Fremantle Social Farm Plan of Management by Growing Change

Fremantle Social Farmâ&#x201E;˘ Plan of Management August 2015

Contents 1.

Growing Change .......................................................................................................................................... 4 1.1

Our purpose and mission ................................................................................................................ 4

1.2

Our values ........................................................................................................................................ 4

1.3

CEO and Board ................................................................................................................................. 4

1.4

Organisational history ..................................................................................................................... 5

Fremantle Social Farm ................................................................................................................................. 7 2.1

Purpose ............................................................................................................................................ 7

2.2

Objectives ........................................................................................................................................ 7

2.3

Location ........................................................................................................................................... 7

2.4

Farm design ..................................................................................................................................... 8

2.5

Horticulture programs ..................................................................................................................... 9

2.6

Collaboration ................................................................................................................................. 10

Farm Management: People and Programs................................................................................................ 12 3.1

Management structure.................................................................................................................. 12

3.2

Individual roles and responsibilities .............................................................................................. 13

3.3

Decision making process ............................................................................................................... 14

3.4

Communication ............................................................................................................................. 16

3.5

Access and acceptance .................................................................................................................. 17

3.6

Code of conduct............................................................................................................................. 17

3.7

Alcohol, smoking and drugs on site ............................................................................................... 17

3.8

Resolving disagreement ................................................................................................................ 18

3.9

Occupational health and safety ..................................................................................................... 18

3.10

Incident reporting .......................................................................................................................... 19

Farm Management: Place and Practices ................................................................................................... 21 4.1

Organic farming practices.............................................................................................................. 21

4.2

Pest management.......................................................................................................................... 21

4.3

Waste management ...................................................................................................................... 23

4.4

Water management ...................................................................................................................... 23

4.5

Use of sustainable materials ......................................................................................................... 24

4.6

Storing materials and tools............................................................................................................ 24

4.7

Management of shared areas ....................................................................................................... 24

4.8

Domestic animals .......................................................................................................................... 24

4.9

Farm amenity................................................................................................................................. 24

4.10

Odours ........................................................................................................................................... 24

4.11

Activation of unused public land ................................................................................................... 25

4.12

Noise .............................................................................................................................................. 25

4.13

Security .......................................................................................................................................... 25

4.14

Parking ........................................................................................................................................... 25

4.15

Quality assurance and food safety ................................................................................................ 25

Farm Establishment ................................................................................................................................... 27 5.1

Budget and ongoing sustainability ................................................................................................ 27

5.2

Income ........................................................................................................................................... 28

5.3

Implementation timeline ............................................................................................................... 29

Additional Information .............................................................................................................................. 31 6.1

Organisation details ....................................................................................................................... 31

6.2

Contacts ......................................................................................................................................... 31

6.3

Insurance ....................................................................................................................................... 31

6.4

North Fremantle Bowling Club MoU ............................................................................................. 31

6.5

Horticultural therapy and competitors ......................................................................................... 31

6.6

Social impact framework ............................................................................................................... 32

6.7

Ambassador program .................................................................................................................... 33

6.8

Referees ......................................................................................................................................... 33

Attachment A: Farm Operating Policies ............................................................................................................ 34 Attachment B: Moore & Moore Letter of Support ........................................................................................... 51 Attachment C: Growing Change Charity & Tax Concession Status ................................................................... 53 Attachment D: Growing Change Insurance Policy Schedules ........................................................................... 55 Attachment E: Referee Letters of Support ........................................................................................................ 60

Growing Change

1.1

Our purpose and mission

Growing Change exists to eliminate social isolation and was founded on a belief that people with the most difficult past can create the most spectacular future. Our mission is to empower people, build social inclusion and provide pathways to sustainable livelihoods through growing, making and selling food. We use social farming to create positive social change. We promote social connection, positive health and wellbeing, active aging and economic participation through horticultural programs. Growing Change has a broad beneficiary target group, supporting people vulnerable to or experiencing social exclusion, with a particular focus on mental health.

1.2

Our values

Our values are woven into the very fabric of our being. Table 1. Growing Change values. ABUNDANCE

CONNECTION

• We believe in abundance—in giving abundantly and receiving abundantly. We pride ourselves on cultivating abundant personal growth, abundant harvests and financial abundance.

• We are connection cultivators, creating an ecosystem of change. We actively seek out opportunities for collaboration and develop partnerships for success.

1.3

INCLUSION • We provide a platform for social and economic inclusion where people feel valued and dignified. We are empathetic and celebrate diversity.

INNOVATION

LEADERSHIP

TRANSFORMATION

• We are creative. We like to dream. We are big thinkers and rule breakers. We challenge the norm and pave a new way forward.

• We are trusted and committed. We have a deep sense of responsibility and lead with integrity and fairness. We lead change and we dominate markets with our product and service offerings. We are intoxicating.

• We are transformative in everything we do. We are resilient and adaptable and we embrace change. Our culture is one of learning. We seek knowledge and wisdom. We listen, we learn, we act and we share our insights.

CEO and Board

The Growing Change Board is comprised of a committed and passionate group of well-regarded professionals with a high degree of business acumen and skills in:    

Business development and strategy Financial management and accounting Legal and risk management Industry and small-scale farming

Renée Gardiner (Founder), CEO Renée established Growing Change after a 10 year career in cultural heritage management. In 2014 she was awarded a scholarship for the School of Social Entrepreneur’s Accelerator Program, where she further developed Growing Change as stand-alone not-for-profit organisation. Renée has run her own consulting firm since 2009, employing a team of up to 10 consultants and managing contracts across government agencies, and property development and resources sectors. She has served on government and not-for-profit committees, was an inaugural member of the Federal Government’s Regional Development Australia – Perth Committee (2009-11), and is a current member of the Heritage Council of Western Australia’s Registrations Committee (2015-). Renée lives and breathes social innovation, she finds market gardens aesthetically pleasing, and loves to work in the dirt. Her favourite food by far is lasagne – it’s both humble and welcoming.

Dr Joanne Samer, Chair Dr Joanne Samer is a medical doctor with an extensive career in private practice and education. She is a board member of the MS Society (WA) (2011-), Chair of the MS Society’s Research Steering group, and is a former director of the Stirling Business Centre (2013-14). Joanne has held roles as lecturer at Curtin University and University of WA and is a graduate of the Australian Institute of Company Directors (2010). She has established 3 successful health and nutrition franchises in WA and, as a result was selected as Telstra Business Woman of the Year State Finalist. The Growing Change vision aligns completely with Joanne’s love of gardening and the vision for improving health and wellbeing for everyone. Joanne’s favourite flower – pink miniature roses which she wore on her lapel to school all through high school. Eoin Flynn, Treasurer Eoin is a qualified Chartered Accountant with 18 years post qualification experience. He has a broad experience of Financial Management Information systems, working across fields including bio-medicine, electronics, manufacturing, recruitment, and retail and wholesale. Eoin is a current MBA candidate at the University of WA. Being from a farming background Eoin has firsthand experience of the therapeutic benefits of “tending the land”. He grew up in a rural area in Ireland with a large elderly population who continued to live happily close to the land until a ripe old age. His favourite vegetable is the humble potato. Michelle McManus Michelle is a Director of Southampton Homestead and Farm, a regenerative, pasture-based poultry enterprise which grows and harvests animals on the farm, then sells direct to customers. She is a graduate of the Curtin Centre for Entrepreneurship Curtin Ignition Program (2014) and a first-class Honours graduate from Murdoch University (2004). Michelle has worked for over 10 years as a sustainable development and strategy specialist, with a focus on stakeholder engagement, social impact management and community development. During that time, she co-founded a not-for-profit association in 2005 and commenced her own consulting business in 2008. She has worked on numerous complex projects in the Australian construction, property development and mining industries, as well as in the arts and education sectors. Michelle is excited about the transformations taking place in small-scale farming in WA, Australia and the world. She sees a unique contribution and place for Growing Change in this movement. Michelle's favourite part about gardening is exploring the rich, life-giving soil, and marvels at the wonders this can support. Helena Cohen-Robertson Helena is an Oxford educated professional and lawyer with broad experience in business matters including governance, strategy, contracts negotiation, litigation, resources, insolvency, risk management and insurance. After moving to Australia from the UK, Helena was Legal Counsel at Sinopec (2012-15) and a litigator with Allens Linklaters (2010-12). She has also set up her own social enterprise in Western Australia. To Helena, social and economic inclusion are key antidotes to a vast array of personal and community ailments. She sees working towards these, using something as fundamental as the earth beneath our feet, as a no brainer; something so simple and so natural levels and equalises people and draws people together. It is for these reasons that Helena is deeply committed to Growing Change. As to her favourite vegetable, Helena's is the humble carrot. It is nothing but honest.

1.4

Organisational history   

Founded in Fremantle in July 2013, incubated through of Earth Imprint Pty Ltd Incorporated as Growing Change Australia Ltd, November 2014 Awarded $35,000 by Partners in Recovery a Mount Lawley Social Farm project in partnership with Foundation Housing

Growing Change is a small, but growing social enterprise based in Fremantle. Growing Change was founded by Renée Gardiner, who lost her mother to suicide in 2010. Her personal experience highlighted a gap in social connection and employment opportunities for people who, like her mother was, are vulnerable to or experiencing mental health concerns. This, combined with her decade long research into small-scale farming and food security led to the founding of Growing Change. Renée believes in humanity and the power of transformation, knowing that people with the most challenging past can create the most spectacular future. Growing Change was incubated through Renée’s private company, Earth Imprints Pty Ltd from July 2013. In 2014, Renée was accepted into the School of Social Entrepreneurs Accelerator Program, where she developed Growing Change as an independent not-for-profit organisation. An inaugural board meeting was held in August 2014 and Growing Change Australia Ltd was incorporated in November 2014. The board has established strategic and operational plans, governance policies and procedures and completed detailed planning and financial modelling for the Fremantle Social Farm project. In early 2015, Growing Change was invited to submit an application to the Partners in Recovery, Innovation and Collaboration Grants program, and was successfully awarded a grant of $35,000 to build a pop-up social farm at a men’s lodging house in Mount Lawley in partnership with Foundation Housing, and to pilot Growing Change’s horticulture programs with 24 residents. The project commenced in July 2015. Our goal is to build on this initial program and establish social farms in urban and rural locations across Australia. Our key objective is to build a commercially viable and scalable social enterprise that uses smallscale farming to connect with vulnerable people to achieve social and economic inclusion. Growing Change will own and operate its own farming enterprise, and provide consulting services to establish pop-up, transportable farms, for external clients including community and social services organisations, businesses and government agencies. Scalability has been front and centre in the design of the social farm initiative and Growing Change has established a standardised physical site design, plan of management and operating systems for our farms. Fremantle Social Farm is productive farm that grows seasonal organic produce and provides social engagement, skills training and employment opportunities to people in the Fremantle region. The Fremantle Social Farm will be our flagship project, and one that the Fremantle community can be proud to say grew in our own backyard. Our signature program is Truly Living Well, a 12 week social and therapeutic horticulture course for people vulnerable to or experiencing social isolation, with a particular focus on mental health and wellbeing. After the 12 week introduction, Truly Living Well graduates have the opportunity to lease farm land and continue harvesting produce for individual use and consumption or to establish a micro-farming enterprise.

Fremantle Social Farm

2.1

Purpose

Fremantle Social Farm is a micro-farming venture that utilises unused land, connects with vulnerable individuals and fosters group therapeutic care through horticultural programs. The purpose of Fremantle Social Farm is to break down the barriers to social isolation, leading to greater support for change initiatives that increase participation.

2.2

Objectives

The objectives of Fremantle Social Farm are to:   

2.3

Develop a collaborative micro-farming social enterprise that will deliver durable solutions to complex social issues in Fremantle Establish and expand networks with local agencies to enrol people from socially isolated circumstances in Growing Change’s social, therapeutic and vocational horticulture programs Teach new skills in horticulture and food production, which may lead to employment or the establishment of micro-farming businesses

Location

Fremantle Social Farm is located at the site of a redundant bowling green, Green B, at the North Fremantle Bowling Club, Thompson Road, North Fremantle. The bowling green has remained vacant without a viable use for over a decade and is the ideal location for Fremantle Social Farm’s base operations. The site is:       

Flat and open and over a quarter of acre in size Securely fenced to deter crop theft and vandalism Wheelchair and mobility aid friendly with a concrete ramp located at the northern margin Connected to utilities that can be sub-metered for farm use Connected to existing irrigation infrastructure which can be adapted for farm purposes Connected to Club house with bathrooms and a commercial kitchen Located within an active community precinct comprising a bowling club, park and community hall

Figure 1. Fremantle Social Farm principal farm site, Thompson Road, North Fremantle.

Growing Change has been liaising with the North Fremantle Bowling Club since November 2014, with soil and water testing undertaken in February-March 2015. In April 2015, the North Fremantle Bowling Club committee voted to hand back the whole of Green B to the City of Fremantle, with Growing Change then dealing directly with the City. Growing Change lodged an expression of interest with the City of Fremantle to

utilise the site in April 2015, and our application to obtain a licence for a period of 5 years is being submitted in August 2015.

2.4

Farm design

Growing Change has adopted a standardised farm design to improve logistical efficiency, reduce costs and to fast track the roll out of new sites. Taking site/environmental considerations and regulations into account, the Fremantle Social Farm is intended to be a market-garden style farm. Crops will be grown directly in the ground in permanent raised earth garden beds. A number of wheelchair accessible beds will be installed should the demand arise. The paths will be constructed of compacted earth, sawdust and/or wheelchair/mobility aid acceptable surface matting. All farms will be designed and managed to be:   

Accessible for all levels of ability, taking best advantage of the characteristics of the site Environmentally and socially responsible through the use of organic gardening methods Equitable and inclusive of all farm users

 Figure 2. Garden bed design.

Fremantle Social Farm design comprises: Field blocks - comprising 5 raised beds   

Raised garden beds measuring 75 cm wide by 30 m long Space between beds of 45 cm Majority of beds oriented N/S where possible

Wheelchair friendly paths  

Measuring 1.2m wide, and varying in length, comprised of suitable semi-hardstand recycled material such as sawdust A concrete ramp is located at the northern side of the site and leads to the main entrance of the site, and will be extended into the farm

Storage and packing shed, seating area, composting facilities and worm farms 

This zone varies in size and location depending on the dimensions of the site, access and orientation

Figure 3. Draft Fremantle Social Farm site plan.

2.5

Horticulture programs

Growing Change’s horticulture programs are listed in Table 2. Table 2. Growing Change’s horticulture programs delivered at the Fremantle Social Farm. Truly Living Well • 12 week social and therapeutic horticulture program for people vulnerable to or experiencing isolation • Eligibility: Referral through partner organisations

Truly Growing Well • Allotment scheme for individual use and consumption or establishing a microfarming enterprise • Eligibility: Graduates of Truly Living Well

Truly Living Well Facilitator Training • 2 day facilitator training for delivering Growing Change’s Truly Living Well program • Eligibility: Public inc. health care and social services providers

Home Grown • Workshop series teaching people how to grow and maintain their own productive garden at home • Eligibility: Public

Truly Living Well Our signature program is Truly Living Well, a 12 week social and therapeutic horticulture course for people vulnerable to or experiencing social isolation, with a particular focus on mental health and wellbeing. Over the 12 weeks the participants learn how to prepare, plant, grow, nurture and harvest organic and high quality produce. Truly Living Well programs will be run over four terms a year, 12 weeks a term, with 2-3 sessions a week. Each program caters for up to 15 participants at a time.

Truly Growing Well Truly Living Well program graduates are eligible to participate in Fremantle Social Farm’s Truly Growing Well program, an allotment scheme where graduates can lease either an individual or business allotment. After the 12 week introduction, graduates have the opportunity to lease farm land, maintain a private or shared plot, and continue harvesting produce which Growing Change sells to existing customer networks. The revenue from produce sales is shared among the participants, allowing them to receive a modest income as well as reinvest in further developments on their micro-farm business. Growing Change retains a small percentage (15%) fee to cover costs of distribution (labelling, packaging, storage and transport). The two types of allotments include: 1. Individual allotments (1.44 m²): for personal use and consumption of produce 2. Business allotments (22.5 m²): for self-employment and the development of personal micro-farming enterprises On-going training will be provided to allotment holders/farmers to assist them in maintaining their plots and working in a small-urban farm. Food production, soil and plant care, harvesting, composting, occupational health and safety and micro-business management training will form part of the farm’s training program and will be coordinated between Farm Management and the Farmers’ Representatives Committee. Truly Living Well Facilitator Training and Home Grown Programs open to the general public include Truly Living Well Facilitator Training and Home Grown. The Facilitator Training is designed for people with an interest in horticultural therapy including gardeners and health care and social services support workers to deliver Growing Change’s Truly Living Well program at our social farms or in the community. On completion of the program Facilitators become affiliates of Growing Change, and may be employed on a casual basis to deliver Truly Living Well programs for Growing Change. The Home Grown program is a workshop series that teaches people how to grow and maintain their own edible garden at home. The workshops provide practical skills to gardeners, and allow people to come together, socialise and share their interest and skills in gardening.

2.6

Collaboration

Collaboration is integral to the way we work. We believe that in order to create lasting change, we need to work side-by-side with other community organisations and businesses. We refer to this as our ‘ecosystem of change’. Fremantle Social Farm will engage with the community through:      

Information sharing through channels including leaflet drops and community forums Farming / gardening / horticulture workshops Social farming programs Farm open days and tours Farmers’ markets and buying clubs Fundraising events

Growing Change ONLY delivers social and therapeutic horticulture programs (Truly Living Well) in partnership with established social and medical services organisations. To commence the Fremantle Social Farm project, Growing Change is partnering with Volunteer Task Force, Psychosocial Rehabilitation and Recovery Association of Western Australia and Foundation Housing. Collaboration will increase to 10+ partner/referral organisations over a 24 month period. Volunteer Task Force provides gardening, maintenance and transport services to seniors and people with disabilities, and engages over 500 volunteers to do so. Volunteering provides numerous benefits, which can

form a key part of a personâ&#x20AC;&#x2122;s mental health recovery plan. Volunteer Task Force will provide labour during construction, planting and harvest periods and support Growing Change to manage volunteers. Psychosocial Rehabilitation and Recovery Association of Western Australia (PRRAWA) promotes mental health rehabilitation and recovery paradigms and specialises in collaboration between all sector representatives including, practitioners, policy makers, researchers, individuals and families. PRRAWA will coordinate program referrals with local community and clinical mental health and social services for Truly Living Well horticulture programs. Foundation Housing provides affordable housing to people vulnerable to or experiencing homelessness at a number of sites around Fremantle. Growing Change has an existing relationship with Foundation Housing, as a partner in our Mt Lawley Social Farm project. Foundation Housing is committed to providing opportunities to support residents in the path to recovery and will promote programs to residents through their resident engagement channels.

Farm Management: People and Programs

3.1

Management structure ROLE

ADOPT?

FUNCTIONS

WHO?

MANAGEMENT TEAM Coordinator

yes no

Secretary

yes

Responsible for the coordination of the agreed development of the social farm and its effective operation.

CEO & Operations Manager

Organises meetings; keeps records; correspondence.

GCA Ltd Company Secretary, Farm Manager

Manages farm funds; banking and payments; management of grant funds; needs ability to produce a balance sheet of incoming/outgoing funds.

GCA Ltd Treasurer, CEO and Farm Manager

no Treasurer

yes no

Public officer

yes no

Committee members

yes no

Produces financial reports for meetings, for the annual general meeting and reporting to the relevant regulatory and legislative authorities. A role called for when incorporating, the public officer is a signatory for the association and a contact for official business.

CEO

Elected members that attend management team meetings.

GCA Ltd Directors, Executive Management, Farm Manager, Farmers’ Representatives Committee and Community Working Group

Maintains register of members, organises member inductions and other membership business. This role helps with internal communication between members.

Operations Manager

Someone articulate, who has a knowledge of the farm (and perhaps of the media), its processes and purpose.

CEO

OTHER ROLES Membership coordinator

yes no

Media liaison

yes no

Liaison with landholder

yes no

Social organiser

yes

Compost coordinator

yes

no

no Farm maintenance coordinator

yes

Program coordinator

yes

no no

The role responds to media enquiries and issues media statements. Communication and negotiation. Passing information back and forth between the community garden team and the council/landholder.

CEO

Plans and implements social activities such as shared meals in garden and celebrations.

Operations Manager, Farmers’ Representatives Committee and Community Working Group

It can be helpful for someone who knows about composting to help skill people up and monitor compost. This is also a training role.

Farm Manager

Someone who organises working bees and makes sure the shared areas and farm infrastructure are well maintained.

Farm Manager

Coordinate the design and delivery of social and therapeutic horticultural programs and the skilling up of farmers over time.

Operations Manager, Farm Manager

3.2

Individual roles and responsibilities

Project management, logistics, farm construction and phase one operation, farm open days: Jess Stenhouse, Operations Manager Jess possesses a diverse skill set that facilitates the transformation of Growing Change’s mission into action. Her ability to manage large scale projects through customer relations, engage with stakeholders and coordinate logistics make her an asset to the Growing Change team. After graduating from Murdoch University with a Bachelor of Arts in Sustainable Development, Jess has since conducted primary research in the environmental and social sustainability of community gardens in Perth for Great Gardens and been a sustainability consultant to a number of non-profits and small businesses. Jess was drawn to Growing Change as a result of the alignment between the organisation's ethos and her own commitment to social justice and ideals of a fair and inclusive society. She deeply believes that connecting with the natural environment lends itself to beneficial social and human relationships on a broader scale. Jess likes nothing more than eating an artichoke, peeling away the many layers to reach the heart. Jess has worked 20 hours a week on average with Growing Change since November 2014. From July 2015, she commenced a paid role (8 hrs p/week) as Project Manager of the Mt Lawley Social Farm project, she volunteers additional time to the project and the organisation. Jess supplements her income through external work. Growing Change is working hard to secure funds that will allow Jess to dedicate 100% of her time to Growing Change. Ongoing farm operation: Jess Stenhouse & Farm manager Jess will oversee the first phase of farm operations, with support from our dedicated and loyal volunteer base. She will also be responsible for customer relationships with restaurants, market patrons and buying club members. It is anticipated that revenue generated from produce sales will allow for part-time (up to 32hrs p/week) employment of a farm manager. Partnerships and funding, project evaluation, social programs and industry tours: Renée Gardiner, CEO Renée works over 30 hours per week, volunteering her time. She supplements her income working as a consultant to NGOs and social enterprises as well as in heritage management. From July 2015, she has been paid (8 hrs p/week) as part of Growing Change’s Mt Lawley Social Farm project, where she is responsible for partnerships and funding, social program design, facilitation and evaluation. Growing Change is working hard to secure funds that will allow Renée to dedicate 100% of her time to Growing Change. Promotional material, marketing, events: Sophie Raynor, Marketing Co-ordinator Sophie is a journalist, law graduate and activist with a passion for telling people’s stories in a meaningful, compelling way. She’s a writer and editorial assistant at Scoop magazine, where she provides a platform for community organisations and not-for-profits to share their stories in Scoop’s community pages – entirely fitting, because she’s an earnest do-gooder herself. As assistant state director for the WA branch of youth anti-poverty campaigner Oaktree, she’s responsible for managing volunteers’ development and branch culture, which has made her particularly passionate about people and particularly convinced of the need to create social change through conversations, relationships, and inclusivity – which is exactly why she’s so passionate about Growing Change. In a former role Sophie headed up Oaktree’s Live Below the Line campaign, a challenge to live below the poverty line – which should have made her eternally sick of potatoes, but she still can’t get enough. Sophie works 4 hours a week as Marketing Co-ordinator. Her role is currently voluntary and she fell in love with Growing Change after interviewing our CEO in January 2015, for an article for Scoop magazine.

Truly Living Well program facilitators: Certified facilitators Truly Living Well Facilitator Training will be held during the Seed (0-6 months) and Grow (12-18 months) of the project. Each course will cater for up to 12 participants, who will become facilitators to in the delivery of Truly Living Well programs. Horticulture Consultant: Peter Coppin Peter is Growing Change’s expert-advisor and has provided support on the technical aspects of commercial production for the Fremantle Social Farm. He is a highly-regarded and experienced WA-based horticulturist and consultant, who is dedicated to promoting sustainable practices and healthy landscapes. Peter has a well-rounded knowledge of commercial horticulture, production, operations management and pests and diseases. Horticultural Therapy Consultant: Cath Manual Cath has been working with Growing Change, providing support in the development of Growing Change’s horticulture therapy and training programs. Cath is an experienced horticulturist, organic gardener, horticultural therapist, consultant, and educator based in Queensland. Her mission is to educate and inspire everyone to care for themselves and the earth and grow healthy fresh food. Volunteers Growing Change has a pool of 20 dedicated volunteers across all areas of our business, and by partnering with Volunteer Task Force, we are connected to over 500 additional volunteers who provide support in gardening, construction, transport and social programs.

3.3

Decision making process

The decision making relationships and roles and responsibilities for each decision making group is provided in Figure 4 and Figure 5.

Fremantle Social Farm Farmers' Represetative Committee

Executive Management • Business • Accounting/Finance • Farming • Legal

Board of Directors

• Cheif Executive Officer • Operations Manager • Marketing Coordiator

• Farm Manager

• Individual allotment holders • Business allotment holders

Fremantle Social Farm Management

• Local residents • Any member of the public

Community Working Group

Figure 4. Fremantle Social Farm decision making relationships.

Board of Directors

Executive Management

• Vision, mission and purpose • Streatgy and operational framework • Business development and financial management • Governance, compliance and risk management • Communication and relationship management

• Organisational operations • Financial and human resource systems • Media liaison, marketing and fundrasing • Social program design and measurement • Partnerships, business development and quality assurance

Fremantle Social Farm Management

• Farm operations and logistics • Customer relations • Social program delivery • Marketing and fundraising • Liaison with Farmers' Representative Committee and Community Working Group

Fremantle Social Farm Farmers' Represetative Committee

• Bridge between farmers and farm management • Represent the interests and needs of farmers • Raise issues/concers with Farm Management • Contribute to farm planning and management • Identify training and social program needs

Fremantle Social Farm Community Working Group

•Bridge between local community and Fremantle Social Farm / Growing Change Australia Ltd •Represent the interests of the local community •Support fundraising activities for the farm •Assist with farm open days /events

Figure 5. Roles and responsibilities of Fremantle Social Farm decision making groups.

3.4

Communication

Internal Community Working Group • Bi-monthly meetings • Urgent issues raised with Farm Management as required Farmers' Representatives Committee •Monthly committee meeting • Urgent issues raised with Farm Management as required Fremantle Social Farm Management • Fortnightly farm newsletter • Weekly team meetings • Fortnightly team meeting with Executive Management • Monthly status report to Executive Management Executive Management • Weekly team meetings • Bi-monthly board meetings Board of Directors • Bi-monhtly board meetings • Regular communication between Chair and CEO • Regular communication between Treasurer and CEO

External Community Working Group • Information sharing with local community • Fundraising activities • Farm open days/events Farmers' Representatives Committee • Farm open days • Under the guideance of Fremantel Social Farm management Fremantle Social Farm Management • Site signage • Flyers to local residents and customers • Monthly e-newsletter to Fremantel Social Farm stakeholders • Produce catalogue • Face to face engagement with the public and customers through farmers' markets, buying clubs and restaurants Executive Management • CEO to approve all media engagement • Monthly e-newsletter to stakeholders • Monitor adherence to media, social media and communications policies • Guidelines and monitoring use of the brand Board of Directors • Speak with media under CEO authorisation • Adoption of social media, media and communications policies for the organisation

3.5

Access and acceptance

Fremantle Social Farm’s operating hours will be 7am-4pm across 6 days of the week. The site will be locked at night, and no after-hours access will be permitted except for special events or in ‘emergency’ situations. A wheelchair friendly ramp is located outside the gates on the northern end of the site. Growing Change proposes an extension to the ramp to the entrance gate at the north, and into the gardens. Farm open days will be held bi-annually, where local community members can visit and tour the site to get an insider’s perspective of the farm and meet the farmers. Farm produce may be sold to local residents through the Growing Change buying club. Members of the buying club will be able to access the farm on distribution days. Access to Growing Change’s programs will be open to the broader community, with acceptance into Growing Change’s Truly Living Well programs being based on need (i.e. people vulnerable to or experiencing social isolation) and will be open to all clients of our referral partners. Growing Change Truly Living Well graduates will be eligible to participate in Fremantle Social Farm’s allotment scheme and lease either an individual or business allotment. Direct support will be provided to allotment owners to help them maintain their plots for private use and consumption or for a micro-business. Access to Truly Growing Well Facilitator Training and Home Grown programs will be available to the public and are fee based training programs. 3.5.1

Allocation of plots

Allotments are available through Growing Change’s Truly Growing Well program. Eligibility for the program is restricted to Truly Living Well program graduates. Allotment allocation will be determined by Farm Management based on availability. Two types of allotments will be available: 1. Individual allotments – for personal use and consumption of produce 2. Business allotments – for self-employment and the development of personal micro-farming enterprises Plots need to be regularly tendered to, at least 2 times per week in line with Fremantle Social Farm operational requirements. If an allotment holder will be absent for a period of time, prior arrangements for plot management should be made with the farm management team. Soil levels need to be maintained, with soil built up using compost, with mulch being replaced frequently. Plants must be watered, pruned, staked and replaced according to the farms planting and operational requirements. It is the allotment holder’s responsibility to monitor plants for disease and pests. The area around the plot must be neat and weed free. Farm Management will provide ongoing support to assist allotment holders in all aspects to ensure farm and micro-business success. Please see Attachment A for operational policies including Allotment Policy and Application form.

3.6

Code of conduct

Growing Change’s Code of Conduct governs the standards of behaviour that are expected of volunteers, staff, contractors, and program participants of Growing Change in the performance of their duties. It gives guidance in areas where all personnel and program participants need to make personal and ethical decisions. Please refer to Attachment A for Growing Change’s Code of Conduct.

3.7

Alcohol, smoking and drugs on site

Fremantle Social Farm is strictly an alcohol, smoking and drug free-zone. Events held at the North Fremantle Bowling Club may include the responsible service of alcohol.

3.8

Resolving disagreement

Growing Change endeavours to create an environment that treats all people with respect and dignity, and celebrates diversity, including diversity of opinions and ideas. However, we recognise that disputes may arise from time-to-time and we will aim to assist staff, volunteers, program participants, customers and visitors to deal with them effectively so their impact is minimal. All dispute parties will be encouraged to discuss the issues as they arise, but avoid spreading rumours. When parties cannot address them themselves, a mediator will be appointed to assist the process. Growing Change’s Dispute Resolution Policy stipulates the process and approach to managing and resolving disputes that may arise across Growing Change’s operations. Please refer to Attachment A for farm operational policies.

3.9

Occupational health and safety

Growing Change is committed to maintaining, as far as practicable, a safe working environment for our workers, volunteers, program participants and members of the public, under the Occupational Safety and Health Act 1984 (OSH Act). We will make every reasonable effort to ensure that our workplace is free of risk. Health and safety is everyone’s business and the health and safety roles and responsibilities are outlined in Table 3. Please see Attachment A for Growing Change’s Organisational Health and Safety Policy and the Social Farm Health and Safety Policy. Table 3. Health and safety roles and responsibilities. Board of Directors • Governance • Compliance • Risk management framework • Policy approval

Executive Management • Risk management plan • Policy identification & development • Policy approval • Seek feedback from Farm Management & farmers to improve procedures • Comply with relevant legislative requirements • Reporting serious and notifiable incidents to WorkSafe WA

Farm Management • Facilitate site inductions • Policy implementation & management • Farm-specific policy development • Managing incident reporting at the farm • Reporting serious & notifiable incidents immediately to Executive Management

Farmers • Participate in site inductions • Observe health and safety policies and procedures • Report risks & incidents to on-duty Farm Manager • Ask if in doubt

Visitors • Participate in site induction • Observe site signage • Report risks & incidents to Farm Management • Ask if in doubt

A farm induction will be provided by Farm Management to all program participants, farmers and volunteers at the outset of the program/work. The induction will include an on-site workshop, discussion of risks and the steps to mitigate them. All inductees will need to sign onto the risk plan at the beginning of their program/work with Growing Change. Growing Change’s Organisation Health and Safety Policy, Social Farm Health and Safety Policy and a health and safety flyer outlining practical aspects of farm safety will be available to all workers and non-works on the site. The flyer includes health and safety issues such as:     

Avoiding sunburn and dehydration Personal behaviour Lifting Storage Care with animals and insects

   

Care with organic chemicals Soil and compost Tool use Construction

3.10

Incident reporting

All incidents, including near misses must be reported immediately to the on-site Farm Manager. In the case of Emergency call 000 immediately, prior to reporting to Farm Management. 3.10.1 Deciding how to notify Table 4. Reporting incidents, near misses and hazards. Incident • A report is required for an event which has resulted in injury to a person or has caused ill health, damage or loss.

Near miss • A report is required for an event which had the potential to cause injury to a person, ill health, damage or loss.

Hazard • A report is required for a situation which presents the potential or an incident, accident or near miss.

3.10.2 Injury reporting In the event of an injury the person(s) involved should: 1. Seek first aid or medical attention as required 2. Inform Farm Manager as soon as possible 3. Complete the Confidential Incident / Injury / Near Miss Report Form, and hand it to the Farm Manager 4. Assist Farm Manager in the investigation and reporting on the incident or accident The Farm Manager is required to: 1. 2. 3. 4.

Ensure that any injured person is promptly attended to Conduct an initial investigation into the cause of the incident Complete the Confidential Incident / Injury / Near Miss Report Form within five (5) working days Notify and liaise with Executive Management in relation to the incident. A Confidential Incident/Injury/Near Miss report form should be completed for every incident and emailed to the Operations Manager 5. Ensure that all serious injuries are reported to the Operations Manager (Executive Management) immediately. A list of serious injuries as defined by WorkSafe WA is provided below in Section 3.10.3 below 3.10.3 Notification and reporting of serious injury, illness or disease WorkSafe WA requires that all serious injuries, illness or diseases are reported to them as soon as possible. In the first instance, all reports should be immediately made to Operations Manager (Executive Management) by the Farm Manager. Executive Management are required to notify WorkSafe WA in the event of any injury at the farm involving an employee (including volunteer or contractor), program participant or visitor which resulted in the following:      

Death Fracture of the skull, spine or pelvis Fracture of a bone in the arm (other than a bone in the wrist or hand) or leg (other than a bone in the ankle or foot) Amputation of an arm, hand, finger, finger joint, leg, foot, toe or toe joint Loss of sight of an eye Any injury other than those referred to above which, in the opinion of a medical practitioner, is likely to prevent the employee from being able to work again within 10 days of the day on which the injury occurred



Infectious diseases including tuberculosis, viral hepatitis, legionnaire's disease and HIV, where these diseases are contracted during work involving exposure to human blood products, body secretions, excretions or other material which may be a source of infection Occupational zoonoses are Q fever, anthrax, leptospiroses and brucellosis, where these diseases are contracted during work involving the handling of, or contact with, animals, animal hides, skins, wool, hair, carcasses or animal waste products

The Farm Manager and Executive Management (Operations Manager) must be immediately notified of these incidents and they must be reported to WorkSafe WA by Executive Management. 3.10.4 Reporting hazards The objective is to minimise the risk of incidents and injuries occurring at the workplace by identifying hazards and reporting them in the affected area. We all have a responsibility to identify hazards and Growing Change has a responsibility to develop and implement processes for reporting and managing them. Hazards are managed as follows: 1. If you are unable to safely apply reliable control measures you should seek assistance by reporting hazards to the Farm Manager who will assess them to determine urgency and how the hazard can be controlled 2. The Farm Manager is responsible for the maintenance of buildings, infrastructure and grounds, in accordance with Growing Change’s operational policies and procedures 3. Control of hazards is the responsibility of the Farm Manager and every effort must be made to implement suitable hazard control measures. If a local resolution can be achieved, Farm Manager should contact Executive Management in a timely manner 4. Farm Management (and Executive Management) have a responsibility to ensure that suitable processes to dealing with hazards are in place to achieve the required outcome 5. Feedback will be provided to instigators of hazard reports as an integral part of the hazard management process 3.10.5 Incident, injury and hazard investigation The main aim of investigating incidents and hazards is to:   

Prevent similar incidents recurring in the future Identify any new hazards Identify and choose suitable controls

Investigation should occur as soon as possible. The less time between an incident and the investigation, the more accurate the information obtained. While concern for an injured person shall take precedence over everything else, when incidents involving injury or illness occur, early investigation is essential. Information required when investigating an incident, injury or hazard includes:   

What happened? How it happened? Why it happened?

Investigations of incidents, injuries or hazards are not to be used as vehicles to allocate blame. Successful incident investigation requires everyone's co-operation to prevent possible recurrence in the future. Any suggestion that blame allocation or 'scape-goating' is intended would jeopardise the investigator's credibility and reduce the quality and accuracy of information supplied.

Farm Management: Place and Practices

4.1

Organic farming practices

Fremantle Social Farm will ONLY adopt organic farming practices. Allotment holders will not be able to utilise any non-organic management practices on their plots. Synthetic chemical fertiliser pesticides and herbicides will not be allowed on site. Growing Change is responsible for the procurement, management and application of farm fertilisers, pesticides and herbicides (organic preparations). See Figure 6 for approach to organic farming.

We preference hormone-free open pollinated and heirloom seed varieites. Crop diveristy and seed saving practices will enhance diversity and resilience.

Soil

Soil health and management is critical to the succesful operation of the Farm. Managemnet practices include composting, mulch, organic microbial fertiliser applicaions, and crop rotation.

Pest management

Integrated Pest Management will control pests and prevent crop damage, harm to wildlife, and pest infestation. The approach will maintain local amenity, avoiding large area chemical sprays.

Seed and plant stock

Figure 6. Growing Changeâ&#x20AC;&#x2122;s organic gardening practices.

4.2

Pest management

4.2.1

Integrated Pest Management

Fremantle Social Farmâ&#x20AC;&#x2122;s horticultural consultant will work with Growing Change to establish and monitor a rigorous, farm-specific Integrated Pest Management (IPM) plan. Integrated Pest Management (IPM) is an effective and environmentally sensitive approach to pest management that relies on a combination of common-sense practices. IPM programs use current, comprehensive information on the life cycles of pests and their interaction with the environment. This information, in combination with available pest control methods, is used to manage pest damage by the most economical means, and with the least possible hazard to people, property, and the environment. IPM is not a single pest control method but, rather, a series of pest management evaluations, decisions and controls. In practicing IPM, growers who are aware of the potential for pest infestation follow a four-tiered approach. The four steps include: 1. Set Action Thresholds Before taking any pest control action, IPM first sets an action threshold, a point at which pest populations or environmental conditions indicate that pest control action must be taken. Sighting a 21

single pest does not always mean control is needed. The level at which pests will either become an economic threat is critical to guide future pest control decisions. 2. Monitor and Identify Pests Not all insects, weeds, and other living organisms require control. Many organisms are innocuous, and some are even beneficial. IPM programs work to monitor for pests and identify them accurately, so that appropriate control decisions can be made in conjunction with action thresholds. This monitoring and identification removes the possibility that pesticides will be used when they are not really needed or that the wrong kind of pesticide will be used. 3. Prevention As a first line of pest control, IPM programs work to manage the crop to prevent pests from becoming a threat. In an agricultural crop, this may mean using cultural methods, such as rotating between different crops, selecting pest-resistant varieties, and planting pest-free rootstock. These control methods can be very effective and cost-efficient and present little to no risk to people or the environment. 4. Control Once monitoring, identification, and action thresholds indicate that pest control is required, and preventive methods are no longer effective or available, IPM programs then evaluate the proper control method both for effectiveness and risk. Effective, less risky pest controls are chosen first, including highly targeted chemicals, such as pheromones to disrupt pest mating, or mechanical control, such as trapping or weeding. If further monitoring, identifications and action thresholds indicate that less risky controls are not working, then additional pest control methods will be employed, such as targeted spraying of organic pesticides.

Figure 7. Integrated Pest Management system.

4.2.2

Vermin

We will maintain a rigorous organic waste management procedure on-site and ensure that harvested produce is stored appropriately (cold storage) and distributed efficiently to avoid vermin infestation and to maintain quality assurance, occupational health and safety and food safety standards.

Many people worry that compost bays will attract vermin and other pests. This should not be an issue if food is kept out of the compost bays and put in a worm farm instead. We will install a combination of open compost bays, closed composting systems and worm farms. Appropriate signage will be in place to indicate what materials are acceptable in each of our composting systems. We will run workshops to ensure that farm users understand how to operate our composting system. 4.2.3

Fruit fly

Mediterranean fruit fly, Ceratitis capitata, is the main species affecting crops in Western Australia. Fruit fly attack figs, cherries, stone fruit, apples, pears, loquats, guavas, feijoas, tomatoes and capsicum. Fremantle Social Farm may produce tomatoes and capsicums, but does not intent to plant the listed fruit trees. Organic measures for managing fruit fly may include:    

Increasing habitats for predators, such as ants, ground beetles, spiders and birds Cleaning up all infected fruit as soon as possible. Maggots may be destroyed by immersing fruit in water or placing fruit in a sealed, black plastic bag and leaving it in the sun for 4-6 hours Installing organic fly bates and traps on site Installing exclusion bags and netting over fruit fly attracting fruit/crops

Managing fruit fly is a community concern. Fremantle Social Farm will endeavour to work with the local community to effectively manage fruit fly through information sharing and establishing a collaborative approach to management.

4.3

Waste management

We favour sustainable waste management practices, which aim to reduce, reuse, recycle/compost, and recover energy from waste, before considering disposal. This philosophy will be built into our operational practices. We will manage our supply chain with the view to minimise the amount of waste we produce. Compost bins and worm farms will be installed as a means of reducing waste. We will recycle used products and materials onsite as much as possible. All other rubbish that cannot be recycled will be removed offsite and disposed of at Henderson Waste Recovery Park or through other suitable channels.

4.4

Water management

As at August 2015, there are 600,050 kilolitres of water available for licence from the bore at the North Fremantle Bowling Club site. Growing Change has submitted an application to the Department of Water to licence approximately 15,000 kilolitres (to be determined by the licencing authority based on land size and the use for vegetable production). Sustainable water use is important to us and our farms will be designed and managed according to waterwise principles including:     

Preventing evaporation and moisture loss through suitable soil improvements, maintaining organic rich soil, and through mulching practices Installing self-watering (or wicking) garden beds Harvesting and storing rainwater in tanks and through small scale earthworks Installing water conserving irrigation systems such as drip irrigation and using hand held hoses and watering cans in the greenhouse Using a combination of rain water, bore water, and/or mains water (our least preferred option, and use will be dependent on the salinity of bore water) 23

4.5

Use of sustainable materials

The use of sustainable materials will be balanced with operational requirements and we will manage our supply chain to preference procurement of sustainable farm materials and consumables.

4.6

Storing materials and tools

Only materials used at the farm are permitted to be stored on the farm. No personal materials may be stored on site. When storing soil or other materials, especially where it is accessible to the public, the materials must, where appropriate, be:       

Surrounded with a mesh safety fence to reduce the opportunity for accidents Piled to ensure that soil will not wash away if it rains Stacked safely with heavy materials lower down or on the ground In the case of chemicals, stored in their original containers, in the signed and dedicated location in the storage shed Stored so they are unlikely to spill or fall over Stacked and stored neatly so that they are easily accessible and out of the way of paths and places where people walk Stored out of public view

All farm users are responsible for ensuring that materials are returned to their correct location, however the Farm Manager is responsible for ensuring that materials are stored in accordance with the farm’s operational procedures and that storage spaces are maintained to the standards required by Growing Change. Tools are to be used and stored in accordance with Growing Change’s Tool Use and Storage Policy. Refer to Attachment A.

4.7

Management of shared areas

Management of shared areas is the responsibility of the Farm Manager team, however, allotment holders are expected to be involved in the day-to-day upkeep of shared areas. Working bees may be held quarterly to undertake any large-scale farm maintenance and modification activities. Each allotment holder will be responsible for ensuring their allotment is maintained to the standards acceptable to Fremantle Social Farm and Growing Change.

4.8

Domestic animals

No domestic animals such as dogs, chickens, pigs, sheep, goats or cows will be kept at the Fremantle Social Farm. Only personal assistance dogs will be allowed on site and no other pets owned by workers, farmers, volunteers or members of the public will be permitted on the farm. Dogs may be tied up outside the site away from the entrance for a period of up to one hour.

4.9

Farm amenity

We believe that the public amenity of the precinct will be enhanced by our farm. The farm will be professionally designed and maintained and will add a visually appealing element to the precinct. Engaging and maintaining a strong relationship with the local community is important to us and any concerns regarding farm amenity may be discussed directly with the Farm Manager.

4.10

Odours

Odours are generally the result of poorly managed compost and the use of organic fertilisers such as blood and bone or manure. Odours will be kept to a minimum at the farm through utilising sustainable waste management practices and effectively managing composting systems. We will not use blood and bone and

manure at the farm. We donâ&#x20AC;&#x2122;t anticipate any impact on the amenity of the surrounding area as a result of odours related to farming activities. See Section 4.2.2 for more details on compost system management.

4.11

Activation of unused public land

Green B at the North Fremantle Bowling Club has remained vacant without a viable, long-term use for over a decade. Fremantle Social Farm will build and empower community spirit by activating an unused public asset and make activities visible and available to the broader community. The project will encourage a new use for this public space and enhance the community precinct that includes the North Fremantle Bowling Club, North Fremantle Community Hall and Gordon Dedman Reserve.

4.12

Noise

Fremantle Social Farm will operate during standard business hours and noise levels within the garden will be maintained at a level that is not disturbing to neighbours. The Farm will adhere to noise regulations as stipulated by the City of Fremantle. Increased noise may be experienced during garden construction and farm open days/events. All noisy construction work will be undertaken Monday to Saturday, between 7.00 am and 7.00pm. Any Growing Change events will be coordinated with the City of Fremantle, the North Fremantle Bowling Club and the North Fremantle Community Hall. Hours of farm operation, any proposed events and complaints reporting procedures will be circulated to local residents via a letterbox drop, site signage and will also be listed on our website.

4.13

Security

The Fremantle Social Farm site is surrounded by up to 3m high mesh fencing, deterring vandalism and access outside of operating hours. No-one will be permitted to remain on site after operating hours, accept in rare circumstances relating to the operation of the farm or events. For example, in the instance that a storm front may damage crops and crop cover will need to be installed. However, these activities can usually be managed in advance. Growing Changeâ&#x20AC;&#x2122;s programs will be coordinated with local agencies. All program participants will come through Growing Changeâ&#x20AC;&#x2122;s referral channels. Local residents are invited to get to know the farm and our farmers through farm open days and purchasing produce. All program participants will be required to abide by a strict Code of Conduct (see Attachment A). A breach of the Code will result in disciplinary action, which may include expulsion from Growing Change programs.

4.14

Parking

Public parking is located along Thompson Road and in a carpark at the western side of Gordon Dedman Reserve. Farm visitors will be encouraged to use the carpark attached to Gordon Dedman Reserve to free-up parking space along Thompson Road for local residents. Growing Change programs will operate 2-3 sessions per week, with 4 hours a session. The Farm is not expected to generate any significant impact to the existing traffic and parking situation. Any Growing Change events that are expected to generate a higher amount of local traffic will be managed in coordination with the City of Fremantle and the North Fremantle Bowling Club, with a traffic management plan prepared accordingly.

4.15

Quality assurance and food safety

Growing Change is committed to embedding quality assurance into our on-farm, storage and distribution practices, to allow us to produce high quality safe food products that meet Australian food safety standards under the Australia New Zealand Food Standards Code (the Code).

The Code describes that food safety is best ensured through the identification and control of hazards in the production, manufacturing and handling of food as described in the Hazard Analysis and Critical Control Points' (HACCP) system. The HACCP system has been adopted by both the World Health Organisation (WHO) and the Food and Agricultural Organisation (FAO) Codex Alimentarius Commission. Under the Code food producers are required to:    



Produce safe food that complies with the legal obligations Ensure that each food business has a food safety plan that identifies, documents and records management practices to manage the identified food safety hazards in the business Ensure that a person in authority in each business is trained in food safety management practices relevant to the food product being produced and its intended use Ensure that finished produce is independently tested to verify that it complies with limits for chemical and microbiological food safety contamination detailed in the National Food Standards code Ensure that the food safety program is implemented and reviewed by the food business and is subject to periodic audit by a suitably qualified food safety auditor

HACCP is a management system in which food safety is addressed through the analysis and control of biological, chemical, and physical hazards from raw material production, procurement and handling, to manufacturing, distribution and consumption of the finished product. There are ten key input areas where food safety risks will be managed at the Fremantle Social Farm:          

Planting or crop resource material Chemical inputs Fertiliser and soil additives Water inputs Allergens Facilities, equipment, containers, materials and vehicles Animals and pests People Product identification, traceability and recall Suppliers

Growing Change will undertake quality assurance measures in-line with the Freshcare system. Freshcare is the national on-farm assurance program for the Australian fresh produce industry. It is widely accepted as a HACCP-based Food Safety and Quality Program by customers in all industry sectors including retail, processing and food service. Freshcare is approved for use by growers and grower-packers supplying ‘direct’ to both Coles and Metcash (IGA brand), and ‘indirect’ to Woolworths. The Freshcare program includes training, implementation, audit and certification. Growing Change is committed to membership of the Freshcare program and undertaking regular independent audits through an approved auditor such as SGS. It takes 3 to 6 months to undertake training, implement the program and achieve certification, and this will be a critical first step in the establishment of Fremantle Social Farm. Certification will be renewed annually.

Farm Establishment

5.1

Budget and ongoing sustainability

The operation of the farm and the delivery of core services will be sustained through the sale of Growing Change produce and products, and services such as training programs, with one site growing a mixed crop of 10+ product lines generating a revenue of $256,173 per year. Estimated annual profit is $36,411. Start-up capital costs are estimated at $98,351, which includes initial one-off set up costs of $69,200 (refer Table 5) and projected cash flow deficit of $29,151 for Year 1 and 2 (refer to Table 6). Revenue will fund on-going operations and programs, with profit invested in establishing additional farms. By Year 3, profit is estimated at $35,361, excluding depreciation, which is a non-cash cost. The budget projections show that Fremantle Social Farm is a commercially viable and fully self-sustaining social enterprise. Table 5. Initial farm setup costs.

Initial set up costs

Soil Improvement Irrigation Shed Glasshouse / Tunnel Tools Shade Cloth & Netting Equipment Sundry

30,500 15,000 4,500 4,000 3,500 3,500 6,200 2,000

Total

69,200

Table 6. Projected profit and loss showing operational sustainability.

Projected Profit & Loss Crop Income Training Income Other income Income Seed Fertilizer Water Pesticides Hire Repairs Transport Storage costs

Year 1

Year 2

Year 3

Year 4

Year 5

183,257 14,200 3,070 200,527

204,672 15,700 3,570 223,942

235,373 14,200 5,550 255,123

235,373 14,200 6,600 256,173

6,400 3,000 2,400 4,000 800 1,800 6,000 4,800

6,900 3,000 2,400 4,000 2,400 1,800 6,000 4,800

6,900 3,000 2,400 4,000 2,400 1,800 6,000 4,800 27

Packaging Marketing Electricity Telephone Wages & Salaries Insurance Land rent Legal & Accounting Sundry Costs

18,000 15,000 2,300 1,800 130,362 2,800 1,200 4,500 5,300 210,462

18,000 18,000 5,600 1,800 130,362 4,500 1,200 4,500 4,500 219,762

Depreciation Total Expenses

8,898 219,360

14,498 234,260

Surplus/(Deficit)

(18,833)

(10,318)

20,863

21,913

5.2

Income

5.2.1

Produce sales

Growing Change is a premium, gourmet and organic herb and vegetable producer. We employ a farm-direct sales model where we are the producer, distributor, wholesaler and retailer of our products. This allows us to:   



Develop relationships with customers and be well placed to respond to market demands Maintain control of our supply chain Provide a greater number of opportunities for our beneficiaries to gain skills and employment in diverse areas including warehousing, packing and distribution, delivery, retail, hospitality, horticulture and landscaping Develop a resilient financial model, retaining a higher percent of profit to decrease reliance on external funding sources and improve our financial sustainability in order to maximise our social impact

Financial modelling for the Fremantle Social Farm indicates that produce sales will sustain the ongoing operation of the farm. The design of the North Fremantle site caters for 30-35 garden beds (22.5m² each); a single garden bed has the capacity to produce the following amount of vegetables per annum:    

2143 carrots 2000 radishes 800 capsicums 750 parsnips

   

600 beetroots 600 silverbeet 600 head of lettuce 450 turnips

   

450 celery 450 bok choy 360 Aztec spinach 240 kohlrabi

Produce will be sold through the distribution channels outlined in Table 7. Table 7. Growing Change’s produce distribution channels.

Restaurants (wholesale) • Farm direct sale of produce to local restaurants

Farmers' Markets (retail) • Monthly farmers market

Buyers' Club (retail) • Fortnightly vegetable box scheme for local residents

Growing Change has developed relationships with 2 Fremantle restaurants to supply them with farm produce including Moore and Moore and Bread in Common. Bread in Common have given verbal indication 28

that a farm the size of the North Fremantle site could fill their demand for locally grown fresh produce. Bread in Commonâ&#x20AC;&#x2122;s Executive Chef, Scott Brannigan is enthusiastic about the potential of offering unique paddock-to-plate dining experiences serving locally grown organic produce to his customers; and will work with Growing Change to develop menus based on the availability of produce from our farm. Moore and Moore have agreed to purchase produce from Growing Change, even if at a higher rate than they currently pay, due to the social return on investment and positive impact that purchasing our produce will have on the greater Fremantle community. Please see Attachment B for a letter of support from Moore and Moore. 5.2.2

Allotment fees

Individual Allotments

$50 p/month = $600 annual allotment fee

$5 p/month = $60 annual allotment fee

Business Allotments

Figure 8. Allotment types and fees.

5.2.3

Training programs

Growing Changeâ&#x20AC;&#x2122;s Truly Living Well Facilitator Training and Home Grown are fee-based training programs. It is anticipated that 2 facilitator workshops will be held each year for Truly Living Well Facilitator Training and workshops as part of the Home Grown program will run bi-monthly. 5.2.4

Grants and fundraising

The project will require seed/grant funding to establish the farm over a 12 month period and we are working to secure start-up capital. The Fremantle Social Farm has been included in the 2nd stage of Impact100 Fremantle, and we are in the running for $100k. Once established the farm will sustain operations without reliance on external funding. However, grant funding will be sought for developing, piloting and rolling out specific projects and programs to serve our beneficiaries. Growing Change plans to generate additional income from the sale of Growing Change merchandise and other fundraising activities.

5.3

Implementation timeline

The project will commence January 2016. Please refer to the following page for a detailed project implementation plan and timeline.

Table 8. Fremantle Social Farm implementation plan and timetable.

PLAN

SEED

SPROUT

GROW

MATURE

EXPAND

(0-6 months)

(6-12 months)

(12-18 months)

(18-24 months)

(24+ months)

PROJECT DEVELOPMENT

INFRASTRUCTURE

 Project planning  Product and program research  Financial modelling  Financial and HR systems  Branding  Marketing and communications planning  Develop relationships with suppliers  Develop relationships with wholesale customers

 Remove turf  Mark out garden design, work areas and arterial path system  Improve soil – clay and compost  Rotary hoe site and construct raised earth beds  Apply mulch to garden beds  Install irrigation system  Install storage shed  Hire temporary cold storage

 Install semi-hardstand wheelchair friendly surface to arterial path system  Construct greenhouse  Construct 4 raised IBC wicking beds for individual allotments  Install compost bays and worm farm  Install permanent cold storage

 Construct 2 additional raised IBC wicking beds for individual allotments

 Construct 4 additional raised IBC wicking beds for individual allotments

 Expansion to 2 additional sites in the greater Fremantle area.  As per Growing Change’s farm design and operational model

LAND-USE

OPERATIONS

 Project planning  Engage horticulturist to advise about regulatory requirements and farm design / operation  Engage with chefs to inform planning and product demand  City of Fremantle application and approval  Site hand over  MoU with NFBC

 Quality assurance and risk management processes established  Freshcare & HACCP certification obtained  Develop stable product lines  Plant out garden beds  2 restaurants signed  Official farm launch and open day  Biannual operation and program evaluation

   

 8 restaurants signed  Value-added product development  Ongoing farm and program operations  6 ambassadors signed  8 business allotments allocated  10 individual allotments allocated  Annual operation and program evaluation

PROGRAMS

 Establish relationships with 3 initial partner organisations

 #1 farm open day  #1 social services industry tour  3 program referral organisations signed  #1 facilitator training  10 program placements awarded

 #2 farm open day  #2 social services industry tour  4 referral organisations signed  Term 3 & 4 horticulture programs run  30 program placements awarded

 5 referral orgs signed  #3 farm open day  #3 social services industry tour  #2 facilitator training  Term 1 & 2 horticulture programs run  30 program placements awarded

 6 referral orgs signed  #4 farm open day  # 4 social services industry tour  Term 3 & 4 horticulture programs run  30 program placements awarded

 10 referral orgs signed  Term 1 – 4 horticulture programs run  100 program placements awarded

   

Buyer’s Club established Farmers’ market – monthly 3 restaurants signed Develop stable product lines 2 ambassadors signed 2 business allotments allocated 4 individual allotments allocated Annual operation and program evaluation

Buyer’s club expanded Farmers’ market – monthly 4 restaurants signed Stable product lines established  Niche product lines developed  3 ambassadors signed  Biannual operation and program evaluation

   

Buyer’s Club expanded Farmers’ market – monthly 5 restaurants signed Niche product lines developed 4 ambassadors signed 5 business allotments allocated 6 individual allotments allocated Annual operation and program evaluation

Additional Information

6.1

Organisation details

Organisation Growing Change Australia Ltd ABN: 97 602 988 198 Registered address: 29 Leaside Way, Spearwood WA 6163 Postal address: PO Box 1705, Fremantle WA 6959 Web: www.growingchange.net.au

6.2

Charity and tax status Registered charity: Yes Public benevolent institute: Yes Deductible gift recipient (DGR): Yes Tax Charity Concession (TCC): Yes Please see Attachment C

Contacts Table 9. Fremantle Social Farm contact details.

Contact

Number

Enquiry type

Reception/ Admin

connect@growingchange.net.au

 Public / local residents

CEO Renée Gardiner

0432 439 167

renee@growingchange.net.au

   

Local government Partnerships Media Board / Exec Management / Farm Management - internal

Operations Manager Jess Stenhouse

0422 024 869

jess@growingchange.net.au

   

Restaurants / customers Pop-up garden clients Farm Management – internal Community Working Group

Farm Manager

fremantle@growingchange.net.au

 Farm matters  Farmers’ Representative Committee  Community Working Group

6.3

Insurance

Growing Change’s has cover through Community Underwriting for:   

General Liability Insurance Policy -- $10,000,000 Association Liability Insurance Policy -- $10,000,000 Voluntary Workers Personal Accident Policy -- $1,000,000

Any additional cover will be arranged through Growing Change’s insurance broker, Australian Reliance. Please see Attachment D for insurance policy schedules.

6.4

North Fremantle Bowling Club MoU

Growing Change is in the process of negotiating a Memorandum of Understanding with the North Fremantle Bowling Club in relation to access/management of shared Club/Farm areas, access to potable water, bathroom amenities and facilities, utilities, and marketing and communications.

6.5

Horticultural therapy and competitors

Growing Change’s innovative social farming initiative has been developed in reference to leading international examples, including The Homeless Garden Project (US) and Thrive (UK). Both organisations use gardening to create positive changes in people’s lives. Growing Change, a Fremantle-based social enterprise, is the only known organisation in Australia that supports socially at-risk individuals to establish their own micro-farming enterprises. No organisations are delivering structured therapeutic horticulture programs like Truly Living Well in Western Australia. While 31

there are several organisations working to achieve similar outcomes to Growing Change, our business model and programs are unique.

6.6

Social impact framework

Growing Change measures impact in 4 areas including: 1. 2. 3. 4.

Participant numbers – across horticulture programs and individual and business allotments Engagement rates – hours of engagement in programs, volunteering and farm open days and tours Operational measures – number of customers and ambassadors and volume of farm produce Qualitative measures – collection of anecdotal stories directly from participants/customers as well as partner organisations

Specific project measures for the Fremantle Social Farm project over a 24 month period, at 6, 12, 18 and 24 months are provided in Table 10. Truly Living Well program participant outcomes are measured through the following methods: 1. Personal Wellbeing Index – participant surveys completed at the beginning (week 1), mid-point (week 6) and end (week 12) of the Truly Living Well program 2. Truly Living Well Participant Plan – developed at the beginning (week 1) of the program, reviewed in the middle (week 6) and at the end (week 12) of the program for progress against the participant’s personal goals 3. Truly Living Well Participant Evaluation – facilitator evaluation of participant’s progress against personal goals and observed improvements in wellbeing Table 10. Projected KPIs for Fremantle Social Farm project over a 24 month period, commencing January 2016.

Key Performance Indicators

6 months

12 months

18 months

24 months

Total

10 -

30 2 2

30 3 4

30 3 6

100 8 12

4 initial 1,200

3 3,600

2 3,600

1 3,600

10 12,000

4,700 2,240 2,000 1 1

7,100 2,980 2,000 1 1

26,000 11,180 8,000 4 4

2 2

2 1

2 2

8 6

Participants Truly Living Well placements Business allotment allocations Individual allotment allocations Engagement rates Partner organisations Hours of therapeutic horticulture programming* Hours of social engagement ** Hours of skills training*** Hours of volunteering**** Farm open days Social services industry tours Operations Restaurants signed Ambassadors signed

* 100 people x 10 hours p/week x 12 weeks = 12,000 hrs ** Hours of therapeutic horticulture programming + hours of volunteering + staff hours = 26,000 hrs *** Skills training workshop hours in Truly Living Well program = 11,180 hrs **** Volunteer hours include farm operations and mentoring/facilitation for Truly Living Well program = 8,000 hrs

6.7

Ambassador program

Growing Change is developing an Ambassador program that will engage celebrity chefs, restaurant owners and gardeners who are passionate about our cause. The Ambassador program aims to raise the profile of Growing Change and increase awareness of mental health and homelessness in the community. The program will launch 6 months into the project, when the farm is fully operational and after the Truly Living Well program commences. Please see Table 10 and for Ambassador program KPIs.

6.8

Referees

Please see Attachment E for letters of support from project referees. Kathleen Gregory │ Chief Executive Officer Foundation Housing Ltd 131 Brisbane Street, Perth WA 6000 Phone: 08 9422 0703 Mobile: 0439 665 620 Email: kathleen@foundationhousing.org.au

Aimee Sinclair │ Executive Officer PRRAWA PO Box 61 , West Perth WA 6872 Phone: 0405 365 122 Email: projects@prrawa.org.au

Kath Snell │ Chief Executive Officer Volunteer Task Force 43 Planet Street, Carlisle WA 6101 Phone: 08 9318 5713 Email: Kath.Snell@volunteertaskforce.org.au

Attachment A: Farm Operating Policies

Allotment Policy 1.

Policy Statement: 1.1. The Allotment Policy stipulates the conditions and requirements for allocating individual and business allotments at Growing Change Australia Ltd’s social farms.

Audience and applicability: 2.1. This policy applies to staff, allotment holders and allotment applicants of Growing Change.

Context: 3.1. Allotments are available for licence by Growing Change’s Truly Living Well program graduates. Two types of allotments are available: 1. Individual allotments – for personal use and consumption of produce -- $5 p/month = $60 p/year. 2. Business allotments – for self-employment and the development of personal microfarming enterprises -- $50 p/month = $600 p/year. 3.2. Allotment allocation is determined by the Growing Change’s farm management team. 3.3. Allotment holders are expected to be involved in the day-to-day upkeep of shared garden areas and infrastructure.

4. Allocation: 4.1. Growing Change’s farm management team will take into account the following considerations when allocating allotments: 4.1.1.The applicant must be a graduate of Growing Change’s Truly Living Well program. 4.1.2.The applicant must actively participate in furthering the purpose and objectives of the social farm (according to their ability to do so). 4.1.3.The applicant must pay their allotment fee each month when it falls due. The allotment fee will be reviewed by farm management and Growing Change’s Executive Management team every 12 months. 4.1.4.The applicant must agree to uphold the Growing Change Code of Conduct at all times. 4.2. The following may also be relevant when allocating allotments: 4.2.1.The availability of individual or business allotments. 4.2.2.The number of allotments already allocated to the applicant. 4.2.3.Demonstrated commitment of the applicant to managing the allotment for the duration of the licence period.

Allotment Policy_v1.0

4.2.4.The residential location of the applicant in relation to the farm. Applicants who live within the local area may hold priority in relation to allotment allocation. 5. Reserved allotments: 5.1. Growing Change reserves the right to amend, increase and restrict the number of vacant allocated allotments in response to Growing Changeâ&#x20AC;&#x2122;s operational requirements. 6.

Allotment renewal: 6.1. Existing allotment holders will be eligible to renew their application for the same allotment for a further term, provided they continue to comply with these guidelines and they continue to be actively involved in the management of their allotment. 6.2. The farm management team may deem an allotment holderâ&#x20AC;&#x2122;s allotment to have become inactive. If an allotment appears to be inactive, the allotment holder will be contacted to ask if they wish to continue with the use of their allotment. If an allotment holder fails to respond within an acceptable timeframe, they will be deemed to have surrendered their allotment and it will be re-allocated in accordance with this Policy. 6.3. If an allotment holder notifies Growing Change that they wish to relinquish their entitlement to their allotment then they will be deemed to have surrendered their allotment and it will be re-allocated in accordance with this Policy. 6.4. An allotment holder is not entitled to a refund of their allotment fee if they surrender their allotment before the expiration of the term of their allotment entitlement unless otherwise approved by farm management.

Allotment Policy_v1.0

Allotment Application Allotments are available for licence by Growing Change’s Truly Living Well program graduates. Two types of allotments are available: 1. Individual allotments – for personal use and the personal consumption of produce 2. Business allotments – for employment and the sale of produce through Growing Change distribution channels All applications will be assessed by the farm management team. Assessment criteria can be found in Growing Change’s Allotment Policy and the farm’s Plan of Management. Please be aware that a waiting list may apply. Payment is due on the 15th of each month. Farm details: Name Address Your details: Name Phone Email Address Choose your allotment type: Individual

$5 per month = $60 annual allotment fee

Business

$50 per month = $600 annual allotment fee

 

Do you intend to share your allotment with other individuals? If so, please provide their details: Name Phone Email Address Date:

Signature:

If successful you will be requested to make payment to secure your allotment. Payment options include: Pay online via direct debit to: Growing Change Australia Ltd BSB: 036 306 Account: 481892 Please include your name and allotment number in the description Pay in person by: Credit/debit card payments – paid over the phone Cash – paid to farm management Please return all completed forms to farm management, post to PO Box 1705, Fremantle WA 6959 or email: allotments@growingchange.net.au

Code of Conduct 1. Policy Statement 1.1. The Code of Conduct clarifies the standards of behaviour that are expected of volunteers, staff, contractors and program participants of Growing Change Australia Ltd (Growing Change), in the performance of their duties. It gives guidance in areas where all personnel and program participants need to make personal and ethical decisions. 2. Audience and Applicability 2.1. This policy applies to employees, contractors, visitors, and program participants of Growing Change Australia Ltd. 3. Context 3.1. Growing Change is committed to the highest standards of conduct in product and service delivery, education, training and administration. 3.2. To meet this commitment, Growing Change has issued this single Code of Conduct to cover all internal and external personnel and program participants to more closely align personnel and participant conduct with the organisational values and ethics that underpin Growing Changeâ&#x20AC;&#x2122;s policies and procedures. 4. Personal Behaviour 4.1. Treat others with courtesy and respect. Growing Change is an equal opportunity, sigma-free organisation. 4.2. Conduct themselves in a manner which prevents endangering their own and others life, safety, health and wellbeing. 4.3. Avoid behaviour which constitutes work place harassment, violence, sexual harassment, bullying or discrimination. 4.4. Avoid the possession or use of alcohol and illegal drugs while volunteering with Growing Change, or reporting to the program while under the influence of drugs or alcohol. 4.5. Observe the no-smoking policy. 5. Communication and information 5.1. Any information is confidential or proprietary to Growing Change shall not be disclosed to any third parties. 6. Resources and equipment 6.1. All resources and equipment supplied by or are dedicated for the use of Growing Change should only be used for the purpose of Growing Change business. 6.2. All equipment must be used in an efficient, economical way observing relevant health and safety guidelines.

Growing Change Code of Conduct_v1.0

7. Conflicts of Interest 7.1. A conflict of interest is defined as private capacity interests which improperly influence the carrying out of duties for Growing Change. 8. Improper Conduct 8.1. Improper conduct/misconduct can take many forms, examples including:  Fraud  Taking or offering bribes  Acting upon “insider” information  Conduct that involves a breach of trust  Improper destruction of company records  Allowing personal relationships to improperly influence business situations  Abuse of power or functions to obtain benefit of cause harm to a person 9. Reporting a breach of the Code 9.1. Suspected breaches of the Code should be discussed with a manager or senior officer of Growing Change. 9.2. Any alleged unethical behaviour will be investigated and dealt with promptly and fairly. 9.3. Breaching the Code of Conduct may result in disciplinary action ranging from a warning through to termination of your position (employment, volunteer contract or program participation) with Growing Change. 10. Compliance I have read and I understand the Code of Conduct. I agree to abide by the Code and I understand that I may be subject to disciplinary action and/or have my position terminated if I violate any of these items outlined in the Code.

Signature

Date

Print Name

Date

Witnessed by (signature)

Print Name

Growing Change Code of Conduct_v1.0

Date

Health and Safety Policy 1.

Policy Statement 1.1.

Growing Change Australia Ltd is firmly committed to an Organisation Health and Safety Policy enabling all work activities to be carried out safely, and with all possible measures taken to remove (or at least reduce) risks to the health, safety and welfare of workers, contractors, authorised visitors, and anyone else who may be affected by our operations.

2. Audience and applicability 2.1. 2.2.

This policy applies to staff, volunteers, contractors, program participants, allotment holders and farm visitors of Growing Change. This policy applies to all business operations and functions, including those situations where workers are required to work off-site.

3. Context 3.1. We seek the co-operation of all workers, customers and other persons. We encourage suggestions for realising our health and safety objectives to create a safe working environment with a zero harm rate. 4. Management 4.1. Will provide and maintain as far as possible:       

A safe working environment and safe systems of works Plant and substances in safe condition Facilities for the welfare of workers Information, instruction, training and supervision that is reasonably necessary to ensure that each worker is safe from injury and risks to health A commitment to consult and co-operate with workers in all matters relating to health and safety in the workplace A commitment to continually improve our performance through effective safety management Health and safety of contractors and other visitors to our farms.

5. Workers 5.1. Each worker including staff, volunteers, program participants and contractors, has an obligation to:       

Comply with safe work practices, with the intent of avoiding injury to themselves and others and damage to plant and equipment Take reasonable care of the health and safety of themselves and others Wear personal protective equipment and clothing where necessary Comply with any direction given by management for health and safety Not misuse or interfere with anything provided for health and safety Report all accidents and incidents on the job immediately, no matter how trivial Report all known or observed hazards to their supervisor or manager

Health and Safety Policy_v1.0

Social Farm Health and Safety Policy 1.

Policy Statement 1.1.

Audience and applicability 1.1.

The Social Farm Health and Safety Policy is Growing Change’s recognition of our responsibility to conduct all farm operational activities in a reasonable manner and to reasonably maintain healthy and safe conditions at our social farms.

This policy applies to staff, volunteers, contractors, program participants, allotment holders and farm visitors of Growing Change.

Context 2.1.

Growing Change is fully committed to the health, safety and welfare of all people attending our farms, either as workers, farmers, volunteers, contractors, program participants, or visiting members of the public.

2.2.

For the purposes of this policy, any reference to “the farm” or “the farm site” means the general boundaries of the farm.

Health and Safety Representatives 3.1.

All farm users have a responsibility to make sure the farms are a safe place to attend. Growing Change Farm Management accept the role as reporting representatives for Health and Safety matters at the farm.

3.2.

Farm users should report to Growing Change Farm Management if they find any hazardous/dangerous situations so that the matter may be addressed. All farmers including staff, allotment holders and program participants are encouraged to report hazards and also to provide feedback on ways to improve safety at the farm as a whole.

3.3.

All input to the safety of the farm/work environment is appreciated.

Our Responsibilities 4.1.

To ensure the farm premises (grounds and buildings including access and egress) are safe without risk to health.

4.2.

To ensure that any equipment, plant/tools and substances are safe and without risk to health.

4.3.

To ensure that all new workers, volunteers, contractors and program participants working at our farms will be given a Health and Safety Induction. This is a short talk to ensure that everyone is aware of the hazards associated with working in a farm environment.

Social Farm Health and Safety Policy_v1.0

4.4. 5.

To provide information, training, instruction and supervision where necessary on the use of plant and equipment to ensure health and safety of users.

Your Responsibilities 5.1.

To take reasonable care for the health and safety of others who may be affected by your actions.

5.2.

To co-operate with Farm Management by following directions, instructions, and complying with procedures to ensure your safety and the safety of others.

5.3.

You must use and maintain tools and equipment safely and properly.

5.4.

Wear appropriate safety and personal protection equipment.

5.5.

Take notice of signs and posted safety information.

5.6.

To not bring alcohol and other drugs onto the farm site or be under the influence of alcohol or other drugs when on farm premises.

5.7.

Notify Farm Management of any hazards or potential hazards immediately.

6. Identifying Hazards 6.1.

Hazards are everywhere around us. Before commencing a task it is a good idea to carefully assess the situation for possible risks to health and safety.

6.2.

Things you should take into account when assessing risks include:    

Your immediate environment The materials you are working with The tools and equipment you are using Your own health and wellbeing

Some examples of hazards in the farm environment include excessive sun exposure, insect bites, injury from use of tools, inhalation of spores in soil and back strain from inappropriate lifting techniques. 7. Cost of Failure 7.1.

If hazards are ignored or not properly assessed and as a result an accident occurs this can impact not just on yourself but also on the people around you including farmers and allotment holders, volunteers, and program participants.

7.2.

Impact to visitors and members of the public could include:    

Serious injury to yourself and others Claims for damages against you Replacement costs to damaged items/equipment Temporary or permanent closure of the farm

8. Working Safely 8.1.

No matter how careful we are, accidents still sometimes occur. We can minimise the risk of accidents by:

Social Farm Health and Safety Policy_v1.0

      

Following Health and Safety guidelines Applying common-sense Being aware of others and of the hazards around us Wearing appropriate Personal Protective Equipment Cooperating with all other members and volunteers Reporting problems such as damaged tools Working in a safe and responsible manner

9. Personal and Protective Equipment (PPE) 9.1.

Personal Protective Equipment (PPE) is provided for your own health and safety. Please wear the appropriate PPE at all times, depending on the tasks you are undertaking and ensure it is clean and replaced after use.

9.2.

PPE provided by Growing Change includes:      

Ear muffs Dust masks Safety glasses Gardening and rigging gloves Sunscreen First aid kit

9.3.

It is your responsibility to notify Farm Management if these items break or become worn out and need replacing.

9.4.

There is some Personal Protective Equipment that you are required to provide for yourself including:    

Long trousers (to be worn when mowing or whipper snipping) A broad-brimmed hat for sunny days A shirt with covered shoulders Covered shoes

10. Manual Handling 10.1. Severe injury can be sustained through the simple act of lifting or carrying heavy loads in the wrong way. To avoid such accidents occurring, please follow these guidelines:     

 

Be aware of your limitations. If in doubt ask someone for help Plan the lift. If necessary use a trolley or wheelbarrow Ensure the work area and pathway is free of slipping and tripping hazards Check the load for sharp edges. Wear protective clothing if necessary as well as gloves and covered shoes Ensure you have a stable footing that allows for even distribution of weight. The front foot should be beside the object, pointing in the direction of travel. The back foot should be slightly behind and hip width from the front foot Ensure you have a secure hold of the object before lifting Bend from the knees to get down to the level of the load and use the legs to lift

Social Farm Health and Safety Policy_v1.0

   

Keep your back straight! Keep the head raised – this ensures your spine remains straight and you can see where you are going Keep arms as close to the body as possible Don’t change your grip while carrying and directly face the spot where the load will eventually rest

11. Slips trips and falls 11.1. Don’t carry objects that obstruct your view when walking. 11.2. Ensure pathways, driveways, gates and doorways are free of clutter and trip hazards. 11.3. Replace equipment in the appropriate location as soon as practicable after use. 11.4. Clean up spills immediately or mark off their existence. 11.5. Rope off any construction area if required to leave the site to ensure others safety. 11.6. Report any lose paving, steps, timber edging or damaged fencing immediately. 11.7. Use ladders when working at height. 12. Working with soils and composts 12.1. Soils, mulches and composts all contain particulates, fungal spores and bacteria that can damage your lungs and/or carry disease. 12.2. When working with these substances it is important to avoid inhaling the dust. 12.3. A dust mask should be worn to avoid any risk to your health. 13. Sun Sense 13.1. The risk of sunburn and sunstroke, with the resulting possibility of developing melanomas and other skin cancers, is probably the most common risk associated with outdoor activity. It is probably also the most ignored. 13.2. While working at our social farms you must:   

Regularly apply sunscreen Wear a shirt that covers your shoulders Wear a broad brimmed hat

13.3. While working in the sun there is also the risk of dehydration so please ensure that you drink plenty of fluids and take regular short breaks. 14. Domestic Animals 14.1. No domestic animals are permitted at our farms, except dogs that provide personal assistance.

Social Farm Health and Safety Policy_v1.0

15. Snakes, Spiders and Insects 15.1. Not all insects and reptiles are bad but some of them do bite. Be aware of this and observe the following precautions. 15.2. Wear safety boots at all times and long pants when working in long grass or near water. 15.3. Know where the First Aid kit is located, near the sign on book. 15.4. If a snake or spider bites you do not panic. Sit down immediately and call for help. Do not continue walking around. 15.5. Always wear gloves when reaching into enclosed spaces. 15.6. If you see a snake, walk away slowly and carefully. 15.7. Avoid working around swampy areas after rain to avoid mosquitoes. 15.8. There is a cream for insect bites in the First Aid kit. 16. Evaluation and Reporting 16.1. Familiarise yourself with the evacuation area for the site in case of an emergency. 16.2. Familiarise yourself with the location of telephone numbers/forms for reporting hazards, incidents, injury, near misses and the numbers for emergency services (fire, police, ambulance) located near the first aid kit.

Social Farm Health and Safety Policy_v1.0

Tool Use and Storage Policy 1.

Policy Statement: 1.1. The Tool Use and Storage Policy stipulates the requirements for using and storing farm tools and equipment at Growing Changeâ&#x20AC;&#x2122;s social farms.

Audience and applicability: 1.1. This policy applies to staff, volunteers, contractors, program participants and allotment holders of Growing Change.

Context: 2.1. All farm tools and equipment supplied by Growing Change remain the property of Growing Change, except in instances where they may be provided as a gift to farmers for individual use.

Policy 3.1. If you are taking more than one or two tools from storage into the field, carry them in a wheelbarrow, bucket or a basket or on a trolley so there is a predetermined place to put them when they are not in use and at the end of your farming session. 3.2. Tools are to be returned to their appropriate storage location. They will have a dedicated place in the shed so make sure that they are returned to the correct place. 3.3. Larger tools will be kept securely locked in the shed. These tools are for the use of allotment holders under the direction of farm management. Farmers must make sure that these tools are clean before returning them to the shed. 3.4. All tools are to be booked out and recorded in the tool log located in the tool shed. 3.5. Ensure that the area around you is clear before using a long handled tool to avoid injury to fellow farmers. 3.6. Ensure your work area is clear and hazard-free at all times. If you have finished with a tool, place it out of the way of people. 3.7. Never lay a tool across a path or place it where it is hidden and where people could trip over it. 3.8. Lean a garden rake or long handled tool against something when you put it aside. If you have to lay it down, place it away from where people might walk. Do not place tools with prongs or blade pointing upwards. 3.9. When putting a spade, shovel or fork aside, push it into the soil so that it remains upright and visible. 3.10. Do not carry garden tools over your shoulder to avoid causing injury to others.

3.11. Secateurs and small cutting tools must not be left on the ground or in the field. They must be kept in pouch on your belt and put away in their place in the shed they are no longer in use. 3.12. Irrigation tubing and hoses must be contained so that they do not lie across pathways. Any hoses or watering devices not permanently installed in the field must be returned to their correct storage place in the shed when not in use. 3.13. Any missing tools and equipment must immediately be reported to Farm Management. 4. Using Hand Tools 4.1.

Hand Tools such as mattocks, shovels and rakes should be used with care and attention.

4.2.

Check that tools are in good repair before using.

4.3.

Use tools only for the purpose they were intended.

4.4.

Be aware of where other members and volunteers are working.

4.5.

Always where appropriate PPE, especially strong, covered shoes or boots.

4.6.

Report any damaged tools immediately.

5. Using Power Tools 5.1.

Using power tools can be dangerous when the user is inexperienced or lacking in common-sense.

5.2.

Carefully check the tools/equipment before starting them to ensure that there is no visible damage.

5.3.

Ensure that motorised tool such as the whipper snipper have adequate fuel and oil.

5.4.

Check the area you will be working in for any objects that might be hidden in long grass.

5.5.

Ensure that other people are well out of range of flying debris.

5.6.

Ensure that you wear the appropriate PPE, including covered shoes (preferably steel-cap safety boots), long pants, ear muffs and safety glasses.

5.7.

DO NOT use the tools/equipment if you have never used them before; request assistance.

Tool Use and Storage Policy_v1.0

Dispute Resolution Policy 1.

Policy Statement: 1.1. The Dispute Resolution Policy stipulates the process and approach to managing and resolving disputes that may arise across Growing Changeâ&#x20AC;&#x2122;s operations.

Audience and applicability: 1.1. This policy applies to staff, volunteers, contractors, program participants, allotment holders and allotment applicants of Growing Change.

Context: 2.1. Disputes will arise from time to time and we aim to assist staff, volunteers, program participants, customers and visitors to deal with them effectively so their impact is minimal. 2.2. All dispute parties will be encouraged to discuss the issues as they arise, but avoid spreading rumours. When parties cannot address them themselves, a mediator will be appointed to assist the process.

Policy: 3.1. It is recognised that most conflicts should be able to be resolved to the reasonable satisfaction of all concerned. Disputes may arise due to simple misunderstanding or communication not being as effective as could be. Problems may evaporate by simply communicating the problem directly to the person concerned. 3.2. Conflict should be dealt with consciously and actively at an early stage and not left to escalate. 3.3. The process of resolving conflict can lead to creative growth in the organisation. 3.4. Complaints and grievances from people involved in the organisation should be raised and dealt with within the organisation as far as possible. 3.5. Efforts should be made to ensure that members of the public are protected from the effects of the dispute. 3.6. Openness, honesty, confidentiality and equal respect for views of all parties are crucial for the successful resolution of conflicts.

Dispute Resolution Process: 4.1. If parties cannot resolve a dispute themselves, a mediator may be appointed at the request of the parties. 4.2. Any dispute party may initiate a formal process or anyone with a grievance/dispute is encouraged to discuss the issue with the other person directly involved if they feel comfortable with this.

Dispute Resolution Policy_v1.0

4.3. The mediator will be impartial to the dispute. If the mediator is not impartial, the matter will be referred to the appropriate level of management and another impartial mediator will be appointed. 4.4. The mediator will act as a point of contact for persons with a grievance. 4.5. If the person with a grievance or dispute does not feel comfortable in approaching the other person directly or if (s)he has spoken to the person directly and the complaint/ difficulty continues, then the complainant should initiate the dispute process by:  

Talking to line management Using the communication book or private suggestion box if available.

4.6. If the mediator believes that the issue is of a sufficiently serious nature, (s)he can advise the parties. The advice should include:  

A clear statement of the specific concerns The expectations regarding the resolution of the concerns.

4.7. If the grievances or conflict still continues, the mediator should inform the appropriate level of management about the dispute and the measures taken to date. Management should initiate further steps to resolve the conflict, and may:  

    5.

Issue a clear situation statement of the matter and expectations May judge that the behaviour is not ‘a fair share’, is negative to the organisation’s harmony, negatively affects the relationships between staff and and outside bodies or is not aligned with the organisation’s purpose or long term direction Another staff member may attempt to mediate the conflict An external mediator may be appointed Management will advise what changes are to be made within a certain time span Management will review policies and organisational matters that may be contributing to the continuation of the conflict

Termination: 5.1. Growing Change will issue a summary of the conflict to the parties in dispute. 5.2. Growing Change may advise of, and terminate any position, program placement and allotment holding. 5.3. This termination is subject to appeal to the appropriate level of management.

Conclusion: 6.1. If we all spend three quarters of the time when discussing anything to listening to the emotional, logical and depth of concern of the other party, we will all get on with each other so much better.

Dispute Resolution Policy_v1.0

Attachment B: Moore & Moore Letter of Support

2nd July 2015

City of Fremantle Town Hall Centre 8 William Street Fremantle WA 6160

To whom it may concern,

LETTER OF SUPPORT I am pleased to provide this letter of support for Growing Change’s proposed North Fremantle Social Farm. I believe the project will be of great benefit to the local and broader community and provide important opportunities for some of the more isolated members of our community. I am really excited by the potential of serving up locally grown, seasonal produce to our diners here at Moore and Moore, and I am particularly passionate about Growing Change’s purpose and the concept of connecting people through growing, making and selling food. I love the idea of being able to purchase locally grown, organic produce with a purpose, and understand that the sale of produce will directly support people in the Fremantle community who are vulnerable to or experiencing homelessness and mental health concerns. The project provides many important social, environmental and economic benefits to Fremantle. We have been in conversation with Growing Change about providing skills training and cooking demonstrations to Growing Change’s program participants. And I’m interested in exploring how we can provide our customers with a true paddock to plate experience, right in the heart of Fremantle. I believe in educating and connecting people about good food and the roots of the food supply chain. I fully support Growing Change’s North Fremantle Social Farm and am excited that this great initiative is taking place in our own backyard, in Fremantle.

Yours sincerely Melanie Jorgensen (Manager Moore and Moore Café)

Attachment C: Growing Change Charity & Tax Concession Status

8/6/2015

Current details for ABN 97 602 988 198 | ABN Lookup

Current details for ABN 97 602 988 198 ABN details Entity name:

GROWING CHANGE AUSTRALIA LTD.

ABN status:

Active from 21 Nov 2014

Entity type:

Australian Public Company

Goods & Services Tax (GST):

Registered from 01 Jul 2015

Main business location:

WA 6163

Australian Charities and Not-for-profits Commission (ACNC) GROWING CHANGE AUSTRALIA LTD. is registered with the Australian Charities and Not-for-profits Commission (ACNC) as follows:

ACNC registration

From

Registered as a charity view ACNC registration

21 Nov 2014

ASIC registration - ACN or ARBN 602 988 198 View record on the ASIC website

Charity tax concession status GROWING CHANGE AUSTRALIA LTD. is a Public Benevolent Institution endorsed to access the following tax concessions:

Tax concession

From

GST Concession

21 Nov 2014

Income Tax Exemption

21 Nov 2014

FBT Exemption

21 Nov 2014

Deductible gift recipient status GROWING CHANGE AUSTRALIA LTD. is endorsed as a Deductible Gift Recipient (DGR) from 21 Nov 2014. It is covered by Item 1 of the table in section 30-15 of the Income Tax Assessment Act 1997.

Important Please read Deductible Gift Recipient (DGR) information before making a gift.

ABN last updated: 09 Jun 2015

http://abr.business.gov.au/SearchByAbn.aspx?abn=97602988198

Record extracted: 06 Aug 2015

1/2

Attachment D: Growing Change Insurance Policy Schedules

COMMUNITY UNDERWRITING POLICY SCHEDULE CLIENT ID / REFERENCE No:

07930

NAME OF INSURED:

Growing Change including Voluntary Workers and/or subsidiary and/or related Corporations as defined under Australian Corporations Law and/or financiers for their respective rights, interests, and liabilities.

BUSINESS DESCRIPTION:

Community Gardens providing engagement, training, education and transitional employment programs to peole who are vulnerable to or experiencing mental illness, homelessness, long term unemployment and/or older age

INTERESTED PARTIES:

None Advised

PERIOD OF INSURANCE:

From: 4:00pm 5 March 2015 To: 4:00pm 5 March 2016 (Australian Eastern Standard Time)

INSURANCE PROGRAM:

Policy 1:

Policy 2: Policy 3: Policy 4:

Business Package Insurance Policy - Fire and Other Defined Events Cover - Business Interruption Cover - Theft Cover - Money Cover - Glass Cover - Electronic Equipment and Machinery Cover - General Property Cover Voluntary Workers Personal Accident Policy General Liability Insurance Policy Association Liability Insurance Policy

POLICY NOs:

COM011126

INSURER:

Community Underwriting on behalf of Calliden Insurance Limited

RISK INFORMATION:

Turnover: Stamp Duty Exempt:

PREMISES: Item.No 1

Premises 29 Leaside Way, Spearwood, WA

$100,000 No

NOT INSURED NOT INSURED NOT INSURED NOT INSURED NOT INSURED NOT INSURED NOT INSURED INSURED INSURED INSURED

COMMUNITY UNDERWRITING POLICY SCHEDULE GENERAL LIABILITY INSURANCE Covering:

All sums which you become legally liable to pay as compensation in respect of: (a) (b)

personal injury property damage

first occurring during the Period Of Insurance within the Territorial Limits as a result of an occurrence in connection with your business subject to the terms and conditions of the policy wording. Territorial Limits:

Anywhere within the Commonwealth of Australia.

Limits Of Liability:

Public Liability In respect of any one occurrence during the period of insurance.

$10,000,000

Products Liability In respect of all claims during the period of insurance in the aggregate.

$10,000,000

Sublimit:

Property in your Physical or Legal Control

$100,000

Any one occurrence and in the aggregate Excess:

Each and every occurrence

$500

Additional Comments: Special Notes Regarding Events Your Public Liability policy with Community Underwriting automatically covers events that comprise less than 250 people where such event is held in commercially operated premises such as a club, restaurant, theatre etc. if you run events that could be described as fetes, fairs, festivals etc, we need to be told about these events prior to their happening so that we can confirm or arrange cover. If you have activities which could be described as high hazard such as but not limited to horse riding, paintball, go karting, skiing, and these activities are not run by a recognised professional organisation/person in that field with their own public liability insurance, you need to tell us prior to commencement of the activity.

COMMUNITY UNDERWRITING POLICY SCHEDULE VOLUNTARY WORKERS PERSONAL ACCIDENT Covering:

INSURED

Death, injury or disability caused by an injury while Insured Persons are performing authorized voluntary work or while they are traveling to, from or during the voluntary work subject to the terms and conditions of the policy wording. (excluding air travel) Insured Person is also extended to mean any employee of the insured for Weekly Benefits only when such employee is not entitled to claim weekly benefits under any other insurance policy.

Sums Insured:

Section 1: Capital Benefits

$100,000

Age Limits Under 8 years Between 9-11 years Between 12-16 years Between 17-75 years 75 + years

No Cover $5,000 $10,000 $100,000 $40,000

Section 2: Loss of Earnings Benefit Weekly Benefit Benefit Period Excess

$1,000 104 weeks 14 Days

Section 3: Additional Benefits 1. Modification Expenses up to a maximum $10,000 2. Funeral Expenses up to a maximum $5,000 3. Home Help 75% of costs to a maximum of $1,500 4. Non Medicare Medical Costs 75% of costs to a maximum of $5,000 5. Rehabilitation up to a maximum $5,000 6. Out of Pocket Expenses 75% Of Non Medical Out Of Pocket Expenses incurred up to a maximum $1,500 7. Broken Bones Capital Benefits up to a maximum $3,000 Limit of Liability:

Limit Of Liability In The Aggregate

Volunteers:

Maximum Number of Volunteers at Any One Time

$1,000,000 5

COMMUNITY UNDERWRITING POLICY SCHEDULE ASSOCIATION LIABILITY INSURANCE Covering:

INSURED

Loss in relation to any claim first made against the Insured during the Period of Insurance in respect of: 1.1 Association Reimbursement 1.2 Directors and Officers Liability 1.3 Professional Indemnity “Claims Made” policy - Some kinds of liability policies (such as Professional Indemnity, Directors & Officers Liability, Trustees Liability and Commercial Builders Structural Defects) are usually issued on a "claims made" basis. This means that (subject to the other terms of the policy) the policy will only respond to claims which are both made against the Insured and reported to the Insurer during the policy period.

Retroactive Date:

Unlimited excluding any known claims and/or circumstances

Geographical Limits:

Anywhere in the Commonwealth of Australia

Jurisdiction:

Commonwealth of Australia

Limit Of Indemnity:

In respect of all claims during the period of insurance and in the aggregate

Sub Limits:

Fidelity: Employment Practices Liability:

$50,000 $5,000,000

Excess:

Employment Practices Liability All other claims

$5,000 $2,500

Additional Comments: POLICY WORDINGS: A COPY OF ALL POLICY WORDINGS AND PRODUCT DISCLOSURE STATEMENTS MAY BE FOUND ON THE COMMUNITY UNDERWRITING WEBSITE AT www.communityunderwriting.com.au

$5,000,000 $10,000,000

Attachment E: Referee Letters of Support

29 May 2015

To whom it may concern, RE: LETTER OF SUPPORT It is my pleasure to provide a letter of support for Growing Change’s social farm initiative. Growing Change has a remarkable vision of eliminating social isolation and we are thrilled to be partnering with them on this important and innovative project, which seeks to connect and support people vulnerable to or experiencing homelessness and mental illness through social farming. Foundation Housing is committed to facilitating opportunities that allow our tenants to participate fully in their communities, and we believe Growing Change’s innovative social farming project will deliver numerous benefits to our residents. Foundation Housing is providing land for Growing Change to establish a social farm and is facilitating resident engagement across our portfolio to assist interested tenants to participate in the social, therapeutic and vocational programs run at Growing Change’s farm(s). We fully support Growing Change’s project to improve the health and wellbeing of our residents and members of the broader community.

Yours sincerely

Kathleen Gregory CEO, Foundation Housing Ltd.

131 Brisbane Street Perth WA 6000 Telephone (08) 9227 6480 Facsimile (08) 9227 5611 admin@foundationhousing.org.au www.foundationhousing.org.au ABN 78 115 629 662

ABN 63 957 051 283

June 15, 2015 To whom it may concern, RE: LETTER OF SUPPORT – GROWING CHANGE It is my pleasure to provide a letter of support for Growing Change’s social farm initiative. Growing Change has a remarkable vision of eliminating social isolation and we are thrilled to be partnering with them on this important and innovative project, which seeks to connect and support people vulnerable to or experiencing homelessness and mental illness through social farming. The Psychosocial Rehabilitation & Recovery Association of WA (“PRRAWA”) has a similar vision of mentally healthy and connected communities. We do this through facilitating shared understandings of wellbeing that embody hope and are based on thoughtful and innovative practices. PRRAWA has strong connections within the mental health sector, and it is these relationships and experiences that we look forward to sharing with Growing Change. We believe Growing Change is an excellent example of a thoughtful and innovative practice that will help to facilitate shared understandings and compassion amongst diverse stakeholders, bringing together our local communities. Please do not hesitate to contact me personally should you require any further information. Kind Regards,

Aimee Sinclair Executive Officer Mob: 0405 365 122 Email: projects@prrawa.org.au Psychosocial Rehabilitation and Recovery Association of WA PO Box 61, WEST PERTH 6872.