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Neighbourhood and Community Centres Strategic Repositioning Committee

The role of the Neighbourhood and Community Centres (NCCs) Strategic Repositioning Committee is to create and facilitate a contemporary NCC strategic framework to support the work of 125 department-funded NCCs in Queensland.

The refreshed strategic framework will guide financial investment, strengthen best practices, and build a contemporary and networked service model that responds to a wide range of community needs.

Committee membership

The committee consists of a cross-section of stakeholders with experience and knowledge of NCCs and their key stakeholders and client groups. It includes the following representatives:

Name Position, Organisation

Mr Gary Adsett

Group Manager, Social Impact, YMCA

Ms Mara Basanovic

CEO, Volunteering Queensland

Mr Adrian Carson

CEO, Institute for Urban Indigenous Health

Mr Matthew Cox

Director, Cox & Collaborators

Former Executive Director, Logan Together

Ms Karen Dare

CEO, Communify

Ms Belinda Drew

CEO, Community Services Industry Alliance

Ms Sandra Elton

Manager, North Townsville Community Hub/ Queensland Community Alliance representative

Ms Nyoka Fetoa’i

CEO, Darumbal Community Youth Service

Ms Louise Judge

Manager, Chinchilla Community Centre

Mr Tomas Passeggi

President, Queensland Families and Communities Association

Dr Nancy Spencer

Executive in Residence, Policy Innovation Hub, Griffith University

Ms Lauren Stephenson

Committee Member, Kingston East Neighbourhood Group

Ms Tanya Stevenson

CEO, Harvey Bay NCC

Ms Regina Turner

President, Mura Kosker Sorority Inc

Ms Irene Violet, Acting Assistant Director-General Community Services is the Chair of the Committee, and secretariat for the committee is provided by the department.

Committee tenure and deliverables

The strategic framework being developed by the committee will include three core components:

  1. An Agreed Purpose Framework, to provide a clear strategy for NCCs and to underpin place-based operational service models and principles, with explicit focus on community diversity, including First Nations peoples, diverse cultural and linguistic communities, people with disability; and agility to adjust services to changing local community needs and strengths based on data and evidence. The Agreed Purpose framework will capture the evolving role of NCCs, including in-reach service planning and the move towards planning at the network level with key local service partners.
  2. An Investment Framework for both recurrent and capital funding, which is robust, fair, and equitable.
  3. A Performance and Reporting Framework to underpin measurement of NCC’s role in improving social, economic, digital and cultural outcomes for Queenslanders.

The Committee will provide advice and expertise regarding the directions and content of the strategic framework, as well as advise the department on:

  • an Engagement and Communications Strategy to ensure the voices of the sector and other key stakeholders are heard in the project
  • a Strategic Implementation Plan to guide effective and efficient implementation of agreed directions.

Committee meeting communiques

Last updated: 
17 August 2021