1. business and industrial

City of Tea Tree Gully Youth Innovation Centre Business Case The Youth Innovation Centre Planning
Components
provides
rationale
and
recommendations to the Tea Tree Gully
Council about future options for the CTTG
Youth Innovation Centre.
Rachel Paterson, Youth & Cultural Planner
Endorsed 13 May 2008
Youth Innovation Centre Business Case
Acknowledgements
The YIC Business Case was developed with assistance from numerous
stakeholders, community members and youth development and business experts.
The City of Tea Tree Gully would like to express their appreciation and
acknowledge the contribution of the young people, community members, workers
and agencies in the development of the business case.
Mayor Miriam Smith
Greg Perkin, CEO City of Tea Tree Gully
Staff at the City of Tea Tree Gully involved in the project team and as supporters
for the YIC
Elected Members, especially those who attended the site visits: Mayor Miriam
Smith, Cr. Graeme Denholm, Cr. Pat Trainor, Cr. Joy Ricci
Youth Advisory Network members
The YIC Reference Group members
Carly Didcote, Youth Development Officer
Robyn Lomax
Colin Cameron, Unforseen Developments
Paul Aylward
Jeremy Stone and the City of Greater Dandenong
Natasha Davis, Sustainable Focus
Hardy Milazzo staff
Mission Australia and the City of Onkaparinga
Kerrie Sellen (Mission Australia)
City of Wyndham Youth Resource Centre staff
Decibels Youth Centre staff
Northern Sound System staff
CTTG YAC and Youth Action
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Youth Innovation Centre Business Case
Contents
Page #
Executive Summary
4
Background
6
Definitions
9
Developing the YIC business case
10
Vision
13
YIC Model
14
The Elements of Success
22
Business Model
41
Links to CTTG Strategic Plan
42
Link to SA Strategic Plan
44
Governance
45
Investment strategy overview
51
Operational requirements
53
Marketing
59
Risk analyses
60
Policies and Procedures
61
Appendices
(1) Research Paper
62
(2) Service Delivery Framework
75
(3) Youth Accountability Framework
99
(4) Annual Program example
125
(5) Site visits documentation
131
(6) Evidence of need
144
(7) Investment Strategy
157
(8) Evaluation methodology
(Attached)
(9) Research Paper
(Attached)
Youth Innovation Centre Business Case
Executive Summary
The Youth Innovation Centre Business Case provides the planning platform for the
further development of the centre, namely construction of the building type and
operations. Over fifty stakeholders have been directly involved in developing the core
aspects of the Business Case through workshops, interviews, surveys, meetings, site
visits and training opportunities. Over 1,800 hours have been invested by stakeholders
in the process, as outlined in Appendix 1.
The Youth Innovation Centre Business Case flows on from the Time to Invest Feasibility
study, the findings of which form the backbone of the Business Case. The Time to
Invest feasibility study involved 112 face to face respondents and 194 on-line
respondents; a summary of consultations with 52 young people and findings from
stakeholder consultations that involved 61 service providers and community
representatives.
The process of developing the Youth Innovation Centre Business Case has provided an
opportunity to explore innovation through a community development framework. The
Youth Innovation Centre model sets out to challenge future thinking whilst providing a
solid configuration of services and support programs for young people.
The Elements of Success is a ‘recipe list’ of the aspects that will constitute the
foundation of the Youth Innovation Centre. If represented graphically the Elements of
Success would be a continually moving three dimensional ball of inter-spliced pieces,
with each of the elements generating energy from the other.
Some of the highlights of the Elements of Success are the links with the Tea Tree Gully
Library, bringing immense potential to both enterprises; providing accredited pathways
for young people; committing to young people having an active role in strategic
decision-making; committing to environmental excellence in building design and
operations; building and maintaining participatory partnerships within the youth,
business and community sectors; the provision of lifelong career development services;
focussing on intergenerational opportunities; providing creative pursuits and informal
recreation opportunities for young people and a longitudinal focus on research and
development.
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Youth Innovation Centre Business Case
The proposed ‘leverage/partnership’ governance model takes into account research of
quality practice in the delivery of youth centres across Australia, recommending a colocated service model with specific service aspects outsourced to an expert NGO or
agency.
Finally, there are a number of Appendices. Each Appendix explores an aspect of the
Business Case in full detail and provides information and options for delivery in the
establishment and operations stages of the Youth Innovation Centre.
The next stages of the Youth Innovation Centre process include building design and
construct.
This
process
will
foster
communication
with
stakeholders
and
environmentally sustainable and innovative construction options. Once full cost details
are decided upon, the Council is in a position to apply for external funding and seek
Expressions of Interest from potential co-locators and outreach services. This will be
based on guidelines to ascertain the YIC service mix. The operations plan can also
commence development, with particular detailed work on the evaluation framework,
learning pathways and accreditation model and program strategies including the
development of a YIC website. These aspects of the operations plan will be delivered in
consultation with key stakeholders.
The City of Tea Tree Gully Youth Innovation Centre is an exciting project for the
community and as Appendix 6, ‘Evidence of Need’ suggests is long-awaited. The Youth
Innovation Centre Business Case presents an opportunity to work alongside the
community and young people towards a better community for all. It acts as a catalyst
for action and change.
Youth Innovation Centre Business Case
Background
Young people are an important part of the City of Tea Tree Gully community, with 12-25 year
olds making up 19.5% of the City’s population (2006 Census). The City of Tea Tree Gully
recognises that young people are not a homogenous group and acknowledges and respects
the diversity of the needs and interests of young people. The roles that young people hold in
their lives and in their communities are also diverse, including for example student,
employee, peer, volunteer, carer, employer and parent. A defining factor of the youth
population is that many, if not all, are experiencing a transitionary phase of their lives.
Many are making the transition from childhood to adulthood, primary to secondary school,
school to further education and training, studying to employment, dependence to
independence and some transitioning into parenthood and long-term relationships. 1
The need for a youth space has been identified previously in reports prepared for Council,
culminating in the report prepared for Council by YAN (Youth Advisory Network – a formal
Committee of Council) in 2006. The key findings from these reports are that young people in
Tea Tree Gully require access to:
• Public space, resources and information
• Youth friendly services
• Entertainment and recreation options
• A specific youth space
Access to services is a key issue in Tea Tree Gully. Youth services have been regionalised
in recent years, meaning that they are now physically situated outside of Tea Tree Gully.
This has created many barriers for young people wanting to access services, and has
provided a challenge in terms of ascertaining challenges/needs as Council is not in a service
provider position to be able to capture these much needed statistics and views of young
people in an everyday, interactive format.
City of Tea Tree Gully youth staff visit schools, consult with young people about their
challenges etc but due to the lack of services over many years, there is a reluctance of
young people wanting to share their views on issues as the trend or culture of accessing
services and discussing issues, or getting involved in projects is not there. This is otherwise
known as a lack of service culture. The YIC project is our opportunity to turn this around
with one of our long-term goals to get much needed services back into Tea Tree Gully.
On 10 October 2006 Council’s Youth Advisory Network (YAN) unanimously supported the
need for and establishment of a Youth Centre within the City of Tea Tree Gully and
subsequently prepared a report for Council recommending the development of a youth
space/hub (Youth Enterprise Centre) as ‘an appropriate “first step” as a means to achieve a
number of significant outcomes for youth in the City. It would provide a foundation to build
on and provide opportunities for youth that would expand throughout the city with the
assistance of community service partnerships.’ (YAN, 2006)
In November 2006, Council endorsed a recommendation from the report to provide a
feasibility study detailing the social, economic, environmental and community implications of
a Youth Enterprise Centre by May 2007.
1
Youth Development Strategy 2008, DRAFT
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Youth Innovation Centre Business Case
In May 2007, Council endorsed the Time to Invest feasibility study, outlining the proposition
of establishing a Youth Innovation Centre in the city, specifically within the regional centre.
The recommendation endorsed by Council was as follows:
1.
2.
3.
4.
5.
6.
That Council endorse the City of Tea Tree Gully ‘Time to Invest’ Youth
Centre Feasibility Study (May 2007) prepared by Sustainable Focus as
detailed in Appendix 1 to Report No. C.CF.12/2007.
That Council commits to the key recommendations from the Feasibility
Study; and
a.
takes a lead role in creating a Youth Innovation Centre in Tea
Tree Gully in a high profile and central location
b.
undertakes a business planning process for the proposed Youth
Innovation Centre, including further investigation of the
‘partnership management model’, building design brief and
projected detailed costings by end of October, 2007;
c.
that young people continue to be involved in the process.
That Council incorporates the key findings of the Feasibility Study into
Council’s proposed Youth Development Strategy 2008.
That Council acknowledges that the project cost is likely to be of the
order of $3,000,000 (or more) spread over three financial years.
That Council requests the Chief Executive Officer to seek/investigate
the opportunity for external funding by the end of October 2007*.
That the Chief Executive Officer advise on how Council’s contribution
can be addressed in Council’s budget strategy over the next three
financial years.
Carried Unanimously (21387)
*The project has taken more time than anticipated (projected end date was October 2007).
There are two distinct factors that required an extension of this projected date, including:
The necessity to conduct a site analysis to determine the preferred site for the YIC as
this would had significant impact on the business model and partnerships.
The initial end date was set as October 2007 to align with possible funding
opportuties through Federal government Regional Partnerships fund. This timing
become less relevant than ensuring a higher quality and thorough process.
We are here
Youth Innovation Centre Business Case
Within Council’s Strategic Plan 2007-2011, Council has identified youth as a priority in
achieving the above. Specific targets have been set in relation to youth and their needs in
encouraging them to be more capable and involved members of the community including;
As is outlined on page 43 and 44 however, the Youth Innovation Centre as a community
development and business venture will address over thirty specific targets of the Council’s
Strategic Plan and is in itself an inspiring and forward-thinking enterprise.
Strategic Index: Improving family, community health & safety services
Strategic Target Youth:
•
•
•
Increase the number of young people participating in Civic and community
support programs to 5% of the total number of young people in the City by
2011.
Increase the provision of youth programs and services by 15% by 2011.
Establish a youth innovation centre in the City by June 2008.
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Youth Innovation Centre Business Case
Definitions
Innovation:
“Process is innovation – the process will be what will be innovative, rather than a ‘product’ at
the end that is measurable.” YIC RG
“Innovation is about ideas, and the transformation of those ideas into creating valued and
sustainable outcomes. Innovations include breakthrough ideas that lead to new products or
services, and incremental ideas, which improve the way processes, are undertaken, or
products are manufactured.
Innovation encompasses the idea of enterprise – but it can mean much more. It is about how
processes are managed, how services are delivered, how partnerships are forged. It is
about entrepreneurship and creativity. Innovation is about finding new ways for old
problems, experimentation, discovery and thinking outside the square.
Youth innovation suggests collaboration between young people, community organisations,
governments, businesses and schools in positive and supportive environments.” 2
“Innovation more necessary now than ever due to the changing of culture at a more rapid
rate. Innovation is learning to learn – the process of discovery” YIC Project Team
Services:
Agencies established for young people who intend to enhance health, safety, performance,
and other forms of essential well being and physiological functioning. Youth services are
service delivery agencies whose core business is the delivery of services to young people,
specifically between the ages of 12 and 25. Sporting clubs and activities based youth
groups are also important community organisations that connect, although are not strictly
service organisations as they provide activities, but not services per se.
Opportunities:
Simply, these are actions by young people, where youth become actors rather than
recipients. Although youth ideally encounter a diverse array of opportunities, those which
are sustained and encourage youth to exercise meaningful decision making roles ultimately
foster the greatest number of personal competencies (Zeldin, McDaniel, Topitzes, and
Lorens 2001).
Supports:
Tangible activities that are done with youth to facilitate access to interpersonal relationships
and resources. Supports can be categorized into three core areas: emotional, motivational,
and strategic – all of which work separately and together to foster positive development.
Youth Development is a strategic approach with a focus on practices for engaging entire
communities in helping all youth thrive through the creation of environments that support
their developmental needs and capacities. 3 Youth Development by its nature corroborates
Services, Opportunities and Supports.
2
C.CF.12/2007, YOUTH CENTRE FEASIBILITY STUDY: TIME TO INVEST, 15 MAY 2007
3 Benson, Peter L. and Rebecca N. Saito. 2000. “The Scientific Foundations of Youth Development.” in Youth Development: Issues,
Challenges and Directions. Philadelphia: Public/Private Ventures.
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Youth Innovation Centre Business Case
Developing the YIC Business Case
Council has a strong commitment to active community engagement, particularly in the
development and design of new services and facilities within its community. In order to
ensure the proposed YIC meets the needs of young people in the region and has strong
community support, a comprehensive communication and consultation program was
undertaken. It is important to note that this level of consultation and community involvement
was in addition to the significant community consultation and engagement for the Time to
Invest Feasibility study. 4
Project Statement:
To undertake a business planning process for the proposed Youth Innovation Centre,
including (stage 1) the vision, (stage 2) site analysis and design brief and (stage 3) business
case for operational requirements over three years.
Experts and advocates
It is considered that the fundamental experts and advocates for the project were the young
people, service providers and community volunteers who had registered interest in the
process and participated in consultation. To this end a less traditional approach was used to
develop the business case, in that a series of consultants were engaged to ‘facilitate’ the
views, opinions and ideas from our local experts and advocates. This is as opposed to a
method whereby a single consultant is vested with the responsibility for creating a desired
result, such as the YIC business case. Therefore a number of engagement methods and
techniques were utilised and numerous stakeholders were involved. This was highly
effective method for garnering wider views from a number of registered experts and
advocates.
It is estimated that a total of over
1800 hours* was invested by
internal and external
stakeholders
* This does not include research time, travel time of participants, reading of emails etc or the
project manager’s time to manage the project overall.
Go to www.teatreegully.sa.gov.au youth page for a copy of the feasibility study, Time to
Invest
4
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Youth Innovation Centre Business Case
Innovation principles
These principles underpin the design, operations and
partnerships of the Youth Innovation Centre:
a focus on creativity as a tool for personal
and skill development
responsive, intuitive and receptive ideas
and thinking
adaptability throughout the process
community development as the core
method to underpin engagement
transparent and accountable processes
clarity of purpose and defined parameters
sharing of leadership and the vision
social and environmental sustainability
How we work
At the core of the YIC planning components is the
concept of partnerships between young people,
community, local and state governments and
service providers. Our approach is inclusive,
respectful and empowering.
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Youth Innovation Centre Business Case
Youth Innovation Centre decision making
Council
Final decision making authority
Social Inclusion Committee
Sub committee of Council
community
Youth Advisory Network (YAN)
Formal sub-committee of Council’s Social Inclusion Committee
YIC Reference Group
Input into
•Service delivery framework
•Governance (PMM)
•Youth accountability
•Program design
•Input into design brief
Deliver:
•SDF
•YAF
•Program design
Project Manager &
Consultants
Consultation &
advocacy
Networks
(i.e.) NEYSN, YAC
Sub committee of SIC
Input into:
•Governance
•Design brief
•Investment Strategy
•Risk assessment
Deliver:
•Compilation of YIC business plan to SIC
(report and presentation)
Must reflect consultation & delivery of
work by RG and PT
YIC Project Team
Input into:
•Program design
(synergies across Council)
Governance
Deliver:
•Budget/Investment Strategy
•Design Brief
•Site analysis
•Marketing and Risk
•Sustainability audit
Membership: Youth Innovation Centre decision making
YIC Reference group
Membership:
1. Kiara Robins (youth rep) Chair
2. Damian Checkley (youth rep) Chair
3. Jess Logan (YAC rep)
4. Kim Ly (youth rep)
5. Ashley Kawka (youth rep)
6. Natalie Mills, Mission Australia
7. Pam Fletcher, DECS
8. Joe Aylward, SA Works
9. Rebecca Mignone, Families SA Modbury Youth Team
10. Lynne Charlesworth, Valley View Secondary
11. Robyn Lomax, community rep
12. Sharyn Goudie, Service to Youth Council
13. Mary Alexander, Second Story Youth Health
14. Rachel Paterson, CTTG
YIC Project Team
Membership:
Rachel Paterson, Project Manager
Greg Perkin, CEO
Bill Chandler, General Manager – City Future
Helen Kwaka, Manager Library
Jeff Jones, Manager Finance
Penelope Morrison, Environmental Officer
Mike Burke, Manager Property & Assets
Lauren Stewart, Sport & Rec development officer
Carly Didcote, Youth Development Officer
Kevin Sharp, Manager Community Services
YAC- Youth Advisory Committee
•Informal committee
•Young people meeting monthly to decide on
strategic and policy issues related to youth
•Undertake 2-3 annual projects
•Managed by Youth Development Officer
•YAC members will participate in Youth
Accountability Model at YAC/YIC Camp January
2008
YAN
Membership:
1. Mayor
2. Cr Trainor, Cr Clegg
3. Ruth Coveney (YAC rep) – Presiding Member/Chair
4. Hannah Clarke (YAC rep)
5. Lesley Hodgson, Manager, Families SA Modbury
6. Mike Farran, Pathways North East (LCP)
7. Joanne Brown, YWCA North East
8. Jody Anderson, YACSA
9. Naomi Hutchings, Shine SA
10. Youth Affairs Council of SA
11. Sue McNamara, Shopfront Youth Health and Info Service
12. Jeff Roberts, Drug Arm North East
13. Lucas de Boer (community rep)
14. Rachel Paterson, CTTG
NEYSN - North Eastern Youth Services Network Inc
•Mission: “The North Eastern Youth Services Network Inc is a forum for member agencies to work together strategically to provide active
•input and support for the development of services and activities for young people in the North East region of Adelaide”
•Membership is constituted of a number of youth service agencies from North East and North (approx 25 active members)
•NEYSN is a Policy Council member of YACSA
Members to be acknowledged who are no longer involved due to time or staff changes – Carol Rooke, Wilf Wear, Ashley Kawka, Bettina Seifert, Wendy Sutton,
Jennifer Duncan, Juliet Watts
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Youth Innovation Centre Business Case
City of Tea Tree Gully
Youth Innovation Centre
VISION
Report Objective: To work collaboratively with key
stakeholders to articulate the Vision for the YIC to
inform the design brief and business planning.
The Mission for the YIC was arrived at following numerous
discussions, open debates and finally consensus.
Rationale:
The YIC Mission articulates the concept that the YIC is a
facility, a contemporary centre... a safe place and space
that young people can belong to, not just visit.
The YIC will be a place and space for the community to be
involved in, to visit and to be able to participate in
embracing contemporary youth cultures, acknowledging
that there are a variety of youth cultures to be celebrated
and tapped into.
A place and space for the community to embrace
contemporary youth cultures acknowledges that multigenerational support systems are needed for adolescents
and young adults to fulfil their potential in their desired fields
of education, work and community life and that in order for
the community to develop these qualities in our young
people, we need to maintain currency with their emerging
worlds and support their innovation and endeavour.
The YIC will set out to provide high quality services guided
by principles of quality practice (preferably through a colocated service model). The YIC will also provide programs
in areas such as the creative industries, technology, self
enterprise and recreation pursuits all of which will reinforce
and enhance the potential and wellbeing of young people in
our community.
Mission:
The Tea Tree
Gully Youth
Innovation
Centre is a
place and
space for the
community to
embrace
contemporary
youth
cultures
through high
quality
services and
programs that
will enhance
the potential
of young
people.
Youth Innovation Centre Business Case
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Youth Innovation Centre Business Case
City of Tea Tree Gully
Youth Innovation Centre
OBJECTIVES
1. To ensure young people have an active and meaningful role in
strategic decision-making.
2. To develop collaborative, participatory partnerships with
appropriate government and non-government organisations,
services, business, schools and training bodies.
3. To provide positive pathways for young people to engage and
participate within their community.
4. To empower young people to realise their potential by
increasing their access to programs and support services.
5. To integrate a community centred evaluation methodology to
all sectors of the Youth Innovation Centre.
6. To develop the Youth Innovation Centre as an incubator for
social enterprise, research and leadership.
7. To strive for a naturally healthy and environmentallysustainable centre.
●
●
●
Objectives will evolve as evidence is
systematically grained (over years), strategies
can shift as needed in relation to community
need, input and effectiveness rating
Strategies and details of outcomes and outputs are
detailed by the YIC Manager at the time of
appointment (Operational/Business plan). ●
●
●
YOUTH INNOVAITON CENTRE MODEL : HOW IT WORKS
Youth Innovation Centre Business Case
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Youth Innovation Centre Business Case
How does the YIC Model work?
Stage 1: PLAN
(Participatory Action Research (PAR) evaluation
methodology)
Questions
‘Youth issues’ are often seen with a negative connotation; they are seen as a ‘thorn in the
side’ of authorities and governing bodies and something that young people ‘create’ or
generate. This is a misconception. Youth issues are a result of society as whole. Children
and adolescents inherit the world they live in and in terms of the stages of adolescent
development (see page 55) are not necessarily in a biological and psychological position to
affect community change and tackle their ‘youth issues’ until later in their teenage years.
This is why it is particularly important that the support systems and protective factors are in
place for young people, so that generational change can occur.
Therefore rather than viewing the proposition of only defining ‘youth issues’ to respond to,
we propose that ‘community questions’ should be asked. Disengagement occurs for a
number of reasons, many beyond control of the individual, some can be solved and some
can only be assisted. It is not the role of the YIC to ‘fix’ young people but to ask the
community to question itself and the role of the contemporary young person in relation to the
wider context. It is not solely the role of local government, or any tier of government for that
matter, to conduct social planning and accompanying actions. Participatory partnerships
that involve the family, the community and the context of wider society are the key, including
addressing current global concerns such as the environment or the effects of consumerism
and debt in our lives as examples.
Examples of hypothetical questions:
1. How can we engage local solutions to global influences of media in young people’s
perception of their own body image?
2. Other than using arts and recreation programs how can the YIC assist with school retention
issues?
3. What can the community do to combat racism triggered violence occurring at Tea Tree Plaza
on Thursday nights?
4. How can the community better support young people through the various levels of family
dysfunction and breakdown?
5. Where do young people receive their key messages about success and how does this impact
on their stress levels?
6. What is a peer mentor approach towards service information dissemination about ‘couch
surfing’?
7. How can City of Tea Tree Gully youth services better gauge the needs of local young people
with disabilities?
8. When asked through surveys, young people in TTG identified they wanted an ‘ice skating rink’
to address the lack of recreational opportunities. What would be the YIC’s response to this?
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Youth Innovation Centre Business Case
9. (This is only hypothetical) but if it was….A small number of schools in TTG have recently
experienced youth suicides amongst year 12 students. What is a youth centred community
response to address the after effects of these suicides?
10. How can the YIC engage young people to assist parents to better understand self-harm?
11. What are some specific strategies to assist the TTG community to combat the stigma often
associated with young people?
12. How can we address cyber bullying occurring in local schools?
Creative ideas
Young people and those who work in industries that support the idea generation of young
people are often best placed to conceptualise a ‘creative idea’ or response to the proposed
question. Many questions many have been asked before, many ideas have been tried and
tested but innovation lies in the process of testing the creative concept and tackling a
contemporary youth question through a creative idea.
YIC as the mechanism
The development of the community question and creative idea should involve – and
preferably be led by – young people, rather than by funding criteria or reactivity. Once this
process has taken place, the YIC acts as the mechanism for ‘testing’ the idea, in order to
‘solve’ or improve the question’s status in the community. Therefore, not all youth projects
will need to be centred in the YIC, but as a co-located service could potentially bring together
government and non-government agency expertise, the YIC would be in a position to
respond. The YIC acts as an incubator: a place and space to commence planning and
research and bring people together with the creative ideas.
Stage 2 :
ACT (PAR evaluation methodology)
Partners
In order to achieve the desired change or answer to the question, resources are required. In
order to achieve resources (specialists, workers, young advocates, funding etc),
partnerships need to be forged. The advantage of a co-located service model again is that
these partnerships will already be solid; established and strengthened by the close working
relationships created by organisations who work in close proximity. The advantage of also
leveraging through the NEYSN network is that those organisations not physically in the YIC
will also be part of the service network and with Council playing a lead role, there is great
advantage in involving wider community facilities such as the library, recreation centres, arts
centre, neighbourhood centres and other partner organisations allied with Council, such as
the BEC. Participatory Partnerships form the backbone of the YIC model. Without allied
resources and thinking the mechanism (building) has no value and the creative ideas have
no platform for exploration.
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Youth Innovation Centre Business Case
Innovation
As previously iterated innovation is in the process. Innovation can’t always be achieved but
we should seek it where possible. By the YIC model placing innovation as a paradigm in
which programs and services take place, it is considering that those involved consider
aspects such as ‘”Is this the best way to achieve this?” , “who else can we get involved?”,
“why isn’t this working?” and then create program and service modality that responds to this
or advocate for wider more systemic change.
Stage 3 :
OBSERVE (PAR evaluation methodology)
Youth
Participation
Engagement
Development
It is important to acknowledge the many ways that young people can be involved in concepts
and programs as they relate the YIC model. For want of a better term, this can be viewed as
the ‘entry points’ for young people into such programs, opportunities and services and
represents the learning pathways associated.
For example:
Youth participation could be turning up to a battle of the bands competition at the
YIC.
Youth engagement could be being involved in the YIC’s event management
committee and undertaking associated duties at the event as an accredited
Community Studies SACE subject and also achieving Duke of Edinburgh.
Youth development could be gaining Certificate IV in Event Management and
Tourism through the YIC, chairing the event management committee, acting as
production manager on the night under mentorship for an industry professional and
eventually going on to develop an events company that discovers new bands and
tours nationally (social enterprise).
Peer mentors would also fit into the
‘development’ category.
City of Tea Tree Gully already builds in these components into current youth programs
where possible and with partnerships and a venue to operate from can extend our
programming with other partners to achieve higher levels of accreditation and youth
development.
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Youth Innovation Centre Business Case
Social Capital
Social capital is about the value of social networks, bonding similar people and bridging
between diverse people, with norms of reciprocity. (Dekker and Uslaner 2001; Uslaner
2001).
Broadly speaking social capital acts as a broker from relationships, leveraging from
individuals and networks the capacity to develop social and economic gain through collective
action. It is not necessarily something that can be engineered or always attained through a
formulaic response. It is like a web
Stage 4:
REFLECT (PAR evaluation methodology)
Advocacy
Part of collectively asking these questions of our community and our young people is to
advocate for change – for example improved distribution of resources, aspects of
affordability for disadvantaged (housing, living expenses), family services, child abuse etc.
Answers, which prompt more ... [questions, which starts the cycle again]
Once we have explored this process we may have some answers to the questions, we may
have solved some of these questions or we may have more questions arising from the
process. Which would suggest a community centred, well-evaluated and innovative
process. It doesn’t mean we have failed, it means we are proactive and leading edge,
developing the YIC as an incubator for social enterprise, research and leadership.
It would be easy to weigh time and resources in developing partnerships solely for the
purpose of funding, achieving high attendance numbers in youth participation and producing
a glossy brochure each year that says ‘we do all this,’ but not achieve engagement or
development of young people at all. The YIC model asks more and accordingly more time
and resources are needed to achieve this.
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Youth Innovation Centre Business Case
Success will take time
A Youth Innovation Centre is not achieved through naming ‘Innovation’ in the title.
The YIC Model sets out to act as the innovative planning tool underpinning the
centre’s operations and development.
The YIC Reference Group acknowledges the following aspects in the establishment phase
of the YIC:
•
The centre’s development needs to be staged – entrepreneurship, research and
enterprise will come later and grow with the centre. Important to get runs on the
board and ensure sound base level as starting point
•
Young people should be involved in the running of the centre to maintain currency
and connectedness
•
A tertiary institution link to the centre would add richness and also may provide
opportunities for further funding (linked more specifically to evaluation component)
•
Continuous improvement principles must be built into the centre and acknowledged
by Council – there is value in acknowledging and learning from what you don’t do
well
•
Inclusion, Leadership and Development are seen as the ‘filters’ within the YIC model,
rather than exclusive elements or programs.
21
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Youth Innovation Centre Business Case
The Elements of success
The Elements of Success is a list of ingredients that form the basis of the YIC’s operations
and are integrated into the YIC model.
What does the centre do?
•
Offer a safe space
•
Activities engagement and programming
•
Young people have a ‘face’ in the centre – it’s youth friendly
•
Professional service delivery
•
Provide a contemporary platform for discovery and debate
about our wider culture and world as consumers
•
Innovation in environmental design and sustainable work
practices
Health
Education
Recreation
Creativity
A simplified version of the core elements of success
Youth Innovation Centre Business Case
The Elements of success
(1) Young People drive the innovation
Young people ought to be afforded the trust to be able to contribute effectively to driving the
YIC’s programs and operations. These processes can develop entrepreneurialism and
personal growth of participants. Young people’s lives are transient and the goal should be to
involve them to a level that suits their needs and interests through defined pathways and
succession planning. Young people are best placed to connect with other young people and
be aware of their needs and desires. Their needs to be a measured approach towards
ensure that young people are in a position to influence decisions. It is easy to make
decisions about young people when they are not in the room.
Building young people as leaders now and in the future is important in developing the
community as a whole (‘leader’ is a broad term and refers to a spectrum of leadership, not
purely academic success). Building in values of reciprocity and caring is also important,
especially the notion of young people as ‘carer’s in our community; caring for themselves,
their families, their friends, their community, their environment and future communities. This
assists us building communities through developing social capital.
Caring and confident Australians are needed to tackle the issues and question facing us
such as the ageing population, environmental concerns, family breakdown and reformation
(what family means), sexual health, lifestyle diseases etc. All of these aspects of our society
effect local government and the YIC is one mechanism that assists in addressing them.
Young people have an important role to play in future-building.
YIC RG has been putting youth mentoring into action through the appointment of two youth
Chairs and a proportionally balanced number of youth representatives on the YIC RG. A
mentor was appointed by the RG for the Chair’s and the RG adheres to a number of
principles at meetings including jargon busting, going through the agenda with young rep’s
before each meeting, encouraging passionate discussion and free, open conversation.
(2) Participatory partnerships
Building participatory partnerships is a means of mutual capacity building and information
sharing and gathering. It effectively improves the capacity of the organisation, or in this case
the YIC. Partnerships work best when they are developed in each organisation’s or interest
groups best interests. Partnerships are not just between businesses but between young
people and the services, parents and the YIC, schools and the programs etc.
Emphasis on Collaboration: No single agency or service system is able to provide all the
support young people and their families need to achieve positive outcomes. Youth
development requires inter-agency and cross-system collaboration. It brings together people
from public and private agencies and community groups to form a partnership. 5
5
www.actforyouth.net
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Youth Innovation Centre Business Case
The Elements of success
(3) Sustainability
More and more emphasis is placed on sustainability and it can certainly be termed a ‘buzz’
word. Whatever the semantics, the concept remains the same: that building sustainability
into an enterprise assists in long-term planning and in developing outcomes, not just outputs.
Examples of sustainability include policy change, evaluated practice improvement, young
people as entrepreneurs and change makers, exportable models of success (research and
development) and the measurement of longitudinal change whereby the YIC and Council are
informed of needs through data collection and research projects and a process of
consultation and reflection. These aspects are reflected in the YIC model.
Environmental sustainability is also a key factor, covered below in ‘environmental
excellence’.
(4) Youth specialist services and expertise
What’s important is to attract and support specialist services to operate within the YIC,
brining the expertise of such services to Tea Tree Gully and providing more tangible access
to young people locating themselves in the region 6. The exact service mix of the YIC will be
more fully determined in the next stage but examples of specialist services might include
drug and alcohol services, sexual health, new arrivals services, family counselling, career
development, gambling rehabilitation, indigenous services, mental illness and suicide
prevention services.
Youth development evolved from best practices/lessons learned in the prevention field prior
to the 1990’s: cross agency collaboration, client-driven program planning and services,
loosening of restrictions on categorical funding, and the acknowledgment of the interwoven
roles of families, classrooms, schools, peers, neighborhoods, and larger communities in
influencing outcomes of children and adolescents (Wynn, Costello, Halpern, & Richman,
1994).
(5) Signature programs – at risk/disengaged
The YIC RG and project team acknowledge that it is important that the YIC captures the
needs and interests of all young people and does not only cater to highly functioning young
people, nor disengaged or at risk only. Another way of terming this is to ensure engagement
with the ‘excluded middle’. However, whilst the City of Tea Tree Gully is a vibrant community
with great opportunities and median levels of social wealth, there are pockets of
disadvantage and hidden issues, not always captured in the overall statistics or image of the
City. ‘It will not be sufficient to hope that advantage will trickle down. Proactive steps need
to be taken to ensure that the most vulnerable groups are accommodated in all plans so that
their needs, concerns and aspirations are heard, respected and responded to.’ 7
6
Tea Tree Gully is recognized a youth hub in North East and attracts young people living on the fringes of the
region in Valley View, Gilles Plains/Holden Hill, Campbelltown, parts of Salisbury etc because of the shopping
precinct and interchange facilities.
7
Improving the Public Health of Greater Dandenong. A Discussion Paper
24
Youth Innovation Centre Business Case
The Elements of success
The development of ‘signature programs’ is a chance to provide staged and high quality
partnership based programs at the YIC that are focussed and deliberate in their intended
outcomes. Rather than providing ‘at risk’ programs for the sake of responding only to
funding, the YIC could aim to develop its signature programs building in more evaluation and
innovation as the programs develop annually. Examples of signature style programs include
Jamie’s Kitchen in the UK & Melbourne, Talking Realities (Adelaide), Operation Flinders
(SA) and other such programs.
These life and skills based programs will build upon competencies in key areas (see below)
and a strengths based model. In many instances these programs are quite ‘intensive’ in
nature and rather than 8 week courses, are 6 month to 2 year programs that aim for
systemic change.
The following ‘Competency Focus’ table exemplifies a competency based approach to the
development of signature programs within the YIC and is suggested as the planning tool to
assess the development and evaluation of such programs.
Competency focus
Outcomes
Health and physical
Knowledge, attitudes and behaviours that ensure current
and future health
Personal and Social
Emotional processing and self discipline
Interdependence and healthy friendships
Knowledge,
Reasoning and
Creativity
Broad base of knowledge and life skills
Lifelong learning skills
Ability to appreciate and demonstrate creative expression
Vocational
Awareness of career and life options
Knowledge and skills to pursue accomplishments
Preparation for work, family and community life
Active citizenship
Desire to contribute positively to the community
Development of community ethics
Developed by Rachel Paterson.
To enable children and young adults to prosper they need to be protected from harm and
abuse. Protective factors are enabled through family, friendships, schools and engagement
with services and service clubs. In some instances young people do not have protection
from harm or abuse in the ways that we would typically expect. For instance some young
people are abused in the home and can no longer seek protection from their family. The role
of services is incredibly important in ensuring protective factors are in place for young people
engaged in the YIC and those with least protective factors in place will need most support
(homeless, not engaged in school or work, harm through substance abuse).
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Youth Innovation Centre Business Case
The Elements of success
There are a number of hidden issues in Tea Tree Gully. Hidden issues pertain to those
issues, which are not captured statistically through the service system of census data.
Examples of hidden issues include hidden unemployment as identified in the Norman &
Associates report commissioned for the Regions at Work program; underemployment (those
young people who might not be registered within the Centrelink system statistically but are
living below the poverty line), reverse neglect, mental health issues and violence (gangs,
against parents etc).
A service system through the YIC will assist in capturing data and tackling some of the
hidden issues as well as known disengagement identified by schools and service providers.
This data will be utilised to develop high quality and intensive ‘signature’ programs that aim
for improved education options, improved positive mental health and improved connection
with themselves and society. There is also capacity for service agencies to outreach into
schools and for Council staff employed within the YIC to continue programs in schools for
disengaged young people, in addition to signature programs.
Essentially the YIC will aim for a balance between proving need in terms of disadvantage
and celebrating youth wellbeing and greater community capacity. It will value add to exiting
programs and services as well as supporting those that ‘slip through the cracks’.
(6) Generalist youth support and universal programs
Universal programs can be termed as those services and programs, which are universally
available to young people, are preventative in nature and include primary health,
educational, recreational and mental health services. It is important to attract specialist
services (needs based) but consistently have a baseline of universal support for young
people. Examples of these universal programs will be provided through partnerships with
service agencies, for example:
1. A youth agency collaborates with Carclew Youth Arts Centre to provide after school
activities in creative pursuits as a prevention methodology,
2. CTTG recreation staff running an informal soccer game at civic park assisted by a
service provider youth worker,
3. Career services run by library staff after hours for parents wanting to engage as
career partners with young people.
Universality of programs creates the culture to avoid stigma amongst young people and the
wider community and works in the context of family and community. The types of services in
the YIC (service mix) impacts on the model and also impacts on the engagement model with
young people. The YIC will not be a crisis or drop in centre. It must still be acknowledged
though that there will always be an aspect of crisis intervention and ‘drop in’ with any
community facility. That’s what we want: engagement.
For example the role of libraries in the community has changed and includes the provision of
space and facilities that supports those who are marginalised in our community such as:
single parents, those with language barriers, with poor literacy and numeracy skills and with
mental illness.
Facilities include computer and internet access, games, leisure areas,
programs and workshops.
26
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Youth Innovation Centre Business Case
The Elements of success
As an extension of this the YIC would also generalist engagement to young people but
would then tap into service if needed. The TTG Library will partner the YIC in what will be a
mutually beneficial arrangement.
It’s important that the YIC has a ‘cool factor’. Cool was defined as not boring, entertaining,
YIC RG
(7) Information, Communication and Technology
As outlined through the Youth @ Work project which formed part of the YIC business case
project (See Appendix 1), website provision (i.e. Wyndham Youth Resource Centre) is
incredibly important as an engagement mechanism but also to deliver important messages
about services, positive mental health and engagement. It is ‘necessary to tap into’ (YIC RG)
the on-line or virtual community as a means of communication. The YIC can also
collaborate with the library (due to close proximity of the centre) in delivering IT services in
both formal and informal atmospheres (workshop style and pod /cafe style internet access).
The Council might also like to consider Wyndham City Council’s suggestion to house a
duplicate server for IT emergency management plan in the YIC (separate built form).
(8) Lifelong learning > Learning pathways
“YIC will be a heart and a hub for the City of Tea Tree Gully. The site is a resource.”
YIC Project Team
Lifelong learning is a foundational aspect of the YIC model. Learning occurs across our
lifetimes and is both formal and informal in nature. The YIC will provide numerous
opportunities to engage in learning for all generations about contemporary youth cultures
and the matters that affect their lives, such as career management, business acumen,
accreditation, health, wellbeing and life-skills.
Lifelong learning (a) The TTG Library as a learning pathway
Lifelong learning emphasises the integral link between the Library and the YIC. With
library’s core goal to ‘link learning and leisure’ there are many opportunities for partnership.
Libraries are no longer confined within four walls. Technology has made online services a
reality and libraries are no longer just book repositories; librarians are not just gate keepers
of resources. The modern public library seeks to be relevant to individuals in the community
throughout life. The CTTG Library seeks to encourage young people to use libraries, and is
aiming to shift the current image of libraries solely as book lending facilities. A YIC closely
aligned with the current library has many possibilities for connecting young people who
would not usually consider using library facilities.
Options and concepts being explored:
‘Living Libraries’ as part of overall YIC mentoring stream –the library grows a data
base of real people who can be borrowed (instead of a book) by someone
interested. Living Libraries would be inter-generational.
A careers living library could be worth exploring.
Continued-
Youth Innovation Centre Business Case
The Elements of success
ContinuedThe physical link between library and YIC that might take the form of a living
library room. The VerbYL model 8 has young people’s library resources and a
youth librarian housed in centre. Young people could borrow a book about an
issue, have help searching websites or pick up a brochure or they could
access a living library mentor.
The physical link could also consist of a bank of computers, tapping into the
free PLAIN internet service, but offering more of the software young people
would find useful.
New arrivals – connecting new arrivals more holistically into other services
and spaces (i.e. YIC) in the community via library/YIC interface.
Year 11, 12 and tertiary students – currently not fully accommodated by
library – especially in relation to study areas. Therefore uni groups are self
organising and booking Community Learning Centre as study space. Could
be worth considering incorporating multiple ‘quiet’ spaces into YIC and
providing more resources linked with study areas (more links with TTG TAFE
could also be explored).
Young mothers groups – currently between 10-14 groups each week through
library which could be more holistically responded to as a developed link with
YIC, including more available spaces, links with services, links to career
information, life-skills programs, accredited programs.
Lifelong learning (b) Career development as a learning pathway
“Assisting Australia’s youth to make a smooth transition into work and giving them skills to
manage their career paths through their working lives is a high priority for the Australian
Government... In today’s world young people need to navigate a pathway which has
become increasingly complex, with the modern career now viewed as a continuous journey
of adaptation in an ever-changing environment and expressed in the term ‘career
development’... Young people want to manage their own careers and are therefore inclined
to use services that are free, convenient and relevant.” 9
The provision of career management services within the YIC was identified during the
feasibility study and further highlighted during the Vision sessions. One way to look at
career management is that it forms a foundation for our engagement with society, providing
us with employment and thereby fiscal opportunity, learning pathways and opportunities to
engage in community life. For many young people limited education is a predictor of
insecure, menial employment and a range of social issues later in life. Career development
more than just getting a ‘job’, especially as the workforce changes and career choices
become more tangential. TAFE SA have already commenced discussions with the project
manager about the development of such an accredited package.
There also exists an exciting opportunity to extend the package to be included in an
innovative local government employment program whereby young people ‘graduate’ from
8
9
http://www.verbyl.net.au/
‘What Choice? An evaluation of career development services for young people.” NCVER – A National
Vocational Education and Training Research and Evaluation Program Report, Rainey, Simons, Pudney, Hughes
2008
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Youth Innovation Centre Business Case
The Elements of success
YIC accredited programs and are provided with the opportunity to apply for meaningful
employment within the City of Tea Tree Gully and wider local government as the program
develops.
Discussions are currently underway regarding the establishment of a state-wide network of
Career Development Services (CDS) coordinated under the South Australia Works Program
will support workforce development by linking people, skills and jobs.
To achieve this aim Career Development Services will:
•
•
•
•
•
•
Provide a wide range of free, independent, confidential career development
services to individuals and groups, which are relevant to the economic needs of
the regions;
Increase the confidence and competence of people to self-manage careers;
Increase the workforce population by supporting young people to make an
effective transition between school, learning and work and targeting those at risk
of not making an effective transition;
Link with the ten Trade Schools and apprenticeship and transition brokers to
support the provision of career development services in schools;
Increase productivity by increasing the skill levels and flexibility of existing
workers, in particular those being retrenched or at risk of retrenchment, through
referral and brokerage services to funded training options which target potential
skill shortages;
Increase the level of workforce participation by providing career development
services to those, particularly young people, who are disadvantaged/disengaged
from the labour market. This would include skills assessment, gap training
referral and job matching into fields of skills shortage. 10
The South Australia Works program in Eastern Adelaide have committed $90,000 for the
establishment of a Career Development Service to be located in the Eastern Adelaide
Region, tenders for which will be made available in August 2008. An initial assessment
conducted by DFEEST staff has indicated that the location of such a service in alliance with
the Youth Innovation Centre and Tea Tree Gully Library would represent a strong case for
success in the tender process.
This concept also fits well with the Library’s operations in terms of information provision as
currently they have numerous enquiries from all ages about career information and advice.
The CDS if based in TTG would be for all members of the community needing support, with
a particular emphasis on young people and disengaged young people as the YIC develops.
There is also the possibility for tapping into the National website myfuture 11 as a means of
providing high quality career management advice. Discussions are already underway with
DFEEST and MyFuture Projects to train library and youth staff in the myfuture site
capabilities to enable community access immediately. There will be many more
opportunities to add a range of components to the CDS using State and National support.
10
This is purely a statement of intention and not a policy statement.
11
myfuture.edu.au
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Youth Innovation Centre Business Case
The Elements of success
Lifelong learning (c) South Australian Works
There is an opportunity to form an agreement with the Eastern Adelaide Regional Skills
Formation Network for SA Works to allocate an amount of State Government funding per
annum be tendered to organisations on condition of training within YIC (i.e. hospitality, retail,
pharmacy, leadership, engagement, disability). It is acknowledged by the Eastern Adelaide
Regional Skills Formation Network (EASFN) that there is a lack of projects based in the
North East who commissioned a report into hidden unemployment as referenced in the
feasibility study. Council could apply to deliver programs at YIC as could agencies based at
YIC, therefore creating an employment skills creation hub. Further, it is acknowledged by
EASFN, through research of census and other data that there is a lack of services and
programs in the North East. Currently most young people travel to the City, North or
Western regions to access services. The YIC will provide the foundation on which Council
can develop local community based projects and support the ability to access funding.
“Are young people going to be more actively engaged by an ‘employment program’ or a
program developing or enhancing employment skills?’” YIC PT
Lifelong learning (d) Pathways North East (PNE)
PNE is one of 17 Local Community Partnerships funded by the Department of Education,
Employment and Workplace Relations as part of the Career Advice Australia (CAA) initiative.
Working in the north east region PNE supports the transition of young people aged 13-19
from school into work or further training. Working in the local community PNE provides
Career and Transition services, supports Structured Work placements for students involved
in Vocational Education courses and links local businesses with schools in the Adopt a
School initiative.
PNE seeks input from employers and works strategically with the Regional Industry Career
Advisor (RICA) employed by the Australian Industry Group and also part of the CAA
initiative. The executive officer is the deputy chair of the North Eastern Youth Services
Network, sits on the Youth Advisory Network and the Eastern Adelaide Skills Formation
Network. 12
It is viable that PNE could c-locate at the YIC and value add to the support for young people
that are the focus of their goals.
12
PNE will be conducting training for the members of NEYSN later this year in a program called ‘Coaching Young People for
Success’. PNE is also working in close partnership with the Council/YAN on an annual ‘Youth, Industry and Schools Awards’
programs that recognises young people in the community, business that supports young people and schools working in
vocational education programs and school based apprenticeships. The awards will be supported by the Business Enterprise
Centre (BEC) and RICA.
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Youth Innovation Centre Business Case
The Elements of success
Lifelong learning (e) Accreditation learning pathways
Multiple Registered Training Organisations
There is also an opportunity through the YIC to further explore the provision of a number of
RTO’s being based within or providing outreach services to the YIC.
SACE, VET, FLO and futureSACE
There are multiple opportunities to provide accreditation to secondary school students
through the YIC. Flexible learning is paramount with the imminent raising of the compulsory
school leaving age to seventeen years. Community Studies and SACE streams that operate
outside the classroom environment are also on the rise with the development of futureSACE
as are opportunities for VET programs. The Flexible Learning Options model (FLO) also
provides an opportunity for alternative learning within the YIC.
University and tertiary study
There is also the prospect to explore the concept of University courses/outreach, short
tertiary courses and adult learning aimed at engaging 18-25 year olds and young parents.
Office for Youth: linking with State Government accredited
opportunities
Duke of Edinburgh awards 13
Council staffs have been in discussion with staff at DFEEST about the myriad of possibilities
of linking YIC programs in with the Duke of Edinburgh awards. The Duke of Edinburgh’s
Award is an international self-development program available to young people aged between
14 and 25. It equips participants with life skills which will enable them to make a difference to
themselves and their communities. The Duke of Edinburgh’s Award is non-competitive and
voluntary; anyone can do it. Young people design their own program by selecting one
activity from each of the award’s four sections:
• physical recreation
• skill
• community service
• adventurous journey
Participants commit to meeting minimum time specifications for each of their chosen
activities and can work through bronze, silver and gold awards.
Opportunities exist for linking young parents groups in, reference group members of YIC,
YAC or similar, program participants across many streams of engagement. A Victorian
model called the ‘Compass Award’ is also linking in young people 10-14 years.
13
http://www.dukeofed.org.au/
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Youth Innovation Centre Business Case
The Elements of success
Active8 program
active8 Premier’s Youth Challenge 14 is a youth development program which provides South
Australian secondary school students with the opportunity to get involved in their local
communities as they participate in a range of exciting challenges that promote self-reliance,
self-confidence and community service.
active8 is coordinated at the school level and comprises partnerships between schools,
community organisations and young people. These partnerships give young people the
opportunity to get involved in local organisations and encourage long-term commitment to
community life. Organisations involved in partnerships include St Johns Ambulance, the
Country Fire Service and Surf Life Saving clubs. The program also encourages the
development of leadership and teamwork skills through camps and other projects. A State
Government grant ensures that the Active8 programs are delivered at no cost to the active8
participants and on completion of the program participants receive recognition from the
Premier.
14
http://www.officeforyouth.sa.gov.au/corporate/Programs/Active8/tabid/198/Default.aspx
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Youth Innovation Centre Business Case
The Elements of success
(9) Creative Industries and Informal recreation
The YIC needs to engage young people. ‘Soft’ entry points are incredibly important for the
YIC to ‘work’. By ‘working’ it is intended that young people desire to engage with the YIC
and gain benefit from visiting and participating in early intervention programs. Engagement
in activities is often in the pursuit of our own wellbeing through free will.
Council has a leadership role to play in the development and maintenance of such
programs, with assistance from recreation officers, the youth development officer, library
staff and arts centre staff. This will be in coalition with youth workers from service agencies
and where possible will be an entry point participation activity leading to greater engagement
and then a development program is in place or is developed through the ideas of the young
people themselves.
The creative industries and informal recreation are both a constructive and legitimate use of
time. In some cases the most positive aspect of a young person’s life might be turning up to
a rock climbing excursion or engaging in art class. Structured chill out programs also create
connection and act as a vehicle for social development.
The arts (creative industries) act as an effective engagement tool with young people and are
in themselves a communication mechanism about contemporary culture (through paintings,
dance, stories, music, new media, theatre etc).
st
Business leaders tell us they want higher-order thinking skills in the 21 century – specifically critical
thinking and nimbleness in judgment, creativity and imagination, cooperative decision making,
leadership, high-level literacy and communication, and the capacity for problem posing and problem
solving. This is exactly what the arts help produce.
Gaining the arts advantage – President’s Committee of the Arts and Humanities Arts and Education
Partnership, 1999, www.pcah.gov/gaa/
Increased self esteem was reported by participants as a result of involvement in the [arts]
projects….which is linked to self-confidence and the ability to explore otherwise daunting options.
Creative Connections: Promoting Mental Health and Wellbeing Through Community Arts
Participation, VicHealth,2000 www.vichealth.vic.gov.au
In a national study three US cities rigorously evaluated their arts programs for at-risk youth and found
that these programs decrease involvement in delinquent behavior, increase academic achievement
and improve young people’s attitudes about themselves and their future.
Arts
Programs for At-Risk Youth, Americans for the Arts, 1997
Young Australians are highly attracted to opportunities for participatory arts and cultural expression,
and arts and cultural activities are disproportionately more significant to the quality of life of
Australians in the 15-24 year-old age range. Participation rates in arts and cultural activities of around
67.5% for the 15-24 year old age range were higher than any other group.
ABS 2000, Report No. 4904.6, Leisure and Cultural Participation, www.abs.gov.au
Youth Innovation Centre Business Case
The Elements of success
Informal Recreation
“Participation trends suggest that informal recreation is an area which is experiencing strong
growth. It is important that Council and State Government recreation planners recognise this
fact and continue to provide facilities for informal recreation such as parks that are
increasingly popular for informal recreation. Other informal recreation facilities such as
sporting ovals also have potential for increased informal recreation activity (Hassell and
Suiter & Associates Leisure and Tourism Planners).
Recreation and sport provides people of all ages with an opportunity to participate in
activities that contribute to the growth of body, mind and spirit (Daly. J, Recreation & Sport
Planning and Design). It can also be a positive influence on the development of social and
community attitudes such as; cooperation, understanding, character, team spirit, fair play
and loyalty. This leads to satisfying recreation and sport opportunities that also enhance
strong community values.
Physical activity is recognised as a critical factor in reducing the risk of chronic disease
among Australians. Recreational activity gives youth the chance to experience enjoyment
and the acquisition of different kinds of positive outcomes, such as challenge, social
interaction, skill enhancement and physical development. Participation can help build selfesteem, social skills, positive self-image and improve the quality of life for individuals and the
community. These benefits are due to a combination of participation in the activity itself and
the socio-cultural aspects that accompany physical activity (Blue Earth).
According to results from the 2006 Participation in Exercise, Recreation and Sport Survey
(ERASS), participation in organised sport three or more times per week has decreased
compared with 2005 for both men and women (9.9%, down from 11.5% and 9.4%, down
from 11.1% respectively). The average number of weekly sessions of organised activity for
males and females has also decreased slightly since 2005 (1.3 for males, down from 1.5 and
1.5 for females, down from 1.7). Information sources such as the national ERASS research
conducted since 2001 have shown an increasing trend towards participation in unstructured
or non-organised activities. The data also suggests that the overall level of participation in
organised activities, such as those undertaken through sporting clubs, or commercial fitness
and leisure centres, has not shown the same growth.”
Lauren Stewart, Recreation Planner City of Tea Tree Gully (Project Team)
There also exists within the creative industries and informal recreation (early intervention
and skills mastery) the possibility to develop ‘”sister relationships” with allied services and
facilities – i.e. YIC RG considered that the success of the Northern Sound System (NSS,
City of Playford) would assist the reputation of the YIC with young people in TTG. To
reiterate it is important not to duplicate services and programs but build a type of ‘sister’
relationship. CTTG staff are already working in partnership with NSS on past and future
events such as ‘Common Ground’ and ‘Youth Week’ as well as in the maintenance of the
leadership exchange program, Northern Youth Network. There also exits the possibility of
utilising schools as facilities in exchange for development programs run in schools (i.e. YIC
assists disengaged Year 10’s in a program for eight weeks and a school provides a music
recording studio for eight weeks as a mutually beneficial exchange).
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Youth Innovation Centre Business Case
The Elements of success
One of the key drivers of consumer culture is that we do things to feel good about ourselves,
therefore it will be integral that the YIC programming team carefully consider how to make
people feel valued, important and create a sense of wellbeing or ‘goodness’. YIC RG
(10) Environmental excellence
Environmental excellence has not been a feature of many other youth centres visited and
contacted and provides an opportunity for Tea Tree Gully Council to demonstrate leadership
and future thinking. There is also the possibility to apply for a Five star Green Rating from
the Green Building Council of Australia. To achieve a Five-Star national leadership rating
buildings must meet criteria and undergo independent third-party assessment.
A proposal which deserves serious consideration is straw bale and recycled materials
construction. This presents opportunities for Council to set an Australian benchmark in
building design. The building envelope itself acts as both a unique feature of the building
and more importantly, can potentially achieve high levels of energy-efficiency due to
exceptional insulating properties of the bales. The thickness of the walls provides a feel of
calm, safety and comfort important to the aspect of young people feeling ‘safe’ and welcome
in the surrounds. Straw bale construction also caters for noise buffering and insulation (for
band events etc).
The average cost is approximately $1500 per square metre depending on design, details,
owner and/or volunteer involvement, choice of materials and many other aspects. This is
comparable with conventional buildings. This type of design and construction also provides
an opportunity to involve the community as volunteers in the construction (through monitored
workshops) and students studying Construction through VET could also be engaged (for
instance through North East Development Agency or local schools and TAFEs). The concept
of a ‘community facility’ takes on more meaning if the community is involved in the design
phase and the construction.
Aspects of environmental excellence to be considered in the design and construction
phase:
Passive solar design capitilise on the utilisation of natural light and heat
Energy efficiency for all appliances and lights to reduce energy consumption
Renewable energy production through turbines and solar panels
Use of accredited greenpower
Greenhouse emissions associated with waste production and energy use, especially
in relation to ventilation and air conditioning
Water efficiency: high efficiency water fixtures and fittings and waterless urinals
installed to reduce sewage to municipal systems for treatment
Capture and use of rainwater
Facilities to capture and utilise storm water,
Low water use landscaping
35
Youth Innovation Centre Business Case
Structure to be built in harmony with existing natural features on site and all existing
vegetation preserved
Resource conservation
Office materials recycling as part of wider Green Office operation
Carbon offsets regime for the construction phase (which could be linked to youth
training opportunity such as GreenCorps) and to off-set any emissions associated
with future operations
Building and décor materials with low embodied energy, produced with minimal
environmental impact and sourced from sustainably produced natural resources
where possible
Minimal use of plastics known to contain endocrine disrupting chemicals throughout
site
Use of natural and low-allergen cleaning chemicals and products with off-gassing
potential, eg paints, carpets, etc
Provision of cyclist parking facilities, change rooms and lockers to encourage cycling
In the operations phase extensive environmental management can continue through
implementation of green purchasing policies and procedures, apaper-reduced office
environment, extensive recycling and composting etc. Essentially, undertaking Council’s
current and future initiatives and expanding on these where possible.
There also exists a innovative opportunity to promote ‘re-use’ through collaborating with a
theatre set designer or equivalent creative professional and working with a team of young
people to ‘decorate’ the interior of the space with re-used chairs and tables, soft furnishings
and youth art. It would be ensured that the areas were OHS compliant (for example some
office spaces would need to be designed through a separate process) but as a concept
would create an atmosphere that is unique and can be updated every few years at relatively
little expense and act as a social enterprise project, raising awareness of re-use and
recycling.
(11) Peer mentoring and development
Peer mentoring has been incorporated as an important aspect of the YIC model. To ensure
young people have a quality and meaningful role in the YIC it has been deliberated that the
establishment of a structured and accredited peer mentor program could assist in a number
of ways, including:
•
Ensuring a youth friendly space by the presence of peer mentors in recreation
spaces. Mentees receive information that is specific to their needs and feel more
welcome, therefore more confident and productive.
•
Providing young people with an opportunity to engage with the YIC at a higher
program level (could lead to assistant tutoring, facilitation and training roles, deeper
understanding of the strengths and weaknesses of the centre’s programming by
talking directly with young people (gathering anecdotal evidence). A number of
useful skills sets are also attained through undertaking such a role such as
communication, listening, negotiation, reciprocity, empathy, action planning etc)
•
Brokering intergenerational relationships – ensuring that parents and visitors to the
centre are also welcome
36
Youth Innovation Centre Business Case
The Elements of success
It is acknowledged that high functioning young people will need to be trained as peers
and that there will need to be an established engagement pathways for young people as
peers. It could also be considered to look into funding through Foundation for Young
Australians for instance to assist with enabling the peer mentor program. A number of
accreditation opportunities exist, but the YIC could also develop its own peer mentoring
accredited program to set a benchmark in peer mentoring excellence.
“Mentoring is an alliance that creates a space for dialogue,
that results in reflection, action and learning.”
There are a number of mentoring programs to utilise as models or service partners such
as Smith Family, Service to Youth Council and YWCA (Big Brother, Big Sisters program
has been funded in TTG for next three years through YWCA) and it suggested that the
YIC does not re-invent the wheel. Whilst we would work in partnership it would be the
role of the lead agency to develop such a program (i.e. Council or outsourced NGO,
depending on governance model adopted. This program might also take 2-3 years to
come to fruition to ensure quality and consistency.
“It will be important that peer mentors are selected such that there is a balance of young
people from all different backgrounds and peer groups. This can be achieved through
affirmative selection processes.” YIC RG
(12) Youth friendly space
Environments that provide the conditions for the healthy growth and development of
youth can be described as those that:
•
are inclusive, create connections and sense of belonging including positive
intergenerational relationships;
•
provide opportunities for self-determination and self-enterprise;
•
provide opportunity for mastering skills and engaging in learning;
•
assure physical and emotional safety;
•
and help youth vision a positive role for themselves in the future.
Often the first point of contact for a young person accessing such a facility is to hang out
and check to see if the space is ‘youth friendly’ or to attend an event before they start to
engage in programs or seek professional services.
A youth friendly space for the YIC is achieved through:
•
professional staff who are aware of the options and opportunities available to
young people;
•
professional staff who are able to liaise with young people effectively and with
respect;
•
engaging programs with multiple entry points and pathways for development;
37
38
Youth Innovation Centre Business Case
•
a safe space with confidential and professional services housed in nonconfrontational spaces (i.e. a spate waiting area and reception to ‘open space’
areas such as recreation spaces);
•
young people engaged as peer mentors and in active roles;
•
‘cool’ interior design – comfortable and not alienating – clearly a ‘youth
celebrated’ space
•
spaces or chill out areas where young people are allowed to congregate to
socialize towards an end goal of engagement (i.e. a group of young people
waiting for a drama program might be excited, loud and all gathered together in
anticipation – this needs to embraced and not looked down upon but also
emphasizes need for space and confidential spaces as separate spaces).
“YIC must have it’s own image.” YIC PT
(13) Business links and enterprise development
Established over time, the YIC will need to establish links with local business. This will be
achieved in a number of ways including assessing career management and training
opportunities, links with Westfield and allied businesses, with NEDA both the Business
Enterprise Centre (see Time to Invest) and North East Vocational College for cross referrals
etc and through continuing a sustained relationship with the SA Works program. There are a
myriad of other opportunities with local business including a corporate volunteers program
and with Sfera’s which would operate next door to the preferred site. CEO Greg Perkin &
Rachel Paterson met with Michael Sfera on 17 September 2007 to discuss synergies with
Sfera’s business operations, particularly in relation to classroom space as a longer term hire
agreement. These spaces would be accessed for theory training in tourism, hotel
operations. Michael emphasised the importance of service providers being on board,
especially in relation to career development and believes there is scope for the development
of presentation training (i.e. how to present at an interview). Another opportunity would be to
explore links with the Bachelor of Innovation and Enterprise - Universities of Flinders and
Adelaide providing possible opportunities to explore student involvement through
placements. This can also be extended into other disciplines such as teaching, social work
etc.
(14) Exportable success – portable, accredited models
Exportable success is a key aspect of the YIC model focussing on research and
development and advocacy. This particular element of success would be more long term
but if to be achieved needs to be considered early in the picture. It also recognises the
importance of a role such as the Youth Development Officer in having a research, profiling
and evaluation focus more so than program delivery and if not the YDO, perhaps another
role. Opportunities worth investigating include a possible link with an International youth
centre to exchange learning and possible staff exchange, the measurement of longitudinal
change informed of needs through data collection and research projects and opportunities
for advocacy and successful programs. In this respect it will also be important not to
‘reinvent the wheel’ and thorough analyses of programs should be undertaken to avoid
duplication of existing programs. This is achieved through communication and networking
and staffs will need time allocated to this important aspect of work. Exportable success
won’t happen overnight but can be achieved and would be a coup for Council and the Tea
Tree Gully region.
39
Youth Innovation Centre Business Case
The operating partners
TTG
Council
Library
Clubs and
youth
groups
Young
People &
wider
community
NonGovernme
nt
Organisatio
Youth
Innovation
Centre
Co-located
agencies
Schools
NEYSN Inc.
External
agencies
The table on the following page (p.40) indicates the role each
of the Operating Partners
40
Youth Innovation Centre Business Case
Council
NGO
North Eastern Youth Services Network Inc (NEYSN)
•
Mapping and gaps analysis
•
Reception
•
Coordination, management and support
•
Youth Intake Worker (social Worker)
•
Program delivery strategies
•
Referral system and coordination
•
Advocacy and alliance with Youth Affairs Council
of SA (YACSA)
•
Library, recreation, arts (partnerships)
•
School liaison and outreach
•
Information gathering and dissemination
•
Policy and advocacy
•
Program delivery
•
Funding submissions
•
Consultation
Co-located agencies
•
Objective support role
•
Evaluation
•
Public health
•
Collective events (i.e. Youth Week)
•
Data management
•
Counselling (mental health, coping skills, family)
Schools
•
Facility management
•
Mentors
•
Referral to YIC and external agencies
•
Contract management
•
Education and Employment development
•
Program links
•
Youth governance participation and support
•
Careers management services
•
Consultation mechanism
•
Public space management
•
Personal development programs
•
Outreach services in schools
management, career management services)
•
etc
Outreach to schools and neighbourhood houses
•
Case management
•
RTO’s and training links
Young people and wider community
External agencies
•
•
Mentors and volunteers
•
Participate in regional planning
•
Referral links
•
Information provision
•
Programs
•
Program decisions
Marketing input
(i.e. outreach programs at BEC, Shopfront etc)
(i.e. word of mouth, grass roots promotion)
•
Questions/Issue analysis
•
Pedagogy and research input
•
Facility sharing
Clubs and Youth Groups
Continuum of engagement
(youth development > community development)
•
•
Gaps and needs analysis (with coordination
support from Council)
•
Mentor development
•
Outreach programs into YIC
•
Consultation mechanism
•
Community development
(i.e.
case
Youth Innovation Centre Business Case
Business Model
Local Government’s role
Young people are entitled to expect access to affordable and appropriate services that will
help them reach their full potential as individuals and as part of a community. Youth is a time
of great vulnerability for many people and different needs emerge with each generation; this
needs to be reflected in public policy and service provision.
Council’s role in the youth sector has emerged more clearly through this process as:
•
•
•
•
•
Providing leadership and advocacy in youth services, programs, facilities and research.
Fostering youth participation in Council projects and programs.
Facilitating collaboration across the youth sector.
Addressing youth needs and issues through an innovative approach.
Promoting and enhancing the wellbeing of young people. 15
Council’s key responsibility is to work with local service providers and agencies to ensure
that the broad range of services is available to young people in the area, rather than having
direct responsibility for service delivery in all program areas itself. The City of Tea Tree
Gully is able to identify the needs of its residents, determine gaps in service provision and
develop partnerships with other levels of government, the non-government sector and
private enterprise. Local Government can also play a key role in research and advocacy
developing centralised leverage opportunities through the coordination of established
networks such as NEYSN.
It is a community responsibility to respond to community need and infrastructure is a core
component of local government’s role in responding to need. Council could consider the YIC
as an ongoing percentage of the overall budget. Interstate centres had figures between 1%
and 1.5%. For the City of Tea Tree Gully this would be an annual investment of $717,000 at
1%, following the original capital investment. This is for nearly 20% of the population.
The YIC will also meet a number of strategic objectives for Council’s Strategic Plan,
achieved through collaboration with other service partners.
15
C.CF.12/2007, YOUTH CENTRE FEASIBILITY STUDY: TIME TO INVEST, 15 MAY 2007
41
42
Youth Innovation Centre Business Case
Youth Innovation Centre Links to CTTG Strategic Plan 2007-2011
Strategic objective: Improving family, community health and safety services
7. Community health
T7.1
Maintain a measure of community health above the Adelaide Statistical Division
average
T8.1
T9.1
10%
T9.2
8. Safety
Reduce crime rates to lower than the State average by 2011
9. Participation
Increase current level of volunteers participating in Council programs as at 2006 by
Increase hours volunteers contribute towards Council programs by 5%
10. Community engagement
T10.1 Increase representative feedback from community via annual survey by 5% based on
2006 figures by 2011
T10.2 Undertake specialist survey and community consultation programs on relevant issues
in accord with Council Community Consultation Policy
T10.3
Distribute Council Gully Grapevine 6 times per year
12. Special needs groups
T 12.1 Increase the number of programs provided to disadvantaged groups by 5% by 2011
T 12.4 Increase the number of residents
Development Program by 5% by 2011
participating
in
Council’s
Neighbourhood
13. Youth
T13.1 Increase the number of young people participating in Civic and community support
programs to 5% of the total number of young people in the City by 2011
T13.2
Increase the provision of youth programs and services by 15% by 2011
T 13.3 Establish a Youth Innovation Centre in the City by the end of 2009
Strategic objective: Growing recreation, leisure, culture, arts and entertainment
14. Participation
T14.1 Increase the participation in sporting/recreation activity by 1% per year until it is equal
to, or is greater than the National Average by 2011
15. Variety
T15.1 Increase the number of recreational, arts and cultural events and programs available
across the City by 5% by 2011
T16.1
2011
16. Facilities
Ensure community facilities located in the City are used at a minimum 75% capacity by
T16.3
Ensure that Council assets are focused on addressing community needs
T17.1
17. Entertainment opportunities and events
Increase the number of venues in the City that cater for entertainment by 10% by 2011
T17.2
Increase the number of people participating in Council major events by 15% by 2011
T17.3
rate
Increase the community participation rates in the planning of events by 50% of current
Youth Innovation Centre Business Case
Strategic objective: Expanding learning and education
18. Education
T19.1 Increase the number of people involved in formal learning to 30% by 2011
19. Library programs
T20.1 Increase the number of people attending learning programs offered by the Council and
partnerships by 25% by 2011
20. Qualifications
T21.1 Encourage more people in the community to obtain qualifications with over 37% of
people living in the City having qualifications by 2011
T23.1
23. Internet
75% of people in TTG accessing the internet at home by 2011
Strategic objective: enhancing business, employment and economic activity
24. Employment
T24.1 Ensure that people in the City maintain employment such that the unemployment rate
is lower than the Adelaide Statistical Division average
25. Youth unemployment
T25.1 Ensure that the full-time youth unemployment rate amongst TTG residents is less than
5% by 2011
T26.1
26. Business vitality
Increase the number of businesses operating in the City of TTG by 5% by 2011
T27.1
27. Population
To increase the population of the Modbury Regional Centre by 30% by 2011
T27.2 To maintain the number of young people staying in the area at over 7% per age range
(12-17 years and 18-24 years) by 2011
Strategic objective: Delivering robust and responsible management
30. Neighbourhood planning
T30.2 Residents provided with the opportunity to have input into the neighbourhood review
process
T31.1
31. Community engagement and participation
Increase the percentage to over 30% for those voting in local council elections by 2011
33. Partnerships
T33.1 Double the participation rate of Council, staff and young people in the exchange
program with Asaguchi Shi within the next five years by 2011
T33.2 Increase the number of mutually beneficial partnerships with Government agencies
and the private sector across a broad spectrum of issues by 20% by 2011
T33.3 Increase the number of strategic partnership projects/shared services with Eastern
region Councils by 50% by 2011
T34.1
34. Systems development, monitoring and reporting
Publish an annual report card on targets set and achievements
43
Youth Innovation Centre Business Case
Youth Innovation Centre Links to State Strategic Plan 2007-2011
T1.10 Jobs: Better the Australian average employment growth rate by 2014.
T1.11 Unemployment: maintain equal or lower than the Australian average through
to 2014.
T1.12 Employment participation: increase the employment to population ratio,
standardised for age differences, to the Australian average.
T2.1 Smoking: reduce the percentage of young cigarette smokers by 10
percentage points between 2004 and 2014.
T2.2 Healthy weight: increase the proportion of South Australians 18 and over with
healthy weight by 10 percentage points by 2014.
T2.3 Sport and recreation: exceed the Australian average for participation in sport
and physical activity by 2014.
T2.4 Healthy South Australians: increase the healthy life expectancy of South
Australians by 5% for males and 3% for females by 2014.
T2.7 Psychological wellbeing: equal or lower than the Australian average for
psychological distress by 2014.
T2.8 Statewide crime rates: reduce victim reported crime by 12% by 2014.
T2.12 Work–life balance: improve the quality of life of all South Australians through
maintenance of a healthy work-life balance.
T3.5 Greenhouse gas emissions reduction: achieve the Kyoto target by limiting the
state’s greenhouse gas emissions to 108% of 1990 levels during 2008-2012, as a first
step towards reducing emissions by 60% (to 40% of 1990 levels) by 2050.
T3.7 Ecological footprint: Reduce South Australia’s ecological footprint by 30% by
2050.
T3.13 Energy efficiency – government buildings: improve the energy efficiency of
government buildings by 25% from 2000-01 levels by 2014.
T4.1 Creative industries: increase the number of South Australians undertaking work
in the creative industries by 20% by 2014.
T4.3 Cultural engagement – institution: increase the number of attendances at
South Australia’s cultural institutions by 20% by 2014.
T4.4 Cultural engagement – arts activities: increase the number of attendances at
selected arts activities by 40% by 2014.
44
Youth Innovation Centre Business Case
T5.6 Volunteering: maintain the high level of volunteering in South Australia at 50%
participation rate or higher.
T5.7 Aboriginal leadership: increase the number of Aboriginal South Australians
participating in community leadership and in community leadership development
programs.
T5.8 Multiculturalism: increase the percentage of South Australians who accept
cultural diversity as a positive influence in the community.
T6.1 Aboriginal wellbeing: improve the overall wellbeing of Aboriginal South
Australians.
T6.6 Homelessness: halve the number of ‘rough sleepers’ in South Australia by 2010
and maintain thereafter.
T6.8 Housing stress: halve the number of South Australians experiencing housing
stress by 2014.
T6.10 Housing for people with disabilities: double the number of people with
disabilities appropriately housed and supported in community based
accommodation by 2014.
T6.11 Participation by people with disabilities: increase by 400 the number of
people with disability involved in day options program by 2014.
T6.15 Learning or earning: by 2010 increase the number of 15-19 year olds engaged
fulltime in school, work or further education/training (or combination thereof) to
90%.
T6.16 SACE or equivalent: Increase yearly the proportion of 15-19 year olds who
achieve the SACE or comparable senior secondary qualification.
T6.17 Science and maths: by 2010 increase by 15 percent the proportion of students
receiving a Tertiary Entrance Rank (TER) or equivalent with at least one of the follow
subjects: mathematics, physics or chemistry.
T6.19 Non-school qualifications: by 2014, equal or better the national average for the
proportion of the labour force with non-school qualifications.
T6.20 Higher education: increase South Australia’s proportion of higher education
students to 7.5% of the national total by 2014.
T6.21 VET participation: exceed the national average for VET participation by 2010.
T6.22 People with disabilities: double the number of people with disabilities
employed by 2014.
45
Youth Innovation Centre Business Case
Governance
Governance is the system or process by which the Centre is directed and controlled.
Strategic governance and operational governance to consider:
Strategic Driver(s)
Responsibilities of partners
Reporting arrangements
Decision making processes
Accountability framework
Who provides strategic direction and how?
Where and how are young people involved?
What involvement for stakeholders in decision making?
What are reporting arrangements?
What is the level of Council involvement in
a) Strategic directions
b) Day to day management
The YAN believes the following need to be taken into consideration when selecting
a governance model for the YIC.
•
A set of Governance Principles is developed, linked to quality assurance
standards and evaluated practice once the model is selected.
Councils’ considerations to select a model must deliberate:
• The best combination to attract funding
• Impartiality
• Risks with tendering
- ensure quality approach rather than quantity
(outcomes vs. numbers engaged)
• Balanced and shared responsibility of wealth, knowledge and expertise
• Consider a ‘working board’ with different levels of operational responsibility”
• Balance between youth friendliness and protocols (legislative and policy
requirements - OHS, duty of care, confidentiality, IT sign in)
The preferred and recommended model identified through the SDF process with
stakeholders was the leverage/partner model however there are considerable
funding and risk mitigation benefits for an outsourced model. It is not considered
viable for Council to manage the YIC from funding and expertise perspectives.
Further Governance analysis is contained within the Investment Strategy and
Service Delivery Framework.
46
47
Youth Innovation Centre Business Case
MODEL KEY
Outsourced cost to Council
Council staff
Service partners/co-location
Governance model 1- partnership model: Council managed, NGO delivers discreet
aspects of service, Council delivers programs aspects, Numerous Services co-located
at centre (Council managed contracts)
Governance model 2 – outsourced: all services and programs outsourced to an NGO,
any co-located services contracts managed by NGO
Youth Innovation Centre Business Case
Governance model 3- Council managed: Council manages all programs and services
(employs service staff)
48
49
Youth Innovation Centre Business Case
Aspects of Governance Model (in order of recommended preference)
Model
Funding
(see investment strategy
for more detail)
Leverage or
Partner model
Council
Staff
Services/Program Governing body
•
Youth
development
programs
•
Recreation
programs
•
Service
delivery via
co-location
•
Youth
development
programs
Funding Council can attract
(limited)
•
Recreation
programs
Also,
•
Service
delivery via
NGO and/or
through colocation
(managed by
NGO)
•
Youth
development
programs
•
Recreation
programs
•
(No service
direct delivery)
Council funds an external
NGO to provide youth intake
worker and receptionist (See
SDF)
YIC
manager
Steering Committee
YDO
Ongoing program funds
Council covers overheads,
receives leasing funds
Funding Council can attract
(limited)
Also,
NGO attracts funds (more
substantial due to core
business, DGR status)
Also,
Youth services in YIC attract
funds
Outsourced
(termed
Partnership
Management
Model in Time
to Invest)
Council funds an external
NGO to deliver YIC’s
operations
YDO
NGO attracts funds (more
substantial due to core
business, DGR status)
Council covers overheads or
NGO covers some
overheads and also receives
leasing funds as offset
Council
managed
Council
Funding Council can attract
(limited)
Council covers overheads
YIC
manager
YDO
Youth
workers
Council staff would
manage the
contract/service
agreement with NGO
YIC steering committee
+ YAN as strategic input
50
Youth Innovation Centre Business Case
Youth Innovation Centre Governance Model –
leverage/partner
Entry points
Holisticservice
response
Secondary
intervention
Transition
Counselling
Case work
Family mediation
Peer mentors
Youth Intake worker
YICManager
CO-LOCATION
Youth support services
Youth Workers
Counsellors
Protective
factors
Peer mentor
program
Youth
participation &
recreation
TTG Council
YICAdvisory Council
(tbc)
Youth Development
Officer&/ or Youth
Planner
Youth programs
Youth Workers
Arts workers
RTO’S
Service Development
Cultural
pathways
Advocacy
Best practice
evaluation
(AYRC/Uni)
Evaluation & development
Receptionist
Tendered to NGO
Primary
intervention
Skills
development
Music
Arts
Nourish
Recreation
Early
intervention
Place & space
Sector
development
YIC Project Team Summary (16 November 2007): Analysis of modelling options
Council managed:
•
•
•
•
•
•
•
Has a good track record with new ventures
Seeing Council run the centre and aim for best practice would be great
Council should play a lead role but funding sources need to be accessed down
another avenue
Creative generation of funds can be considered (i.e. leasing)
There are definitely higher expectations in the community if it is council managed
rather than an NGO, whereas ‘welfare’ agencies are seen as more ‘humble’ and
‘doing it for the right reasons’
Young people have preferred Council managed as they see it as an extension of
their current involvement, possible fear of change and fear of it becoming a more ‘risk
based’ service with an NGO
All other Council services currently managed by Council – why is a youth centre any
different?
Youth Innovation Centre Business Case
Outsourced (Partnership Management Model)
•
•
•
•
•
•
Utilise the experts already in the field
There appears to be more funding through outsourcing
The service agreement would have to be very specific to ensure it remains needs
based, responds to the vision being developed
There is some concern about Council’s capacity to raise the revenue needed
Branding will be a delicate issue
Creative generation of funds can be considered (i.e. leasing)
Collaborative (Leverage/Partnership Model)
•
•
•
Council should play a lead role but funding sources need to be accessed down
another avenue
Council could look like it’s duplicating services and a collaborative model would work
better
Can’t we consider a more innovative approach, not just Council or outsourced?
Proposed model:
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Youth Innovation Centre Business Case
Investment Strategy
See Appendix 7
Report objective: To develop a business case that includes Investment Strategy
(funding options) and accompanying budget for establishment and operational
phases (3 year vision)
The Investment Strategy is pivotal to the Business Plan for the proposed Youth Innovation
Centre. The Investment Strategy will encompass investment rationale, grants analysis,
business concepts and multi-year operational budget based on three governance models.
The Process:
Unforseen Developments developed the YIC Investment Strategy in collaboration with key
staff.
The Investment Strategy has a number of components and forms Appendix 7. Three
income budgets are highlighted but are indicative only and are based on the three
governance models. They provide a realistic picture of what is possible for the YIC if there is
work commenced before long on attracting funding for programs. The Investment Strategy
covers operational requirements, assuming that the capital investment is predominantly
borne by Council as a Council owned asset.
Key aspects of the Investment Strategy (Appendix 7):
We need five year commitment to programs and operational funding.
We need a firm capital investment commitment allocated in the 2008-09 and 2009-10
budget and a strategy for acquiring both capital and operational funds.
It is acknowledged that the development of the YIC is within the context of a costshifting environment. This presents the challenge of a culture change. It is therefore
integral that Council defines it role with relation to the YIC as it pertains to the
Strategic Plan indexation.
Economic Efficacy needs to be considered as a sound business model for the YIC.
Savings to local government, their allied businesses and services is commensurate
with investment in social capital.
The investment growth of the asset itself is a key aspect. Each year that passes the
capital investment increases for Council in terms of the cost of building the
infrastructure; therefore delay could be considerably costly.
It is acknowledged that the first 2-3 years that services might be light on the ground.
We need to plan for growth but under-write programs to ensure YIC activity and the
attraction/matching of funding in the first five years.
In the first couple of years decisions will need to happen quickly, therefore
governance structures should not be too onerous and the YIC manager is vested
with decision-making capability.
Youth Innovation Centre Business Case
It is also recommended that the YIC Manager commenced before the building design
phase to develop the service agreements and policies of the centre before
operations.
It is desirable to attract 1-2 anchor tenants with longer term leases of at least five
years. Again, the YIC Manager could commence this work as building design
commences to build into it their needs and any funds the anchor tenants can
contribute to fit-out costs.
There is a natural tension between beauraucracy and community centeredness
throughout this process. Council needs to decide in this regard what role should
Council and Councillors play in community development? Are Council’s decisions
purely strategic?
It could be considered that a corporate volunteers program is built into the YIC. This
has been highly effective for Onkaparinga Youth Services, administered through
Mission Australia.
Need to plan for re-fitting of centre every five to ten years as part of internal budgets
to sustain contemporary, innovative and cutting edge design (see environmental
excellence).
Reactivity can drive the agenda without solid structures and effective data – the YIC
needs a service system to capture data to ensure proactive service responses.
o
Reactivity is an adult paradigm
o
Contemporary response is youth centred
o
Requires a paradigm shift
The decision to invest in the YIC on an ongoing basis needs to consider who are we
accountable to:
o
Community
o
Clients
o
Grant bodies
o
Staff
o
Future clients
To reiterate : Outcomes not just based on numbers (for instance it can be a real win
to get out of bed before 12pm as amore tangible outcome than numbers of people
attending events). YIC should focus on outcomes rather than outputs.
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Youth Innovation Centre Business Case
Operational Requirements
Framework
Report Objective: To develop an Operational Framework that includes:
a) Service delivery model (in consultation with key stakeholders – reference
group)
b) Youth Accountability and Evaluation framework
c) Key components of the following:
a. Marketing
b. Risk Management (inc. Policies and Procedures)
(a) Service Delivery Framework
(Appendix 2)
The Service Delivery Framework (SDF) is pivotal to the Business Case for the proposed
Youth Innovation Centre and is detailed in Appendix 8. SDF encompasses the findings of a
full-day workshop with the Youth Innovation Centre Reference Group, YAN members and
external stakeholders and general research and consultation towards achieving a Service
Delivery framework for the proposed Youth Innovation Centre in Tea Tree Gully.
The SDF is an overarching framework. Detailed strategies and details of outcomes and
outputs are detailed by the YIC Manager at the time of appointment via the Operations Plan.
At this stage of the overall project, the information developed will be based on three
governance models scoped for Council consideration (Council managed, outsourced model,
leverage/partnership model with Council as lead agency).
Partnerships and service organisations will be identified as ‘generic’ type services rather
than mapping the current landscape (susceptible to change as the overall Centre develops
and also the role of the YIC manager).
“It is important to be cognisant of the importance of creating opportunities for young people
to make decisions regarding need for programs and services. It is therefore equally
important to provide appropriate support mechanisms for young people to make decisions.”
YIC PT
Non-Government organisations (NGO’s) are in themselves often models of innovation in
business development, capacity building and service modes.
“It will be important to build in principles of egalitarianism into the centre’s management and
programming to avoid different groups monopolising the centre.” YIC RG
Social capital and capacity building have also been identified as important elements through
the YIC model, which extends to the SDF. Whichever governance structure is adopted the
YIC model will only be applied through leadership, shared vernacular and some shared
54
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Youth Innovation Centre Business Case
goals. Service agencies will retain their own sense of identity and ethos which is also
important in ensuring variety and a mix of views. The YIC model however provides services
considering leasing space at the YIC and locating their service there with a model to
understand the broader context and goals of the centre’s operations.
“Many service providers hold different core philosophies.
This needs to be considered as part of the YIC Model.” YIC RG
Key aspects of the Service Delivery Framework
The YIC will operate from a robust framework and operate as a comprehensive,
coordinated service hub. This ensures the need for a clear inter-agency
communication strategy and robust leadership.
The YIC will aim to cater for continuity of care for young people and their families.
Signature programs to help address the needs of young people with complex care
needs.
The YIC will cover the service spectrum but with a greater focus on prevention and
early intervention which is more effective for young people and their families and is
more cost effective.
Prevention and early intervention will include accreditation options where possible.
Prevention and early intervention based service models avoid escalation of problems
facing vulnerable young people. Tiers of engagement are also necessary with
multiple entry points for early intervention programs. Integral are also exit points –
the aim being to assist young people to confidently move on (see image below).
The YIC services will be guided by principles of quality practice.
Collaboration and partnering forms the foundation of the YIC SDF.
Fund development will be a core aspect of working collaboratively, assisted through
the coordination role of the YIC manager.
Community systems and processes will be put in place early, preferably through
coordination with service providers facilitated by the YIC manager before the building
is ‘open for business’.
The YIC will aim to be a learning environment, sharing ideas and expertise. The
environment will be conducive to engagement and safety.
A multi agency response is required to address the spectrum of need – includes
independent agencies not based at the YIC as well as hub concept (if selected as
preferred model).
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Youth Innovation Centre Business Case
Staff retention is important as is creating a culture that works for staff and therefore
young people through coordinating o Training and development,
o Opportunities to build and service networks.
An Advocacy Plan could be built into the detailed operations plan. The Advocacy
Plan would support regional planning processes.
The SDF will consider Intervention theories. These include avoiding the critical,
creating connection and developing proactive resilience with the capacity to respond
and choose responses.
“Programs offered must be fun and engaging in the first instance,
with life skill development falling out of that.” YIC PT
Adolescent development will underpin the SDF and programming at the YIC as the steps
in adolescent development link with pathways in programming at the YIC. Adolescent
development is an area of research that is rapidly expanding. Adolescents face the major
task of creating stable identities and becoming complete and productive adults (Perkins,
Adolescence: Developmental Tasks, 2001).
Adolescence is a time of profound change. Children’s brains are much busier than adult’s
brains. Up to the age of nine a child’s brain continues to develop twice as actively as an
adult’s brain. Adolescence is a time of consolidation through a series of stages, defined by
biology, not sociology.
Early adolescence: from about 10 to 13 years old
Middle adolescence: from 14 to 17 years old
Late adolescence: from 18 to about 21 or 22 years old
Adolescents are grappling with experimentation/risk taking, peer relationships, trust, gaining
independence from parents and developing new status in the family. They are also
developing a sense of personal identity and cognitive abilities often through getting involved
in community activities, developing future goals and examining career/educational options.
Young people inherit the world they live in and don’t often have many choices earlier in life.
This is applied to both the family situation where for example a young person might be in
care or experiencing family breakdown and in the societal situation where consumerism,
Youth Innovation Centre Business Case
‘perfection images’ 16 and global concerns can also impact on a young person’s wellbeing
and perception of the world.
Creating opportunities for adolescents to explore and be appropriately challenged in an
environment that encourages taking risks and take some chances can minimise the
likelihood they will take less healthy risks (arts is an excellent example of this). Providing
opportunities for purposeful learning and exploration of knowledge and skills can increase
motivation. Learning takes place in a number of settings beyond the classroom.
There is also an inherent schism between young people who live in the family home as
opposed to those who live independently in terms of what is expected of them although they
might be experiencing the same biological and physiological changes. This needs to be
taken into consideration when assisting those young people on their path towards selfdetermination.
The biological development stages of an adolescent also highlight need for sexual health
services.
Finally, the YIC will continue to service young people as they enter adulthood recognising
that they don’t ‘junior’ rates for food, rent, clothes, hygiene, telecommunications and may
need assistance to gain independence. As young people move towards 25 years it can also
be harder to gain casual work to support study efforts and career management services may
become more needed, in addition to family support services for young families.
The target age for YIC has also been discussed at length by the RG and it is proposed to
service 10-25 years rather than 12-25 years (State and Federal Government age for
‘youth’). The World Health Organization (WHO) however defines adolescence as the period
of life between 10 and 19 years of age. A person between early childhood and the teenage
years is sometimes referred to as a pre-teen or tween.
Universally we know that children and young people are experiencing challenges earlier.
Prevention is achieved through earlier prevention and earlier intervention. There will be
some development work to be done in terms of operations to advocate between the
children’s services and youth services continuum, with many services only commencing at
12 years.
“The ‘logic’ of the program is to provide both personal development and peer
education competencies for late primary school students, with the intent that they
should both delay experimentation with substances for themselves and act as
positive role models and informal peer educators for their peers. The program
sought to increase students’ knowledge about the effects of drugs and alcohol and to
build their confidence and skills to ‘say no’ to unhealthy choices.” Extract from the
North on Target Program Evaluation. G. Westhorpe
North on Target is a crime prevention program between the Cities of Tea Tree Gully,
Playford, Salisbury and the Town of Gawler currently funded by Attorney General’s
Department
Perfection images pertains to mass marketing of the ‘perfect body, perfect life, perfect
family’ which is not attainable but has impacts on the psychological development of young
adults
16
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Youth Innovation Centre Business Case
(b) Youth Accountability Framework
(Appendix 3)
The Youth Accountability Framework outlines the principles and application of youth
participation in the proposed Youth Innovation Centre.
Process:
1. Facilitated two half-day sessions with TTG Youth Training camp participants
January 22 and 23 2008 and continue to involve relevant stakeholders in the
process of developing the YAF (in consultation with the Project Manager)
2. Provide a rationale for ‘best practice’ and ‘innovative’ youth participation in
governance based on national and international best practice models
3. Outline options for Youth Accountability within proposed governance
structures
Key aspects of the YAF:
•
Civic participation and youth engagement are integral elements
•
There are some aspects of the centre’s operations where it is not appropriate for
young people to be involved (See SDF).
•
Supporting young people to be involved will take considerable time, resources
and support with associated administration and training needing to be
considered.
•
Council is well placed to coordinate youth participation building upon current
structures.
•
NGO’s will also build in their own youth participation so clear communication is
needed for consistency of messages and in developing longer term pathways
through YIC’s participation points.
•
There is a great deal of ‘best practice’ work in this field that should be tapped into
rather than reinventing the wheel (hence selection of Shier’s model by young
people).
•
Clear expectations, roles and responsibilities need to be outlined in the
operations plan based on the YAF key findings.
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Youth Innovation Centre Business Case
(b) Evaluation Methodology
(Appendix 8)
Process:
•
Deliver a half-day workshop on how to conduct evaluation that included the
development of Evaluation Plans (Objectives, strategies, process/impact/outcome
indicators, program logic, some methods of data collection), working specifically on
drafting a plan for the project, covering different types of evaluation and introducing
the rationale for Participatory Action Research (PAR) ensuring all agree to
implementing this approach.
•
The session will also illustrated examples of plans compiled to evaluate a range of
related projects
•
Copies of printed resources were distributed covering how to conduct evaluation as
well as an evaluation report of the session and finally a rationale for the adoption of a
PAR approach (as above).
Key aspects of Evaluation for the YIC:
•
Evaluation should be integrated as a core component from this point
onwards.
•
Evaluation considers ‘what worked, for whom, why and in what context’.
•
Identifying weaknesses through evaluation is a strength and demonstrates
evidence to funding bodies that you are using resources to improve the
project or program delivery.
•
Need to establish criteria for a ‘good participatory partnership’ and a ‘good
project’.
•
Periodic formative surveying should be built into the operations plan to obtain
readily transcribed data
•
Spin off projects should be counted as outcomes and prove sustainability.
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Youth Innovation Centre Business Case
The role of the business case is to develop an operational framework that considers
key components of the following:
c. Marketing
d. Risk Management (inc. Policies and Procedures)
Detailed analysis would be developed in the operations plan.
Marketing
Marketing key aspects were developed through informal discussions with the RG and a
specific consultation meeting between the Marketing team and project manager. A full
marketing plan would form part of the operations plan.
•
Word of mouth is a core component and can be positive or negative, thereby
affecting business.
•
The timing of the YIC is now imperative as momentum has created a positive
marketing aspect. It is worth exploring the provision of a YIC website sooner rather
than later to document the process and engage young people in current programs.
•
Data base management plays a key role in marketing to youth through SMS, web
and direct mail (needs coordination).
•
Relationship marketing could be explored, especially built into the role of the peer
mentors.
•
SMS and website are seen as the most current and comprehensive methods of
capturing young people’s attention. It needs to be recognised that this will change as
technology changes.
•
The look and feel of a website needs to be specific to youth and independent from
Council’s website (but with available links both ways).
•
Desktop research of best styles of web would be useful before commencing design
of a site (possible University placement).
•
Branding and imaging of the YIC needs to be considered to appeal to young people
whilst still recognising Council’s contribution. A balance is required with some
possible concessions from Council’s overall marketing and corporate branding. For
example letterhead could be co-branded as YIC and CTTG, but with more emphasis
on YIC. There needs to be consistent clues that the YIC is a Council enterprise.
•
Marketing needs to be on the level of the young people and ‘in their own speak’,
vernacular to avoid patronising young people as consumers
•
Marketing materials could be best developed through graphic design programs
based within YIC.
•
As the YIC will possible operate as intra-government it will need a succinct identity
(name and logo). All service agencies could use this logo to identify a program or
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Youth Innovation Centre Business Case
service within the YIC but would use their own marketing and branding for
correspondence.
•
There is an interesting tension between core marketing groups within the YIC and
different messages need to be considered using the same consistent framework.
•
It is important to connect with the market through their lifestyle choices. It’s
necessary to understand the market and the best means to achieve this is to work in
partnership with young people from differing youth cultures to establish marketing
principles and ongoing materials.
•
Quality, value and a sense of emotional connection and belonging ring true with
young people rather than a facade of ‘cool’. Young people are savvy consumers and
know real cool and fake cool and they won’t engage in fake cool.
•
Keeping brand promises is imperative. The YIC needs to deliver what it states it
intends and this includes the sense of space and place as well as the activities and
youth friendly nature of programs.
Risk Analysis
The risk analysis is overarching and provides the key areas needing further assessment as
part of the operations plan.
Socio-political risks
Dealing with perception of youth issues, youth development approach i.e. Policy developed
in relation to participant’s ratio, success in establishment phase, direction of model, duty of
care, volunteer management
Stakeholders
Partnerships, working relationships, resources, youth and community participation
(ownership)
Asset management
Leasing, sustainability, hires, soft infrastructure, IT, clear guidelines and hierarchy of user’s
established (maintain core purpose, monopolisation)
Financial
Professional accounting standards, under-write in establishment phase, success with grants
and external funding
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Youth Innovation Centre Business Case
Policies and Procedures
Policies and Procedures are somewhat dependent on the governance model and many are
already in place through Council. The following Policies and Procedures 17 would need to be
considered at the operations plan stage:
•
Case management procedures/policy
•
Safe Environments policy/procedure
•
Occupational Health Safety and Welfare (legislative)
•
Home visiting policy
•
Community participation policy
•
Confidentiality policy
•
Consumer rights policy
•
Complaints policy
•
Dealing with Aggressive clients procedure
•
Clients records policy
•
Group programs policy
•
Freedom of Information policy/procedure
•
Data collection policy/procedure
•
Staff training procedure
•
Volunteer training procedure
•
Student placement procedure
•
Quality improvement policy/procedure
•
Service Agreement
•
Role and operations of governing committee or steering group
•
Policy development and consultation policies
•
Human resources policies (various)
•
Budget management procedure
More policies and procedures will be identified through the operations plan and depending
on the adopted governance model.
17
Indicative policies and procedures only
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Youth Innovation Centre Business Case
Appendix 1
Process and Methodology
Roles and Responsibilities
Project Manager
The Project Manager (Rachel Paterson, Youth and Cultural Planner) worked collaboratively
using a community development approach with all key stakeholders to undertake the key
aspects of the project including consultation activities, information dissemination, research,
evaluation and final report and presentation to Council. The Project Manager will also be
responsible for funding submissions following the Council’s direction regarding the next
stage and other recommendations as set by Council.
Consultancy (1-6)
A number of experts were engaged at specific project milestones to undertake a number of
key tasks associated with the project.
1
Sustainable Focus was involved in undertaking the feasibility study for the first
stage of the Youth Centre project from November 2006-May 2007. Sustainable Focus was
then engaged to undertake the first stage of the Youth Innovation Centre Business Planning
project. Deliverables included a research paper (Appendix 9); draft Vision and Model
development and grants options analysis (draft 1). Sustainable Focus engagement period
was July til end of November 2007.
2
Hardy Milazzo was selected to assist Council in scoping the site selection process
for the Youth Innovation Centre. Hardy Milazzo were selected to undertake this stage of the
process due to their detailed knowledge of Council’s civic centre and library. Deliverables
included a site selection assessment report evaluating two pre-selected sites (Council land)
following a site SWOT analysis by the Project Team. Community consultation, the design
brief (version1) (see ‘flightpath’ below) and Council’s Strategic Plan guided the site selection
process. The report was presented to Council with an accompanying report and the
recommended site was selected in principle by Council on 9 October 2007. Site selected
was western side of civic centre (land size 2030sqm).
3
Flightpath was engaged to assist with a community and stakeholder Vision
workshop held on 26 July. The workshop process was held over two sessions and
commenced with a full day planning session, facilitated by the project manager. Flightpath
attended the first session. Flightpath’s role on day one of the Vision workshop sessions was
to respond the stakeholders desires about the centre and to facilitate a part of the session to
help develop the parameters for draft 1 of the design brief. The design brief (version 1) was
used to assist the site selection process.
4
Unforseen Developments was engaged to develop two aspects of the business
case, including the Investment Strategy and Youth Accountability Framework (YAF). The
Investment Strategy was developed in consultation with the Project Manager and Manager
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Youth Innovation Centre Business Case
of Finance. Input was also developed by the project manager via discussions and research
with external organisations, including assistance from Mission Australia, SA Works and the
YIC RG. The Investment Strategy forms Appendix 7 with key aspects highlighted in the
body of this report.
The YAF was developed using a collaborative approach, including a youth training camp in
January 2008 culminating in consultations about the YAF and specific meeting held to
discuss the YAF with YIC RG youth representatives. The Youth Accountability Framework
forms Appendix 3 with key aspects highlighted in the body of the report.
5
Paul Aylward was engaged via a recommendation from the YIC RG as to Paul’s
extensive experience and expertise in evaluation. Paul Aylward currently works for the
University of Adelaide and is one of Australia’s foremost academics and consultants in this
field. After meeting with the project manager and a member of the YIC RG, Paul Aylward
delivered an ‘Evaluation overview’ workshop for stakeholders on February 11 2008 and then
produced recommendations in his report. The Evaluation methodology recommendations
and rationale forms Appendix 8 with key aspects highlighted in the body of the business
case.
6
Jeremy Stone (City of Greater Dandenong) was selected to assist the project
manager to deliver the Service Delivery Framework (SDF), a core component of the YIC as
an enterprise. Other SA experts first highlighted Jeremy Stone’s experience in the area
during the feasibility study. The project manager and Youth Development Officer then
visited Jeremy Stone at the City of Greater Dandenong (and other sites) in October 2007.
At this point a relationship was established and in delivering the complexity of the SDF it was
agreed that an expert who was currently managing one of Australia’s foremost co-located
youth services would be an excellent ally to develop to the SDF. The delegation of visitors
to Melbourne in February visited the City of Greater Dandenong youth services and found
this model to be one of the most beneficial for a number of reasons (see Appendix 5, site
visits write up). The SDF was developed via extensive collaboration between Jeremy Stone
and the project manager and garnered the views of young people, stakeholders, the CEO
and Mayor on February 22, 2008 delivering a series of options for Council’s consideration in
the Service Delivery Framework (Appendix 2). The SDF is the core of the YIC.
Stakeholders
Project Team (PT)
The Project Team was selected to represent the many facets of Council’s core business and
provided expertise for the Youth Innovation Centre’s development. The Project Team’s input
into the YIC project ensured accountability and understanding of the project across Council.
The Project Team represents the following areas across Council’s operations: Property and
Assets; Recreation; Environment; Marketing; Library; Youth Development; Finance;
Community Services and ICT. The General Manager of City Future and CEO also attend
key meetings.
Reference Group (RG)
The YIC Reference Group have and will continue to provide expert advice from a youth and
stakeholder perspective. Wherever possible, the Reference Group has been consulted
regarding milestones and project turning points and adheres to a terms of reference. The
Reference Group will help to ensure transparency and assist Council to realise a vision that
is cognisant of youth cultural and servicing needs.
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Youth Innovation Centre Business Case
The role of the YIC Reference Group to provide expertise and advocacy on matters referred
to the Reference Group as per the stated objectives. The YIC Reference Group is actionoriented and where defined, appointed members consult with their local networks to achieve
the stated objectives.
Youth Advisory Network (YAN)
The YAN is a sub-committee of Council’s Social Inclusion Committee established by
resolution of the City of Tea Tree Gully pursuant to section 41 of the Local Government Act;
established at the Social Inclusion meeting on 30 January 2007.
The YAN’s role is to advise and provide comment to Council on matters pertaining to youth
related issues both referred by Council and on the Group’s own initiative. The YAN provide
strategic advice to Council’s youth projects and policy such as the Youth Innovation Centre
and Youth Development Strategy. The YAN’s role is also to facilitate communication
between young people and Council in relation to youth issues and stimulate public interest
within the City of Tea Tree Gully in delivery of youth services.
As the strategic committee within Council’s structure representing youth issues, the YAN will
ultimately take carriage of all recommendations from research, the Reference Group, Project
Team and other consultation to Council for endorsement.
Youth consultation
Council’s two youth development groups the ‘Youth Advisory Committee’ and ‘Youth Action
Group’ were also consulted as part of the YIC business planning process at two key stages
as the City of Tea Tree Gully has developed a multi-faceted approach to involving young
people in the organisation. Importantly, all three activity groups involving young people at
CTTG (YIC RG, YAC, YA) all participated in a skills training camp 21-23 January where they
were trained in team building, goal setting, consultation, public speaking, governance and
were also involved in consultation for the development of the Youth Accountability
framework (Appendix 3). This level of participation is in addition to young people being
represented on the RG and YAN.
Youth Action is a group of volunteers who meet fortnightly to develop and deliver
projects in the community for youth, by youth. YA centres mostly around music and arts
projects such as ‘Common Ground’ and ‘Kulture Klub’ but have previously been involved in
developing youth forums and other such projects. YA is currently seeking accreditation for
their programs to progress the nature of the group to the next stage.
Youth Advisory Committee is a more ‘traditional’ committee based structure, which
acts as an advisory body to Council on youth issues. A YAC member chairs YAC and the
agenda is driven by YAC members. YAC meet monthly and undertake projects that have
significance in terms of achieving their strategic objectives (i.e. currently wanting to host an
issues forum and body image campaign ‘people are different’), rather than skills-based
entertainment based project, which is the role of Youth Action.
Service provider consultation
Evidence of Need (Appendix 6) was developed to ensure that we are capturing the most up
to date consultation perspectives from those who often work most closely with young people
in our community. A survey was sent to all local and surrounding TTG high schools as well
as select service providers who had registered specific ideas about the YIC with the project
manager. The survey was a means of capturing current views and is in addition to the
extensive consultation undertaken during the feasibility study (where high school staffs were
also surveyed).
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Youth Innovation Centre Business Case
Council also plays a key role in the local network – North East Youth Service Network
Incorporated (NEYSN) which receives State Government funding support through the Office
for Youth. CTTG youth staff are involved as Chair and YACSA (Youth Affairs Council of SA)
representative. Staff also play key roles in the Youth Affairs Council of SA (YACSA) on
Management Committee and Policy Council. This assist in providing state-wide policy
perspectives in the development of the YIC and youth development programs. NEYSN has
also provided a letter of support for the YIC included in the Appendix 6 ‘Evidence of Need’.
NEYSN Incorporated
North Eastern Youth Services Network Inc (NEYSN) has been active in the North Eastern
region since 1994. At present there are twenty-four organisations represented with a healthy
turn-out each monthly meeting. The North Eastern region is constituted of a number of
organisations working with young people including local churches who are very active with
youth programs, general services within State Government (i.e. Families SA, DECS,
Housing SA, CAMHS, SAPOL), health organisations (Shopfront, Shine SA, Second Story),
Federally funded (services such as Centrelink, Pathways North East, BCS Youth Pathways
and JPET), non-government organisations such as YWCA, Drug Arm, Mission Australia
SYC, local schools and the City of Tea Tree Gully (Local Government).
As the North East/Tea Tree Gully does not have many youth specific services and therefore
attracts membership from Northern and Eastern youth service organisations interested in
collaboration and partnerships to attract services into the area for young people. These
links are vital for providing opportunities for young people in the region, particularly
young people at risk who ordinarily would have to travel to the city or northern councils to
access services or information about available services.
The past year has seen the network significantly strengthened, with a collective aim towards
more cross-agency collaboration, professional development experiences, consultation,
information sharing and projects that benefit young people in the region, such as Youth
Week 2008 collaborative event, Skate and Sound.
The needs of young people and professional youth workers (generalist term) are central to
all discussions and guest speakers are invited to each meeting to invigorate these
discussions and information sharing sessions.
The Network was very actively involved in the development of TTG Council’s Youth
Innovation Centre feasibility study, in a collective effort to attract more services to the region
and promote further cross-agency collaboration. NEYSN has stayed involved in the
progression of the centre and has incorporated the YIC as a strategic index in its Strategic
Plan:
Objective no.2
NEYSN will have a strategic attachment to the Youth Innovation Centre (YIC)
Strategies
2.1
NEYSN will support TTG Council with its interest in YIC
2.2
NESYN will promote the benefits of YIC to young people in the N.E. region of Adelaide
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Youth Innovation Centre Business Case
Methodology
Whilst the Methodology is staged, it does not necessarily reflect the time order as many
events and activities overlapped. Whilst the development of the business case commenced
as a corporate exercise, it soon emerged that there was a necessity to continue to
strengthen community links and work within a youth and community development
framework. This was imperative to ensure that the Vision was shared and sustainable and
that funding options and opportunities for participatory partnerships were tangible and
possible during the next stage.
Objectives of the Youth Innovation Centre Business Case project were:
1. To work collaboratively with key stakeholders to articulate the Vision for the YIC to
inform the design brief and business planning.
2. To prepare a site analysis and building design brief (based on the vision and
including fit out costs) for endorsement by Council (fully budgeted)
3. To develop a Business Case that includes:
a. Investment Strategy (funding options) and accompanying budget for
establishment and operational phases (3 year vision)
b. Partnership Management Model analysis
c. Program development (example of a 1 year program linked to vision and
investment strategy) (Appendix 4)
4. To develop an Operational Requirements Framework that includes:
a. Service delivery model (in consultation with key stakeholders – reference
group)
b. Youth Accountability and Evaluation framework
c. Identify key components of the following: Marketing & Risk Management
(incl. Policies and Procedures) (Full plan post October 2007)
5. To undertake the process guided by principles of innovation (defined as part of
process)
6. To conduct a sustainability audit of proposed building design brief
7. To conduct additional research to fulfill the requirements of the project (including
inter and intra State visits to other centre’s) and research re anticipated issues in
the next stages
Community Development
Youth and community development has underpinned and should continue to underpin the
continuance of the YIC. The YIC project can be viewed as an icon project for Council in
terms of developing a concept that is tangible beyond the investment in the infrastructure
and in community engagement methods.
The community members/stakeholders from service organisations have participated in the
Vision sessions (over thirty participants), assisted in identifying key issues and ideas,
provided strategic support, access to resources and will continue to implement and evaluate
the project beyond this era.
It should be recognised and acknowledged that all participation in the 1,800 hours as stated
has been voluntary and/or supported by the organisations that provide support for their
professional workers to participate.
This demonstrates assurance in the Council’s
commitment and ability to develop the YIC. Young people directly involved have gained
numerous interpersonal skills as well as SACE accreditation and opportunities to engage in
civic activities.
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Youth Innovation Centre Business Case
Stage 1 : Vision exploration
On 26 July and August 10, the Project Manager facilitated what were termed the ‘Vision’
sessions with assistance from Sustainable Focus. The Vision sessions set out to garner the
views and needs of young people and service providers in the development of the concept
and design of the space (built form). Over 30 stakeholders attended the Vision sessions
over 1.5 days, which also resulted in the development of the draft Vision for the project and
the calling of nominations to form a Reference Group. The YIC Reference Group was
formed as an extension from the Vision sessions, whereby a general call for nominations
was sought from the wider community (promotion included Messenger, extensive email
circulation and promotion in e-newsletters)
Stage 2 : Project Team
As outlined a project team was coordinated for this stage of the YIC project. The project
team have met approximately every six weeks in addition to specific meetings to meet
desired objectives.
Core business of the project team has been:
exploring ‘innovation;
SWOT analysis and input into the site section process;
environmental excellence;
demonstrating tangible links between the library, neighbourhood centres and
recreation centres with the YIC;
attending numerous site visits;
development of the YIC model;
governance options;
marketing considerations;
consideration of operational requirement;
and general research in key areas such as finance, grants, marketing, library links,
informal recreation, site analysis.
Stage 3 : Youth@ Work (website exploration project)
Virtual Youth Innovation Centre
City of Tea Tree Gully hosted a partnership project between DECS, Pathways North East
and Golden Grove High School in mid-September. A group of five students participated in a
week-long Youth @ Work project, working as a team to solve the organisational issue
presented, which in this case was the proposition of developing the parameters for a Virtual
Youth Innovation Centre.
Another tertiary student was engaged to assist with this project - a final year Media
Placement student from Adelaide University. The high school students also receive basic
68
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Youth Innovation Centre Business Case
training in OHS, communication, project management, inter-dependence, presentation skills
etc. The high school students also received a SACE unit for their involvement.
The students final presentation supported the necessity for a virtual site alongside the YIC
and the possibility of developing the website sooner than the physical site to allow for
consultation, engagement with programs, engagement with services etc. It will also raise
community awareness about Council’s commitment towards the YIC.
The project highlighted the complexity of such a venture and the need for professional
expertise to work alongside young people to develop such a site. The students were savvy
with their likes, dislikes and needs and some design ideas, however the logistical and legal
implications were overlooked to some extent.
The project highlighted the growth of this aspect of youth culture/modern culture and the
need for the YIC generally not just a website, to keep up with emerging technologies as a
tangible aspect to our community. Comparatively, the Wyndham youth centre website
attracts over 40,000 visitors per annum from all over Australia and over 2,040,000 hits
annually 18. It is updated by the Centre’s administrator weekly and gets more ‘hits’ than their
Council website. There are links to and from each site, but this certainly highlights that
virtual communities are tapping into technology as an innovative communication point.
Tapping into this on-line community also highlights the prospect of the YIC being available to
all young people (through service info on site for example and on-line art galleries) and
thereby holding it in greater standing as a better practice youth resource for all young
people, rather than just TTG youth (limiting in terms of attracting funding). As with all
aspects of YIC, this also highlights the need for young people to be actively involved in
decision-making and program development
Stage 4 : Site analysis
Report Objective: To prepare a site analysis and building design brief (based on the
vision and including fit out costs) for endorsement by council
It became apparent that the site selection process was imperative early in the planning
phase to further developing the detailed aspects of the business case, including co-located
services, income streams and synergies with existing infrastructure.
The site selection process was completed and a draft design brief was utilised to assist the
Consultants Hardy Milazzo to select the site. The agreed location is the western side of civic
centre. A more detailed design brief can now be developed and costed, incorporating
stakeholder views and co-location of services and businesses once the preferred business
model has been adopted by Council along with an understanding of environmental goals for
the built form.
The site analysis considered the
function).
social, environmental and design intention (form and
Social considerations include safety, synergies with existing social infrastructure,
relationship with other buildings of social nature (i.e. shopping complex), actual and
perceived accessibility for young people (youth reference group can be consulted
about this).
18
http://youth.wyndham.vic.gov.au/home
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Youth Innovation Centre Business Case
Environmental considerations include environmental impact analysis (in conjunction
with Council staff), energy rating of building, relationship with natural environs.
Design intention considerations include key functions of the building, flexible and
adaptable space(s), look and feel, public and private spaces, car parking options, colocation of other service agencies.
-
Counselling rooms
-
Creche/playroom
-
Theatre/Music
space
-
Multipurpose meeting room to
be routinely booked by
agencies
-
Chill out and recreation
space(s)
(possibly
incorporated
into
foyer/entrance/ground
level
concept)
-
Music
studio
space
-
Prayer room
-
Artist in residence studio
-
Kitchen space (shared)
-
Parent spaces (change rooms
etc)
-
Self-managed garden
-
Service providers co-locating
(office space)
-
Recreational activities
-
IT Café
-
Staff Kitchen, Storage and
Amenities
-
Health services - Access to
admin/reception (shared) & 2
clinic rooms
-
Group programs room (multi
purpose ie. sinks etc)
-
Computer training/homework
booths (in addition to IT pods
in recreation space)
-
Career resource space
-
Gallery (could be part of foyer
space)
-
Admin
space
management)
-
Public access storage space
for lockers etc
performance
studio - Recording
or Band rehearsal
(centre
Current ‘wish list’ concepts to be further developed in the next stage
Look and feel
Numerous stakeholders expressed a desire to see the centre as ‘cutting edge’ and set TTG
as a leader in youth development.
The centre will need to be friendly and contemporary – in terms of design, colours and
facilities. It should also have practical and durable materials and fittings. It should appeal to
a wide range of youth cultures and ages while still accessible as a community space.
Environmental opportunities
It is recommended a professional with environmental sustainability expertise in addition to
appropriately qualified staff representatives are involved from the design stage of developing
the youth centre, to ensure opportunities for efficiencies sustainability in waste, water and
energy are identified and implemented. Further recommendations are contained on pages
42-43.
The estimated capital investment costs are significant and could be between $2.5million and
$3 million. To some extent this must be under-written by Council and can be achieved
through the sale of Council owned land and possible intergenerational borrowing against the
asset which in twenty years from now will be worth exponentially more.
Stage 5 : Reference Group
As outlined the Reference Group was formed following the Vision session and a wider
community and stakeholder call for nominations, according to the terms of reference. The
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Youth Innovation Centre Business Case
RG are registered as Council volunteers, and since their formation in October 2007 have
met every month, in addition to ongoing email exchange and working group meeting. The
RG is co-chaired by two young people and this process is supported by a RG mentor. The
RG will continue to meet until building construction and a new governance structure is in
place. As members leave for various reasons, new members will be appointed with specific
expertise (i.e. evaluation).
Core business of the Reference Group has been:
exploration of needs, issues, gaps;
development of the YIC model (extensive involvement);
funding models analysis;
service delivery framework and governance models exploration;
assisting to organise and attending site visits;
participation in facilitated workshops;
advocacy options;
youth mentoring principles (actively ‘testing’ supporting young people as equal
decision makers as part of RG proceedings).
Stage 6 : Facilitated workshops
As outlined a number of facilitated workshops were held to garner the views of the ‘experts
and advocates’ for the YIC. The final workshop, Creative Programming was facilitated by
CTTG youth staff as current experts in the field of youth development and programming in
local government. Youth Action members were also invited to this particular workshop as
skills building experience in developing programs and events.
The Facilitated workshops were well attended and in addition to meetings and site visits
formed the basis of information presented in this overall report.
The Evaluation workshop with Paul Aylward was specifically evaluated (Appendix 8) and
provided an opportunity to gather mid-term satisfaction of the stakeholders and staff with the
YIC project.
Date
Feb 11
Mon
Time
10am1pm
Feb 22
Fri
10am4pm
Mar 5
Wed
4.30pm7.30pm
What
YIC Evaluation
Methodology with Paul
Aylward
Service delivery
framework with Jeremy
Stone
Creative workshop –
program development
with Rachel and Carly
Goal
•
•
Evaluation Methodology workshop
YIC objectives
Develop Service Delivery
Framework for YIC based on
governance model/s
Develop a projected 1 year annual
plan for YIC (including resourcing,
partners, outcomes for young
people)
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Youth Innovation Centre Business Case
Stage 7 : Site Visits
It is important to note that a number of sites were also visited as part of the Time to Invest
Feasibility study.
Summary of site visits from the Time to Invest feasibility study
Name of Centre
Location
Management
Todd St Business Enterprise Centre (not youthspecific)
Port Adelaide
Western Area Business Enterprise
Centre
VOLT Youth Enterprise Centre
Aldinga
Mission Australia/City of Onkaparinga
Reynella Enterprise & Youth Centre
Mission Australia/City of Onkaparinga
Northern Sound System
Elizabeth
City of Playford
Youth Central
Woodville
City of Charles Sturt
Salisbury Youth Enterprise Centre (12-25)
Salisbury
City of Salisbury (was under
construction at the time)
Gawler Youth Centre
Recreation Centre,
Gawler
Town of Gawler (construction about to
commence)
Marion Youth Centre
Marion
Southern Primary Health
Westworks (not youth-specific)
Elizabeth
Anglicare
At the Vision sessions it was recommended that staff attend some interstate sites when
exploring best practice models, with a few key experts having worked in Victoria and aware
of the opportunities there. Victoria was also a time efficient and cost efficient state to visit.
The first set of site visits were to Melbourne on 10-13 October and proved incredibly useful.
They were attended by the Project Manager (Rachel Paterson – Youth and Cultural Planner)
and the newly appointed Youth Development Officer- Carly Didcote.
Sites visited in October 2007 included:
1. Wyndham Youth Centre
2. VISY youth centre, Dandenong (considered Australian best practice – over
24,000 youth visits per annum)
3. Meeting with Professor Johanna Wynn from University of Melbourne Australian
Youth Research Centre
4. Decibels Youth Centre
5. Northlands Shopping Centre youth hub
6. Collingwood Neighbourhood Justice Centre
Extensive documentation accompanied the site visits, however key highlights worth noting
from October site visits include:
Comparative resourcing levels to obtain best practice
Theory and practice – Victoria better at incorporating sound youth development
theory into the development of their youth programs
Strength of collaboration in SA as compared with Victoria – a real bonus for the
YIC
Youth Innovation Centre Business Case
Delegation Visits February 2008
Following the learnings from the October visits and to further develop the understanding of
the workings of a Youth Centre it was proposed at a YIC update meeting held between the
Mayor, CEO and Project Manager that a series of site visits to ‘best practice’ centres would
provide both Elected Members and participants from the Youth Innovation Centre reference
group and YAN an opportunity to view a ‘working centre’ and consider areas to be covered
by the business case.
The centres selected for visitation were incredibly accommodating of the Tea Tree Gully
delegates and answered extensive questions relating to the running of the Centres.
Attendees included Elected Members, young people involved on the YIC reference group
(partly funded by DECS), youth service providers and relevant staff.
Attendees included Mayor Miriam Smith, Cr Pat Trainor, Cr
Graeme Denholm, Cr Joy Ricci, Lesley Hodgson (Families SA
Modbury), Pam Fletcher (DECS), Natalie Mills (Mission
Australia); Youth representatives included Jessica Logan,
Kiara Robins, Ruth Coveney, Lena Tear, Kim Ly, Lucas de
Boer, Damian Checkley, Sophie Maiorana; Staff rep’s Helen
Kwaka (Manger, Library), Jeff Jones (Manager, Finance),
Rachel Paterson (Youth & Cultural Planner), Carly Didcote
(Youth Development Officer) and Robyn Lomax (casual staff
to assist with documentation).
The sites visited included Wyndham Youth Resource Centre (Werribee, Melbourne), VISY
Cares (Sunshine), VISY youth centre (Dandenong, Melbourne – 3 sites), Reynella Youth
Enterprise Centre (Adelaide) and Marion Cultural Centre (Adelaide).
The site visits took place in Melbourne on February 4 and 5 and to Reynella and Marion on
February 15, 2008.
The site visits provided a unique opportunity for attendees to develop skills and networks,
assess the viability of differing youth centre/cultural centre models and consolidate ideas and
opinions about the centre’s business model as a proposal to Council.
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Youth Innovation Centre Business Case
Pros and cons of centres highlighted by members of the study tour
Pros
Display of young people’s artwork and photos of programs
Youth friendliness, appeal and identity of centre
Natural light
Large multi-purpose spaces
Band facilities – practice rooms & equipment, recording equipment
Stage/performance/event facilities
Co-located service delivery
Creative use of materials/interior design
Youth worker as receptionist
Open reception area
Artwork on floor
Idea of integrating spaces
Young people involved in program decision-making
Formal pathways and opportunities for accredited training
Council funded centres
Youth friendly promotion eg MySpace, Facebook and texting
Arts and recreation as engagement tool
Youth involvement in program evaluation - survey
Intake and referral done away from reception by qualified youth worker/counsellor
Cons
Young people not represented on board/in governance/decision-making
Corporate/clinical environment/nature of some centres
Lack of disability access in some instances
Failure to consider environmental sustainability at all centres
Reception areas behind security glass
Counselling rooms adjacent/close proximity to recreational areas
Lack of youth/peer mentoring
Lack of accreditation in some centres
No policies/programs re: intergenerational relationships
Absence of young people in many centres
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Youth Innovation Centre Business Case
Study tour members’ personal and skill development
Communication
Relationship building
Networking – service providers, elected members and young people
Council meeting at Wyndham City Council
Governance structures
Service delivery framework
Stage 8 : Refining the Vision and the elements of success
A considerable amount of time was invested by the Reference Group to refine the vision and
elements of success for the YIC. A creative and lateral approach was used to define the
centre and where possible this process was instigated and led by youth representatives. It
was important to the RG to present a united concept to Council informed by research, site
visit learnings, previous knowledge and creativity. The Project Team also had substantial
input into the vision and elements of success, especially as they relate to corporate goals
and YAN members also played a significant role, attending meetings outside of YAN
meetings with State Government departments etc (accompanied by the project manager)..
Stage 9 : Funding options and participatory partnerships
This stage is at its inception point. Some very tangible options are being explored for
funding from Federal government, State government and philanthropic trusts. It is important
the Vision and recommendations for the next stage of the YIC’s development be endorsed
by Council before funding can be sought.
It is important to note that funding is for a number of aspects including capital investment
(acknowledging the majority of cost will need to borne by Council as the lead agency of the
YIC and as it retains the asset as a long-term fiscal investment) and specific aspects such as
the possibility of development a career development service (DFEEST 19) or options for the
expansion of the Innovative Community Action Networks (ICAN) funding to cover the North
East (DECS 20).
19
Department of Further Education, Employment, Science and Technology
20
Department of Education and Children’s Services
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Youth Innovation Centre Business Case
Appendix 2
Service Delivery Framework
The SDF was developed by Jeremy Stone from the City of Greater Dandenong Youth
Services. Jeremy developed the SDF following a full day workshop with service
providers and his extensive knowledge of the youth sector and the framework for
service delivery at the City of Greater Dandenong (visited as part of the site visits in
October 2007 and February 2008).
PROJECT STATEMENT:
The Service Delivery Framework (SDF) is pivotal to the Business Case for the proposed
Youth Innovation Centre. Developing the SDF encompassed a full-day workshop with the
Youth Innovation Centre Reference Group and general research and consultation towards
achieving a Service Delivery framework for the proposed Youth Innovation Centre in Tea
Tree Gully.
OBJECTIVES
Service Delivery Framework Model, which will include:
(1) principles of best practice service delivery;
(2) parameters for developing and sustaining sound
partnerships between youth service organizations
(3) rationale for ‘best practice and innovation based solutions’ in
service delivery
(4) framework model which includes outcome based
intervention strategies that align with harm minimization
philosophy, skills development, arts and recreation,
community development, flexibility in service delivery; and
(5) suggestions for the management/governance model to
optimise a youth-centered approach to service delivery
(6) basic risk analysis
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Youth Innovation Centre Business Case
Principles of best practice service delivery
The use of a service hub model which addresses youth-at-risk, encompassing different
youth specific agencies in one building to deliver integrated and holistic youth services to
young people and their families has been proposed as a preferred practice model for the tea
Tree Gully Youth Innovation Centre (YIC).
The service will be aimed at young people between the ages of 11 – 25 who are at risk or
otherwise need support and services.
The service will be managed as a not-for-profit/not for loss enterprise, funded primarily by
tenant rental fees and local council.
The service mix will change over time. Within its capacities to do so, the YIC will be
responsive to and will actively seek and recruit services appropriate to the identified need of
youth in the environment.
In articulating its approaches to youth services, the following Principles and Practice
Framework will inform all aspects of its work, so that the organisation and all tenant agencies
are able to provide effective youth-specific response, treatment and support.
Specifically:
YIC will co-locate a range of agencies to deliver comprehensive and coordinated
services for young people. This Centre will provide an effective response to issues and
the delivery of services to young people, their families and the community.
YIC will constantly strive to ensure that all services are of the highest possible quality
and range available.
YIC will constantly strive to ensure that the Centre is used for the maximum beneficial
use of young people, and where possible, they are consulted in the services provided,
their delivery, and the mix of existing and new services required.
All co-located agencies, organisations, groups and departments express a willingness
to work co-operatively to achieve integrated youth services, while at the same time
acknowledging, and making allowances for different roles, resources backgrounds and
constraints that may belong to each service.
Through co-location and integration, YIC will look at ways that collective knowledge,
skills and economies of scale can implement new ways to address youth issues, and
deliver more efficient, effective, innovative services.
Principle – Duty of care
Young people may engage with a range of programs and services at YIC, and through
referral to other services. Many of these young people may be acknowledged by the
State and the community as being vulnerable in some way because of their age, state
of health, social circumstances or other factors. This vulnerability affects the care that
all YIC tenant services must behave reasonably in the delivery of services to avoid
77
Youth Innovation Centre Business Case
injury to clients. If staff do not act reasonably and clients are injured, the tenant
organisation and the responsible staff will be accountable; this is also known as
being found legally liable for negligence.
YIC tenant services have a duty of care to their clients. All practice must comply with
all relevant legislation, Departmental Instructions and Guidelines, and each
organisation’s policies and procedures.
Principle - Access and Equity
YIC will support the following principles derived from the ‘Charter of Public Service in
a Culturally Diverse Society’ as follows;
1. Access
Youth services should be available to everyone who is entitled to them and should be free of
any form of discrimination irrespective of a person's country of birth, language, culture, race
or religion.
2. Equity
Youth services should be developed and delivered on the basis of fair treatment of clients
who are eligible to receive them.
3. Communication
Youth services providers should use strategies to inform eligible clients of services and their
entitlements and how they can obtain them. Providers should also consult with their clients
regularly about the adequacy, design and standard of services.
4. Responsiveness
Youth services should be sensitive to the needs and requirements of clients from diverse
linguistic and cultural backgrounds, and responsive as far as practicable to the particular
circumstances of individuals.
5. Effectiveness
Youth services providers should be 'results oriented, focussed on meeting the needs of
clients from all backgrounds.
6. Efficiency
Youth services providers should optimise the use of available public resources through a
user-responsive approach to service delivery which meets the needs of clients.
7. Accountability
Youth services providers should have a reporting mechanism in place which ensures they
are accountable for implementing Charter objectives for clients (for example, by reporting in
annual reports or other types of report).
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Youth Innovation Centre Business Case
Principle – Rights and responsibilities.
All services users attending the YIC will have a right:
• Not to experience any act of physical or sexual abuse.
•
Not to experience discrimination because of disability, age, gender,
sexual preference, religion, social class and/or ethnicity.
•
To receive a high quality service in accordance with all relevant service
standards.
•
To be treated by all staff fairly, with respect and dignity.
•
To raise any concern, complaint, grievance and/or dispute about
the organisation, a service or staff.
•
To have any concern, complaint, grievance and/or dispute raised
resolved in a timely manner according to the collocated service
grievance procedures.
•
To have access to relevant information kept in their files in accordance with
agencies procedures.
•
To have their discussions with staff and information kept
confidential, private and secure.
•
To authorise in writing information requested by others.
•
To be able to change or receive services from a different member of staff where the
relationship with a particular member of staff is unsatisfactory or be referred to
another service.
•
To access the premises and any equipment in accordance with
Occupational Health and Safety (OH&S) principles.
•
To have an advocate speak on their behalf regarding any concerns they may have
about the organisation, service or staff.
All clients attending the YIC will have the responsibility:
•
To treat all staff and other visitors/users of the YIC with respect and dignity.
•
To have regard for the premises as a place where people work,
•
Not to vandalise the premises and/or any equipment contained in it.
•
To keep appointments with staff and where this is not possible contact the staff
concerned well before the appointment time.
•
To undertake all lawful instructions given by the Centre's management and staff of
agencies operating within it.
•
To implement all actions agreed with staff within agreed timeframes.
•
To be honest and open as possible in their communication with staff and/or
other clients/visitors.
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Youth Innovation Centre Business Case
•
To disclose any disability that could:
place the public health at risk; and/or
affect fire and evacuation procedures
•
To accept responsibility and pay for any wilful damage sustained to any properties.
•
To refrain from attending the YIC if they have an infectious disease, are under the
adverse effects of alcohol or illicit drugs, or have any in their possession.
•
Not to smoke, drink alcohol or take illicit drugs onto the premises.
Parameters for developing and sustaining sound partnerships between Youth
service organizations
Partnership Framework
Our primary objective is to deliver services for young people.
Our secondary objective is to deliver collocated services, aiming at a
coordinated effective response to an individuals needs. Where we cannot
provide services we will refer to our network of partner agencies to ensure
timely and appropriate services for our clients.
Our third objective is to create a strong partnership – a services network –
which is built on common values, trust and effectiveness.
We believe that these objectives are critical to working with young people at YIC. This
ensures that we focus on young people and their unique needs and address with them their
problems within the context of their development.
A steering committee will be established to develop and implement strategies around
improving levels of engagement across agencies within community and the YIC. The staff
involved will seek to form social networks that create strengthened connections and
sustainable partnerships resulting in shared problem solving and engagement
Leadership is a core element of community development, not just individual leadership but
also including groups and organisations. The YIC steering committee will seek to develop
shared relationships that can support better collaboration and will actively strengthen
community leaders’ ability to get involved
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Youth Innovation Centre Business Case
Rationale for ‘best practice and innovation based solutions’ in service delivery
Young people are an important part of the City of Tea Tree Gully community. At the 2006
Census, the City of Tea Tree Gully had a total population of 95,972. Young people aged 1224 numbered 17,501, representing 18.2 % of the total population at 2006. The proportion of
young people living in the City of Tea Tree Gully is high in comparison with many other local
government areas and the Adelaide Statistical division in which young people represent
17.8% of the total population. 1% of the 15-24 year old population of Tea Tree Gully
identified as Indigenous Australians and 96% of 15-24 year olds recorded non-Indigenous
status
The City of Tea Tree Gully recognises that young people are not a homogenous group and
acknowledges and respects the diversity of the needs and interests of young people. The
roles that young people hold in their lives and in their communities include for example
student, employee, peer, volunteer, carer, employer and parent. A defining factor of the
youth population is that many are experiencing a transitionary phase in their lives. Many are
making the transition from childhood to adulthood, primary to secondary school, school to
further education and training, study to employment, dependence to independence and
some transitioning into parenthood and long-term relationships.
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Youth Innovation Centre Business Case
Highest Level of Education
Analysis of the highest level of schooling attained by the population in the City of Tea Tree
Gully in 2006 compared to the Adelaide Statistical Division shows that there was a similar
proportion of people who had left school at an early level (Year 10 or less) but a smaller
proportion of people who completed Year 12 or equivalent.
Overall, 31.2% of the population left school at Year 10 or below, and 40.2% went on to
complete Year 12 or equivalent, compared with 30.6% and 41.9% respectively for Adelaide
Statistical Division.
Mandated ‘At Risk’ Notifications
The City of Tea Tree Gully has the highest number of ‘at risk’ mandated notifications in the
Adelaide Metro area with an average of 50 - 80 per month. Mandatory notifications are
broken into three tiers rated from 1 to 3. Tier 1’s are the most urgent and are attended that
day and average 5-10 per month. There are 30-40 tier 2 notifications per month and 20 – 30
tier 2’s per month (chronic long-term neglect).
At-risk young people
Internal data provided by Families South Australia (FSA) indicates there were 160 ‘at-risk’
adolescents notified to Modbury District office in 2005/06 (aged between 13-17).
According to FSA staff, the proportion of at-risk adolescents in Modbury is higher than the
South Australian average and higher than the Elizabeth District office. Modbury also has a
high number of adolescents under guardianship and a high proportion of young offenders.
Aboriginal youth are over-represented compared with non-Aboriginal population; this is
consistent with state-wide findings.
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Youth Innovation Centre Business Case
Recommendations from Previous Consultations
Since 1995, several consultations have occurred with community members and service
providers regarding issues pertaining to youth service provision. These have included a
feasibility study in 1995, a youth needs analysis in 2000, a community needs assessment in
2003, and more recently in 2007, the YAN conducted on-line surveys and street surveys
Findings from the feasibility study reinforce previous recommendations, including:
•
Insufficient resources in the youth area (including funding, youth specific services
and youth workers)
•
Need for youth programs that deal with unemployment, self-esteem, peer
relationships, skills development, relationships and social skills
•
Need for specific youth space
•
A lack of public space for activities for young people (CTTG, 1995)
A youth needs analysis undertaken in 2000 (CTTG, 2000) identified that young people
wanted to have services developed in the following areas:
•
Entertainment, including nightlife
•
Employment agencies
•
Youth specific information centres
•
More sporting facilities
•
Youth friendly doctors
•
Youth workers/youth service
A community needs assessment study undertaken in 2003 once again highlighted these
service gaps and made recommendations about the need for Council to take action in this
area, ie ‘Develop a youth facility to meet recreational and wellbeing needs’, (CTTG, 2003).
In May 2006, YAN identified the key issues for young people as (in no priority order):
•
Community view/perception of youth is negative
•
Boredom - Lack of activities/limited choice
•
Nowhere for youth to go - lack of safe recreation spaces/No youth hub
•
Disengaging from school system
•
Invisibility of homelessness
•
Mental health
•
Employment
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Youth Innovation Centre Business Case
•
Gangs
•
Family dysfunction/breakdown – Domestic violence
•
Victimisation
•
Alcohol and other drugs
•
Public transport
•
Role of the media (fear of youth)
•
Anger from youth
•
Schools exclusion policy
•
Have to access services in adult spaces (YAN, 2006)
Under 25’s on line results
Most young people (73%) currently utilise services outside of TTG. The top three services
accessed it TTG in the past 12 months are GP/physical health services (19%), followed by
counselling (8%) and information about available services (7%). (multiple responses
allowed).
Support services:
Respondents were asked to rank the importance of a range of services, from ‘not at all
important’ to ‘very important’. The percentages for services that were ranked as either ‘quite
important’ or ‘very important’ are:
•
GP/physical health: 86%
•
Legal: 82%
•
Counselling: 80%
•
Mental health: 79%
•
Information/links: 77%
•
Housing: 76%
•
Drug & alcohol: 75%
Having a variety of services for recreation, interests, employment, education and practical
things such as housing, health services etc. at one friendly place is very empowering for
young people, and gives them more confidence to firstly find out information and then
access it. Survey Respondent
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Youth Innovation Centre Business Case
Table 1: Under 25’s on-line survey ranking of importance of support services for
young people
Over 25’s on-line results:
Demographics:
•
76% of respondents live in CTTG
•
44% are aged 26-35; 16% 36-45; 21% 46-55; 16% 56-65
•
67% female and 33.3% male
•
97% speak English at home
•
60% of people were parents to young people in TTG and 5% grandparents
67% work in a field related to young people. It is likely that a number of respondents to the
on-line survey also participated in stakeholder consultations.
Support services:
90% of respondents rated the services listed as ‘quite important’ or ‘very important’ for all
the services. The top three support services were:
•
Counselling
•
Drug and alcohol
•
Mental health
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Youth Innovation Centre Business Case
These responses are very similar to the under 25s, who rated mental health fourth most
important and housing second.
Table 2: Over 25’s on-line survey ranking of importance of support services for young
people.
The centre is a great idea and I think will be a coup for the City. Care must be taken to avoid
trying to be "all things to all people", and duplicate what is already available in the
community (ie GPs, Library etc) - but it should seek to empower the young people with the
info on how to access these services. Specific targeted short run training is a good idea, but
perhaps not training that is already available through TAFE or the BEC etc. The YEC must
forge close bonds with other service providers to facilitate referrals to best use all that is
available in the community at present in the form of services, health care providers etc.
Over 25s survey respondent
Street Surveys
Support services:
Respondents were asked to rank how important it was that support services are provided.
The highest ranking issues were:
•
Drug & alcohol: 89%
•
Housing: 84%
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Youth Innovation Centre Business Case
•
Counseling: 82%
•
Creativity/personal development: 79%
•
Physical health: 77%
•
Mental health: 71%
•
Information/links: 70%
•
Legal: 67%
The top three support services were the same for the on-line survey with under 25s. Mental
and physical health and legal issues were rated more highly amongst on-line survey
respondents.
Stakeholder workshops and interviews
Service gaps:
Ability to access support services at the centre is considered a high priority. This
demonstrates the need for the model in TTG to have a broader focus than ‘enterprise’.
Services highlighted as high need by stakeholders include:
•
Counselling
•
Mental health
•
Mentoring and positive role models (intergenerational and peer)
•
Personal development and life skills (see below)
•
Need to consider parent support services – youth disconnection often a result of
parent/family breakdown
•
Recreation – alternatives to ‘hanging out’ (including at night)
•
Drug and alcohol
•
Culturally appropriate services
•
Need to consider programs for under 12s
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Youth Innovation Centre Business Case
Framework model which includes outcome based intervention strategies that align
with duty of care, skills development, arts and recreation, community development,
flexibility in service delivery
Our primary objective is to deliver services for young people.
Our secondary objective is to deliver collocated services, aiming at a
coordinated effective response to an individuals needs. Where we cannot
provide services we will refer to our network of partner agencies to ensure
timely and appropriate services for our clients.
Our third objective is to create a strong partnership – a services network –
which is built on common values, trust and effectiveness.
The YIC practice framework will inform all aspects of our work with young people, from
service delivery to organisational development. This practice framework illustrates the
characteristics and approaches taken by the organisation so that it can be effective in
delivering services to young people. The framework informs how we operate as an
organisation and how we deliver services to young people.
The centre will function through a Co-ordinator/YIC Manager whose primary objectives will
be to:
•
Manage the operations of the YIC
•
Provide leadership to the Youth Services team
•
Effectively and creatively plan, co-ordinate and advocate for young people accessing the
YIC
A Reception position will be the initial point of engagement for service provision and will
direct enquiries appropriately. It will not be the function of reception to assess young people.
This will occur in a separate intake and assessment area.
It is envisioned that service provision will be outsourced to an agency who will be a tenant of
the centre. The capacity of agencies to function at the centre will be enhanced through
council’s ability to provide building maintenance services, reception services, IT
infrastructure and support, and building security.
Youth participation will be achieved through ongoing consultation and youth volunteers
playing a role in the coordination and governance of the centre. This will include a buddy
system where young people are involved in introducing other young people to activities and
services in the centre.
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Youth Innovation Centre Business Case
Programming/activities will include
-
IT hub
-
Multi-purpose youth space (incl. Events/functions eg. music)
-
Programs youth worker/s (in addition to services youth worker)
-
Youth participation
This framework will allow Council to have final say re: licensing, building structure etc.
Collaboration in the centre will occur through a steering committee and enable tenants to
focus on service delivery and partnership building. In turn this will build the capacity of
partnerships to apply for funding with council providing the infrastructure for this to occur.
Council will maintain its planning and coordination function while facilitating the growth of
social capital and the development of the youth sector.
Overview of YIC Support Services
Our Youth Support Services will aim to:
•
•
•
•
Provide information, assessment and referral, advocacy, practical and emotional
support and counselling.
Offer individual and group assistance in a range of areas such as self-esteem,
mental and physical health, housing, Centrelink, education, relationships, young
parents, financial concerns.
Provide easy access to a range of community services.
Offer a service that is client-driven and focus on meeting goals set and agreed upon
by both the young person and worker.
How will we assist?
•
•
•
•
•
Young people, carers/ families and agencies will contact our service by telephone or
face-to-face contact.
Young people who require information or support will usually be offered an
appointment with an experienced intake worker. An initial screening and/or general
assessment of their needs will be conducted by the worker, in a flexible manner
supportive of the young person’s concerns. This generally results in either a referral
to an appropriate service or the immediate resolution of the presenting concern.
We will also provide consultation, education and information to parents and carers,
schools, government and non-government community organisations.
Support work interventions refer to a range of support options to young people.
Interventions range from brief, single-session interventions to short-medium term
case management.
This can include practical and emotional support, travel-training and assistance in the
community, referral, goal-setting and problem-solving, and social support.
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Youth Innovation Centre Business Case
Which young people will be most appropriate for our services?
•
•
•
•
•
Young people aged 10 to 25 years of age and their families.
People requiring crisis, short-term and longer-term support and/or counselling.
People who may have a range of concerns or multiple difficulties and an unclear idea
of where to begin.
People with health or social concerns that are not easily addressed by other services,
such as schools, community health or mental health organisations.
Young people who are socially isolated, disadvantaged and/or facing barriers in
accessing support.
Working with Families
Families are often a first point of contact in referring to services, and their involvement and
commitment greatly contributes to the success of interventions offered. We must approach
service delivery with the following mindfulness (especially so if the young person is under
17years of age, and/ or lives at home);
•
Establishing a trusting relationship with parents/ carers/ families in an ongoing manner
(i.e. at intake to closure)
•
Asking for the young people’s consent to speak with families before doing so, and clearly
and sensitively communicating between all members of the family what will/ has been
said.
•
Maintaining a diligent and sensitive approach to feedback to parents/ guardians.
•
Establishing understanding between all family members in terms of common goals for
everyone.
Intake
The intake service offers assessment, referral and advocacy processes for young people
(YP) to be linked in to appropriate
services for their identified needs.
This provides the opportunity to
Intake?
Intake refers to the first time you provide a
streamline appointments the young
casework service for a particular young
person may be using with multiple
person.
agencies in the one centre. The role
of intake also encompasses a
Intake might occur in a formal intake session,
or during other activities such as drop-in or
community educative and consultative
street work.
purpose, involving responding to
general enquiries and providing
service information.
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Youth Innovation Centre Business Case
This service is accessed via a self-referral method including drop-in (by the young
person themselves), or referral from family/ carers, schools or service providers. The
nature of intake is to ensure a quick response to the needs of the young person, in a
flexible approach including telephone and face-to-face appointments.
The responsibility of the Intake worker is to:
•
obtain YP’s consent to attend intake
•
gather information about the YP and the presenting situation
•
undertake an initial screening of YP
•
provide any basic information including relevant information about the YIC
•
prioritise and book intake sessions
•
make an initial assessment of how the YIC might be able to assist, based on agency
policy
•
inform the young person that the YIC cannot assist, or might be able to assist, or can
assist.
The Intake service is client-focused and will endeavour to refer the client to the most
appropriate service. The Intake Worker will actively reach out to young people that are
disengaged and in need of a service. This may include working with schools, nongovernment and government agencies, This includes going to schools and other community
based settings.
If the YIC cannot assist, you should:
• explain why
• inform the young person of other agencies which might be able to assist, and ask if they
would like your help in contacting those agencies
Inclusion & Exclusion Criteria for service
CTTG YIC will endeavour to offer YP a service, or identify a service appropriate to their
needs at all times.
Young people may be considered inappropriate for the service if;
•
they do not fit within the age criteria for the service (in which case, the YP would be
referred to a more appropriate service
•
they present in a drug or substance affected manner
•
their conduct or behaviour conflicts with service policy
•
they have not completed an appropriate assessment (i.e. attendance with an intake
assessment is a prerequisite for eligibility).
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Youth Innovation Centre Business Case
Young people will be considered appropriate for service if;
•
a completed assessment has been conducted with Intake
•
The young person is agreeable and willing to engage with service
•
The young person is involved with a limited number of services
•
The young person qualifies as marginalized or disadvantaged
Anonymity and privacy
The Intake Worker is able to provide information or referral to the client without the
requirement of their name, address or other personal details.
Once the interaction moves beyond just one-off information or referral (eg. a file is opened or
a written referral is made), the worker is required to comply with the Privacy requirements (ie
Collecting personal Information policy and the Privacy Statement and Privacy Consent Form
policy). The Intake Worker is also required to :
•
•
explain the privacy statement to the young person
ask the young person to fill in the Privacy Consent Form or gain verbal consent from the
client in response to the privacy policy.
Other workers or agencies cannot access personal information about a young person held
by other teams within YIC (eg. a recreation worker cannot access details from a client who
attends an educational program), or vice versa, without the young person's written or verbal
consent.
If family members are clients too
Where a service is provided to both, a young person and other members of their family,
either as separate clients or as joint clients (eg. family counselling), the agency must agree
with each client in advance about when privacy will be maintained and when the sharing of
information is permitted. Each client must freely consent to any arrangement to disclose
information to other family members.
Referral to other agencies
Referral (with client consent where possible) includes:
• formal written referral: writing a letter to the other agency, or their proformas where
possible
• verbal referral: contacting the other agency yourself or with the young person
• informal referral: giving the young person the information so they can contact the other
agency themselves.
• Face to face Internal Referral (IR): Referral from YIC Intake Service to YIC internal
service
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Youth Innovation Centre Business Case
As much as possible you should make referrals based not just on the publicly available
information about an agency, but on your understanding about:
• how accessible and youth-friendly the agency is
•
the values informing the agency's interactions with young people
•
how successful the agency is at achieving young people's goals
Staff Safety Requirements
Staff must maintain a regular practice of;
•
Base minimum staffing decisions on any individual risk assessments.
•
If concerned about safety, have a second staff member, student or volunteer join you in
an interview or meeting.
•
Do not ever drive a young person in your private vehicle. Transporting Support clients
necessitates using Council Pool cars.
•
Do not enter the home of a young person. If picking them up from home, wait out the
front for them.
•
Consider the office layout including access to exits, lockable doors, alarms etc.
•
Lock away all knives and tools which are not in use.
•
Keep your keys to your vehicle, the building, and offices on you at all times.
•
Carry a fully charged and fully
credited mobile phone with you,
switched on, at all times.
Mobile phone tips:
•
program an emergency number into your
mobile, including specific support
numbers for young people such as
suicide helpline, lifeline and kids helpline.
•
Do not leave any young person alone
in an office with access to confidential
information. Keep filing cabinets
locked.
•
Do not meet a young person off the
premises if you feel unsafe.
•
Do not continue a meeting or session if you feel unsafe.
•
Report all incidents, threats and other safety-related information to the Manager.
•
The young person's rights regarding their file
Youth Innovation Centre Business Case
The young person has certain rights, under Australian privacy laws, to:
•
see the personal information the agency holds about them
•
ask the agency to correct, delete or add to the information.
For more details see the policy Young People's Rights to their Personal Information.
The agency must keep the original file after casework has ended. The agency should
provide a copy for the young person if they ask.
If another agency wants the file to assist with their work with the young person, provide a
copy (not the original), but only with the written, informed consent of the young person (see
the policy Privacy: Disclosing personal information with consent).
Does the young person own their file?
You may use an approach to casework where the young person owns a folder or portfolio recording
their goals, progress etc, which they may keep with them if they wish. However such a folder is
distinct from the agency's file (if needed). An agency file:
•
is not necessary for one-off work such as information, referral, street work etc
•
is necessary for ongoing casework to meet certain requirements such as risk assessment,
informed consent etc
•
is the legal property of the agency (though the young person has certain rights regarding the
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Youth Innovation Centre Business Case
Files
•
•
Keep all information relating to the young person together in one file, or in a series of
linked files.
Files can be paper-based or computer-based or both, as long as they meet the needs
of caseworkers and legal requirements (eg. privacy). If paper files are used initially
with a client, they must be scanned and recorded in the electronic system.
Your record-keeping has 2 main purposes
It should:
1. Assist the agency to fulfil its duties
2. Demonstrate to others, if necessary, how the agency has fulfilled its duties.
Those duties are:
•
providing quality services requested by the client
•
following agency policies, procedures and instructions
•
duty of care
•
duty to protect privacy
Overview of YIC Programs Model
The CTTG YIC will offer a range of groups and programs covering areas such as music, dance,
sports, event management and support with performance opportunities or further skill development.
The training offered can be both informal with accredited opportunities also available.
•
•
•
•
•
Programs inherently offer individual and group assistance in a range of areas such as selfesteem, mental and physical health development and referral into support services if
necessary.
Programs work can include family involvement.
Provide easy access to a range of community venues and services
Works in partnership with other agencies to develop programs.
All youth services programs are based on a youth participation model that involves both the
young person and worker
How Youth Programs Work
How can our youth programs change anti-social behavior in young people? Essentially, by engaging
young people in something they are interested in and are willing to work at, they work towards
mastering something that interests them. The program model provides structure for young people to
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Youth Innovation Centre Business Case
learn to follow rules, explore new avenues of identity, go beyond their self-imposed limits and a place
to learn from mistakes in a safe environment.
Success in physical and mental challenges leads to a stronger / clearer body & mind with increased
energy and the experience of a natural high. This helps young people to develop resilience as they
learn from positive relationships with workers and other peers in the program. A trusting relationship
with a youth worker who runs a program can lead to disclosure of issues the young person is
struggling with and referrals into youth support services can be made. Most importantly, the young
person experiences positive feelings about themselves and this attitudinal change can lead to longer
term behavioural change.
When a program is developed there are a number of important areas to think about, for instance:
legal, safety, risk management and evaluation plans. We need to ensure we have covered all of these
topics prior to starting the program activity. We call this pre-planning.
Program pre-planning encompasses:
•
Occupational Health & Safety (OH&S) (knowing relevant Council policies and following them)
•
Risk management plan (RMP) (linking to council policies and codes of practice)
•
Program Outline (what we will do or are doing)
•
Evaluations (how do we know what we did worked)
•
Youth participation model
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Youth Innovation Centre Business Case
Aims, Goals, Objectives of
the Program / Project?
Including specific,
measurable, time bound.
What Strategies will be
used?
How are Benefits /
Outcomes measured?
Is it exploration of an issue,
addressing an issue,
responding to needs?
Action plans with dates.
By the organisation? By client
group?
Will there be a structure to the
Program/Project e.g.
certificate, reward,
accreditation, and links to
education, employment or
training?
Outline a week by week
session/action plan based on
topics and activities been
identified from the client group;
this should include a client
agreed group and safety
operation rules (in travel, on
site etc.).
Promotion and Marketing - how
will you get the information to
the target group (local paper,
mail out, young people
promoting it, etc.
What has / will the client group
and community gain from the
Program/Project?
*Will you need to link the
group back into their own
community? To another
service?
How long and often will the
Project/Program need to be
run for – one day, weekly, or
one year?
What type of Program / Project
will it be - workshop based,
activity based, outdoor based,
centre based, bus trips /
outings based, interactive,
entertaining, meeting based,
camp based or a combination
of any of these;
-Budget and Expenditure,
record keeping,
-How are client groups involved
in evaluation?
Did you identify new
issues/needs?
Has it reduced or impacted
on the initial reason to why
the group was formed?
Is there sustainable
outcomes/links to school,
family or community?
Where is your proof of
achieving aims and
objectives?
-pre and post surveys,
-noted observations,
-participants evaluation
sheets, or minutes,
-statistics / numbers of the
group accessing services.
Who / how evaluates the
Program / Project ? What
does this evaluation entail?
How are these Key
Stakeholders involved in the
Program/Project - through
meetings, participation in
program, phone contact,
reporting to etc.
Are Young People involved in
planning and delivery?
Is there an adequate level of
physical activity/challenge,
discussion &
briefing/debriefing?
How do you use initiative,
challenging or experimental
games in the group to allow
and encourage trust and
respect?
Can the Target Group be selfsufficient based on skills
gained? e.g. can they
compete as a sporting team
after the completion of a
training program?
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Youth Innovation Centre Business Case
Suggestions for the management/governance model to optimise a youth-centered approach
to service delivery.
Clear lines of authority, effective communication, and transparent responsibilities support improved
organisational governance.
Management of the YIC will sit within Council’s existing City Services directory.
Council
City Services
YIC Manager
Infrastructure
Environment
& Landscape
Corporate
Services
City Making
Steering
committee
Youth
development
officer
Policy and programming will be determined in consultation with stakeholders in the centre
through a steering committee which will be coordinated by the manager of the centre.
Active participation of representatives from each of the tenant services to the Group
meetings is a contribution in-kind, and also forms part of the tenancy contract.
All committees are requested to propose a Terms of Reference and all formal meetings to
use a consistent meeting agenda and minutes format.
Procedures for writing and review:
•
Policies will generally be developed in response to consultation, trends observed, and
recommendations from services or directions from management, etc.
•
All policies will be reviewed according to indicated cycles.
•
In the first instance the steering group will assess and respond to draft policies, to
provide a basis for prioritised and ongoing work through the year. Once the core policies
are endorsed, additional policies might be drafted, and all policies will require the
policy/procedure to be written up in draft form (following the above structure) by the
member of staff or subgroup delegated with the responsibility and forwarded to the
steering group/policy committee
Youth Innovation Centre Business Case
•
The draft policy will be circulated for comment by the steering group/policy committee to
tenant services. Non-response within the timeframe will be understood as support for the
current draft.
•
The amended draft policy is then forwarded to the steering group/policy committee
meeting for consideration, discussion and approval. Policy will not be approved if
consultation has not occurred. A recommendation is made to the YIC Manager who then
forwards on to City Service General Manager for sign-off, or to be further amended
before putting forward.
•
CTTG City Services General Manager will review and recommend amendment and/or
sign off.
•
The YIC manager signs off and distributes the policy to the tenants through the
appropriate channels, including hard copy folders.
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Youth Innovation Centre Business Case
Appendix 3
Youth Accountability Framework
YOUTH INNOVATION CENTRE
YOUTH ACCOUNTABILITY
FRAMEWORK
FEBRUARY 2008
100
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Youth Innovation Centre Business Case
Author:
File Name
Created Date
Last Updated
Version
Status
Colin Cameron
Unforeseen Developments
Macintosh
HD:Users:colincameron:Desktop:CTTG
YIC:YAF 3.2.doc
30 January 2008
3 March 2008
V3.2
Release
AMENDMENT HISTORY BLOCK
Version
Number
Description of Change
Author
Date
1.0
First Draft
Colin Cameron
30 January 2008
1.1
Second Draft
Colin Cameron
5 February 2008
1.2
Third Draft
Colin Cameron
8 February 2008
1.3
Fourth Draft
Andria Cameron
9 February 2008
2.0
Fifth Draft
Colin Cameron
12 February 2008
2.1
First Review
Colin Cameron
13 February 2008
2.2
Sixth Draft
Colin Cameron
20 February 2008
2.3
Seventh Draft
Colin Cameron
22 February 2008
2.4
Second Review
Colin Cameron
24 February 2008
3.0
Eighth Draft
27 February 2008
3.1
Ninth Draft
YAN, YAC, Rachel
Paterson + Colin
Cameron
Colin Cameron
1 March 2008
3.2
Release
Colin Cameron
3 March 2008
DISTRIBUTION LIST
Name
Title
Rachel Paterson
Youth & Cultural Planner
Function*
Review
Carly Didicote
Youth Development Officer
Review
YIC, YAC + YAN members
Review
*Functions include: Review, Accept, For Information, For Re-Use
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Youth Innovation Centre Business Case
Contents
AMENDMENT HISTORY BLOCK
101
Contents
102
Introduction
103
Rationale
105
Definitions
106
Best Practice Models
107
Framework Elements
113
Options for Youth Accountability Framework
114
Evaluation Indicators (how will we measure success?)
122
Recommendations
124
Bibliography
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Youth Innovation Centre Business Case
Introduction
The Youth Accountability Framework both sits over and generates various
administrative processes in relation to the Youth Innovation Centre. Many of
them have already been considered in other documents including Council
report C.CF.12/2007, the Time to Invest feasibility study and Council’s Youth
Participation Model. However, it is dealt with as a whole within this document.
This said, considerable governance protocols are already extant including
legal and government requirements including the Local Government Act 1999,
Disability Discrimination Act 1992 (Comm) et al. In all areas compliance with
legal and government requirements will be paramount including administrative
law and equity provisions.
This Youth Accountability Framework builds on research undertaken into
best practice models of youth participation and engagement at both a
national and international level and provides a rationale for the Youth
Accountability Framework.
Further it provides for three models of governance for consideration and
review incorporating:
•
•
•
•
•
Goals of YAF key areas;
Resources required for training & support;
Level of autonomy of youth participation;
Risk analysis; and
Legal and statutory accountability.
The three models proposed for review are:
•
•
•
Council-managed;
Outsourced and
Leveraged.
Visual models outline how these models might interact in both lines of
accountability and funding contribution.
It is pertinent that the Youth Accountability Framework builds upon Council’s
current Model of Youth Participation and sector development.
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Youth Innovation Centre Business Case
Furthermore, the Youth Accountability Framework provides articulation of
the nine framework elements including:
1.
2.
3.
4.
5.
6.
7.
8.
9.
Philosphy;
Autonomy;
Guidance;
Support;
Decision-making;
Management;
Roles and responsibilities;
Goals; and
Risk assessment.
Finally it is essential to be able to determine the levels of success and
effectiveness of the framework and to this end determine evaluation
indicators for the Youth Accountability Framework that make provision for
measuring the success or otherwise of the framework. These indicators are
of three kinds:
1. Process
2. Outcome
3. Impact/Effectiveness
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Youth Innovation Centre Business Case
Rationale
The objective of this Youth Accountability Framework is to articulate the City
of Tea Tree Gully’s position for the proposed Youth Innovation Centre’s
(YIC) accountabilities to and from young people, networks, agencies,
service providers and the broader community. The framework serves two
purposes:
First and foremost, it identifies YIC’s accountabilities at the overall agency
level so that YIC staff and external stakeholders may understand the
accountabilities of YIC under the leadership of the City of Tea Tree Gully.
Second, it articulates the accountability principles and management
conditions to help define the accountabilities of the broader community,
Council, networks and agencies to young people who live, work and visit the
City of Tea Tree Gully.
YIC’s accountability must be viewed in the context of its relationship with
stakeholders including: young people, networks, agencies and service
providers. These stakeholders play a vital role in the planning and delivery
of programs and services in the region. Local ownership is therefore critical
to the success of developing program and service capacity.
The concepts of relationships and local ownership are fundamental to the
nature of YIC’s accountability for program, development and service results.
National and International best practices are detailed under the section
Best Practice Models.
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Youth Innovation Centre Business Case
Definitions
A clear iteration of definitions, as they apply to the Youth innovation Centre,
is essential to the outworking of project and program implementation. This
provides a framing for all initiatives (whether youth initiated or otherwise)
when they are developed and reviewed for implementation. Further this
ensures that projects and programs delivered through the Youth Innovation
Centre resonate at all times with the intrinsic goals of the centre.
Accountability refers to the situation of stewardship in which the steward
must demonstrate results in the fulfillment of a given mandate and the wise
use of resources put in their trust. This basic definition of accountability
obliges the City of Tea Tree Gully to determine YIC’s objectives,
demonstrate how the resources allocated to YIC for program and service
purposes are managed in achieving intended deliverables and results, and
report the results achieved to Council and other stakeholders. This
framework refers generically to "YIC’s accountability" at the level of the
institution.
Innovation refers to the capacity to renew and introduce new methods and
ideas to an established situation or circumstance. In this manner, the
introduction of a youth centre (of itself) is not innovative. Nonetheless the
effectiveness of its program reach, capacities, service delivery,
methodologies, implementation and participation model offer limitless
opportunities for innovation.
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Youth Innovation Centre Business Case
Best Practice Models
Youth Participation is a fairly well-trodden phrase in terms of local
government and state government policy approaches 21. The key areas
where these approaches have been successful have been in the areas of
the provision of staff, establishment of departmental offices, policy
development, demonstrable research and methodologies, collation of data,
inclusion of young people in consultation processes, network development
project/event management and service provision 22. This leaves considerable
space for a policy approach that examines trends and moves in an
anticipatory manner rather than a reactive one. Further, it demonstrates
clear gaps for engaging young people who are not perceived by themselves
or agencies as ‘in need’ or ‘at risk’.
There are clear examples of this internationally including Town Youth
Participation Strategies (TYPS) (Voakes & Oliver, 2006) and What Works in
Youth Participation: Case Studies from around the World (Golombeck,
2002). Furthermore, extensive research confirms the extent to which a
majority of young people already participate in their communities through:
environmental education, peer support, product development, business
start-ups and shaping consumer trends.
With this in mind then, the Youth Accountability Framework needs to allow
for a high level of anticipation of the needs of young people beyond a
conventional programmatic interventionist approach. Rather, an approach
that engages readily with young people across both social 23 and
programmatic areas will ensure the framework takes a holistic approach to
young people and the activities they engage in.
While the commonwealth government has had the Prime Minister’s Youth Roundtable for
some time (1997), civic participation (including youth participation) is largely devolved to the
states and local government authorities in the same manner that other legislative and
regulatory services are (eg. Public transport or roads maintenance).
21
This is generally inline with current department funding structures and takes an evidence
response and needs-based approach (for example mental health services/counselling,
employment outcomes training and child-welfare intervention). Alternatively, policy
approaches that provide longer term/holistic capacity are predominantly channelled
through education departments as cognate rather than core activities.
22
Young people have a highly developed approach for social mobility and social
networking. Young people’s capacity for the uptake of new technologies highlight this
through social networking sites such as MySpace, YouTube and Facebook among others.
Such sites incorporate a high level of fun and play as well as the incorporation of identity and
the sharing of ‘self’ through likes, dislikes, visual images and short films. Such social
interactions also incorporate high levels of response to current issues and broader ideas
affecting not only young people themselves, but wider communities including global
concerns.
23
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Youth Innovation Centre Business Case
Four models of best practice in youth participation present themselves as
representing both established and current thinking in youth participation.
These models adopt inclusive typologies towards young people that do not
necessarily focus on a purely programmatic or interventionist approach, but
instead address the holistic positions of youth cultures. These include:
•
•
•
•
Hart's (1992) Ladder of Participation
The six stages of Westhorp's (1987) Continuum
Shier's (2001) Pathways to Participation
Rocha's (1997) Ladder of Empowerment
In 1992, Hart developed a ladder of participation with eight levels which reflect who is
drives the development initiative. The first three levels are classified as being nonparticipatory. Hart argued they serve adult purposes of being seen to consult or
involve young people, but in reality they afford no real opportunity to participate. The
top five rungs of the ladder represent increasing degrees of participation. (Howard,
Newman et al, 2002)
108
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Youth Innovation Centre Business Case
Hart's (1992) Ladder of Participation
8. Youth-initiated, shared decisions with adults
Degrees of
Participation
7. Youth-initiated and directed
6. Adult-initiated, shared decisions with youth
5. Consulted and informed
4. Assigned but informed
3. Tokenism
NONparticipation
2. Decoration
1. Manipulation
In 1987, Gill Westhorp of the Youth Sector Training Council of South Australia
identified a six stage continuum of youth involvement. This continuum does not imply
that more or less control is better, just that the options exist and that some will be
more appropriate in some situations than others. A variety of different strategies and
approaches will ensure that a variety of different young people can participate.
It should be noted that the continuum poses a series of questions which must be
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Youth Innovation Centre Business Case
answered to ensure genuine participation by young people. These questions focus
on the mechanics of participation and emphasize the level of participation necessary.
The questions include articulation of aims, framing the level of participation, selection
of target group/s, delineating participants' support needs, exposing barriers and the
execution of evaluation strategies. (Howard, Newman et al, 2002)
The six stages of Westhorp's (1987) Continuum
1.
2.
3.
4.
5.
6.
Ad hoc
input
Structured
Consultation
Influence
Delegation
Negotiation
Control
Shier, (2001) offered a useful alternative to Hart's ladder of participation.
The model consists of five levels of participation. At each level, individuals
and organisations have different degrees of commitment to the process of
empowerment. The model tries to clarify this by identifying three stages of
commitment at each level - openings, opportunities and obligations.
(Howard, Newman et al, 2002)
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Youth Innovation Centre Business Case
Shier’s (2001) Pathways to Participation
Levels of
participation
5. Young people
share power and
responsibilities for
decision-making.
4. Young people
are involved in
decision-making
processes?
Openings
>
Are you ready
to share some
of our adult
power with
young
people?
Are you ready
to let young
people join in
your decisionmaking
processes?
Opportunites >
Is there a
procedure that
enables young
people and adults
to share power
and responsibility
Is there a
procedure that
enables young
people to join in
decision-making
processes?
Obligations
Is it a policy
requirement that
young people and
adults share power
and responsibility for
decisions
Are you ready to
share some of our
adult power with
young people?
This point is the minimum you must achieve if
you endorse the UN Convention on the
3. Young people’s
views are taken
into account.
2. Young
people are
supported in
expressing their
views.
1. Young
people are
listened to.
Does your decision
making process
enable you to take
young people’s
views into
account?
Is it a policy
requirement that
young people’s
views must be given
due weight in
Are you ready
to support
young people
in expressing
their views?
Do you have a
range of ideas and
activities to help
young people
express their
views?
Is it a policy
requirement that
young people
must be
supported in
expressing their
views?
Are you ready
to listen to
young
people?
Do you work in a
way that enables
you to listen to
young people?
Is it a policy
requirement that
young people
must be listened
to?
Are you ready
to take young
people’s views
into account?
decision-making?
Youth Innovation Centre Business Case
Finally, Rocha (1997) took a different approach. She uses the term "empowerment", and
devised a ladder where the intended arena of change shifts from the individual through to
community based on classification of power experiences, including the source of power and
its object or target. In this model, activities are not: evaluatively arranged along an axis that
characterizes one as less beneficial and one as more beneficial. They are arranged on the
ladder based on the intended locus of their outcomes: from individual to community
empowerment (Rocha, 1997, p. 34).
Rocha's (1997) Ladder of Empowerment
Community involvement
Rung 5 Political empowerment
Rung 4 Socio-political empowerment
Rung 3 Mediated empowerment
Rung 2 Embedded individual empowerment
Rung 1 Atomistic individual empowerment
Individual involvement
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Youth Innovation Centre Business Case
Framework Elements
YIC’s accountability framework consists of nine elements. A diagrammatic of the
relationship between elements is presented at Organisational Aspects The
fundamental principles which they represent and the way in which the YIC applies
them form the core of the Youth Accountability Framework. The nine elements are:
•
the philosophy underpinning all relationships that occur between young
people and the YIC at every point of engagement between young people and
representatives of the City of Tea Tree Gully including stakeholders;
•
a clear articulation of the autonomy of young people within and without the
YIC and the level of autonomy afforded the YIC itself within the framework of
Council;
•
a strong commitment to youth-centred practice that provides guidance to
young people who seek to participate in areas that affect young people
including community development and urban planning;
•
clear support for young people’s direction with respect to projects and
events. This includes support with project management, development of
concepts and ideas, risk mitigation, governance procedures and access to
resources;
•
inclusion of young people in decision-making processes that affect them.
This may be done through representational decision-making, plenary
sessions, forums, survey tools and other identified methodologies;
•
robust management and monitoring and learning to improve
effectiveness and to promote self-correction in support of the
accountabilities of YIC staff; and
•
clear roles and responsibilities, along with matching
authorities, to provide a structure that would strengthen
accountabilities in all areas of the community and youth
participation
•
a clear articulation of YIC’s goals, objectives and expected results. A
result is a describable or measurable change in state that is derived
from a cause and effect relationship, which specify the context and
parameters of YIC’s accountabilities;
•
ensure prudent risk assessment is applied to projects and events
undertaken by YIC staff, volunteers and young people. This includes
interactions among staff, volunteers and young people and should resonate
with both Councils’ policies and procedures and current legislation.
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Youth Innovation Centre Business Case
Options for Youth Accountability Framework
Three models of accountability present themselves for proposed
governance structures of the Youth Innovation Centre, these are:
Council managed, where the City of Tea Tree Gully accepts the
responsibility of day-to-day management of the Youth Innovation Centre. A
similar local model of this exists in the City of Marion with the Cove Youth
Centre located at Hallett Cove. This provides some clear benefits including a
more agile decision-making process with respect to reduced levels of
administration and communication because few (if any) external agencies
are involved.
This model also allows for greater autonomy for Council to ensure that the
strategic directions of Council are addressed and there is a strong sense of
coherence in approaches to engaging young people. With respect to funding
and service partnerships however, this model is restrictive with respect to
partnering with non-government organisations who would bring greater
levels of expertise, include additional staff in program delivery and be in a
position to secure external funds through their PBI (Public Benevolent
Institution) status that would ordinarily exclude applications from Local
Government Authorities.
Goals of YAF key areas
•
•
•
Level of autonomy afforded Council
Degree of resonance with Council’s strategic direction
Close fit with participation model of City of Tea Tree Gully
Resources required for training, support
•
•
•
•
Staff development
Volunteers training
Contribution towards youth development
Staff training in OHS&W, risk/centre management
Level of autonomy of youth participation
•
•
Direct input from City of Tea Tree Gully Youth Participation Model
Clear communication between YAN/YAC and YIC service delivery
Risk analysis
• High level of accountability absorbed by Council
114
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Youth Innovation Centre Business Case
•
•
•
Financial expectations of staffing, resources, governance etc.
Restricted access to funding opportunities
Limitations and restrictions of Section 42 Committee (Local
Government Act)
Legal and statutory accountability
Adherence to relevant legislation including (but not limited to) Local
Government Act (1999), Disability Discrimination Act (Comm) 1992,
Corporations Act (Comm) 2001 and Taxation Act (Comm) 2003.
Council managed model
YOUNG
COUNCIL
PEOPLE
$
YIC
AGENCY
1
YOUNG
PEOPLE
AGENCY
n
Youth Innovation Centre Business Case
Outsourced Model, whereby Council contracts one or more nongovernment organization to manage the day-to-day operations of the Youth
Innovation Centre. This overcomes many of the funding and staffing issues
of the model detailed above. The City of Onkapringa incorporate this model
and commend its success to the establishment of a partnership with Mission
Australia in 1997.
Such a partnership is credited with effectively doubling the $500,000
(approx.) contributed by Council annually through Mission Australia’s
capacity to secure additional funds as a PBI. Council’s role with respect to
the Youth Innovation centre then becomes one more of traditional contract
management with guidance of the operations of the Youth Innovation Centre
at a strategic level that informs program development through research and
consultation.
While this model resonates well with the traditional role of Council managed
services in delegating service delivery the risk to be addressed is that
Council is de facto abdicating its responsibilities. This model places at arm’s
length from decisions that affect local young people and effectively
withdraws Council from determining service delivery models which in turn
are predicated by the partner agency or agencies on the grounds of
securing funds rather than addressing issues and needs.
Goals of YAF key areas
•
•
•
Council responsible for contract management
Limited direct operational input from strategic direction
Fit with participation model of City of Tea Tree Gully becomes a
management rather than operational responsibility
Resources required for training, support
•
•
•
•
Resources absorbed into contract service fee
Volunteer training devolved to external agency
Risk management and accountability outsourced
Limited direct training between young people and YIC service
delivery
Level of autonomy of youth participation
•
•
Indirect input from City of Tea Tree Gully Youth Participation
model at an operational level
Additional
external
agency
strategic
direction
framing
communication between YAN/YAC and YIC service delivery
Risk analysis
• High level of accountability delegated by Council
• Financial expectations of staffing, resources, governance etc.
116
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Youth Innovation Centre Business Case
•
•
absorbed by NGO
Limited transparency with respect to securing external funds
Limitations and restrictions of single user NGO that diminishes (or
eliminates) opportunities for other NGOs providing augmented
services
Legal and statutory accountability
Adherence to relevant legislation including (but not limited to) Local
Government Act (1999), Disability Discrimination Act (Comm) 1992,
Corporations Act (Comm) 2001 and Taxation Act (Comm) 2003.
Outsourced model
YOUNG
PEOPLE
COUNCIL
$
AGENCY
2
AGENCY 1
YIC
YOUNG
PEOPLE
AGENCY
n
Youth Innovation Centre Business Case
Leverage Model, this model attempts to incorporate the benefits of both
models above. This said it demands higher levels of management and
partnering than either. Through this model, Council still maintains day-to-day
management of the Youth Innovation Centre. Beyond this, however Council
partners with one or more major and minor service providers in the region.
This model recognises the expertise and funding sources and opportunities
that non-government organisations bring to a partnership and seeks to
leverage better outcomes from multiple partnerships. Because no one
agency is at the centre of the partnership there greater capacity to place
young people at the centre of this model.
Goals of YAF key areas
• Level of autonomy afforded Council
• Degree of resonance with Council’s strategic direction
• Close fit with participation model of City of Tea Tree Gully
• Clear role set out for input/contribution from external agencies
Resources required for training, support
• Staff development (including specific focus on partnerships/
networks)
• Volunteers training
• Contribution towards youth development
• Staff training in OHS&W, risk/centre management
Level of autonomy of youth participation
• Direct input from City of Tea Tree Gully Youth Participation Model
• Clear communication between YAN/YAC and YIC service delivery
• Additional scope utilized from external agency
Risk analysis
• High level of contract management required by management
required by Council staff across multiple tiers of service delivery
• Financial expectations of staffing, resources, governance etc.
absorbed by NGO
• Partnership management with respect to securing external funds
• Multiple user (NGOs) across a range of service areas to be
negotiated and determined by Council staff
Legal and statutory accountability
Adherence to relevant legislation including (but not limited to) Local
Government Act (1999), Disability Discrimination Act (Comm) 1992,
Corporations Act (Comm) 2001 and Taxation Act (Comm) 2003.
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Youth Innovation Centre Business Case
Leverage model
YIC
AGENCY
2
AGENCY
3
AGENCY
4
AGENCY
n
$
$
YOUNG
PEOPLE
COUNCIL
AGENCY
1
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Youth Innovation Centre Business Case
Organisational Aspects
The Youth Accountability Framework needs to consider organisational
aspects of the proposed Youth Innovation Centre. These include aspects
such as:
•
•
•
•
•
•
administration
advocacy
decision making and governance
financial
design and implementing activities and
continuum of youth involvement, succession and development
The diagram below provides an indication of how these organisational
aspects may be iterated through the Youth Accountability Framework.
ADMINISTRATION
EVALUATION
Provision for
administrative support
and guidance for young
people including role &
responsibilities and risk
ADVOCACY
Relational representation through
programs, networks and services hat
resonates philosophically with the
goals of YIC
Including program success
/viability and management
(within PAR methodology)
YOUTH INNOVATION
CENTRE
DESIGN +
IMPLEMENTATION
DECISION-MAKING
Timely response to
community needs
SUCCESSION +
DEVELOPMENT
Participation of young
people that is purposeful
and clearly articulates
goals
Recognition and
inclusion of the selfdirection (autonomy) of
young people in issue
Youth Innovation Centre Business Case
Council’s Current Model of Youth Participation
The YAF should build upon Council’s current model of Youth Participation
and sector development. This model is presented below:
121
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Youth Innovation Centre Business Case
Evaluation Indicators (how will we measure success?)
Evaluation indicators for the Youth Accountability Framework are measures selected
to assess progress towards the targets associated with goals and objectives and the
accomplishment of actions. For example, the prevalence of young people engaged
through recreational clubs and associations and the proportion of population who
attend events or functions designed for young people – including their place of
residence.
Indicators can be further subdivided into:
• Process indicators, which monitor the basic progress of implementing the elements
outlined in the framework. This includes monitoring implementation processes and
also the tracking of inputs—the people, money, equipment needed to achieve
actions.
• Outcome indicators, which monitor the direct results of actions. (Sometimes used
interchangeably with impact indicators.)
• Impact indicators, which monitor progress towards achieving goals and objectives.
The diagram below gives an indication of the relationship between inputs (resources,
finances, staffing, capital works, etc.) and the outputs (programs, services, small business
opportunities, projects, products, etc.) of the Youth Innovation Centre.
INPUTS
YOUTH
INNOVATION
CENTRE
OUTPUTS
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Youth Innovation Centre Business Case
The evaluation indicators of the Youth Innovation Centre therefore, need to consider the
above model as a whole when measuring success. The table below is and iteration of how
this might be indicated.
Action
Indicators
Process
Programs
•
Financial
responsibility
•
Risk
management
processes
•
Projects
•
Response to
community needs
•
Risk
management
processes
•
Training
Networking
Policy
implementation
Outcome
•
Predetermined
outcomes
•
Number of
non-participants
engaged
•
Level of
engagement
•
•
Number of
participants
Level of
community
partnerships
formed
•
Valid
response to
research
•
Number of
participants
Policy
implementation
•
Youth-centred
methodology
•
Recognised
needs
Impact
•
Level of
engagement
•
Level of
community
partnerships
formed
•
Development
of products
•
Increased
level of skillbuilding
•
Sustainable
level of
participation
•
Sound level of
topic knowledge
•
Increased
opportunities for
engaging
participants
•
Level of
awareness
generated
regarding specific
issue
•
Inclusion of
young people
through
development
•
Sound
communication
•
Information
exchange
•
Robust
governance
•
Access to
grant support
Youth Innovation Centre Business Case
Recommendations
1.
That the Youth Innovation Centre Youth Accountability Framework be adopted by
the City of Tea Tree Gully.
2.
That a clear allocation of resources both in staffing and project funds are
allocated to the implementation of the Youth Accountability Framework.
3.
That the ‘Leverage Model’ of management of the Youth Innovation Centre be
adopted by Council recognising the benefits that it services young people of the
City of Tea Tree Gully with.
4.
That evaluation of the model adopted by Council be reviewed internally on an
annual basis.
5.
That the management model adopted by Council for the Youth Innovation Centre
be externally reviewed no less than 3 years subsequent to implementation.
6.
That a localised (Tea Tree Gully specific) version of Shiers’ Pathways to
Participation be developed and ensure that procedural decision making at level 4
is regarded as a minimum to achieve.
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Youth Innovation Centre Business Case
Bibliography
Blackmore, J. (1988). Assessment and Accountability. Geelong: Deakin University Press.
Crossley, C. (1984). The rise (and fall?) of local youth councils, Youth and Society, March,
24–25.
Dorn, S. ‘The Political Legacy of School Accountability Systems’ in Education Policy
Analysis Archives Volume 6 Number 1 January 2, 1998. University of South Florida.
Gale, K., Hills, S.L., Moulds, D., & Stacey, K. (1999). Breaking ground in inclusive
conference practices with young people. International Journal of Children's Rights, 7, 259275.
Groundwater-Smith, S., Ewing, S. & Le Cornu, R. Teaching: Challenges and Dilemmas.
(Second edition) Thomson Learning Australia, Artarman, NSW, 2003.
Hart, R. (1992). Children's participation: From tokenism to citizenship, Innocenti Essays No.
4, Florence: UNICEF.
Hetzel, S., Watson, S., & Sampson, L. (1992). Participation and Partnership. Youth Studies
Australia, 11, 33.
Howard, S. et al (2002) Talking about Youth Participation - Where, When and Why? Paper
presented at Australian Association for Research in Education Conference 2002 2-5
December, at University of Queensland
Voakes, L. & Oliver, E. (2006) Evaluating the Effectiveness of the TYPS Model
http://typs.com/Research/TYPS%20%20capsule%20summary%20for%20proposal%20%28sec%2015%29.pdf
Waite, J. et al. (2005) Scottish Executive Anti Social Behaviour Strategy: Guidance on
Accountability Framework and Outcome Agreements. Results from the Scottish Household
Survey. The Scottish Government.
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Youth Innovation Centre Business Case
Appendix 4
YIC Annual program example
Annual Program example for YIC
The Annual program example for the YIC was developed by involving stakeholders in a
creative programming workshop held March 5th.
It provides a ‘snapshot’ of collective creative and strategic thinking and is indicative only.
This type of program would be underpinned by employment/career-based programs,
alternative education (FLO) programs, a weekly activities program utilising the skills
resources of recreation, library and service providers, schools holiday program options and
ongoing programs associated with the current youth participation model (Youth Advisory
Committee – inter-school contemporary youth issues forum & annual campaign resulting
from the forum. Youth Action – Common Ground events, band nights, Kulture Klub, Youth
Week etc).
126
127
Youth Innovation Centre Business Case
Key question
Program type
Partners/Funding
Content
How can we
engage local
solutions to
the global
influences of
media in
young
people’s
perception of
their own body
image?
This would be promoted through a website
titled: “I am what I am”
YWCA
Developed at
workshop by
stakeholders
Links on the website would include:
•
B.M.I calculator - to check your own
healthy weight range.
•
Media watch achieve – one good and
one bad body image related image or
article per week.
•
Peer pressure – how to cope
•
Diets/ healthy eating plan
•
Info/pictures relating to eating disorders
eg. Anorexia, bulimia, obesity, over
exercising
•
Chat room
•
Exercise advice
•
Anonymous question and answer
•
Sporting clubs
The website may also include:
•
Celebrity feature stories
•
Link to YIC – info rights programs,
Office for
Recreation and
Sport
Office for Youth
Outcomes
Improved access to
information regarding body
image
Recognition of significant issue
facing young people
Inspire Foundation
Information provision regarding
coping strategies and
interactive opportunities
Foundation for
Young Australians
Website could gain national
recognition
Reach Out
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Youth Innovation Centre Business Case
meetings/groups, speakers, peer
mentoring
With current
mortgage
pressures on
families in Tea
Tree Gully
meaning
‘reverse
neglect’ is
occurring, how
can the YIC
support the
schools and
address this
issue?
•
•
•
•
•
Provide a safe place, structured
environment for young people via YIC
Life skills programs after school (i.e.
budgeting, shopping, Food
handling/training)
Informing education bodies eg. Schools
– alerts in newsletters etc.
Offer info nights for parents in
schools/YIC about support systems etc
Offer a mentor supported study
program for young people and their
peers after school twice a week (child
care possibly needed)
Local Schools
YIC
Developed at
workshop by
stakeholders
Library
Safe space and place for
young people to develop skills
and improve self-confidence
Information provision regarding
a contemporary issue
Carers SA
Linking parents with youth and
family support systems
Centrelink
Private sponsor (i.e.
Bendigo Bank)
Alternative options for young
people who act as carer’s
(respite programs)
Relationships
Australia
Youth & Parents
Services
Morialta Foundation
How can we
address cyber
bullying
occurring
across local
schools?
•
Engage a multi-generational approach
through recreation and study programs.
•
High quality creative performance
delivered by young people in local
schools/ YIC coupled with education
and resources for schools, support for
young people.
SAPOL
Mentors to assist with assisting young
people to cope with bullying and better
understand the ramifications.
DECS
Minimise the action of cyber
bullying – education and
coping strategies.
Carclew Youth Arts
Centre or a theatre
Empowering young people to
cope with cyber bullying.
•
Big Brother, Big
Sister (YWCA)
School Counsellors,
drama unit
YIC
Developed at
workshop by
stakeholders
Surveys before program and
after program to evaluate
prevalence of cyber-bullying.
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Youth Innovation Centre Business Case
•
•
Forums/e-forums on the legal
implications of cyber-bullying
Alternative programs offered at YIC for
building resilience and self-confidence
(i.e. after school recreation activities or
a twice weekly exercise program).
company
cope with cyber bullying.
Recreation team
High quality creative
performance with touring
capacity to highlight issues to
young people and the
community.
Reach Out
Myer Foundation
SAYAB
Arts Centre
What
are
some specific
strategies to
assist the Tea
Tree
Gully
community to
combat
the
stigma often
associated
with
young
people?
How can the
YIC engage
young people
to assist
parents to
Consistently showcase young people’s cool
stuff through positive space (YIC)
Fete/fair/festival eg. Akin to the Garden of
Unearthly Delights with open displays of talent
and auctions of art.
Development of a youth zine based on
programs and stories of success from the YIC
(generated by young people) distributed locally
& twice per year in Messenger as insert plus
Service providers
TAFE Media dept
Developed at
workshop by
stakeholders
Messenger
Development of a sustainable
zine produced by young
people
YACSA
International youth
centre as partner
e-zine version on YIC website
Corporate/busines
s partners for
youth festival/fete
Social commentary resulting from positive
programs at YIC de-bunking myths associated
with negative perceptions of young people
Foundation for
Young Australians
spark program
Hold a number of public forums open to the
community, young people explaining triggers
for self harm, how young people and families
can manage it and ways to
overcome/strategies to be safe. Use multi‘f
’
f
Schools
YIC
Theatre group
specialising in forum
Positive articles about young
people’s pursuits in Messenger
and other media
Social papers about perception
of youth and timely responses
to local questions/issues
Community engagement with
talents of young people
Developed at
workshop by
stakeholders
Information provision regarding
a contemporary issue
Young people more aware of
services available
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Youth Innovation Centre Business Case
better
understand
self-harm?
generational ‘forum theatre’ as the tool for
engaging the audience and young people as
facilitators where appropriate.
theatre
services available
Mental health
services (CAMHS,
Shopfront, Second
Story)
Increased confidence of young
people to speak with families
& services
Family Counselling
Services
Families SA
Ian Potter
Foundation
Arts SA
Increase in parents/families
accessing support services.
Youth Innovation Centre Business Case
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Youth Innovation Centre Business Case
Appendix 5
Site Visits Documentation
Background
City of Tea Tree Gully is currently in the process of developing a business case for the
proposed Youth Innovation Centre (YIC). The business case will present information to
Council upon which decisions about the Youth Innovation Centre can be deliberated. These
decisions relate to key areas such as the governance model (who should govern the centre’s
operations), service delivery framework (what services are delivered, by whom and how), the
investment strategy, marketing, evaluation methodology, risk assessment and program
delivery models. The business case will also include an accompanying research report and
is being developed in consultation with numerous community stakeholders and young
people, including a specific reference group formed for the Youth Innovation Centre and the
Social Inclusion Committee’s Youth Advisory Network (YAN). The business case will be
presented to Council for consideration in early May 2008.
Discussion
To further develop the understanding of the machinations of a Youth Centre it was proposed
that a series of site visits to ‘best practice’ centres would provide both Elected Members and
participants from the Youth Innovation Centre reference group and YAN an opportunity to
view a ‘working centre’ and consider areas to be covered by the business plan.
The centre’s selected for visitation were incredibly accommodating of the Tea Tree Gully
visitors and answered questions relating to the running of the Centre. Attendees included
self-nominated Elected Members, young people involved on the YIC reference group (partly
funded by DECS), youth service providers and relevant staff.
Attendees included Mayor Miriam Smith, Cr Pat Trainor, Cr Graeme Denholm, Cr Joy Ricci,
Lesley Hodgson (Families SA Modbury), Pam Fletcher (DECS), Natalie Mills (Mission
Australia); Youth representatives included Jessica Logan, Kiara Robins, Ruth Coveney,
Lena Tear, Kim Ly, Lucas de Boer, Damian Checkley, Sophie Maiorana; Staff rep’s Helen
Kwaka (Manger, Library), Jeff Jones (Manager, Finance), Rachel Paterson (Youth & Cultural
Planner), Carly Didcote (Youth Development Officer) and Robyn Lomax (casual staff to
assist with documentation).
The sites visited included Wyndham Youth Resource Centre (Werribee, Melbourne), VISY
cares Sunshine, VISY youth centre (Dandenong, Melbourne – 3 sites), Reynella Youth
Enterprise Centre (Adelaide) and Marion Cultural Centre (Adelaide).
The site visits took place in Melbourne on February 4 and 5 and to Reynella and Marion on
February 15, 2008.
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The site visits provided a unique opportunity for attendees to develop skills and networks,
assess the viability of differing youth centre/cultural centre models and consolidate ideas and
opinions about the centre’s business model as a proposal to Council.
Pros and cons of centres highlighted by members of the study tour
Pros
- Display of young people’s artwork and photos of programs
-
Youth friendliness, appeal and identity of centre
-
Natural light
-
Large multi-purpose spaces
-
Band facilities – practice rooms & equipment, recording equipment
-
Stage/performance/event facilities
-
Co-location SDF
-
Creative use of materials/interior design
-
Youth worker as receptionist
-
Open reception area
-
Artwork on floor
-
Idea of integrating spaces
-
Young people involved in program decision-making
-
Formal pathways and opportunities for accredited training
-
Council funded centre
-
Partnership model
-
Youth friendly promotion eg MYSPACE and texting
-
Arts and recreation as engagement tool
-
Youth involvement in program evaluation - survey
-
Intake and referral done away from reception by qualified youth worker/counsellor
Cons
- Young people not represented on board/in governance/decision-making
-
Corporate/clinical environment/nature of centres
-
Lack of disability access
-
Failure to consider environmental sustainability
-
Reception area behind security glass
-
Counselling rooms adjacent/close proximity to recreational areas
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-
Lack of youth/peer mentoring
-
Lack of accreditation in some centres
-
No policies/programs re: intergenerational relationships
-
Absence of young people in many centres
Study tour members’ personal and skill development
-
Communication
-
Relationship building
-
Networking – service providers, elected members
-
Council meeting
-
Governance structures
-
Service delivery frameworks
Centres Visited:
1. Wyndham Youth Resource Centre
2. VISY Cares Hub Sunshine
3. VISY Cares Centre Dandenong
a. - (Including also)- Menzies Avenue Youth Service
b. The Venue
c. The Castle
4. Reynella Enterprise & Youth Centre
5. The Marion Cultural Centre
(1) Building design and layout
Multi-purpose room
Across several centres, namely The Venue, The Castle, VISY Cares Sunshine, Reynella
Enterprise and Youth Centre and Wyndham Youth Resource Centre, a large, open-plan,
multi-purpose space was a prominent building design feature, identified as essential by a
number of site representatives as well as by many amongst the study tour team. Whether
identified as a hall, multi-purpose room or programs room, this large space was utilised by
each centre for a number of programs, events and activities or as a general space for young
people to inhabit and engage in recreational and unstructured activities. Many of these
spaces featured removable doors or partitions which, when in use allow for the creation of a
series of average sized spaces for programming or when opened, create a substantial space
capable of providing for events with large numbers of young people in attendance. Band
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equipment, staging and lighting featured in many spaces, facilities that, according to site
representatives are heavily utilised by young people. The ability to create a much larger
space by opening external doors and connecting the inside with the outside was seen as a
positive building design feature by site representatives and study tour participants alike. The
substantial amount of natural light provided for by glass exterior doors was noted as an
important consideration for building design.
Reception Area
The first centre the study tour visited in Victoria highlighted for the group the importance of a
welcoming and ‘youth friendly’ reception area. A reception area which is open and
welcoming was seen as a high priority for design consideration rationalised by the notion
that the reception area is the first point of contact for young people accessing the centre.
The housing of the reception area behind a security Perspex wall demonstrated at the
Wyndham Youth Resource Centre was seen by the study tour to create an unwelcoming,
unfriendly and distrustful first experience for young people accessing the centre. One
member of the tour group likened these reception area security dividers to the type of
security screening usually reserved for bank staff.
Location of counselling rooms in relation to recreational space
While touring Wyndham Youth Resource Centre, the Tea Tree Gully delegation became
aware of the close proximity of counselling rooms to the centre’s computer hub, both located
in the area directly inside the front doors and in the same general space as the reception
area. The location of rooms for confidential counselling and sexual health checks directly
adjacent to the recreational computer pools at the front of the centre in the reception area
was seen to be a dramatic oversight on behalf of the centre and its design team. Young
people accessing the sexual health nurse, for example, after being greeted by the
receptionist from behind the security screen, may be confronted with having to wait for the
service on one of two couches facing towards and only a few metres from the recreational
computer pools. The young person will then enter and leave the counselling room via a door
also facing the computer pools in the reception area of the building. Likewise, a young
person wishing to utilise the centre for recreational purposes might be deterred from doing
so for fear of being associated with a sexual health service. There appears to be a task in
confronting and overcoming the challenges of housing both confidential services and
recreation based programs in the one youth centre, this is not to say that it cannot be done,
and done well. When asked by a member of the study tour, the Wyndham representative
spoke about how if they knew then what they know now they would ensure there was
separate access for young people utilising the centre for counselling and those attending for
recreation.
The site representative for Wyndham Youth Resource Centre highlighted that the computer
pool area was housed in its current location opposite the counselling rooms as a result of a
significant lack of space due to the now obvious short-sighted nature of the building design
process failing to take into consideration the changing needs of the centre and allowing for
future expansion.
Environmentally sustainable buildings
The Reynella Enterprise and Youth Centre and the Marion Cultural Centre were the only
centres to acknowledge the importance of environmentally sustainable buildings and to have
implemented any form of environmental sustainability policy, interestingly both are South
Australian sites. The realisation that sustainability had not entered into the planning and
design of the majority of centres visited on the study tour led some members of the group to
propose that perhaps an environmentally sustainable youth centre is, in fact, extremely
innovative.
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Lighting
Large windows were seen as positive for creating an environment with natural light. A site
representative while on tour at the VISY Cares Hub in Sunshine discussed the negative
effects and impractical nature of upwards-facing lighting and suggested fluorescent lighting
as a significantly brighter, more cost effective and more energy efficient means of creating
light. Sufficient lighting was seen as a significant issue for the Marion Cultural Centre,
especially in the library/computer area where dark internal colours and fixtures, together with
insufficient natural light created a dark and somewhat unwelcoming environment.
Location, location, location!
The physical location of youth centre and its surroundings are also important considerations.
The Reynella Enterprise and Youth Centre is, for example, located on a site with another
building housing a restaurant, a gym and an employment agency and is only metres away
from a fast-food outlet. Wyndham Youth Resource Centre is located in close proximity to the
local police station. However, perhaps the best examples of strategically located buildings
were The Venue, located extremely close to a train station and site sharing on a
exceptionally large area with the Noble Park Community Centre, local swimming centre,
skate park, basketball and soccer facilities and The Castle, located amongst parklands with
a skate park, basketball and soccer facilities and awaiting completion of a bmx track
currently under construction. The entire complex is located across the road from the local
high school.
Storage
Adequate storage space was highlighted as an important issue for consideration during the
building planning and design phase by a number of centres that have been experiencing the
detrimental effects of a lack of sufficient space dedicated for the storage of equipment.
Counselling rooms
At most centres, there were several counselling rooms or rooms occupied by service
providers co-locating within the centre in order to provide services to young people
accessing the facility.
One member of the study tour suggested that counselling rooms with no viewing capabilities
(for example, a glass viewing window) posed a risk to the young people. A site
representative form Wyndham Youth Resource Centre however, explained that glass doors
had been considered but were not actioned for privacy and confidentiality reasons. All of the
centres visited had opted to forgo viewing windows in the interests of confidentiality,
although the counselling room at The Venue featured a two-way mirror in an attempt to
increase the safety and security of counselling participants whilst maintaining a degree of
confidentiality and privacy for the young person/s involved. This was utilised specifically for
family counselling sessions whereby (with consent) family members could view the sessions
of others in a supported environment.
Rooms
All centres had rooms or specifically designated areas for computer and or internet use.
Most centres had individual counselling rooms or rooms leased out to co-located service
providers. Also, the Reynella Enterprise and Youth Centre highlighted the use of rooms for
small groups of young people to utilise for a number of activities including small group
programs. As one example, Wyndham Youth Resource Centre housed a sexual health
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clinic, set up in a similar fashion to a doctor’s office with its own toilet facilities and attended
one day per week by a doctor and two days weekly by a nurse.
A number of the centres visited demonstrated the incorporation of a kitchen facility, where
young people could gain valuable skills in the hospitality industry, in particular food
preparation and safe food handling. Linked with the kitchen facilities at The Castle and
Reynella Enterprise and Youth Centre were accreditation programs designed to formally
acknowledge the learning taking place and to provide young people with the opportunity to
gain qualifications in the hospitality field.
Several centres highlighted an identified need for young people in the area to have access
to band practice rooms and recording equipment and have reported the extensive utilisation
of such facilities by young people. A number of centres also housed staging and
performance related equipment such as lighting, generally in the multi-purpose space in
order to accommodate events and performances.
The appropriate and adequate allocation of space within the centre for staff offices and
staffrooms was illustrated as an important matter for consideration during the building design
phase. The Wyndham Youth Resource Centre tour brought forward the recommendation
that a centrally located group of offices is required. The site representative from Wyndham
highlighted another lesson learned from their development of a youth centre, namely thinking
ahead regarding space and growth. It was suggested that in consideration of the size and
space required for the youth centre, a significant weighting must be placed on the projected
future/anticipated needs in relation to space and growth, explaining that it is important to
‘think ten years ahead’. Wyndham Youth Resource Centre is already at capacity after only
three years in operation and is now faced with a difficult decision regarding whether to
expand, at a considerable cost, or remain at capacity and unable to house new
tenants/services or increase the number of young people accessing the centre.
The VISY Cares centre in Dandenong had a room allocated to house facilities such as a
washing machine, dryer and shower for young people to use to shower themselves and
wash clothes. These facilities, while not heavily utilised, were used on a regular basis.
Creative use of materials
Several members of the study tour were extremely impressed with one room in particular in
The Castle, ‘Y-Space’, a café run and frequented by young people. The group specifically
highlighted the use of corrugated plastic walls which were transparent enough to let in a
significant amount of natural light yet still maintained the safety, security and privacy of those
inside. Also of interest was the utilisation of stage lighting to light the room and wooden
materials for the walls and ceiling creating what was described as an ‘earthy’ appearance
and aroma.
The wide variety of complementary materials used for the external walls of the Wyndham
Youth Resource Centre building were conceptualised and adopted as a strategy for
combating vandalism but resulted in giving the building an unusual and unique look with
easily identifiable characteristics.
Many members of the study tour group highlighted the creative and innovative nature of a
mural painted by young people on to the concrete floor of the VISY Cares Centre in
Dandenong.
The Marion Cultural Centre ceiling, which consisted of a series of small dividers set up in
such a fashion as to have much in common with a maze, attracted the attention of some
members of the study tour to be a demonstration of creatively using materials.
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Historical connections
The site representative for our tour of Dandenong highlighted the significance of
acknowledging the history of the building or site in the centre with artwork and artefacts. This
also extended to acknowledging the community input to the centre’s and program’s
development along the way. The VISY Cares Hub in Sunshine also displayed several
pieces of historical content in the centre, highlighting the importance of acknowledging
history and connecting past and present.
Youth appeal and identity
The overall environment of the centre and the reactions and responses it inspires for young
people are important considerations incorporating, for example, issues around colour choice,
layout of spaces, incorporation of artwork and photography and furniture choice. The
responses to a small number of centres were that the environment was extremely corporate
or clinical in nature and design and did not portray an environment which young people
might generally identify with and relate well to. Conversely, it was highlighted that a number
of centres created a youth friendly atmosphere through the appropriate use of colour,
furniture and artwork, demonstrating a strong youth presence within the centre. It was
incredibly effortless to draw comparisons between the centres that created an environment
to encourage young people to identify with and participate within the space and those with a
more corporate atmosphere which seemingly did not.
Young people with a disability
It was highlighted by one site representative that if they could have their time over again,
disability access would become a much larger issue for building design consideration. This
issue was of particular significance to the study tour due to the possibility of a multi-storey
complex for the Youth Innovation Centre. It is imperative that equity of access is considered
in building design in order to ensure the inclusion of all young people in the centre. For
example, a young person in a wheelchair must be able to access facilities and services
above ground floor level either via a lift or ramp or some other feature allowing effortless and
un-stigmatised access. Similarly, the building design process must consider increasing the
accessibility of programs and services within the centre for young people who do not
speak/read English or are not fluent in English as well as young people who are blind or
vision impaired or deaf or hearing impaired.
Integration of spaces
The Marion Cultural Centre was visited specifically due to its integration of several
community spaces: a café, library, gallery and theatre. The library, gallery and theatre
spaces were essentially connected by one big open space which also housed the café. The
library and gallery appeared relatively separate from the main space by glass doors, perhaps
in an attempt to address noise concerns. In an attempt to integrate the Youth Innovation
Centre with existing Council facilities such as the library it is important to consider the Marion
Cultural Centre and perhaps some of the lessons to be learnt regarding the integration of
spaces. For example, consider whether the spaces are actually integrated or represent no
more than a series of separate spaces with doors all adjoining the same foyer area.
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(2) Programs
Who makes programming decisions?
The site representative for the VISY Cares Hub in Sunshine discussed their integration of an
advocacy group in-house where young people make programming decisions regarding the
running and design of programs. Similarly, VISY Cares Dandenong incorporates youth
participation groups in all of its programs across several locations where young people
define the program based on youth cultural relevance and make program decisions defining
direction and need. At the other centres, it is assumed that the staff teams, service providers
and centre management make decisions regarding programming.
How are programming decisions made?
Programming decisions, whether made by young people on a participation or advocacy
group or by centre staff, management and service providers, are all decided based on
identified needs of young people and the issues being experienced by young people in the
area. In the example of Wyndham, Council, in collaboration with young people in the Youth
Task Group, identify community needs and issues which form the basis for informing
program decisions. In contrast, Reynella Enterprise and Youth Centre heavily utilises
surveying of the young people involved in programming regarding for example,
effectiveness, outcomes and participation in order to inform program decisions and direction.
Young people are able to input into decision-making regarding programming by participating
on steering groups. Reynella highlights that program decisions are made based on key
performance indicators and community need. VISY Cares Sunshine utilises university
research studies in order to identify need and therefore influence programming. Most centres
described the relationship between community needs and issues and program decisions as
one of identification and response.
Program effectiveness vs. participation
When questioned regarding which aspect of programming is weighted more heavily when
determining the success of programs offered, many site representatives took the ‘it depends’
approach, highlighting that perhaps the answer is not clear cut but rather fluid depending on
specific programs and intended outcomes. For example participation, or numbers, would be
used to determine the success of a music or band event, whereas individual outcomes, or
program effectiveness might be used to determine the success of a program addressing
alcohol abuse. In a discussion with a representative from Reynella Enterprise and Youth
Centre, it was identified that ‘quality programs and meeting community need’ are more
significant in determining the success of a program rather than participation numbers.
Formal pathways and accredited training
There was a range of differing commitments to accredited training and formal pathways
among the centres visited. Two centres, the VISY Cares in Sunshine and Wyndham Youth
Resource Centre offered no formal pathways or accredited training, despite Wyndham
housing a commercial grade kitchen in it’s centre and Sunshine claiming to have an
employment, education and training focus. The Reynella Enterprise and Youth Centre offers
an alternative education program where young people can gain the equivalent of a SACE
stage one and two (year 11 and 12) educational qualification. This program is specifically
targeted towards young parents with a support program embedded. Reynella also offer
accredited music training with a certificate III and IV in music. VISY Cares Dandenong offers
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accreditation for music through the Muso Network as well as attempting to develop a
qualification or accreditation for hip hop dancing, supporting pathways to teaching dance.
The centre also offers a VCAL (Victorian Certificate of Applied Learning) in building and
automotive. The Menzies Avenue Youth Service offers a VCAL program offering alternative
education for obtaining the equivalent of years 11 and 12. The Castle’s youth café Y-Space
offers opportunities for young people to engage in a range of accredited programs including
a certificate II in hospitality, English as a Second Language training, barista training, food
handlers certificate, certificate in tourism and a certificate I in retail.
Youth mentoring
There were limited examples of youth or peer mentoring across all the centres visited
although one centre and one example in particular attracted attention. The example given by
the site representative for the VISY Cares Centre, Dandenong in relation to the development
of formal accreditation for hip hop dancing is also an example of peer mentoring. As
explained to the study tour, it is a goal that the young people involved in hip hop dance
classes are supported throughout the transition process from student to teacher and mentor.
Intergenerational relationships
Interestingly, Reynella Enterprise and Youth Centre was the only centre to acknowledge and
discuss the importance of intergenerational relationships specifically in relation to the sharing
space project. This event was held at a local skate park for the whole community in order to
attempt to bridge the intergenerational gap and bring the community together. The event has
expanded enormously and is now drawing increasingly extensive crowds on a regular basis.
(3) Services
Examples of services
Services offered were wide ranging and often depended on the service delivery framework
adopted. In the examples of The Castle and The Venue, these facilities are specifically
targeted towards recreation, music, art, programs and events rather than service provision.
The VISY Cares Centre in Dandenong represents the service arm of the network. The
services many centres had in common included services for mental health, employment,
education and training, sexual health, general counselling, housing, transitional support,
legal information and advice and youth workers. The VISY Cares Centre in Dandenong
houses a greater number of services than any other centre including sexual assault support,
drug and alcohol counselling, outreach and detoxification assessment and referral,
counselling for depression, antenatal care, contraception, health, disability services, financial
counselling, resume assistance and refugee and multicultural youth support.
Service delivery framework
The facilities visited illustrated somewhat differing approaches to service delivery. Wyndham
Youth Resource Centre, VISY Cares Hub Sunshine and Dandenong VISY Cares Centre are
similar in that they are all examples of the co-located approach to service delivery whereby a
number of different external youth service providers lease a space within the building from
which they operate their service. The VISY Cares Hub in Sunshine detailed the leasing costs
for co-location within the centre at $220 per square metre. The centres that adopt this colocation approach highlight its benefits and the extensive range of services this framework
enables them to provide in a ‘one-stop-shop’ format. The Castle, The Venue and Menzies
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Avenue Youth Service are again exceptions due to the intended purpose of these facilities
as programs-based recreational arms of the VISY Cares Centre in Dandenong, which
represents the service delivery arm of the youth services network.
The site representative from the VISY Cares Centre in Dandenong highlighted the need for
an integration of co-located services and service providers so that services are not just
physically located in the same building but working in collaborative partnerships in order to
best meet the needs of young people. The difficulties in achieving such integration were
highlighted and hence it will be important to develop strategies in order to address
integration and collaboration among co-located service providers. It has been illustrated that
the main benefit of co-location, in addition to increasing the number of services in the area
and improving the accessibility of such services for young people, is that referral of young
people becomes more seamless through strong relationships amongst service providers in
the centre.
The Reynella Enterprise and Youth Centre offers a range of services utilising a relatively
different approach in comparison with other centres. Reynella argue for a youth facility which
focuses on recreation and youth programs rather than service delivery per se. The centre
argues strongly for it’s service delivery framework based on the notion that engaging and
connecting with young people with no stigma attached is paramount and that the connection
of young people to outside services on the basis of determined need falls out of this
approach. The Reynella Enterprise and Youth Centre has strong partnerships with many
youth services and refers young people to appropriate services rather than providing them
in-house as in the co-located service delivery approach of the other centres. When
questioned regarding the effectiveness and practicality of housing both counselling based
services in a co-located framework and recreational based programming in the one centre,
the Reynella site representative commented that we need to be critical about which services
co-locate as there may be a stigma attached for a young person walking through the door if,
for example, a sexual health service or young offenders counselling service were physically
located within the building. So Reynella’s approach to service delivery should be considered
as one of partnerships and referral rather than co-location of services.
Another arm of service delivery, often utilised in conjunction with co-location or referral, is
outreach. This approach is adopted by many centres and is perhaps a solution to the colocating of a perceived stigmatised service within a youth centre but not rejecting co-location
altogether. In explanation, if a violent women’s program is run on an outreach basis, the
service is still offered, yet not done so in-house avoiding the implications that might be
involved in such a service being co-located within a youth centre which also offers
recreational and leisure opportunities.
Determining which services are represented
Selecting or seeking out services based on the ability of that service to address an identified
need within the community was an approach common to all centres adopting the co-location
approach to service delivery. This highlights the significance of the needs analysis and
identification process in selecting services which will meet the needs of young people in the
community. For example, if a need for a service for culturally and linguistically diverse young
people is identified in the community, such a service becomes a target for co-location within
the centre.
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(4) Governance
Management/Board composition
The Wyndham Youth Resource Centre and the VISY Cares Centre in Dandenong are both
Council-managed facilities, whereas the Reynella Enterprise and Youth Centre is managed
by the City of Onkaparinga in partnership with Mission Australia. In contrast, the board of
The Youth Junction Inc manages the VISY Cares Hub in Sunshine.
There are no young people represented on the governing bodies in any of the centres
visited. When the study group questioned this stance it was met with a variety of different
responses. The site representative for the Sunshine VISY Cares Hub commented that
having young people on the board is not necessary and that encouraging young people to sit
on the board of a youth centre might be innovative but is ultimately irresponsible or even
impossible. It was commented that putting young people on a board in a position to make
business decisions is ‘setting them up to fail’.
Young people are commonly involved in programming decisions rather than budgetary or
business related decisions, when this was highlighted to the site representative from the
VISY Cares Centre in Dandenong it was argued that engaging young people in
programming results in a greater number of young people engaging rather than just
decision-making regarding budgets. Youth participation in program decisions commonly
takes the form of specific committees or groups of young people engaged in identifying
need, evaluating programs and developing new programs.
(5) Funding and partners (budget)
Who funds the centre?
Wyndham Youth Resource Centre, Dandenong VISY Cares Centre and Reynella Enterprise
and Youth Centre, while receiving funds from a range of other bodies, are funded in the main
by Local Government. As an example, Wyndham City Council has devoted $1,486,220, or
1.5 per cent of its 2007/2008 budget to the Youth Resource Centre, which projected a total
expenditure for the same period of $1,739,020. These figures highlight that Council funds
over 85 per cent of the Centre’s costs while around 5 per cent of expenditure is funded by
the State Government and around 10 per cent is funded by the revenue raised through the
centre’s co-location leasing arrangements.
The VISY Cares Hub in Sunshine states its major funding bodies as VISY Cares, Regional
Partnerships Program (DOTARS), Department of Victorian Communities and Brimbank City
Council. It was explained, however, that following the capital development phase, the centre
is independent of Government grants and/or subsidies for its day-to-day operations. The site
representative for Sunshine VISY Cares Hub explained that Government funding was being
avoided in order to ‘maintain autonomy’.
The Reynella Enterprise and Youth Centre, while predominantly funded by the City of
Onkaparinga, receives funding from a range of other sources including State and Federal
Governments, philanthropic organisations and trusts and partnerships with local community
and small business. Mission Australia’s national network of corporate partnerships also
creates a significant range of funding opportunities. While Reynella Enterprise and Youth
Centre’s funding opportunities are advantaged by its affiliation with Mission Australia,
preference for the referral service delivery framework as opposed to the co-located approach
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means that revenue is not raised through renting/leasing arrangements as with the model
adopted by Wyndham, Sunshine and Dandenong.
Why should Council fund a youth centre?
When this question was asked by a member of the study tour group at the Council-funded
Wyndham Youth Resource Centre it was met with a succinct and thought-provoking
response, ‘Who else will?’ While many centres receive funding from a range of other bodies,
there is a common thread among all that they receive funding from Council to plan, build,
develop and run the centre.
Financial self-sufficiency
VISY Cares Hub in Sunshine runs on a not-for-loss basis with income generated through the
leasing of space, running of programs and fundraising/community engagement. The site
representative for Sunshine explained that fundraising makes up for the shortfall of leasing
revenue from the centre’s total expenditure. Sunshine stands alone among other centres for
its financial philosophy.
Deductible Gift Recipient Status
The VISY Cares Hub in Sunshine and Mission Australia (Reynella Enterprise and Youth
Centre management partner) are both registered charities with deductible gift recipient
status. While both Wyndham Youth Resource Centre and Dandenong VISY Cares Centre do
not hold deductible gift recipient (DGR) status. The site representative for Reynella
Enterprise and Youth Centre explained that DGR status gives the centre an edge in applying
for funding, while the Sunshine representative explained that DGR status legally binds the
centre to provide services for young people. Acquiring DGR status is perhaps an incentive
for local businesses to support the centre and its programs.
Partnerships
There were very few discussions regarding partnerships while on tour in Victoria, however
Reynella Enterprise and Youth Centre highlighted the benefits of a partnership model being
adopted throughout the centres many levels of operation. At the top level, the centre itself is
an example of a solid partnership between the City of Onkaparinga and Mission Australia.
The centre has developed strong partnerships with service providers, a necessity in order for
a centre with a service delivery framework based on referrals to be successful. Mission
Australia’s national network of corporate partnerships ($7-$8million nationally) provides an
enormous range of funding or donation-based partnership opportunities for the centre to
access.
Staffing
The staffing structures at the centres visited by the study tour group differed widely,
predominantly due to the differing nature of the service delivery and governance frameworks
adopted. A common thread across all sites was the employment of youth workers, although
the number of youth workers employed varied depending on the service delivery framework
adopted. For example, in centres adopting a co-located approach to service delivery, the
number of youth workers employed appeared to be less than in those centres which refer
young people out to service providers rather than offering the service in-house. In relation to
staffing and of significance, it wad noted while touring the Sunshine VISY Cares Hub that the
receptionist/front of house operator was also a qualified youth worker, an approach which
was seen as advantageous by many in the group. In each of the centres there was a mixture
of full-time, part-time and casually employed staff as well as volunteers and students
undertaking the field components of their studies.
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(6) Best practice and innovation
Website
Wyndham Youth Resource Centre, in reporting the statistics for their youth specific website
to be an impressive 2,040,000 hits and 40,000 visitors annually, illustrated the significance
and effectiveness of utilising a youth specific website as a tool for engaging young people. A
team of young people worked on the project in order to design and develop a youth specific
website which is updated weekly by the Resource Centre’s administration staff.
Promotion
Reynella Enterprise and Youth Centre detailed their use of a centrally located database of
the mobile phone numbers of their program participants as a promotional tool where text
messages can be sent out en masse to promote an event or program. This was supported
by their sponsorship by Vodafone. Wyndham Youth Resource Centre also utilised this
method of engaging young people and promoting events but also developed and
successfully engaged a number of other promotional tools. For example, Wyndham
strategically promote and advertise upcoming youth events using the website MYSPACE
and illustrate the success of taking advantage of such a wide-reaching promotional tool to
engage young people. Wyndham also developed a resource package about the Youth
Resource Centre and its many programs and services for young people which is distributed
annually to every young person in year seven.
Evaluation
The evaluation of the centre, its services, programs and their outcomes from the perspective
of young people was seen as perhaps the most pertinent evaluation measure and at least
two centres undertook this task through the development and facilitation of a youth survey.
The survey at Reynella Enterprise and Youth Centre was a great example of a youth friendly
survey, appealing to young people and hence resulting in the gathering of their evaluations
of programs, services and outcomes.
Intake
The VISY Cares Centre in Dandenong was the only site where representatives discussed
the intake process and it was highlighted that the centre’s approach to this process was to
have one point where intake, assessment and referral happen simultaneously with one
qualified worker facilitating the process. This holistic approach is said to streamline the
young person’s entry into the centre and ensure that their service needs are most effectively
met by linking them with the service/s co-located within the centre which are best placed to
address those needs.
The arts and recreation
The Reynella Enterprise and Youth Centre and the VISY Cares Centre in Dandenong
(specifically The Venue and The Castle) are examples of the arts and recreation being used
as tools to engage young people and as effective pathways towards future engagement,
referrals, connections and positive outcomes. It was stressed by representatives of these
sites that the arts and recreation are legitimate tools for engagement and development.
Recreation is not just something youth workers do with young people for fun but rather in
utilising an element of youth culture to engage, connect and work with young people to
address their needs.
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Appendix 6
Evidence of Need
Evidence of Need was developed to ensure that we are capturing the most up to date
consultation perspectives from those who often work most closely with young people in our
community. A survey was sent to all local and surrounding TTG high schools as well as
select service providers who had registered specific ideas about the YIC with the project
manager. The survey was a means of capturing current views and is in addition to the
extensive consultation undertaken during the feasibility study (where high school staffs were
also surveyed). High school principals, counsellors and VET coordinators are at the
forefront of working with contemporary youth issues in both community and family contexts.
Members of North Eastern Youth Services Network Inc (NEYSN) have already been
consistently consulted and many hold positions on the YAN and YIC Reference Group.
Therefore NEYSN have provided a letter of support for the YIC, specifically a co-located
model in the heart of Modbury with access to numerous prevention and early intervention
programs to supplement youth service delivery.
Services
The lack of services available for young people in the North East has been highlighted as a
significant issue by a substantial number of individuals in the Tea Tree Gully community,
including young people, youth service providers, community members and local high school
contacts. One hundred per cent of survey respondents acknowledge that there is a distinct
lack of services for young people in the Tea Tree Gully region and many discuss the
negative affects this North East service void has for young people. Paul Frost, a member of
the Tea Tree Gully community and Senior Project Officer with the Department of Further
Education, Employment, Science and Technology, comments that “there has been a lack of
appropriate and dedicated services for youth in the City of Tea Tree Gully for the last twenty
years”. Jo Brown, youth service provider for YWCA of Adelaide explains that “most services
for young people…are not located in the region and are not visible, therefore impacting on
their accessibility”. Workers in the NoMAD Drug Summit Program at Families SA describe a
situation where “many of the young people [they] come across have to be referred to
services further North or into the city as there are no appropriate services for them in the
local area”. Rebecca Mignone, social worker with Families SA explains that “it has been
difficult to refer young people to services when they are predominantly in the city or further
north” while Susanne Risk, Vocation Education and Training (VET) Coordinator at Valley
View Secondary School, emphasises that there are few services in the area for the “average
student”.
Members of the Department of Education and Children’s Services, North East District,
Inclusion and Wellbeing Services Team highlight that services are required for young people
under the age of twelve, providing anecdotal evidence in support of the YIC Model proposal
contained within the Business Case for the target age to begin at 10 years. Lynn
Charlesworth, Student Counsellor at Valley View Secondary School agrees, explaining, “the
need is really for early intervention. Many younger teenagers from this region do not travel to
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the city, are not familiar with public transport and the focus of their social lives is Tea Tree
Plaza. When they become homeless there is nowhere for them to go. If they want to get
assistance…the only accessible service is found at school and in conjunction with the
student counsellor. Students have very little access to places that they can refer
themselves.”
Many respondents discuss the impacts that a lack of services in the North East has on
young people, a significant number highlighting that young people in need are too often
required to travel to the Northern regions of Adelaide or to the City in order to access
services. It has been highlighted by Helen Parkin, Student Counsellor at Windsor Gardens
Vocational College, that “often there is a long wait” for young people in Tea Tree Gully
accessing “already overloaded” services in the North and the City. She gives the specific
example of a young person requiring counselling being forced to seek assistance from a
service in the Playford region for which the young person must wait two months for an
appointment. Lynn Charlesworth explains that if services cannot come to the school (and not
many do) then generally the student has to go to either Elizabeth or the city. Shine is in the
area one afternoon a week and Youth and Parent Services are in the area one morning a
week. Both of these services are very specific and don’t offer general assistance or advice or
a referral service. Those students who are particularly disadvantaged by this are those who
are homeless.”
It has also been explained by a significant number of respondents that transport is an issue
that diminishes the accessibility of these services for young people in the Tea Tree Gully
community. Liz Mead, Principal of Valley View Secondary School, explains that young
people “comfortably travel to Tea Tree Plaza and…would use services if sited around that
precinct but do not willingly travel into the City or to the North”. Liz Mead further explains that
while Valley View Secondary School is officially located within the Salisbury Council region,
“students are very reluctant to travel to either Salisbury or Elizabeth” in order to access
services. Rebecca Mignone also discusses this issue, noting, “as many know, transport is a
huge issue for young people and as such, when appointments are made with these services
[in the city or further north], the chances of young people getting there without our support is
low”.
Coupled with travel distance, eligibility criteria is highlighted as another barrier for young
people seeking to access required services located outside the Tea Tree Gully area. Often
eligibility criteria renders services inaccessible to young people outside, for example, the
Playford or Salisbury Council regions. Nick Cava, Student Counsellor at Banksia Park
International High School, comments that at times he has been “unable to get help for
students because they live in the wrong postcode”.
While there is consensus among respondents regarding the lack of services available for
young people in the North East the types of services perceived to be required by young
people in the area are wide ranging. Mental health, general health, sexual health, transitional
support (employment, education and training), career development, housing/homelessness,
life skill development (including anger management) and counselling are common
suggestions among most respondents as services deemed to be required for young people
in the Tea Tree Gully region. This was also highlighted in the feasibility study. Services such
as The Second Story Youth Health Centre and Shopfront Youth Health and Information
Service are seen as services that young people in Tea Tree Gully need and would benefit
greatly from if they were available in the region in a format which was consistent, visible and
located in a youth friendly environment. Jo Brown explains “services such as Reconnect,
The Second Story and Shine SA which provide youth specific and friendly services are nonexistent in Tea Tree Gully”. What is important here is that there is a distinct perception that
services are ‘non existent’ and where efforts are made by youth agencies to service the
north east, without a service hub perhaps this perception will increase. Rebecca Mignone
supports this, explaining services such as Shopfront, Second Story, Shine SA and Service to
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Youth Council are needed in Tea Tree Gully and could ideally be encouraged to come
together in the region with the development of a one-stop-shop youth centre. Rebecca also
argues, “a one-stop-shop would be ideal, to include community health, employment and
education, sexual health and counselling, housing [and] financial services”.
Paul Frost also mentions drug and alcohol intervention, counselling and mediation, a youth
migrant service, peer mentoring program, services for young parents and language, literacy
and numeracy courses as areas of service need for young people in the City of Tea Tree
Gully. Robyn Cunnington, Student Counsellor at Modbury High School, agrees with Paul
Frost that drug and alcohol and migrant and refugee services are urgently needed in the City
of Tea Tree Gully.
Nick Cava highlights that young people need “a place [where] they can ‘chill out’ and talk
about their problems”. Robyn Cunnington elaborates on this concept, explaining that it is
difficult for young people to access opportunities to ‘chill out’ and that “social programs” are
needed in order to address this issue. Jo Brown’s comment that young people need
“unstructured programs” further illustrates this identified need of young people in the City of
Tea Tree Gully for informal engagement and opportunities to ‘chill out’.
Increasing youth services
One hundred per cent of respondents highlight the need for the number of services provided
for young people in the City of Tea Tree Gully to increase considerably and pose arguments
for why such an increase is necessary and how it may be achieved. It has been suggested
by Jo Brown that “with the absence of a visible youth service culture, young people in Tea
Tree Gully do not identify services and supports very easily”. Laura Luongo, VET
Coordinator at Windsor Gardens Vocational College, explains, based on consultation with
senior students, that young people “have no ideas that there are services”. Jude Leak,
Principal of Golden Grove High School states, “without more services, the consequential
social problems we have will grow”. Rebecca Mignone expands on this idea, suggesting,
“recent studies show, the number of teenagers within the Tea Tree Gully area is increasing.
With limited services in the area or [without] a hub for young people to attend for support,
issues around crime, drug and alcohol misuse, health and sexual health will continue to
rise”. She also explains that “we need to challenge the communities attitude towards young
people and an environment that supports young people’s achievements and showcases
these in a positive light will support this challenge”.
In arguing for an increase in the provision of youth services in Tea Tree Gully, Paul Frost
explains that “it would be the responsible action of any Council to grow and develop
services to coincide with the demographic and social changes within the region – increasing
youth service provision should be seen as an organic progression of the City’s changing
demographics and acknowledgement of evolving social issues and paradigms.”
The NoMAD Drug Summit Program team argue for increased youth services in the region
“based on the large number of Adolescent At Risk notifications coming into the system and
[the fact] that many of these young people and their families would benefit from being
referred to local services for support and assistance”.
Liz Mead argues that the Youth Innovation Centre can be used as a tool for attracting youth
services into the region, giving the specific example of Shopfront Youth Health and
Information Service, located in Salisbury. “The proposal of a Youth Centre is an excellent
idea…some more formal services could be encouraged to be located nearby”. Robyn
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Cunnington agrees, explaining that “access [to services] is currently difficult” and that
services “need to be localised” in order to address this accessibility issue.
Jo Brown details a phenomenon occurring as a result of the lack of services in the region,
explaining, “many churches in the region have taken on support roles such as counselling,
drop-in, homework clubs and so forth.” She goes on to highlight that “a risk of this model is
the connection between church and service”. Laura Luongo and her senior students
highlight this phenomenon, explaining that a church affiliation or connection is often a barrier
for young people accessing a centre or service. This anecdotal evidence further highlights
findings from the feasibility study for increasing youth services in Tea Tree Gully not
associated with particular religious groups or associations.
The contemporary issue of the notion of the ‘hidden unemployed’ is expertly captured and
thoroughly explained by both Paul Frost and Jo Brown. Jo states, “many young people in
Tea Tree Gully are ‘invisible’ or ‘hidden’ as they are not engaged in education, training or
employment and not receiving benefits and often being supported by their families”. Paul
Frost further details this phenomenon with specific reference to the City of Tea Tree Gully
which he explains “has the perception of being prosperous and relatively affluent…however
there is still a need to address both generic and regionally specific issues that effect youth in
the Tea Tree Gully area.” He further details:
“…approximately 9.5 per cent of the total youth population in the Tea Tree
Gully Local Government Area in the 15-24 [year] age groups are unemployed
but these figures do not include youth whom are not eligible to receive
Centrelink benefits and as such are not registered due to the earning capacity
of their parents. This group do not appear in any statistics other than general
population statistics. This group of hidden youth, despite their perceived
affluent circumstances, still face similar issues as those whom are registered
with government agencies, such as disengagement, parental relationship
issues, lack of confidence [and] at risk of or have dropped out of school…”
He suggests that “…a locally based, non government, non eligibility criteria based youth
service would be invaluable” for these ‘hidden’ youth.
A youth centre in TTG
In relation to which would be more beneficial and practical between a purpose-built onestop-shop centre and the revamping of several existing facilities throughout the City, the
responses are overwhelmingly in favour of a one-stop-shop, purpose-built centre. Anecdotal
comments from the community in support of the development of a purpose-built Youth
Innovation Centre include those from Nick Cava, who states that a one-stop-shop would be
more beneficial as “young people need easy access without having to go searching around
the district for services”. Jude Leak discusses the benefits of a one-stop service and
programming hub explaining this option is “more efficient [with] kids not [being] passed off to
other services”. She further explains that this option creates opportunities to “target services
better and establish relationships better and sustain them”. Lynn Charlesworth agrees that a
one-stop-shop is the most beneficial and practical option, emphasising that the centre will
need to be “supported by the community and supportive of young people”.
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In discussing the benefits for young people of a new, purpose-built one-stop-shop service
hub, Rebecca Mignone highlights,
“young people are considerably frustrated by the ‘round around’ they get from
services – almost a ‘passing of the buck’ attitude. Add to that language
difficulties, transport constraints and a lack of support for young people, it is
understandable that a lot of young people give up as ‘it is all too hard’. I
believe that having a one stop shop will alleviate a number of problems in
regard to access to services for young people and the attitude of services –
‘not in our area, you need to go to…’”
The NoMAD team, illustrating how young people would benefit from a purpose-built onestop-shop in Tea Tree Gully, explain, “young people only have to attend the one location to
have a variety of needs met and to receive a coordinated service”. They go on to explain the
young people would face “less transport issues” with this model and that the service hub
would be “close to local transport and other key services [such as] Centrelink, Housing SA
[and] Families SA”.
In support of a new, purpose-built, one-stop-shop, Liz Mead highlights,
“A new space allows young people to be involved from concept through to
creation and feel valued that they are being given the opportunity to have a
new space that has been designed for their benefit and purpose from the
beginning. I believe that re-fits always look to young people as an
afterthought. The one-stop-shop also has the benefit of not only being
easier to access for the young people but allows for professional dialogue
between the service and recreation providers with some hope that
programs could be jointly delivered.”
Jo Brown explains that “multiple sites would be more difficult to manage and coordinate; may
create difficulties in promotion and engagement of young people [and may] not necessarily
contribute to more collaborative work between agencies”. Jo expands on this by
acknowledging that the one-stop-shop “should be the first step and then as confidence in the
youth community grows we can branch out into different locations with smaller activities first
and then…refit if appropriate.” She also alludes to the possibility of the existence of barriers
for young people to access services and programs from a range of different locations
explaining that young people need to be consulted regarding any “barriers to attend other
locations.”
Helen Parkin explains that a purpose-built one-stop-shop allows young people to “disguise
the purpose of their visit if they need to”. She elaborates, stating “recreational and leisure
activities can be the excuse for being at the centre while accessing other services” and
“young people often cannot articulate what their problem is or what they need. They are
exposed to much more information incidentally because of the central nature of the service”.
Robyn Cunnington further demonstrates this issue stating, young people are “drawn to the
centre through recreation” and that inter-agency referrals are more “easily accommodated”
utilising this model.
Some of the benefits for young people of the Youth Innovation Centre put forward by
respondents are:
Paul Frost
-
Close to all necessary amenities
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Youth Innovation Centre Business Case
-
Easily accessed and identifiable for parents
-
Central location does not isolate or marginalise community environment will
encourage all social/culture groups to feel welcome
-
Established high profile location and early input from youth may instil a sense of
ownership and pride in the centre
-
Non-government, non-institutional environment
Nick Cava
-
Young people can access guidance and support
-
Provides somewhere for young people to meet and access services like job
support and health care
-
All young people need somewhere to go where they know someone will listen
Liz Mead
-
Opportunities for young people to engage
-
Chance to showcase and celebrate young people’s talents
Jo Brown
-
Provide avenue to raise the profile of young people
-
Promote information and referral service for young people
-
Determine/measure the need for different services
-
Engage young people, leading to skill development
DECS NE District Inclusion and Wellbeing Services Team
-
Transportation issues would be alleviated
-
Street art would be valued
-
Would provide opportunities and avenues to address a range of identified needs
and issues for young people
Helen Parkin
-
A sense of belonging/connection
-
A youth centre provides a meeting place
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-
Youth centre indicates that the Council and community values the young people
and takes them seriously
-
A place to get accurate and appropriate information to manage their lives
Robyn Cunnington
-
Young people can see the service providers, see they actually exist
-
They have a greater idea of the services available
-
Young people can go with friends and will see that others also make use of the
service
Lynn Charlesworth
-
Access to information and resources
-
Reduce number of young people sleeping rough, couch surfing and applying to
Centrelink for ‘unable to live at home’ youth allowance
-
Provide a place for young people to focus their energy for the good of themselves
and others
-
Should be all about young people doing better for themselves and harming
themselves less
Some of the benefits for the community of the Youth Innovation Centre put forward by
respondents are:
Paul Frost:
-
Central location can allow for passive monitoring of behaviour
-
Close to all other amenities
-
Because of shared services, community can share ownership
-
Chance for intergenerational integration due to other services being co-located
-
Allows for a place to showcase/display any work/projects undertaken
-
Low costs to the ratepayer due to co-location and shared resources
Nick Cava
-
Perhaps some vandalism will stop, youth will have a positive place to meet
-
Parents will have resources to access help for their kids
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Liz Mead
-
Young people who respect their community
Jo Brown
-
Engaged young people
-
Less crime
-
Collaborative work between agencies
DECS NE District Inclusion and Wellbeing Services Team
-
Less crime
-
Less graffiti
-
Would address a wide range of issues and needs of young people
Helen Parkin
-
Young people with a place to go, not aimlessly wandering around Tea Tree Plaza
-
Young people with a sense of connection/belonging are less likely to be a
‘nuisance’ value
Robyn Cunnington
-
Reduction in isolated youth
-
Less issues around Tea Tree Plaza
Lynn Charlesworth
-
A focus on young people
-
A place where community members can go to access and support young people
-
A place where young people can organise themselves and others for the benefit
of the community
The above documented anecdotal responses highlight the significance for community
members, young people and youth service providers of the intergenerational integration
opportunities the Youth Innovation Centre can provide, in particular with respect to the YIC
being proposed as a place and space not just for young people but also for their parents,
families and community. The notion of the YIC being accessible, identifiable and resourceful
for parents is highlighted by both Nick Cava and Paul Frost and is an example of the
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anticipated benefits of the Youth Innovation Centre for intergenerational relationship
building. The benefits of the YIC highlighted include that it will provide a place for young
people to go to access services, recreational and leisure opportunities and programs. The
YIC is demonstrated to be beneficial for both young people and the community. Reductions
in crime and ‘nuisance’ behaviour are strongly illustrated as foreseen beneficial outcomes of
the Centre. The YIC is widely seen as able to provide opportunities for and to strengthen
inter-agency collaboration, especially with regard to streamlining the referral process. For
young people, one of the major benefits of the Youth Innovation Centre is its power to create
a sense of belonging, ownership and connection for young people. Also, for young people,
the raising of the youth profile and the showcase of youth talent and project outcomes are
seen to be benefits of the YIC.
The NoMAD team at Families SA in discussing the benefits for the City of Tea Tree Gully
community of a youth centre, explain, “a youth centre would draw larger numbers of young
people and their families into the Tea Tree Gully region from areas in close vicinity. It would
bring new comers to the area because of an upgrade in facilities”. The team also highlights
the benefits for young people of a youth centre in Tea Tree Gully, explaining, “young people
would have somewhere to go to access information, support services, referrals and
recreational options thereby keeping them ‘off the streets’.”
Co-location of services
Overwhelmingly, the responses received are in favour of a co-located service delivery
framework, with many respondents highlighting a diverse number of benefits of this type of
service delivery framework, both for young people and the community.
Jude Leak describes the co-location of services as “absolutely essential to streamline
service delivery and minimise duplication”. She goes on to explain that the co-location
framework allows for good communication between service providers which is essential in
creating a more personalised service to our youth. This co-located, more personalised
service creates opportunities for young people to form meaningful relationships with service
providers which Jude Leak explains is important for young people as “relationships matter to
them”.
Liz Mead highlights that co-location encourages many services to occupy one physical
building and she explains the more services there are in the one space the “more connected
young people will be”. She also describes the development of an increased “sense of
ownership and belonging” as a benefit for both young people and the community of utilising
the co-location service delivery framework.
Laura Luongo and a number of her students illustrate, “all services should be in the one
centre”. Nick Cava agrees, highlighting benefits of co-location including that services are
“easily accessible” and “young people can easily catch a bus” to access the centre. Lynn
Charlesworth explains, in her discussion of the benefits of co-location, that there are
“buildings for every other special interest group [she] can think of, some of [which] are
council sponsored. Why can’t the least empowered group in our community be represented?
Rather then being scared of young people, let’s embrace the fact that they are doing what
the rest of us did when we were growing up and support them to do it with a special,
creative, challenging, community centred place.”
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In discussing the benefits of utilising a co-located service delivery framework, The NoMAD
team explain, “young people only have to attend the one location to have a variety of needs
met and to receive a coordinated service that can include appropriate referrals to relevant
services”. They also highlight “schools could utilise this type of service for
education/intervention”.
Community member, Paul Frost, explaining the benefits of co-location, highlights “shared
resources, administration and possible management hence broader cost sharing, easy
access for referral [and] centralised service delivery – people don’t need to travel around to
access services”. He also explains that the easily accessible and identifiable nature for
parents of a co-located service hub for young people and the sense of ownership for young
people and the community created by such a framework are beneficial. The opportunities for
sharing resources which fall out of a co-located service delivery framework are seen as
beneficial by Paul Frost due to the inherent low cost involved in such a model for ratepayers.
Robyn Cunnington discusses, “if it [co-location] means services [are] all together, then this
could be a great advantage – professionals could easily refer to alternatives and families can
easily see what is offered”. Robyn goes on to explain, “services that are relevant to the
current needs can easily be ‘moved in’.” This highlights the opportunities a co-located youth
centre provides for responding to the needs of both young people and the community as
they develop and change. Services addressing identified emerging needs and issues can be
sought out for co-location within the centre using this framework.
The DECS North East District Inclusion and Wellbeing Services team discuss the benefits of
utilising a co-located service delivery framework, explaining that such a model would allow
for “ease of interaction between service providers” or “interagency collaboration”. The team
also highlight that a co-located centre “importantly would resolve transportation” issues and
“increase connectedness with community”. The NoMAD team agree, stating a co-located
centre “lessons burdens on parents to transport their young people to a variety of locations”.
Jo Brown also highlights “better service referrals…between agencies” and “collaborative
work between agencies [for example] grants, projects [and] programs” as benefits of the colocated service delivery framework. She also explains that co-location of services in one
centre results in “reduced costs to each agency” which, in turn, enables the “redirection of
funds into service delivery” resulting in a better and more comprehensive service for young
people. Jo also illustrates a “more coordinated approach in [the] region” as a benefit of
utilising a co-located service delivery framework.
Programming
It has been demonstrated that programming for a youth centre in Tea Tree Gully needs to be
in response to and to address identified needs and issues. Very broadly, across responses,
health, wellbeing, career development and training and personal skill development are
highlighted as areas for programming to address. This correlates somewhat with the
identification of services required in Tea Tree Gully to address need.
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Youth Innovation Centre Business Case
Liz Mead highlights “anger management, entrepreneurial skills, body image, health, self
esteem, recreational opportunities and financial management” as areas for programming
within a centre for young people in Tea Tree Gully. Laura Luongo explains programs are
needed to address “drug information, health information…Centrelink information and career
information”. On the other hand, Jude Leak illustrates “dealing with loss and grief, a myriad
of mental health, binge drinking, leadership [and] building local community” as areas for
program development and delivery in Tea Tree Gully”. Paul Frost agrees with the need for
programs addressing anger management and career development as well as “soft skill
programs [for] employability, financial management, how to get a rental property [and] filling
out forms; conflict resolution; basic child care; business training mentoring; peer programs
for young mothers and fathers [and] transition into employment”. Importantly, Paul explains
“programs [need to be] developed locally, by youth, for youth, by demand”.
Robyn Cunnington suggests personal development programs and programs addressing
alcohol issues such as NoMAD programs while the Inclusion and Wellbeing Services Team
highlight personal and skill development; accredited learning; pathways to employment,
education and training and living skills as areas for programming to address.
Helen Parkin suggests programs are needed to address “drugs and alcohol, pregnancy
support, managing accommodation, budgeting [and] links to local secondary school
programs [and]…TAFE.” Jo Brown highlights some programs needed in Tea Tree Gully
such as “alternate education programs, life skills programs, arts based programs, training
programs, peer based programs (leader/educators), intergenerational programs, mentoring
programs [and] gender and culturally specific programs”.
The Families SA NoMAD team reiterate a number of the programming suggestions made by
other respondents, also adding that personal safety programs, relationship
counselling/development and driver training programs would be beneficial programming
inclusions for a youth centre in Tea Tree Gully.
Peer mentoring
Over all, peer mentoring is seen as an extremely important activity with most respondents
highlighting a range of benefits for both the mentors and those being mentored. Interestingly,
training and personal and skill development for those young people taking on a mentoring
role was seen as essential by a number of respondents, linking in with the notion of
accredited learning opportunities provided within the Youth Innovation Centre.
Susanne Risk highlights “role modelling” as a benefit of peer mentoring relationships where
young people are encouraged to become “more responsible on their own terms”. Liz Mead
explains that peer mentoring is “always a two way benefit as long as the young people are
provided with some skill development first if they are taking on the role of mentors”. Nick
Cava agrees with Liz explaining, “it is easier for young people to make connections with
people their own age, but the mentors need to be trained”.
Paul Frost explains, “youth may feel more comfortable relating to those whom they perceive
as understanding contemporary issues and challenges as they relate to them.” He also
describes that young people “would be more willing to discuss issues which may be
perceived as inappropriate with older people [such as] teen pregnancy, sexual abuse and
problems with parental figures”. Paul also notes that a “mentor can build trust and passively
monitor behaviour and make referrals if necessary outside institutional mechanisms” as well,
a “mentor may be better positioned to address growing issues through programs at the YIC
as they arise”.
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Youth Innovation Centre Business Case
Robyn Cunnington highlights the benefits for the mentors to be “personal satisfaction, feel
part of the community and take responsibility” while benefits for the young people being
mentored include that they may “feel protected, feel valued and have a role model”. Jo
Brown draws our attention to benefits such as “increased skills, knowledge, self esteem
[and] networks, increased connection to [the] community and others and increasing the
profile of young people in the area”. Helen Parkin agrees that skill development is a benefit
of peer mentoring relationships, specifically “skills in communication, problem solving,
empathy and looking after yourself”. The DECS North East District Inclusion and Wellbeing
Services team discuss the benefits of peer mentoring, including, “leadership, developing life
skills, positive relationships, career path options [and] extends sense of support networks.”
Rebecca Mignone explains that the benefits of peer mentoring are “sharing of knowledge
and experience, positive role modelling [and having] someone to connect with and speak to”.
Lynn Charlesworth, however, emphasises the support role and its outcomes, stating, “some
of the best support young people get is from other young people”
Intergenerational mentoring
Respondents universally perceived the notion of intergenerational mentoring to be beneficial,
highlighting a range of benefits for both the young people and their mentors.
Jude Leak highlights the benefits of intergenerational mentoring with specific reference to
young people and their mentors learning from each other in a mutually beneficial learning
exchange where both parties “gain mutual respect and understanding”. Jude goes on to
explain the benefits of intergenerational mentoring relationships, highlighting “tolerance,
understanding, gaining new insights, respect, de-mystifying what it is to be a…youth and
eliminating lots of myths about young people and us oldies!”
Liz Mead suggests that community members “…taking on the role of mentors for young
people [will require] some skill development so that it does not become a ‘saviour’ role”. The
DECS North East Inclusion and Wellbeing Services team expand this further, explaining that
the program “needs also to have the infrastructure to support mentors”. Helen Parkin
illustrates that young people are provided with role models and “another way of looking at
issues from those provided by family or school”.
Jo Brown highlights benefits of intergenerational mentoring for both young people and their
community mentors including “building social capital between young people and members of
the community, increasing support networks, increasing knowledge and access to services
(through relationships), friendships, community connectedness and increased skills”. Robyn
Cunnington highlights a simple yet significant benefit of intergenerational mentoring, “young
people value older people and older people get to know younger ones and see their positive
side”.
Paul Frost articulates, “wisdom and experiential sharing can be mutually beneficial” as well
as explaining that intergenerational mentoring relationships “may reduce intergenerational
stigmas and perceptions about other generations” and “can provide valuable ‘life’ lessons”.
He also suggests “younger people may realise that their issues are not new or unique to
their generation” and that intergenerational mentoring “will value add to community building
and give a greater number of people a sense of enjoying a broader community base through
co-location and integration of programs intergenerationally.”
Susanne Risk explains that intergenerational mentoring relationships create opportunities for
resources to be “made available to young people” many of whom “have few ‘older peers’ to
be their role model”. She further notes, “engaging the community will enrich community
wellbeing”. Jane Carter, Vocation Education and Training (VET) Coordinator at St Paul’s
College highlights that intergenerational mentoring relationships will “help to develop cultural
understanding” while Nick Cava emphasises that “it is a good idea to develop
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Youth Innovation Centre Business Case
intergenerational understanding but it needs to be culturally sensitive”. Laura Luongo
explains that “confidence, getting industry knowledge and experiencing relationships with
other people” are all benefits of an intergenerational mentoring program. Rebecca Mignone
in highlighting the benefits of intergenerational mentoring, describes, “acceptance and
acknowledgment of different generations – individuals being given the opportunity to accept
and understand other generations – challenging the stigma associated with working with
young people at risk” as being important.
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Youth Innovation Centre Business Case
Appendix 7
Investment Strategy
159
s
YIC
INVESTMENT
STRATEGY
March 2008
Prepared by
City of Tea Tree Gully
Unforeseen Developments
Author:
File Name
Colin Cameron
Unforeseen Developments
Macintosh
HD:Users:colincameron:Desktop:YIC
Investment Strategy.3.1
Created Date
Last Updated
Version
Status
31 January 2008
30 March 2008
V3.1
Review
AMENDMENT HISTORY BLOCK
Version
Number
Description of Change
Author
Date
1.0
First Draft
Colin Cameron
30 January 2008
1.1
Second Draft
Colin Cameron
5 February 2008
1.2
Third Draft
Colin Cameron
8 February 2008
1.3
Fourth Draft
Colin Cameron
9 February 2008
1.4
Fifth Draft
Colin Cameron
12 February 2008
1.5
First Review
Colin Cameron
23 February 2008
1.6
Sixth Draft
Colin Cameron
28 February 2008
1.6
Seventh Draft
Andria Cameron
2 March 2008
2.0
Second Review
Colin Cameron
5 March 2008
2.1
Eighth Draft
Rachel Paterson +
Colin Cameron
12 March 2008
2.2
Ninth Draft
Colin Cameron
14 March 2008
2.3
Tenth Draft
Colin Cameron
20 March 2008
3.0
Third Review
Colin Cameron
24 March 2008
3.1
Release
Rachel Paterson +
Colin Cameron
31 March 2008
DISTRIBUTION LIST
Name
Rachel Paterson
Title
Youth & Cultural Planner
Function*
Review
Carly Didicote
Youth Development Officer
Review
YIC + YAN members
Review
*Functions include: Review, Accept, For Information, For Re-Use
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Contents
AMENDMENT HISTORY BLOCK
2
CONTENTS
3
EXECUTIVE SUMMARY
4
INVESTMENT RATIONALE
6
INTERGENERATIONAL BORROWING
6
POLICY INFLUENCE AND ALIGNMENT
7
SOCIAL INFLUENCES
9
YOUTH DEVELOPMENT PRINCIPLES
10
YOUTH DEVELOPMENT AS KEY STRATEGY
11
EFFICACY RESEARCH
13
RISK ANALYSIS
16
SOCIAL ENTERPRISE
17
THREE YEAR OPERATIONAL BUDGET
18
GRANT OPPORTUNITIES - YIC
24
FUNDING METHODOLOGIES
28
BIBLIOGRAPHY
34
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Executive Summary
In May 2007, Council endorsed the Time to Invest feasibility study, outlining the
proposition of establishing a Youth Innovation Centre in the city, specifically
within the regional centre. The recommendations endorsed by Council was as
follows:
1.
That Council endorse the City of Tea Tree Gully ‘Time to Invest’ Youth
Centre Feasibility Study (May 2007) prepared by Sustainable Focus as
detailed in Appendix 1 to Report No. C.CF.12/2007.
2.
That Council commits to the key recommendations from the Feasibility
Study; and
a. takes a lead role in creating a Youth Innovation Centre in Tea Tree
Gully in a high profile and central location
b. undertakes a business planning process for the proposed Youth
Innovation Centre, including further investigation of the ‘partnership
management model’, building design brief and projected detailed
costings by end of October, 2007;
c. that young people continue to be involved in the process.
To this effect the City of Tea Tree Gully has commissioned an Investment
Strategy that is pivotal to the Business Plan for the proposed Youth Innovation
Centre. The Investment Strategy will encompass investment rationale, grants
analysis, business concepts and multi-year operational budget based on three
governance models.
The Investment Strategy addresses the following objectives
1. intergenerational borrowing
2. anticipated policy influence and alignment with State and Federal
Governments
3. social influences (environmental, cultural, social and economic
considerations/initiatives)
4. youth development principles
5. efficacy research and financial analysis
6. financial risk analysis
Further the Investment Strategy addresses the following key outcomes and
relates closely with the youth Accountability Framework to address:
•
•
Grants Analysis/External Funding Partnerships, with rating system and
rationale to indicate success factors and probability;
Business Concepts as they relate to the Youth Innovation Centre;
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•
Three year operational budget based on three governance models
(Council managed, outsourced model, leverage model with Council as
lead agency).
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Investment Rationale
Any effective model of service delivery requires a robust business model. With
respect to a project such as the Youth Innovation Centre then, a business model
that builds upon sustainable income streams is crucial. It is crucial for a number
of reasons including:
• potential partnerships that are formed;
• access to social investment opportunities;
• augmented income for program development;
• align with current research in community development;
• build upon recognised community needs.
This investment rationale examines the following to assess further the merits and
unpack the benefits of the Youth Innovation Centre’s service delivery:
• Intergenerational borrowing;
• Policy influence and alignment;
• Social influences;
• Youth development principles;
• Efficacy research;
• Risk analysis.
Intergenerational borrowing
While balanced budgets throughout generations are desirable, there are
significant occasions when there are benefits to accruing debt with a view to
building capacity for future generations. This more recent, and in many ways
much better, view on budgetary rules gives us the ‘rate smoothing model’ which
instead of the balanced budget model prescribes constant rates through an
economic cycle. Therefore a surplus created through investment growth (via
external income streams for the Youth Innovation Centre’s programs and
projects) compensates for perceived deficits in modest periods of high
expenditure (eg. capital works).
This demands that a longitudinal view of fiscal management is taken with respect
to building on the benefits. Admittedly this model is based on imperfect
knowledge of future economic information and future government decisionmaking. However this approach does provide the capacity for progress and
capital works expenditure.
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Policy influence and alignment
The outcome of the recent general election raises some considerable questions
with respect to policy directions and funding priorities at the Commonwealth level
of government. Fiscal direction will become more evident as Commonwealth
policies unfold in due course. This said it is reasonable to assert that significant
policy positions remain unchanged, and in some instances will remain in place as
late as 2012 (eg. current Commonwealth education funding model).
There are a number of relevant policies and strategies in Australia which take
a prevention and early intervention approach to complex social issues. It is
important that synergies with these and the Youth Innovation Centre are
identified. Examples include:
• Child Protection Review (Powers and Immunities) Act, 2002
This Act sets out to examine the adequacy of the SA criminal law and police
procedures in dealing with child abuse. The objective of this Act is to provide
advice to government on the strategies and systems required to achieve a wholeof-government, co-ordinated and integrated response to the protection of
children. Further this Act makes provision for advice to government and to
consider legislation to ensure organisations protect children from sexual and
physical violence whilst in their care. Particular attention will be given to
screening mechanisms for checking suitability of employees/volunteers, policies,
procedures and training.
This Act links with Targets T7.1 and T8.1 and Measures M7.1 and M8.1 of the
City of Tea Tree Gully Strategic Plan 2007-2011.
• Young Offenders Act, 1993
This Act establishes the criminal jurisdiction for all youths in South Australia.
Under the Young Offenders Act, a youth is defined as a person of or above the
age of ten years but under the age of eighteen years. The objective of this Act is
to secure for young offenders the care, correction, and guidance necessary for
their development into responsible and useful members of the community as well
as the proper realisation of their potential. The Act provides for the court and
diversionary mechanisms for dealing with juvenile offenders.
This Act links with Targets T13.1 and T13.2 and Measures M13.1 and M13.2 of
the City of Tea Tree Gully Strategic Plan 2007-2011.
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• The National Mental Health Strategy and the National Youth Suicide
Prevention Strategy, 1999
The objective of this strategy is to review available information on the
epidemiology of suicide and attempted suicide among young people in Australia,
including trends, definitional and data collection issues. It summarises the current
state of knowledge in the area of epidemiology of suicidal behaviour and
highlights important gaps in knowledge which may be worthy subjects of future
research.
This Act links with Targets T13.1, T13.2 and T13.3 and Measures M13.1 M13.2
and M13.3 of the City of Tea Tree Gully Strategic Plan 2007-2011.
• The National Drug Strategic Framework (NDSF) and its National Action
Plan
The National Drug Strategic Framework provides a vision and direction for
Governments and non-government organisations in developing strategies and
allocating resources for the prevention and reduction of the harmful effects of
substance use on Australian society. The principle of harm minimisation has
formed the basis of the National Drug Strategy since 1985. Australia implements
a comprehensive and balanced approach between the reduction of supply,
demand and harm associated with the use of drugs across sectors and
jurisdictions.
This Act links with Targets T13.1, T13.2 and T13.3 and Measures M13.1 M13.2
and M13.3 of the City of Tea Tree Gully Strategic Plan 2007-2011.
• The Developing National Child Public Health Strategy and Action Plan
One of the public health priorities of the National Public Health Partnership
(NPHP) is child health, which is being addressed through the National Public
Health Strategic Framework for Children. As with all work of the NPHP, the
development of the Strategic Framework has considered the cross cutting
priorities agreed by Australian Health Ministers’ Advisory Council (AHMAC). A
series of background papers brought together the national context, issues and
gaps to help determine what priorities might be included in the preparation of the
Strategic Framework.
This Act links with Targets T27.2, T29.1 and T32.1, and Measures M27.2, M29.1
and M32.1 of the City of Tea Tree Gully Strategic Plan 2007-2011.
• The National Goals of Schooling
This statement of national goals for schooling provides broad directions to guide
schools and education authorities in securing these outcomes for students. It
acknowledges the capacity of all young people to learn, and the role of schooling
in developing that capacity. It also acknowledges the role of parents as the first
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educators of their children and the central role of teachers in the learning
process.
This direction links with Targets T13.1, T13.2 and T13.3 and Measures M13.1
M13.2 and M13.3 of the City of Tea Tree Gully Strategic Plan 2007-2011.
Social influences
There have been unprecedented social and economic changes in Australia over
the last few decades, altering the policy context for government involvement in
social support dramatically. Governments are exploring new ways of tackling a
range of complex social problems, one being to address the root causes of
problems before they become entrenched (i.e. a preventative methodology)
Many of the social and economic changes to society have had a direct impact on
young people. Many young people nowadays experience family break-up and
reformation. Single parent, step and blended families are more commonplace
than thirty years ago. Many parents are older before they have their first child
and this, together with birth control and abortion, has contributed to a falling birth
rate.
Married women have entered the workforce in large numbers, increasing reliance
on childcare arrangements for children. While there have been changes to the
workplace with more part-time, casual and flexible employment arrangements,
combining work and family may be adding to stress on families with children. And
this is further exacerbated by the requisite experiences of adolescence and the
transition to adulthood.
These changes have affected geographic regions and the young people within
them differently, creating a divide between those families with two adults in
employment and those that have no one in employment. Communities have
changed in other ways as well, for example people have fewer extended family
networks and there is much greater cultural diversity in the roles and
expectations of young people.
In general terms and by international standards, most Australian young people
are doing well and get off to a good start in life. Australia is a prosperous country
and in the last 50 years has achieved dramatic increases in life expectancy,
declines in infant and maternal deaths, reductions in infectious diseases, and
increases in the number of students who complete Year 12 and attain a
university degree.
There has been a perception that investing in community services (both in capital
works and program/services expenditure) means giving up on what are
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perceived to be the core responsibilities of government fiduciary concerns. This
is either because of the limitations of budgetary constraints (ie. rates income at a
local government level) or because of the correlation between core service
provision and Councils’ financial performance not being adequately
demonstrated.
Issues such as corporate governance and community relations are seen to have
material impacts on some regions and sectors. Increasingly, incorporating
investment in social responsibility initiatives is consistent with fiduciary as well as
social responsibility.
Youth development principles
Since the 1900’s, governments and social organisations have worked to address
the needs of our society's children and young people. Social services,
educational resources and health organisations have targeted the needs of
young people. The latter part of the 20th century, successive Commonwealth
governments have brought together prominent scholars, social workers and
community leaders to address the contemporary needs of young people. The
emphasis of these events varied from Prime Minister Witlam’s (1975) focus on
access to tertiary education to Prime Minister Howard’s Youth Roundtable
(1998).
Despite this long history of youth programming, the youth development field is a
relatively modern movement. It began in the late 1980’s as research on
prevention and intervention approaches in youth programming that did not attain
the desired results. Many publicly funded prevention or intervention programs
assumed that the "problem" resulted from a fault or deficit in a young person
rather than considering their complex environments. These prevention and
intervention programs attempted to "fix" problems by offering youth corrective
knowledge or skills, all of which proved unsuccessful and indicated that ‘social
engineering’1 was limited.
The new youth development movement advocates for a more holistic approach one that emphasises supporting the development of young people, rather than
the "fixing" of young people. This new orientation focuses more on building
strengths as a way to reduce weaknesses. As one report states, "The
movement’s fundamental assumption—one receiving increased corroboration
both from the study of human behavior and program evaluations—is that
1
A term initially phrased by Oliver Cromwell in the mid seventeenth century that is now
in disrepute (owing to its being acquired by individuals illegally representing themselves
generally online for personal gain) and an approach that now prefers the term ‘social
planning’.
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enduring, positive results in young people’s lives are most effectively achieved by
tending to basic needs for guidance, support and involvement, and not by
surgical interventions aimed at removing problems."
This new youth development movement steadily gained more recognition in the
field of youth programming. Although support for youth development increased,
many called for more research and evaluation, beyond anecdotes and glowing
compliments from empowered youth, to document its ability to deliver positive
outcomes. Recent scientifically based research appears to validate the strengths
of the more comprehensive youth development approach. Commenting on a
recent US National Research Council study, developmental psychologist Richard
Lerner states, "The nature/nurture debate is simply out of date. The
developmental community has rejected these reductionist notions for fused,
integrated models." Lerner notes that the shift away from a deficit model of young
people’s development to a strength- or asset-based model signals a new era in
the study of adolescence.
Youth Development as Key Strategy
Amid the wave of youth development came the pivotal 1992 Carnegie Council on
Adolescent Development report, A Matter of Time: Risk and Opportunity in the
Out-of-School Hours, which highlights the modern needs of youth and
communities in light of the growing number of "latchkey" kids. The report
described how communities failed to adapt to significant changes in the
workforce, leading to a new era of risk for youth. Some changes identified by the
report included:
More single-parent families
• One in five adolescents grows up in a one-parent family, while 30 percent
of indigenous adolescents live in such families.
More young people living in poverty
• In 1992, more than one in five young people lived in poverty - an increase
of five million more young people in poverty than in 1972.
Increased health risks
• Increasing suicide and teen pregnancy rates in addition to youth
experimenting with drugs and sexual activities at younger ages.
Increasing global competition in the workforce
• Young people were not gaining the knowledge and skills needed to be
competitive with other industrialized nations.
• Many risks identified in the 1992 report continue to pose risks to our
nation's youth as well as evolving additional challenges.
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Community Programs to Promote Youth Development, identifies some of these
most recent risks as:
• The incidence of gang activity has nearly doubled from 1989 to 1995;
• According to the Department of Education and Children’s Services
(DECS), more than 1,000 students were expelled from school in the 20062007 school year;
• Ecstasy has become the most frequently mentioned drug in phone calls to
Kids Helpline; and
• Nearly 90 percent of Year 10 and 75 percent of Year 8 students think
alcohol is "very easy" or "fairly easy" to get. Australian communities need
to act to ensure young people have the tools, skills and knowledge to
thrive despite these pitfalls.
The diagram below outlines the spheres of operation of young people and how
both they perceive themselves and therefore the broader community might
understand how they are oriented:
The larger social structure
Family
Economic
School
Young
People
Political
Neighbourhood
Cultural Environment
Adapted from Zubrick et al (2000), Indicators of social and family functioning, Department of Family and
Community Services: Canberra.
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Efficacy research
Efficacy, as a concept, has long been the stronghold of the health sciences and
allied health. This said with a growing understanding of the significance of
‘wellbeing’ within and of a society, it behoves those responsible for the building of
community development to approach this model of understanding of ‘wellbeing’.
Considerable inroads have been made with respect to efficacy in a societal
context at the state, national and international levels. Most notably the work of
Bandura (1994) at the state level within an education context has made this
evident.
Perceived self-efficacy is defined as people's beliefs about their capabilities to
produce designated levels of performance that exercise influence over events
that affect their lives. Self-efficacy beliefs determine how people feel, think,
motivate themselves and behave. Such beliefs produce these diverse effects
through four major processes. They include cognitive, motivational, affective and
selection processes.
A strong sense of efficacy enhances young people’s accomplishment and
personal well-being in many ways. Young people with high assurance in their
capabilities approach difficult tasks as challenges to be mastered rather than as
threats to be avoided. Young people quickly recover their sense of efficacy after
failures or setbacks. Young people attribute failure to insufficient effort or
deficient knowledge and skills which are acquirable. Young people approach
threatening situations with assurance that they can exercise control over them.
Such an efficacious outlook produces personal accomplishments, reduces stress
and lowers vulnerability to depression (Bandura, 1994).
In contrast, young people who doubt their capabilities shy away from difficult
tasks which they view as personal threats. They have low aspirations and weak
commitment to the goals they choose to pursue. When faced with difficult tasks,
such young people dwell on their personal deficiencies, on the obstacles they will
encounter, and all kinds of adverse outcomes rather than concentrate on how to
perform successfully. Young people slacken their efforts and give up quickly in
the face of difficulties. Young people are slow to recover their sense of efficacy
following failure or setbacks. Because they view insufficient performance as
deficient aptitude it does not require much failure for them to lose faith in their
capabilities. As a result young people fall easy victim to stress and depression.
Young people's beliefs about their efficacy can be developed by four main
sources of influence. The most effective way of creating a strong sense of
efficacy is through mastery experiences. Successes build a robust belief in young
people’s personal efficacy. Failures undermine it, especially if failures occur
before a sense of efficacy is firmly established.
The second way of creating and strengthening self-beliefs of efficacy is through
the vicarious experiences provided by social models (in particular within an
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event/project management context). Seeing young people similar to oneself
succeed by sustained effort raises observers' beliefs that they too possess the
capabilities master comparable activities to succeed.
By the same token, observing young people fail (in the form of anti-social
behaviours) despite high effort lowers observers' judgments of young people’s
efficacy and undermines young people’s efforts. The impact of modeling on
perceived self-efficacy is strongly influenced by perceived similarity to the
models. The greater the assumed similarity the more persuasive are the models'
successes and failures. If people see the models as very different from
themselves their perceived self-efficacy is not much influenced by the models'
behavior and the results its produces.
Modeling influences do more than provide a social standard against which to
judge one's own capabilities. People seek proficient models who possess the
competencies to which they aspire. Through their behavior and expressed ways
of thinking, young people transmit knowledge and teach observers effective skills
and strategies for managing environmental demands. Acquisition of better means
raises perceived self-efficacy.
Social persuasion is a third way of strengthening young people's beliefs that they
have what it takes to succeed. Young people who are persuaded verbally that
they possess the capabilities to master given activities are likely to mobilise
greater effort and sustain it than if they harbour self-doubts and dwell on personal
deficiencies when problems arise. To the extent that persuasive boosts in
perceived self-efficacy lead people to try hard enough to succeed, they promote
development of skills and a sense of personal efficacy.
Successful efficacy builders do more than convey positive appraisals. In addition
to raising young people's beliefs in their capabilities, they structure situations for
them in ways that bring success and avoid placing young people in situations
prematurely where they are likely to fail often. They measure success in terms of
self-improvement of young people rather than by triumphs over others.
These three ways of strengthening young people’s social beliefs (mastery
experiences, social modelling and social persuasion) not only operate inside a
prevention methodology, but also ensure stronger economic gains through:
• reductions in anti-social behaviours;
• less damage to public and private property;
• reduced levels of criminal behaviour among young people;
• increased school retention rates;
• increased transitions from school to work;
• improved youth employment rates;
• recognition of hidden unemployment among young people;
• improved capacities for young people’s entry to small business;
• increased entry to tertiary education among young people (with
commensurate salary earning capacity).
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These economic gains can be borne out through public expense from young
people who engage in anti-social behaviour. A young person who engages in
high risk-taking behaviour that includes theft, drug use, property damage,
unemployment, truancy and incurring significant debt contributes significant
expense to the public purse (including rates and taxes). These expenses need to
be addressed on a case by case basis, however orthodox economic approaches
that are hallmarked by reactive responses (property repair, incarceration, health
costs, unemployment benefits, reduced tax/rate contribution, underemployment
and write off of stolen property) place further burdens on public expenses.
Conservative modelling of these costs is outlined below2:
Property Damage
Local school windows
Graffiti removal
Local monument repair
Damage to stolen car
Miscellaneous (eg street signs)
Total
$2,000.00
$1,500.00
$360.00
$1,400.00
$240.00
$5,500.00
Court and incarceration
Youth court
Family conference
Police holding cell
Youth remand*
Total
$1,200.00
$800.00
$240.00
$2,500.00
$4,740.00
Theft
Local supermarket
Local deli
School
Local clothing store
Local cinema
Local entertainment store
Car insurance claim excess
Total
TOTAL
$120.00
$25.00
$55.00
$220.00
$26.00
$120.00
$400.00
$966.00
$11,206.00
* This is the equivalent cost of a detention period of two (2) weeks. Detaining each adult offender in Australia costs
approximately $100,000 pa.
2
This prevention rationale was most notably borne out in 1999 by Salisbury High School. Its
annual repair budget line for vandalism was in the order of $50,000; this doubled one year when
every window in the school was broken over the summer break. The efficacy in the decision to
employ a youth worker on staff was demonstrated through the elimination of the repair bill and
increased school retention rates.
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Alternatively a young person who is readily and responsibly engaged in their
community not only eliminates these public costs but contributes through future
payment of rates and taxes, contributions to social development, productivity
through employment, future purchase of assets and disposal of income into the
local economy. Indeed earnings from young people in part time/casual
employment (approximately $200/week) are regarded as either disposable
income or contributions to the household economy. This iterates as a contribution
similar to that above into the local economy and a net gain cost benefit to the
local economy of approximately $20,000 pa./young person
At present, within the City of Tea Tree Gully, there are few direct catchment
points for young people who are at a point of need to avert them from a course of
anti-social behaviour; certainly there is no catchment point to address the needs
of young people expressly.
Such a catchment point would serve a dual purpose of both diverting young
people away from anti-social behaviour, but also towards social contribution and
civic participation. When the social contribution of young people’s civic
participation is costed, this provides a further justification towards creating a
space for young people within the City of Tea Tree Gully. Volunteer SA costs
young people’s participation at approximately $20.00/hour. This further augments
the economic contribution of young people adding to their cost saving through
non-criminal behaviour, expenditure of disposable income and costing of
volunteer labour (which may be in the order of ($10,000 pa).
The Youth Innovation Centre as a ‘hub’ (that attracts both youth service providers
and creates a space for young people) augments the effectiveness of current
youth agencies as well as service provision by Council itself. Therefore, while
Council may invest in participation and engagement strategies, augmenting the
capacity of other service providers further addresses intervention and prevention
needs with associated cost benefits.
It is clear that even from rudimentary and anecdotal modelling that there are both
direct and indirect economic gains to be had from investing now in a Youth
Innovation Centre to ensure ongoing social capacities for young people that
erode the costs to communities of anti-social behaviours.
Risk analysis
There are remarkable fiscal capacities for growth for a community based
organisation or service through a focussed and consistent approach to
generating external income. Broadly speaking these funding opportunities fall
into three key categories3: trusts & foundations, government grants (including
tendered contracts) and corporate/community partnerships.
3
A fuller list of funding methodologies is detailed at the Appendix
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The key aspect of such fiscal capacities, for a local government authority, is that
the greater investment towards a program or service from rate revenue - the
greater leverage that is created to generate additional income from the sources
above. In this fashion there is an opportunity for the Youth Innovation Centre to
operate as a social enterprise.
To this end a Grant Calendar has been developed and is appended. Refer to
appendices for further grant opportunities, risk analysis and order of accuracy.
Social enterprise
Social enterprises combine economic, social and environmental objectives in
such a way that they have the power to transform communities. However, their
potential is currently under-exploited and a series of barriers to their development
need to be tackled. Accessible rural areas could see their fortunes reversed if
social enterprise models were fully promoted and supported with the right kind of
policy and investment.
Social enterprises address the needs of local areas by
•
Halting and reversing economic decline by providing local
employment opportunities and generating sustainable, local
economic growth
•
Providing innovative, enterprising solutions to the challenges of
local service delivery
•
Enabling community-led regeneration and renewal
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Three year operational budget
The choice of management model adopted for the operation of the Youth
Innovation Centre has a distinct impact on the operational budget. To this end
three income/revenue costings are presented for each model to assist in
identifying Council’s choice of management model. Naturally baseline costs
remain relatively static4; therefore the income from each model is presented
separately whereas the expenses are presented as a baseline of Council
expenditure. The models below are iterative of each management type and
indicative only. There is an order of accuracy incorporated based on similar
models that have operated in other local government authority regions including
the City of Onkaparinga, the City of Marion, the City of Holdfast Bay and the City
of Charles Sturt.
Each model is presented separately and present different opportunities for
Council to secure income streams from external sources. The income
opportunities are presented separately (Council managed, outsourced and
leveraged) for comparison5. Expenditure is presented using only the indicative
income proposed by Council, which would cover baseline costs and a degree of
program funding.
While each management model would contribute different amounts towards
operation expenditure of the YIC, overall this would be absorbed because funds
received would be attached to the acquittal of discreet program and project
initiatives for which funding had been secured.
The income/revenue budgets detailed below are financial models only and do not
take in-kind contribution into consideration. Opportunities for in-kind contributions
would vary from each management model on a sliding scale. A Council managed
model would provide a limited opportunity for in-kind contributions from external
agencies. Obviously the Outsourced model would provide a high level
opportunity for in-kind contribution from the agency that is engaged to provide
services. The Leverage model allows for a commensurate level of in-kind
contribution as the Outsourced model6. The importance of in-kind contributions
for grant applications is considerable. Often grants can be sought with little or no
financial contribution from the applicant agency, as the funding body regards inkind contribution as sufficient for the purposes of project funding.
4
Baseline costs such as rent/leasing, telephone, internet access, utilities et al alter according to
program/project operational requirements in response to programs/projects receive funding – and therefore
need to be incorporated on an as needs basis.
5
Refer grant income section for more detailed outline of grant and income sources and indicative amounts
that might be anticipated from applications.
6
The order of in-kind contribution is not readily quantifiable, but rather is determined by the capacity of
the proposed centre in terms of venue, accommodation, office space, communication access and utilities.
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Council managed model
This model presents the least opportunity to accrue additional funding as Council
is unable to secure funds from numerous trusts and foundations operated by the
corporate and philanthropic sectors. This said, this model ensures that the values
and ethos of Council and Council’s strategy are maintained at all times and
provides Council with overall accountability to respond to best practice initiatives
within a local government context.
Program/Project External Income sources
Year 1
Year 2
Year 3
Grants Income (State)
Recreation SA
SA Department of Education & Children’s
Services
Office for Youth
Innovative Community Action Network ICAN)
Regions at Work (SA Works)
Families SA
Office for Volunteers
Arts SA
SAYAB
0
15,000
15,000
0
11,000
30,000
30,000
0
2,000
0
2,000
25,000
0
60,000
30,000
20,000
5,000
5,000
4,000
25,000
12,000
60,000
60,000
50,000
5,000
15,000
6,000
Total
75,000
164,000
248,000
Grants Income (Federal)
Department of Education, Employment &
Workplace Relations
Families, Housing, Community Services and
Indigenous Affairs (FaHCSIA)
20,000
40,000
40,000
0
80,000
120,000
Total
20,000
120,000
160,000
Ian Potter Foundation
Danks Trust
George Alexander Trust
Morialta Foundation
AMP Foundation
Telstra Foundation
Myer Foundation
Mercy Foundation
Foundation for Young Australians
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Total
0
0
0
TOTAL
95,000
284,000
408,000
Trusts & Foundations
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Outsourced model
This model of management allows for an increased capacity of revenue from
income sources that councils are traditionally excluded from; expressly trusts and
foundations. Public Benevolent Institutions (PBIs) have Direct Gift Recipient
(DGR) status and therefore can apply to trusts and foundations. Nonetheless,
this model reduces Council’s responsibility for centre management and this
would be reflected iin overall strategic direction and policy response.
Program/Project External Income sources
Year 1
Year 2
Year 3
Grants Income (State)
Recreation SA
SA Department of Education & Children’s
Services
Office for Youth
Innovative Community Action Network ICAN)
Regions at Work (SA Works)
Families SA
Office for Volunteers
Arts SA
SAYAB
0
15,000
15,000
0
0
15,000
15,000
0
2,000
0
2,000
20,000
11,000
30,000
30,000
20,000
5,000
5,000
4,000
25,000
12,000
30,000
30,000
50,000
5,000
15,000
6,000
Total
34,000
140,000
188,000
Grants Income (Federal)
Department of Education, Employment &
Workplace Relations
Families, Housing, Community Services and
Indigenous Affairs (FaHCSIA)
20,000
40,000
40,000
0
40,000
80,000
Total
20,000
80,000
120,000
Ian Potter Foundation
Danks Trust
George Alexander Trust
Morialta Foundation
AMP Foundation
Telstra Foundation
Myer Foundation
Mercy Foundation
Foundation for Young Australians
14000
0
0
5000
0
0
0
0
0
0
20000
0
0
11000
0
0
36000
0
0
0
20000
0
0
60000
Total
19000
67000
87000
TOTAL
73,000
287,000
395,000
Trusts & Foundations
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0
7000
Leverage model
This model of management in many respects offers the ‘best of both worlds’ with
respect to securing external funding. While not all funds would be directly
receipted through Council’s budget, the overall fiscal benefit to YIC programs and
projects (and therefore social impact) would be maximised because of the
greater extent of collaboration and partnership this model allows for.
Program/Project External Income sources
Rental Income*
Year 1
Year 2
Year 3
112,500
112,500
112,500
Grants Income (State)
Recreation SA
SA Department of Education & Children’s
Services
Office for Youth
Innovative Community Action Network ICAN)
Regions at Work (SA Works)
Families SA
Office for Volunteers
Arts SA
SAYAB
0
15,000
15,000
0
11,000
30,000
30,000
0
2,000
0
2,000
25,000
0
60,000
30,000
20,000
5,000
5,000
4,000
25,000
12,000
60,000
60,000
50,000
5,000
15,000
6,000
Total
75,000
164,000
248,000
Grants Income (Federal)
Department of Education, Employment &
Workplace Relations
Families, Housing, Community Services and
Indigenous Affairs (FaHCSIA)
20,000
40,000
40,000
0
80,000
120,000
Total
20,000
120,000
160,000
Ian Potter Foundation
Danks Trust
George Alexander Trust
Morialta Foundation
AMP Foundation
Telstra Foundation
Myer Foundation
Mercy Foundation
Foundation for Young Australians
14000
0
0
5000
0
0
0
0
0
0
20000
0
0
11000
0
0
60000
0
0
0
0
0
0
60000
0
0
7000
Total
19000
91000
67000
TOTAL
229,500
487,500
587,500
Trusts & Foundations
* This budget line is a significant income stream enjoyed by the Leverage model only.
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Youth Innovation Centre expenses
The expenses detailed below represent the indicative contribution from Council.
These have been adjusted year to year for CPI (Consumer Price Index), but do
not reflect anticipated income from external sources to be secured in coming
operational years. The expenses below represent baseline costs only, however
future operational budgets’ expenditure will increase with program/project
initiatives’ income and expenditure according to external funding secured.
Furthermore the expenses detailed below iterate Council’s capacity to provide
matching financial support to projects and programs. Finally this expenditure
breakdown does not incorporate ‘in-kind’ support Council may wish to contribute
and would be prudent to factor into all funding application to external sources.
Program Costs
Year 1
Year 2
Year 3
Salaries
On costs
Staff development
Volunteer expenses
Cleaning & utilites
Maintenance
Security
Equipment & maintenance
IT & maintenance
Motor vehicle expenses
Publicity & promotions
Telephone & mobiles
Program/Project Expenses
Administration
Amenities & consumables
Insurance
Supervision/Management
OHS&W Audit
Audit
Other
145,800.00
18,954.00
2,916.00
4,020.00
12,200.00
3,600.00
3,600.00
4,160.00
14,700.00
11,600.00
3,600.00
12,840.00
46,990.00
1,200.00
3,600.00
3,020.00
2,000.00
4,000.00
1,200.00
-
150,174.00
19,522.62
3,003.48
4,140.60
12,566.00
3,708.00
3,708.00
4,284.80
15,141.00
21,948.00
3,708.00
13,225.20
48,399.70
1,236.00
3,708.00
3,110.60
2,060.00
4,120.00
1,236.00
-
154,679.22
20,108.30
3,093.58
4,264.82
12,942.98
3,819.24
3,819.24
4,413.34
15,595.23
22,606.44
3,819.24
13,621.96
49,851.69
1,273.08
3,819.24
3,203.92
2,121.80
4,243.60
1,273.08
-
TOTAL
300,000.00
319,000.00
328,570.00
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Grant opportunities - YIC
The table below is a guide of external funding sources and is not intended to be comprehensive
Name of
organisation
Name of grant
Commonwealth Department
of Family and Community
Services (FACSIA)
SA Department of
Recreation and Sport
Reconnect, NAYSS and
YouthLinx programs.
SA Department of Family
and Communities
SA Department of Further
Education, Employment,
Science and Technology
Community Recreation and
Sport Facilities Program
Community Connect
Program
Regions at Work
Funding also available for
disengaged young people
SA Department of Education
and Children’s Services
ICAN (Innovative
Community Action
Networks)
Funding for disengaged
students for alternative
education programs
Aim/Description
To sustain and/or increase participation in sport, active
recreation and physical activity by providing funding
support to community based organisations, Local
Government, State sporting and active recreation
associations and schools to develop or improve existing
facilities so that they meet the demonstrated sport or active
recreation needs of the community.
Information/Availability
More info at
http://www.facsia.gov.au/internet/facsinternet.nsf/a
boutfacs/programs/youth-comm_consultation.htm
Up to 30% of costs. (min $20,000) Available
annually for local government
http://www.recsport.sa.gov.au/grantsscholarships/community-recreation.html
The youth sub program of F&CD provides funding to nongovernment and local government agencies to support
young people aged 12-25 with significant personal and
social issues. Funding supports the provision of case
management, group work, information, referral and street
work. This target group includes young people who are
homeless, at risk of homelessness, at risk of early school
leaving or offending behaviours.
Operative through employment and skill foundation
networks (NEDA)
Key objectives:
1. Providing learning and work opportunities for
people disadvantaged in the labour market
2. Providing skilled workers for local employers
3. Increasing participation in the labour force
Government and non-government
Details To be confirmed
Need to explore further
http://www.youthengagement.sa.edu.au/pages/def
ault/targetedintervention
Also need to meet DECS youth engagement team
http://www.familiesandcommunities.sa.gov.au/Def
ault.aspx?tabid=591#CommunityFunding
Discuss with NEDA
City of Onkaparinga enterprise programs receive
significant funding through this source.
Name of
organisation
Name of grant
Aim/Description
Information/Availability
Commonwealth Attorney
General Department
National Community Crime
Prevention Program
The Grants Programme enables community organisations
to purchase small items of equipment or undertake small
scale projects that directly assist crime prevention in local
communities.
SA Department of Justice
Crime Prevention
Local crime prevention and community safety projects.
Local government and non government
Up to $500,000
Small grants also available
Not sure if further rounds available
http://www.crimeprevention.gov.au/agd/WWW/ncp
home.nsf/Page/National_Community_Crime_Prev
ention_Programme
up to $50,000 (minimum $10,000)
SA Department of Families
and Communities
Community Benefit SA
Community Benefit SA is a State Government program in
South Australia which allocates up to $4 million per year to
the community for one off projects that assist non
government community service agencies to improve the
well being, quality of life, community participation and life
management skills of disadvantaged individuals, families
and communities
Available to South Australian organisations that offer direct
services and support in community development initiatives
to excluded, disabled or socially isolated members of the
community..
(Gambling fund)
Department of Premier and
Cabinet
Premier’s Community
Initiatives Fund
Office of Volunteers
Volunteer Support Fund
Support for
•
•
•
Foundation for Young
Australian
Launch pad grants
Other FYA grants are
available
Office for Youth
Community Engagement
Grants
Non-government only. One off projects. Limited to
$35,000. Most are under $10,000
http://www.familiesandcommunities.sa.gov.au/Def
ault.aspx?tabid=786
Non government only
Up to $10,000 – one-ff projects of community
benefit
http://www.premcab.sa.gov.au/dpc/community_initi
atives.html
Non government only
http://www.ofv.sa.gov.au/fund.htm
providing training opportunities for volunteers
purchasing equipment for volunteers eg safety
equipment, white goods.
purchasing resouces for volunteers eg computer
software, training dvds/videos
Support community development initiatives designed and
delivered locally by young people based on a partnership
model. The aim is for young people and organisations to
work together to develop, and implement a creative idea
that results in meaningful change with young people aged
12-25 years.
up to $40,000 – government and non-government
To support agencies working with young people aged 1225 yrs to assist them in their personal & social
development in their local area, in South Australia; to
$20,000 p/a
Government + Non-government
Prepared by Unforeseen Developments
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For all grants view
http://www.youngaustralians.org/fund/ya_fund_200
7.asp
Name of
organisation
Name of grant
Aim/Description
Information/Availability
support projects which support young people’s
engagement in the community in order to increase their
self development & strengthen youth participation
outcomes. Projects considered that advance one or more
of the following priority areas: volunteering; Arts; youth
justice; regional development; & employment
Office for Youth
Youth Participation Grant
To assist young people to sit on Boards and Committees
Morialta Foundation
Grants
to assist disadvantaged children & young people. Special
grants for really innovative projects which will have a
significant impact on the welfare of disadvantaged children
& young people in South Australia
Myer Foundation
Grants
to support processes, events and activities that resolve
problems and address issues that make a positive
measurable difference
$2,000 p/a – only available to for nongovernment/NFP organisations
Usually non-government and up to $10,000.
$25,000 - $75,000 for very innovative projects.
incorporated/non-profit & indigenous
organisations. Only rarely is funding available for
university-based research. Preference will be
given to research proposals from community
agencies
http://www.myerfoundation.org.au/_112.asp
SAYAB South Australian
Youth Arts Board
Project & Development
Grants
To support the development of young artists to promote
excellence in youth arts activity; to promote
experimentation in new art forms (or within existing art
forms); & to provide support to organisations for the
development phase of training activities & mentor schemes
with the view to such schemes continuing after the project
terminates.
Government and non-government (check)
ARTS SA
Health Promotion through
the Arts
To support the significant role the arts can play in building
community well-being through a wide range of projects,
across all artforms, that: achieve participation in creative
activity for members of the community experiencing
disadvantage due to geographic, social or economic
factors; make a significant contribution to building stronger,
Government and non-government (check)
Prepared by Unforeseen Developments
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http://www.arts.sa.gov.au/webdata/resources/files/
program_Health_promotion.pdf
Name of
organisation
Name of grant
Aim/Description
Information/Availability
more cohesive communities; encourage partnerships
between arts and non-arts organisations; and incorporates
health promotion and provide opportunities to effect
healthy changes in environments where activities are held
United Way
Annual Grant
Community projects that increase the capacity of people to
care for one another.
Non-government only
Up to $15,000 one-off grants.
http://www.unitedwaysa.org
Adelaide Bank Charitable
Fund
Non government only
AMP Foundation
Telstra Foundation
Focus is on youth employment and programs that build the
capacity of the non-profit sector so that it operates more
effectively and efficiently.
Social Innovation Grants
Social Innovation Grants aim to help connect Australian
children and young people (0 – 24 years) to their
communities, particularly those who are experiencing
social or geographic isolation.
Prepared by Unforeseen Developments
www.unforeseendevelopments.com
http://www.adelaidebank.com.au/charitable/about.
html
Non government organisations only
http://www.amp.com.au/
Only available for non government, NFP
Funding Methodologies
Event based fundraising
Overview
Successful events draw together large numbers of supporters who invariably solicit
donations from the general public either through sponsorship (eg. $1 per km or $5
per hour) or a straight-out donation (eg. street appeal). Often events attract
corporate sponsorship through the exposure the event generates for its cause and
the corporate recognises the value in being affiliated with the particular organisation
or cause.
Advantages
Successful events draw together an organisation’s support base and create further
organisation cohesion with the common goal it moves towards. Events present
excellent media opportunities and are seldom measured from a purely monetary
return but take into consideration the amount of awareness generated for the cause
whether by increase in membership, sales of merchandise or public response. In the
same way that events also offer ideal media hooks, they offer ideal concrete forms of
the organisation’s cause for a corporate sponsor to ‘hang its hat on’.
Disadvantages
Events are very demanding and time consuming requiring an organisation with a
strong and extensive support base. Many events are logistics nightmares requiring
several months to a year’s preparation and the co-ordination of a vast team of
supporters who are invariably volunteers. Because of the level of support to be
recruited, events are often distressing to those co-ordinating them and to the
organisation as a whole, distracting the organisation from its operations. Finally
events are an all or nothing method of fundraising demanding high initial outlay with
limited guaranteed return. An organisation that depends on events for more than
30% of its fundraising does so at its peril.
Cause Related Marketing (CRM)
Overview
CRM has finally got out of its infancy in Australia and is trundling steadily towards its
teens. CRM has operated very successfully in the UK and US where corporate
sponsors have wanted to have some influence and feedback on the support they
give a cause. In its simplest form this support takes the form of a donation from
every particular product or service purchased (eg. 10 cents donated to Kids Helpline
for every packet of Kelloggs Cornflakes sold). Importantly a corporate will seek out a
organisation with a similar demographic to its product (eg. a company that produces
nappies and a organisation that addresses sudden infant death syndrome).
28
Advantages
This form of marketing is ‘value adding’ in that it aligns the corporate with a
recognised cause creating a point of difference between the corporate and its
nearest rival. It further induces the consumer to purchase in the knowledge that the
advertised amount/percentage of RRP will be donated to the organisation. As well as
a regular income stream CRM provides a organisation with tremendous exposure at
the point of sale of the product or service, particularly if this is a regularly used item
displayed in the home such as a milk carton, loaf of bread or cereal carton.
Disadvantages
Cause Related Marketing is gaining exposure and support in Australia, yet some
corporates still demonstrate some reluctance. Those that do support CRM are
inundated by requests from charities, so competition between the charities is
intense, and the marketing managers responsible for deciding on organisation
applications are heavily lobbied. CRM is very much like a marriage between the
organisation and the corporate and, like a marriage, subject to many pitfalls including
falling out with one another, misunderstanding one another and not meeting one
another’s expectations. The courting process may be quite lengthy and perilous too.
Corporate Sponsorship
Overview
This is one of the older forms of fundraising, relying on a corporate supporter to
donate a substantial sum to continue an organisation’s operations. Generally the
corporate expects a high return in terms of exposure such as naming rights to an
event or project, or substantial signage advertising the support.
Advantages
The great benefit of this form of sponsorship is the initial injection of funds, generally
in advance of a project. Further, a corporate supporter can legitimise a project or
organisation in the eyes of the general public and confer on the organisation public
approval.
Disadvantages
Corporates are less ready to donate sums of money in a carte blanche fashion, and
the authority for sponsorship rests more with marketing managers who want a
justifiable return for their investment where previously it was the proviso of the
chairman, president or CEO. There is also justifiable concern amongst corporates of
sponsorship monies evaporating into the black hole of a organisation’s deficit. Finally
demands for exposure in the form of signage, advertising and publicity of the
corporate’s good can be expensive and often eat into the donation made.
29
Payroll Deduction Scheme
Overview
This is becoming an increasingly popular form of fundraising whereby employees
elect for a portion of their income to go directly to a organisation of their choice. The
donation is automatically deducted as the supporter is paid with the donation
recorded on pay slips.
Advantages
This represents a very regular income stream for a organisation with the option of
informing the supporting employee of organisation developments and encouraging
the employee to increase should they choose to. A major advantage to the employee
is the record of donations made recorded on their group certificate at tax time when
they wish to claim deductions rather than having to keep track of dozens of slips of
paper and receipts. This group will also record a sizeable donation (eg. a small sum
such as $2/week equals $104) when compounded over a year.
Disadvantages
While a regular income stream this is a difficult one to initiate because payroll
systems seldom cater to individual choices (even when the payroll officers are
willing). People, while being supportive of a cause, are often reluctant to have any
amount of money (no matter how small) going out of their wage/salary that they
cannot control week to week.
Direct Marketing
Overview
Direct marketing is the work of the ‘cardboard salesman’. That is that an organisation
mails out to a select group of people with the express purpose of recruiting their
support, soliciting a donation or informing of a new project or service.
Advantages
This form of fundraising offers a tremendous amount of control and the opportunity to
track community support. It is also a very sustainable form of income and one that
allows organisations to develop already established support and relationships. It is
invariably inexpensive with a very high return on investment which is minimal (eg.
design time on an appealing brochure, insert, card or envelope, printing and postage
costs)
Disadvantages
Direct marketing is just that, direct. It is like a laser beam pointed in one direction and
if the direction is wrong there is little or no return. Therefore it depends heavily upon
an already established supporter base to be effective. Further, even if it is pointed in
the right direction, it generates no new interest, support or awareness for an
organisation’s cause because it is mailing out to established supporters.
30
Appeals
Overview
When structured, there is little discernible difference between appeals and a direct
marketing campaign. Where they differ is in the instance of an emergency appeal in
response to some very public cause such as natural disasters, famine or war.
Recent examples of these would be the situations in East Timor and the Boxing Day
Tsunami.
Advantages
The advantages are identical to those of direct marketing with the further advantage
of being able to provide a route for donations to a cause that has generated
considerable public concern. Stupendous examples of an appeal are the Band Aid
and Live Aid appeals of the mid and late eighties that took place in the UK and US
respectively.
Disadvantages
Can tend to become entirely emergency driven which is often off-putting in a
compassion-fatigued society. There is also the risk of trivialising the cause with too
frequent appeals (sort of like a bedding warehouse closing down for the sixth time in
the last month).
Auction/Raffle
Overview
Auctions and raffles are tried and tested fundraising mediums. They require the
procurement of valuable items that will either be bid upon in the case of an auction or
won by those who purchase a ticket in the case of a raffle.
Advantages
Both these types of fundraising mediums can be lots of fun and entirely appropriate
for some corporate function. Therefore they are great for generating awareness of a
organisation’s cause while having a good time. They work particularly well if they are
part of another event.
Disadvantages
If prizes/items are not procured pro bono (and they rarely are) this can be a quite
costly exercise for the organisation with considerable outlay before a return is
generated. They can also be a logistical nuisance; allocating lots, display of items
and the safe distribution of items after they have been purchased/won. It also helps
to have an auctioneer who isn’t prone to getting too drunk before he has to call the
auction.
31
Bequests & Planned Giving
Overview
Bequests have become a strong focus of fundraising in the last three to five years
because of the immediate influx of funds a organisation receives upon the execution
of a will. Donations can be considerable and often unexpected if the bequest is
unsolicited. It is standard now for many larger charities to have staff member
devoted entirely to cultivating bequests.
Advantages
The most significant advantage is the influx of capital for relatively little effort other
than maintaining a relation with a supporter who is an advocate of the organisation.
Disadvantages
Bequests are difficult to gauge (after all, who knows when they will die?), therefore
this income stream, while remunerative, cannot be budgeted on except in very loose
terms. The main disadvantage of this type of fundraising is that it demands the
cultivation of a relationship with the individual and the organisation, further to this it
demands broaching the delicate subject of someone’s demise and the subsequent
distribution of their assets. This gives rise to considerable legal difficulty where
relatives have contested the will of a loved one as in the famous instance of Paula
Yeates contesting Michael Hutchince’s donation of $1,000,000 to Amnesty
International.
Merchandise Sales
Overview
Merchandise sales can be lucrative exercises in branding for an organisation. In
many instances an organisation will give promotional merchandise as part of a
greater campaign, however some are fortunate to be able to find support for sales of
a range of merchandise sporting it’s logo.
Advantages
This is a great point for an organisation to reach and few do. Those that do are
generally activist/lobbyist based (such as Greenpeace & Amnesty International),
hence they have very cause driven supporters; it expresses that this is something
they belong to, not just affiliate with. The major advantage of this form of fundraising
is the excessive branding and promotion that can take place on regular items
supporters would choose to but anyway (eg. diaries, t-shirts, shower screens, bags,
wallets, etc.)
Disadvantages
The production of good quality merchandise can be quite costly with no guarantee
that supporters will actually purchase any. Some lines will not be picked up at all by
supporters, and organisations wrestle with the same difficulties of wholesalers and
retailers with the fickleness of fashion and consumers and the production of glossy
catalogues to promote merchandise. Further to all of this is the limitation of
distribution. The best merchandise in the world will not sell where it can’t be
displayed.
32
Matching Gift policy
Overview
Again this is another import from U.S. corporate philanthropy. In essence a company
elects to support the charities its employees support by donating a commensurate
amount to the same organisation. In this way the company is making no partnership
with the charities, but is still donating funds to support its work. Often there is a
limitation of some set by the company; for example Westpac will match any gift
made by a single staff member to the sum of $5,000 per annum. Matching gift policy
works well with a community/corporate partnership particularly when managed by a
payroll deduction scheme.
Advantages
This is a steady, and potentially substantial, income stream that can be cultivated
into a long-term relationship between employee, organisation and company. It
represents a level playing field for all not-for-profit organisations to cultivate
relationships with company staff.
Disadvantages
Matching gift monies are difficult to track and are processed by a central agency,
Community Assistance Foundation (CAF). This is complicated by the divulging of
these funds on a financial yearly basis rather than as the donations by the employee
are made, therefore organisations need to exercise some patience and cannot factor
these monies into budgets until this process has been under way at least two years.
It is likely your supporting staff member will move jobs within a three year time frame,
so make the most of a company that exercises this policy.
Any organisation’s only on-going concern is that in raising funds they do not expend
more resources than they raise7 and the following considerations need to be taken
into consideration:
How big is the market?
Direction of Corporate philanthropy
Types of fundraising that takes place regionally
Significance of events (perhaps history of fundraising in SA)
Who are the other players?
7
A case in point is the defunct Sportsgirl Quest (final event took place in 1998) which, while raising
almost $1,000,000, cost almost $800,000 to put on. It was decided by the board, after much
deliberation, that this $800,000 could be much better spent.
33
Bibliography
Bandura, A. (1994). Self-efficacy. In V. S. Ramachaudran (Ed.), Encyclopedia of
human behavior (Vol. 4, pp. 71-81). New York: Academic Press. (Reprinted in H.
Friedman [Ed.], Encyclopedia of mental health. San Diego: Academic Press, 1998)
Cummings, T. (2007) Community Investment Strategies. TIDES Canada Foundation.
Refer - http://www.tidescanada.org/cms/page1178.cfm last accessed 5/3/2007
Crossley, C. (1984). The rise (and fall?) of local youth councils, Youth and Society,
March, 24–25.
Dorn, S. ‘The Political Legacy of School Accountability Systems’ in Education Policy
Analysis Archives Volume 6 Number 1 January 2, 1998. University of South Florida.
Gale, K., Hills, S.L., Moulds, D., & Stacey, K. (1999). Breaking ground in inclusive
conference practices with young people. International Journal of Children's Rights, 7,
259-275.
Gapko, P. (2004) Deficits of Public Finance and Fiscal Policy. Charles University in
Prague Faculty of Social Sciences Institute of Economic Studies
Groundwater-Smith, S., Ewing, S. & Le Cornu, R. Teaching: Challenges and
Dilemmas. (Second edition) Thomson Learning Australia, Artarman, NSW, 2003.
Hart, R. (1992). Children's participation: From tokenism to citizenship, Innocent
Essays No. 4, Florence: UNICEF.
Hetzel, S., Watson, S., & Sampson, L. (1992). Participation and Partnership. Youth
Studies Australia, 11, 33.
Issue Brief No. 15 January 2003 Afterschool: The Natural Platform for Youth
Development
34
Evaluation of the Youth Innovation Centre.
Rationale for Participatory Action Research Approach
Paul Aylward1.
University of Adelaide.
Action Research Partnerships
1. Background
Through liaison between the evaluation consultant Paul Aylward (University of
Adelaide) and Rachel Paterson (Youth and Cultural Planner, City of Tea Tree Gully)
an ‘Introduction to Evaluation workshop was delivered at the City of Tea tree Gully
offices (11.02.08). Through this and subsequent work, the goal and objectives of the
Project will be clarified; a range of indicators will subsequently be identified for each
stated objective and strategy and an Evaluation Plan compiled. However, the need to
further explore the contextual issues and personal experiences raised by participants is
also important in order to yield fuller understanding of the Project, its operation and
significance for those connected with it. This evaluation will therefore embrace the
tenets of ‘Realistic evaluation’ [1] which highlights the importance of investigating
the reasons why those individuals targeted made or did not make the desired choices
or engage in the desired behaviours encouraged. This approach focuses on what
worked, for whom, in what context, and the mechanisms that made the Project work.
2. Rational for a Participatory Approach:
This evaluation acknowledges the importance of both the well being of the Project
clients, and the established (though potentially fragile) inter-relationships between
them and the services provided at the proposed Centre. Given the potentially
vulnerable and ‘disconnected’ client base of young people targeted by the Project, the
need for an appropriate, respectful and sensitive approach to the evaluation has been
1
Contact:
[email protected]
[email protected]
M: 0400 039 335
identified. The Project seeks to engage young people and adopt the principles of
‘youth accountability’. Engaging youth in the evaluation, (valuing their insights in the
search for service improvement), is therefore essential in order to harmonise the
Project and evaluation approaches; this will ensure that the former is not
compromised by the latter, demonstrate a recognition of young people’s competence
and worth, and effectively contribute to the principles of the Project.
Given these factors, a ‘participatory’ approach to the evaluation is advocated. This
purposely enlists the collaboration of the Project team and identified stakeholders to
help enact suitable and sensitive data collection strategies in order to facilitate the
gathering of richer more authentic data from clients, whilst building capacity across
the organisation. The approach will of necessity clarify all evaluation proceedings and
terms for stakeholders in a clear ‘demystifying’ language in order to optimise
participation [2]. This approach has proven successful in building evaluation capacity
in public/community health through the development of the ‘Planning and Evaluation
Wizard’ (see below). By applying the participatory approach, the evaluation will be
able to enlist the range of stakeholder expertise available in an integrated,
multidisciplinary approach to promoting best practice [3, 4]. The evaluation approach
to clients will be guided by the ‘inside’ knowledge and experiences of these
stakeholders in a collaborative sense in order to address these concerns. This approach
will also build on the trust relationships established by contributing agencies and
service providers with the client base and local communities further enhancing the
authenticity of accounts yielded from those sources. In this sense, the multiple
methods applied to data collection, whilst being rigorous, will also be flexible and
sensitive to context.
The need to build further evaluation capacity and sustainability not only for this
Project but also with regard to strengthening the evaluation components of future
projects conducted by the City of Tea Tree Gully and its partnering agencies is
recognised. Formal and informal training in planning and conducting evaluation will
be provided drawing on the expertise and experience of the external evaluator who
has developed and taught a range of research methods and evaluation graduate and
post-graduate courses in the UK and Australia. The evaluator has designed and
delivered numerous capacity building evaluation workshops across the Public Health
-2-
and Education sectors for over fifteen years, and currently delivers training for the
Academic Staff Development Program at Flinders University and for the ‘Primary
Health Care Research and Evaluation Development’ (PHCRED) Program. He has
also developed a number of evaluation training resources currently widely used in
universities and departments in Australia and overseas (see ‘PEW’)[5]. The evaluator
has received a ‘National Commendation for Excellence in Evaluation’ from the
Australasian Evaluation Society[6]. The training process has already begun with the
Evaluator having liaised with the Youth and Cultural Planner in the production of
Project Objectives. It is advocated that this be extended through the ‘inclusive’
development of the Evaluation Plan stipulating strategies, process and impact
indicators and the appropriate methods to collect evaluation data. The stress here is to
foster a partnership of ‘inquiring practice’ across the new Innovation Centre amongst
service providers and consumers [7] which actively and reflexively seeks out issues to
be addressed and solutions to be applied and reviewed. The practice of PAR will
nurture the development of an ‘evaluation culture’ which values the intrinsic
importance of data collection and the identification and monitoring of both Project
strength and weakness.
Drawing on Michael Quinn Patton’s Utilization-focussed Evaluation approach (1997),
the ethos of the evaluation will harmonise with that of the Project [8]; The City of Tea
Tree Gully, the Project’s ‘Youth Innovation Centre Reference Group’ and
contributing service providers and consumer representatives who will utilize the
centre will be effectively engaged as evaluation partners in order to enable the
systematic (routine) collection of data to address identified indicators, and to inform
and enact contextually appropriate ways in which to collect data from the variety of
young people accessing the centre (including Indigenous and C&LD young people).
In this latter case this degree of evaluation collaboration (‘participation’) will optimise
the authenticity of data generation and interpretation.
-3-
3. Rational for an Action Research Design
It is advocated that the evaluation adopt an action research design and embrace action
research procedures [9, 10]. This enables systematically collected information to be
relayed back to the Project in a cyclical process to facilitate developmental
improvement [11]. The action research cycle begins with the planning stage for both
project and evaluation (see Fig i).
Fig: i: Simple Action Research Cycle
1. Planning
5. Recommendation
4. Reflection
2. Action
3. Evaluation
Source: Aylward, P. 2006 [9]
The evaluation is integral to the Project; the stipulations of identifying stated
objectives, the strategies to achieve them and the indicators to address these, form the
basis of both project and evaluation planning. The evaluation plan will also detail the
systematic process of ethical inquiry, identifying various sources of data and the
appropriate means to collect it. Following the implementation of strategies in the
-4-
‘action’ phase, in which some data collection will occur systematically, the evaluation
phase collates this with additional collected data and conducts its analysis. The
reflection phase will generate recommendations which will inform planning for
project (and evaluation) modification where needed. This process will be
accommodated through both informal partnership channels and liaison with the
Project team, and through reporting back to the Reference Group (in Wadsworth’s
terms acting as a ‘Critical Reference group’ [10]) throughout the Project. To facilitate
this, the evaluator will be a full partner in the Reference Group with ‘Project
Evaluation’ being a standing item on the agenda to facilitate feedback, reflection and
plans for action. In practice, this process will be ongoing with evaluation fieldwork
being conducted in tandem with the evolving Project. In this respect, the ‘cycle’ takes
the form of a spiral helix with repeated cycles over time [3]. It is envisaged that the
Project (and its evaluation) will subsequently evolve and improve in the light of
evidence provided by the evaluation. This approach purposely encourages and
facilitates developmental improvement and has the flexibility to address and explore
the myriad contextual issues that impinge upon the Project as it evolves.
Given the potential future application of the model developed in this Project, all
resources produced/compiled and procedures adopted will be thoroughly addressed in
their development and Project application. Processes will be carefully documented in
order to inform and produce a best practice model. The conduct of this evaluation
will fully conform to NHMRC Guidelines, and the ICC/ESOMAR International Code
of Marketing and Social Research Practice[11].
4. Conclusion:
This paper advocates for combining the participatory and action research approaches
to optimise the evaluation of this Project. The value of the ‘participatory action
research’ (PAR) approach lies in its adaptability to the contextual circumstances of
the Project and their various stakeholders, its flexibility in the light of evolving
Project activities (innovation being a key concept in this Project), and its potential to
yield large amounts of appropriately collected and better quality evaluation data
which can inform Project improvement and further development. Additionally, the
-5-
approach promotes partnership and engagement and builds evaluation capacity at a
systemic (and sustainable) level. In this case the approach harmonises with (and will
effectively reinforce) the Project principles of youth participation and accountability.
For these reasons the PAR approach should be adopted in the evaluation of the Youth
Innovation Centre at Tea Tree Gully.
Paul Aylward.
-6-
References.
[1]
Pawson R, Tilley N. Realistic evaluation. London: Sage 1998.
[2]
Oliver S, Peersman G. Using research for effective health promotion.
Buckingham, UK: Open University Press 2001.
[3]
Stringer E, Genat WJ. Action Research in Health. New Jersey: Pearson
Prentice Hall 2004.
[4]
Bytheway B, Bacigalupo V, Bomat J, Johnson JR, Spart S. Understanding
care, welfare and community: A reader. New York: Routledge 2001.
[5]
Murrey C, Aylward P, Martin M, Cooke R. Project Evaluation Wizard (PEW).
SACHRU 2001.
[6]
Aylward P. Evaluation of Reciprocity in Education: A Piloted Model of
Interactive Learning between migrant communities and mainstream mental health
service. Adelaide: SACHRU 2001.
[7]
Reason P, Bradbury H. Handbook of action research. Thousand Oaks, CA:
Sage 2001.
[8]
Quinn Patton M. Utilization-focussed evaluation. 3rd ed. Thousand Oaks, CA:
Sage 1997.
[9]
Aylward P. Evaluation for AOD Projects and Programs. In: Skinner N, Roche
AM, O'Connor J, Pollard Y, Todd C, eds. Workforce Development TIPS (Theory Into
Practice Strategies): A Resource Kit for the Alcohol and Other Drugs Field
Adelaide, Australia: National Centre for Education and Training on Addiction
(NCETA), Flinders University 2005.
[10] Wadsworth Y. What is Participatory Action Research? Action Research
International 1998.
[11] ICC/ESOMAR. International Code of Marketing and Social Research Practice
2001.
-7-
Sustainable Focus
Table of Contents
1. Introduction ......................................................................................................................................... 2
1.1 Implications for Youth Innovation in Tea Tree Gully............................................................... 2
2. Arts-based organisations .................................................................................................................. 3
2.1 MetroArts, Brisbane ...................................................................................................................... 3
2.2 Powerhouse, Brisbane ................................................................................................................. 3
2.3 Youth Arts Queensland – Transit Lounge, Brisbane................................................................ 4
2.4 Contact Inc ................................................................................................................................... 4
3. Youth-specific services ...................................................................................................................... 5
3.1 Byron Youth Service ..................................................................................................................... 5
3.2 Visible Ink Valley, Brisbane .......................................................................................................... 6
3.3 The Door, New York...................................................................................................................... 8
4. Research/Advocacy ......................................................................................................................... 8
4.1 National Youth Agency, UK........................................................................................................ 8
4.2 The Innovation Centre for Community and Youth Development, US ............................... 9
4.3 Youth on Board, US .................................................................................................................... 10
4.4 At the Table, US........................................................................................................................... 10
5. Out of the Box – examples ............................................................................................................. 11
5.1 Creative communities ............................................................................................................... 11
5.2 Mindwerx International ............................................................................................................. 11
5.3 BKFK (By Kids For Kids) ................................................................................................................ 11
6. Industry-focussed Innovation – examples ................................................................................... 12
6.1 SA Centre for Innovation........................................................................................................... 12
6.2 Sunshine Coast Innovation Centre ......................................................................................... 12
6.3 Western Australian Innovation Centre ................................................................................... 12
Youth Innovation Research Report
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There is no road-map or handbook to follow to become a youth innovation centre. The
journey involves finding the niche that works best for young people and their communities in
Tea Tree Gully.
There are, however, many sources of inspiration and learning; locally, across Australia, and
from other countries. Increasingly, innovation is expressed through on-line resources.
This report provides a summary from a broad scoping exercise undertaken on behalf of the
City of Tea Tree Gully to source a variety of examples of innovation in practice. It is intended
to provide breadth, not depth – exploring a variety of sectors in which innovation is a key
driver for an organisation. Some of the information came from phone or face-to-face
interviews. In this instance, a contact is provided. The bulk of examples were sourced from
web searches.
!
This research has been undertaken over approximately 3 months, and examples have been
used to inform the development of an appropriate model for the City of Tea Tree Gully.
Innovative organisations value collaboration highly, and these often cut across traditional
sectors. Many of them also take pride in their independence, and the responsibility (and
hence need for innovation) this fosters. Most of the management models are relatively
simple; and participation from stakeholders in decision making often occurs less formally.
Some recognise this as a limitation, others as strength. It is worth considering ‘micromanagement’ opportunities; for example young people taking ownership of a specific
space or program – which may provide more meaning and opportunity for skill development
than participation in administrative tasks.
Responsiveness to changing needs is another feature; rather than steadfastly sticking to a
particular model of operation.
A local board/advisory group will play a pivotal role in the development and management
of the TTG centre, and ensuring its ongoing responsiveness.
Being innovative requires hard-work, commitment and experimentation; and may not come
‘naturally’. Training for staff managing the organisation in innovative ways of decision-making
and governance will be important. (and this needs to be included in the budget)
Research confirms the notion that innovation is much more than designing and
implementing new initiatives and programs. It is more about thinking outside the square and
coming up with imaginative and viable solutions to community issues and needs.
Mentoring programs and/or training were evident in a number of the organisations; and
further contact is recommended as mentoring activities are designed locally. The concept of
mentoring has been supported strongly throughout the feasibility and business planning for
the TTG YIC.
Youth Innovation Research Report
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"
#
$
" %&
www.metroarts.com.au
Meeting with Liz Burcham (CEO) and Robert
Tel: (07) 30027100
Overview
Not for profit incorporated body offered mentoring, business development support and
access to workshop space for emerging and independent artists. Has been operating over
30 years. Has refocussed from community development to professional development. The
CEO has a strong background in business development within creative industries.
MetroArts offer three main programs
• Artistic Program – support independent and emerging artists to develop and present their
work
• Biz Arts Makers – business support for artists wanting to professionalise their practice and
become a successful creative entrepreneur. Key feature of program is coaching and
mentoring – this is what the artists appreciate most.
• Facilities program – low cost workshop space (tiered rating structure) for artists
Independent consulting is also available to support business development.
Some commercial tenancies are also offered.
Recommend SPARK (Australia Council funded, managed by Youth Arts Queensland – see
below) as an interesting model to explore (limited places available, but it is a good model for
mentoring and development)
Strengths of organisation
• Independence from government
• 60% of revenue is generated internally
• Strong partnerships/community links – highly regarded in the sector
'(
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www.brisbanepowerhouse.org
Meeting with Luke Harriman, Producer
Overview
• Performing and visual arts space in refurbished power station.
• Funded by Brisbane City Council, with some external sponsorship and commercial
tenancies. BCC own building.
• Only youth specific services are youth holiday programs
• Include collaboration with youth arts company (Backbone Youth Arts) to create a 2-day
free event – the ‘2High’ Festival. Young people are mentored throughout to design,
produce and curate the festival which showcases the best of Brisbane’s emerging arts
scene.
Youth Innovation Research Report
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)
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, # %&
www.yaq.org.au/transitlounge/default.asp
Incorporated body receiving state government funding.
Services:
• One-on-one advice on career and education pathways in the arts and creative
industries
• Access to resources (computers, internet, printing, photocopying, etc.)
• Professional development workshops
• Networking
• Showcasing opportunities
• Equipment hire
SPARK – youth arts mentoring program
Youth Arts Queensland receive funding from Australia Council to manage and deliver SPARK
- a national mentoring program open to young and emerging artists aged 18 to 26 from all
over Australia.
SPARK gives young and emerging artists in theatre, dance, interdisciplinary art-forms and
those working with or in communities the opportunity to be mentored by a professional artist,
and to profile their work to the national arts industry.
The program offers support, training, advice and funding for young and emerging artists to
focus on their creative ideas and take their career to the next level. Partnering with an
established artist of their choice, they share knowledge, experiences and networks, as well as
gaining critical feedback from the industry.
www.ozco.gov.au/the_arts/artists_and_orgs/artists/contact_inc
A youth-based community arts and cultural organisation driven by social justice principals of
access and equity. CONTACT Inc provides professional development opportunities and
advocacy programs for emerging young artists and cultural practitioners.
Delivers multi-artform and cross-cultural programs for young people, particularly from
Aboriginal, Torres Strait Islander, Polynesian, refugee and migrant communities.
Youth Innovation Research Report
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)
) &!
.
www.bys.org.au
Phone interview 2 October 2007-10-02 with Paul Spooner
(02) 6685 7777
Core mission:
Providing space and opportunities for young people to explore their own ideas and interests.
About the space/services
• Multiple spaces for people to access –eg maclab...film course each year. Facility
can be used individually. Sound studio developing.
• Office area opened into garden space – knocked wall out and put in coffee
machine. Meeting space.
• Don’t do drop-in ‘formally’, but young people do drop in. Programs operated at
different times.
• Operates as a venue as well – 250 at time. Some organised by BYS and others selforganising
• Most courses free except barista style course – (no external funded received)
• Byron community campus – high schools and TAFE partnering for alternative
education – has own management group for that issue
• Enterprise, mentoring and education alternatives all emerged from ‘conversations’
with local community – work out needs then apply for funding
• Be clear about “what happens when” so not overtaken by one group
• Variety of courses on offer is good. Larger menu attracts more people and greater
diversity
Funding, management and governance issues
• Not for Profit organisation, Centre opened in 1995, services running since 1987.
Council owned property. Has Council staff member on site (running youth activities).
This is not always well integrated with the rest of centre management’ programming.
• Recommends simple management model
• Local government slow to respond – BYS can gather community support more
easily...,BYS may be contracted to deliver local government services
• Youth involvement:
o Management Board – young people represented on committee (built into
constitution)
o Moving towards having membership of facility. Need to carefully consider
how young people are involved in high level management.
o Membership base having opportunity to have a say in centre (Door, New
York). Not just something you go to, something you belong to. CREW OF
YOUNG PEOPLE RUNNING VENUE
o Forums (4 x year) where all members invited to attend – meets their needs and
keeps centres on track
o Takes a lot of skills and experience to have people involved in management
o Need menu of different ways to get young people involved
• All programs operate with some sort of evaluation
o Eg fashion course. Will interview young people at beginning, middle and end.
Funding
• Mix of Federal (eg FACSI, DEST) and State
Youth Innovation Research Report
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Mentoring
• Based on principle of connecting people with community.
o Community mentors – for example education programs in local high school;
o Helping young people set up a small business with training and mentoring.
o Value is coming into contact with other young people
• Enterprise programs - focus on enterprising culture rather than setting up a business.
) /
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www.visible-ink.org/
Brisbane City Council Youth Services
Meeting with Ryan Foster, Coordinator of The Edge
Tel: (07) 3403 0136
Background
BCC are involved with 5 youth spaces across metropolitan area under the youth program
‘Visible Ink’. 2 are directly managed by Council. Funding is provided to NFP organisations
who manage the other three centres.
Visible Ink website is a virtual youth centre, including blogs, links to programs and resources
Overview of Fortitude Valley Visible Ink Space
• Rented building with approx 2.5 staff (incl admin support)
• Main audience 18-25s
• Key focus is providing space for young people to meet, network, run meetings.
Coordinators and project officer provide a ‘facilitation/mentoring’ role.
o Needs analysis uncovered that ‘space’ not ‘programs’ was the key unmet
need for young people
o Mentoring service – drop in and talk to a ‘professional’ in areas including
event delivery/arts festivals; website design
o Offer some workshops/programs
• Minimal political / mgt interference – probably due to such large size of BCC, there is only
one councillor representing their ward.
Coordinator advocates three ‘P’ approach to working with needs of young people:
• Professional needs
• Personal needs
• Practice needs
Partnerships are defined using this model, eg:
• Personal needs – counselling for a girl in crisis. Also requires literacy skills – referred to
appropriate service provider
• Professional needs – Links to local NEIS provider
• Practice needs – Link to youth arts Queensland (Transit Lounge)
•
Space includes
o computers with Internet access
o big ‘shed’ type space for creative workshops/music practice, dance etc
o casual reading space – with ‘Zine’ library – managed by young people
o Meeting room – used by many local groups
o Small kitchen
o Admin/staff room – with reception window. This is integrated into the youth
spaces.
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Office space for emerging young businesses – v cheap rent. Must have a
social, cultural or environmental outcome, not just profit. ($15/week)
While there is an opportunity to ‘hang-out’, it is within defined boundaries – can’t disrupt
anyone else.
o
What spaces can young people manage within the YIC?
Open access
• Young people regularly using space have access cards to use anytime
o Council sometimes question this, but they have managed to maintain this
open access policy
Youth involvement in governance
No formal youth involvement in management – but it is a very casual and friendly
atmosphere; if people have an idea they talk to coordinators about how it can happen
o Youth management teams for special events – time specific and focuses on
specific skill development (eg managing an event)
Partnerships
They maintain close links with a number of services, and through the mentoring role with
users, identify what needs they have and help them find the service. (see above)
Other programs are delivered through the centre – eg a community jobs program (14 week
training in event mgt)
Partnerships through specific events – eg recently ran a 2 day youth enterprise symposium
Evaluation
Limited time to evaluate. Council used to have 3 social planners in youth services to assist
with needs analysis, planning and evaluation. Now only one central policy officer.
.
,
! *
1 2#3
Commitment to investing approx $7.9mn to upgrade existing infrastructure into a youth
space for ‘creativity and knowledge production’ that facilitates young people producing
‘content’. I attended a short part of a stakeholder consultation.
Key issues discussed included:
• Challenge designing space to cater for range of age groups
• Ensuring there are not more resources/activities for kids already well connected
• Future proofing – being too focussed on what is ‘cool’ now might become quickly
outdated. Sustainability/green design was considered something that would be more
enduring.
• Not everything has to be ‘shiny and new’ – use recycled furniture, etc
TO view existing programs/services offered by State Library of Queensland, view
http://www.slq.qld.gov.au/whats-on/many-reasons
Youth Innovation Research Report
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))
4 % (
www.door.org
0
‘Where youth are the centre’
Not for Profit incorporated body. Started originally with volunteers.
Overview
The Door'
s mission is to empower young people to reach their potential by providing
comprehensive youth development services in a diverse and caring environment. Services
includes primary health care, prenatal care and health education, mental health
counselling, legal services, ESL, tutoring and homework help, college preparation and
computer classes, career development services and training, job placement, daily meals,
arts, sports and recreational activities. Recommended by Byron Youth Services as an
interesting model.
Membership
Everyone accessing services at The Door must be a member – membership is free and
involves interview with intake worker before new member’s signs up to services they are
interested in.
On-line gallery with members work.
Volunteers
Volunteers are utilised for training Door staff with academic skills to support students and ESL
staff. Volunteers also work with program staff to develop leadership development programs.
Volunteer guidelines/intake form available on-line. Internships are also available.
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http://www.nya.org.uk/Homepage.asp?NodeID=88833
Purpose: Research, policy and advocacy in the field of youth work.
Specific aims are:
• Supporting those working with young people in a variety of settings
• Influencing and shaping youth policy and improving youth services
• Promoting young people'
s participation, influence and place in society
• Improve and extend youth services and youth work;
• Enhance and demonstrate youth participation in society; and
• Promote effective youth policy and provision.
Risks from involving young people
NYA warn about a series of ‘traps’ from involving young people, which include
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Rushing in and running out of real commitment;
Getting into ruts where promoting participation is rigid and imposed;
Seeing it as a one off without sustaining the culture and processes of participation; and
Conflict with organisational culture and procedures.
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To avoid these traps, they recommend:
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Involve children and young people in the earliest stages of planning;
Start slowly, proceed carefully and draw on pilot projects;
Take time and ensure there are the relevant resources;
Recognise and enable the wider changes in attitudes, behaviour and power required;
and
• Provide consistent support and staff development for steady progress to spread.
(Source: NYA, 2005. ‘Involving children and young people – an introduction’. )
Interesting projects:
Hear By Right - Standards framework for organisations across all sectors to assess and improve
practice and policy on the active involvement of children and young people. Available for
purchase.
What’s changed? – Measuring outcomes from participation of children and young people.
On-line ‘what’s changed tool’ that can be used to map and demonstrate participation
outcomes.
Youth Researcher Network (about to be launched) - to encourage and support young
people’s active participation in quality research that facilitates their voice and influences
policy and practice.
Documents provided (on CD)
Alex Renouf, Chris Griffi n, Lee Hitchings and Natalee Riley, 2004. Building the active
involvement of children and young people. NYA.
B. Merton, 2002. Build it In: Evaluating innovation in youth work. NYA.
Innovation concerns both the provision of face-to-face youth work; and the management of
it – for example, the provision of resources, support and supervision to ensure quality.
Innovation denotes activity that:
• breaks new ground and pushes back the boundaries of professional knowledge and
practice;
• develops the capacity of young people and youth workers for original ideas and action;
• fosters creative achievement that adds value to the quality and range of work; and
• involves professional risk-taking, combining the freedom to experiment with the use of
proven skills, knowledge and understanding. It may, for example, draw on the ideas and
achievements of others so as to adapt and apply them in new ways.
Extract from ‘Evaluating innovation in youth work’
www.theinnovationcenter.org
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Overview
Promotes and facilitates youth leadership development through a strategy of civic
engagement. It is recognised that young people can effect social changes which contribute
positively to their communities. Examines the linkages between youth development and civic
engagement and benefits of youth development approach in terms of building social
capital and empowering young people.
The focus is on enhancing the abilities of young people from economically disadvantaged
communities.
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Formed Youth Leadership for Development Initiative, a learning network of sixteen
community based organisations, in which young people are actively working for change
through ‘civic activism’ – which includes public education and advocacy campaigns,
research and public policy, non-violent public demonstrations, resource development, and
participation in the democratic process. Described as a ‘continuum of youth participation’,
the process can also incorporate ‘service learning’ as an experiential component of civic
education, making the connection between classroom activity and the ‘real world’.
Reports provided:
Social Policy Research Associates, 2003. Lesson in Leadership. How young people change
their communities and themselves: An evaluation of the youth leadership for development
initiative, Executive Summary. NYA
Lewis-Charp, Heather, Hanh Cao Yu, Sengouvanh Soukamneuth & Johanna Lacoe. (2003)
Extending the Reach of Youth Development Through Civic Activism: Outcomes of the Youth
Leadership for Development Initiative. Innovation Center for Community and Youth
Development.
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www.youthonboard.org,
Supports youth advocacy and involvement in decision making. Links to other interesting
youth advocacy and citizenship projects.
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www.atthetable.org/
At the Table is project of the Innovation Centre for Community and Youth Development to
provide resources and information about youth governance.
Aims
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Connect individuals, organizations and communities to the resources they need to
successfully involve youth in decision-making
Introduce likeminded youth and adults to each other so they can swap stories and
share best practices
Gather information about where and how youth are engaged in decisions that affect
them and share their stories for the benefit of all
A membership based website, including on-line databases for resource sharing, on-line polls,
discussion forums, etc
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Describe themselves as an ‘incubator for social innovations’ – to help decision makers and
communities unlock their creative potential. Work is focused on capacity building and
looking for innovative ways to solve old problems. They assist with developing new
programs, and have a strong focus on mentoring. Training workshops and conference
presentations are provided. Based in Brisbane
www.creative-communities.com
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An international consulting form that assists organisations develop ‘deliberate creative
thinking’ as a tool to nurture innovation within organisations. Offer Edward de Bono and Tony
Buzan (who created mind-mapping) programs and other thinking tools.
www.mindwerx.com.au
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An online ‘innovation tool’ for young people to create and store their ideas and network with
other young people interested in innovation. Their missions it to ‘inspire, stimulate and
motivate teens while they earn significant self-worth, personal recognition and financial gain,
using their imagination and creative expression’. Access is free, and parents, teachers and
other support people/mentors are encouraged to participate as well.
Members can work in 4 areas: • Say It – for people who like to express themselves through music, stories and art
• Build It – for people who like to build things and come up with concepts
• Design It – for designers, artists and decorators
• Change It – for those who want to change the world.
www.bkfk.com
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South Australia’s Centre for Innovation was established in December 2005 through a
partnership with universities, industry and the South Australian Government. It fosters
collaboration opportunities for small to medium sized businesses by offering a resource and
referral service for companies that are market driven, and looking to become internationally
competitive.
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Foster development of industries in key growth sectors
• Nanotechnology
• Sustainable industries
• ICT
• Health, sport, nutrition
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A focal point and meeting place for entrepreneurs, innovators and service providers.
Opportunities to form industry clusters and create centres of excellence.
Incubator cells for emerging companies.
An early stage advisory service on commercialisation.
A library of information on innovation, intellectual property, commercialisation and
strategic planning.
Promote the benefits of innovation to business.
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