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.
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:
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
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:
- 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.
- An Investment Framework for both recurrent and capital funding, which is robust, fair, and equitable.
- 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