 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

4. 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

5. 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

6. 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

7. 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

8. 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

9. 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

10. Four big themes are clear from the strategic working groups
Collaborative projects in
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

11. 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