Attachment 1 CITY OF UNLEY COMMUNITY CENTRE DIRECTIONS PAPER 2014
I think of it as ‘home’ social, educational & fitness programs, all with a purpose of connecting with people I feel like a valued part of the community here I would be lost without it a positive impact on people’s well-being multigenerational connections strong & vibrant meeting places & hubs of information more than roads, rates & rubbish opportunities to contribute diverse, accessible & user-friendly the ‘glue’ connecting the community welcoming
Acknowledgements
This report has been written by Sandra Robinson, Acting Community Planner, with input from: Mandy Smith, Manager Community Development Nicola Tinning, Manager Business Improvement Helen Hoare, Community Planner Cathy Fulton, Team Leader Community Centres Megan Berghuis, General Manager Community We acknowledge the cooperation of community centre staff in preparing this Directions Paper. Their timely and efficient responses to enquiries, considerable collection of data and extensive reporting of information has been invaluable. Input and cooperation of the Goodwood Community Services Board of Management and the Clarence Park Community Centre Board of Management has also been appreciated. Thanks also to other metropolitan Councils who contributed to the research phase of this project. February 2014
CONTENTS
COMMUNITY CENTRE DIRECTIONS PAPER 2014
PAGE
Executive Summary 1. The City of Unley’s Community Centres ...... 1 2. Community Centres Directions Paper ...... 2 3. Key Findings ...... 4 4. Recommendations ...... 6
Section 1: Methodology Stage 1: In-house investigation ...... 10 Stage 2: Supporting research ...... 10 Stage 3: Data Analysis ...... 11 Stage 4: Community Centre Directions Paper Draft Preparation ...... 11 Stage 5: Independent Evaluation and Revision of the Community Centres Directions Paper .... 11 Stage 6: Elected Member Briefing and Council Report ...... 11
Section 2: Community Centre Industry Snapshot ...... 12
Section 3: City of Unley Context 3.1 City of Unley Community Profile ...... 14 3.2 Strategic Alignment ...... 16 3.2.1 City of Unley Community Plan 2033 ...... 16 3.2.2 City of Unley 4 Year Plan ...... 16 3.2.3 Community Asset Review and Strategy 2013-2017 ...... 16 3.2.4 ‘Future Directions of the Unley Citizens Centre’ Report 2010 ...... 17 3.2.5 City of Unley Ageing Strategy 2011-2014 ...... 17 3.2.6 City of Unley ‘Access For All’ Action Plan 2011-2016 ...... 18 3.2.7 City of Unley Environmental Sustainability Plan 2010-2013 ...... 18 3.2.8 City of Unley Policies Relating to Community Centres ...... 19 3.3 Legislative Context ...... 19
Section 4: City of Unley Community Centres Overview ...... 20 4.1 Facility Assets and Infrastructure ...... 20 4.1.1 Overview ...... 20 4.1.2 Unley Community Centre ...... 20 4.1.3 Fullarton Park Centre ...... 21 4.1.4 Clarence Park Community Centre ...... 21 4.1.5 Goodwood Community Centre...... 22 4.1.6 Asset Management ...... 22 4.2 Community Centre Operations ...... 23 4.3 Community Centre Management Models ...... 25 4.4 Community Centre Usage ...... 29 4.4.1 Community Centre Attendance ...... 29 4.4.2 Community Centre Utilisation Rates ...... 30 4.5 Volunteers At Community Centres ...... 31 4.6 Information and Communication Technology At Community Centres ...... 34
4.7 Community Centre Budgets ...... 35 4.7.1 Total Annual Budget for all Community Centres ...... 35 4.7.2 External Grants ...... 36 4.7.3 Facility Hire Pricing and User Charges ...... 37
Section 5: Community Engagement And Benchmarking ...... 38 5.1 Community Engagement ...... 38 5.1.1 Methodology ...... 38 5.1.2 Survey Results ...... 39 5.1.3 Focus Groups Responses ...... 41 5.1.4 Key Community Ideas ...... 41 5.2 Benchmarking: Community Centre Comparison Study 2013 ...... 42
Section 6: Key Findings, Recommendations and Implementation Guide ...... 45 6.1 Key Findings ...... 45 6.2 Recommendations ...... 48 R 1. Strategic context ...... 48 R 1.1 One ‘Community Centre Program’ ...... 48 R 1.2 Community Centre Program Vision, Mission and Goals ...... 49 R 1.3 Volunteers and Community Participation ...... 51 R 2. Community Centre Management ...... 52 R 2.1 Determining Service Levels and Future Model of Delivery ...... 52 R 2.2 Interim Community Centre Staffing Model ...... 53 R 2.3 Boards Of Management ...... 54 R 2.4 Facility Maintenance and Compliance...... 55 R 2.5 Facility Information and Communication Technology ...... 55 R 3. Operational Procedures and Practices ...... 56 R 3.1 Performance Measures ...... 56 R 3.2 Centralisation of Room Hire Booking System...... 56 R 3.3 Administration Processes ...... 57 R 3.4 Facility Hire Pricing and User Charges Framework ...... 57 R 4. Partnerships ...... 58 R 4.1 External Partnership Opportunities ...... 58 R 4.2 Internal Partnership Opportunities ...... 59 6.3 Implementation Guide ...... 61
Section 7: Appendices Appendix 1: Community Centre Industry Snapshot Appendix 2: Summary of Community Centre Operation Appendix 3: Community Centre Utilisation Rates Data May 2013 Appendix 4: Total Expenditure for Community Centres Appendix 5: Community Centres Directions Paper – Community Engagement Report April 2013 Appendix 6: Community Centres Comparison Study: Findings Appendix 7: Summary of Proposed Staffing Changes At Four Community Centres
EXECUTIVE SUMMARY
1. The City of Unley’s Community Centres
The City of Unley’s Community Plan 2033 reflects Council’s commitment to support our engaged and active community, celebrate cultural and artistic diversity and foster our unique community spirit. Our community centres provide platforms for Council to demonstrate this commitment.
Council operates four community centres within the City of Unley boundaries: Goodwood Community Centre, Clarence Park Community Centre, Fullarton Park Centre and the Unley Community Centre. Each community centre has a different management model, including centres with local partnering agreements and annual grant contributions, to centres that are fully Council-managed. All four community centres offer services based on local needs determined by staff, Boards of Management, local opportunities and community demand.
Community centres within the City of Unley are managed with a community development approach, supporting the community to strengthen its capacity by identifying and responding to local needs. Programs and services offered by our community centres are highly valued by user-groups, and they engender a strong sense of local ownership, connection and sense of belonging.
The program and service delivery at both Clarence Park Community Centre and Goodwood Community Centre is provided under the direction of separate Boards of The City of Unley has four Management, incorporated under the Associations community centres which Incorporation Act 2009. Both of these centres have attract an estimated 250,000 traditionally been successful in attracting external grant people per annum through funding via their Boards, thus enabling them to provide a attendance at events, number of specific services, including a childcare facility (Clarence Park) and targeted Home and Community Care programs and services. services (Goodwood). In contrast, the Fullarton Park and Unley Community Centres do not receive any significant external grant funding as they are managed and operated solely by Council, rendering these centres ineligible to apply.
Council actively seeks out organisations to partner with and deliver programs and services. This is demonstrated in Partnership Agreements with the Clarence Park Community Centre and Goodwood Community Services Inc., and the provision of room hire discounts for community groups and non- government organisations. These mechanisms enable Council to utilise other sources of expertise and service provision to benefit the community.
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In 2013-14, the total annual expenditure for Council’s community centre program was $1 323 071, with a net budget of $968 145. Each year, the four centres attract a visitation of an estimated 250,000 people through attendance at approximately 275 programs, events and services.
For the past 18 years, the City of Unley has also supported the Eastwood Community Centre, located on Glen Osmond Road, Burnside. Council has provided this centre with up to $22 000 annually for salaries, programs and services, with negligible reporting on the expenditure of these funds. In 2012-2013, Council provided Eastwood Community Centre with $15 576 to towards their operational costs.
Council has no formal agreement with Eastwood Community Centre or the City of Burnside. As Eastwood Community Centre is not located in, owned or managed by the City of Unley, it has not been included in this review other than consideration of the current arrangement in the Recommendations.
2. Community Centre Directions Paper
The Community Centre Directions Paper documents and analyses the current situation at the City of Unley’s community centres, identifies opportunities for improvement and offers recommendations relating to future directions for service provision.
The Directions Paper was developed in response to a number of factors. During 2012-13, Council raised questions relating to the number, location, resourcing and effectiveness of the City of Unley’s community centres. In addition, there is ongoing pressure across local government to justify expenditure in an effort to keep rates low, value high and services relevant for the communities we serve. To address this expectation, Councils undertake regular reviews to ensure continuous improvement of all services.
To respond to these issues, the Community Centre Directions Paper focuses on four main areas:
1. Strategic Context:
Development of a vision, mission and goals for the centres that support Council’s strategic direction and Community Plan 2033.
Investigation of practices which enhance community participation and align with current and emerging trends in the sector.
Establishment of the value of community centres.
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2. Community Centre Management:
Analysis of the existing mix and level of service provided at each centre, to identify gaps and overlaps, and opportunities for improvement.
Identification of resources required to deliver the current service, with considerations of opportunities and risks.
Identification of opportunities to maximize efficiency in the coordination and operation of community centres, including planning and promotion.
Exploration of operational and management models which maximise efficiency, value for money and outcomes for Council and the community.
3. Operational Procedures and Practices:
Analysis of existing data collection methodologies and performance measures, with consideration of opportunities for improvement and alignment with monitoring systems across Council and the sector.
Investigation of administration practices, and identification of opportunities to enhance efficiency and improve resource management.
4. Partnerships:
Exploration of existing and potential external grant funding.
Development of opportunities for enhancing internal and external partnerships to increase collaboration and maximise outcomes.
Extensive research, stakeholder engagement and investigations were undertaken over an eight month period, commencing in January 2013. Information was sourced through an industry trends analysis, a Community Centre Comparison Study (undertaken by an external consultant), community engagement and collation of existing information from our community centres.
During 2013, the sector’s peak body in South Australia, Community Centres SA, undertook its own research into community centre operations at a state and national level, including models of operation, funding sources and the common features of a community centre service.
This investigation, undertaken by the SA Centre of Economic Studies, provides evidence of the impact of community centres. The report, Economic and Social Impact Study: Community and Neighbourhood Centres Sector, was released in October 2013, after the Directions Paper research had concluded; however, key themes from this Study have provided significant context for this review.
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3. Key Findings
Based on the research in this Directions Paper, it is evident that the City of Unley’s community centres are strongly aligned to local identity, acknowledging and reflecting the individual communities in which they reside and serve.
Analysis of this research has revealed that community centres are a valuable resource for our community, providing access to information, opportunities for participation and affordable facilities and programs. There are distinct opportunities to improve the scope and delivery of this Council service.
Significant key findings include:
participants in the community engagement process strongly support and value our community centres; community demand for a service has largely been determined by community centre staff based on historical and existing use of a program; Council’s community centres essentially operate as four independent facilities, each with its own management style, planning processes and administration practices; the City of Unley invests significantly more resources in its community centres in comparison with other metropolitan councils; the community centre sector has no definitive guidelines for determining community centre services and service levels, methodologies for evidence-based assessment of community demand or systems for selecting the best model of management; and a major gap in Council’s existing service delivery model is the lack of consistent, comprehensive and verifiable data collection methodologies for determining community centre services or service levels, processes for evidence-based assessment of community demand, performance measures for staff and services, or systems for selecting the best model of management for a centre.
The Community Centre Comparison Study clearly demonstrates that the City of Unley has a considerable number of community centres in relation to the City’s size and population.
For the purpose of summarisation and contrast, the table below compares the City of Unley with other metropolitan councils (in order by population size):
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City of Population Area in Ha No. of FTE Volunteers Community % of Budget Annual Spend Community Centres Annual compared to Per Capita Centres Budget $000 total operating expenditure Adelaide 19 639 1560 3 3 29 $451 0.08% $23.00 NP&SP 33 500 1510 1 1.4 2 $106 0.003% $3.16 Holdfast 36 000 1370 7 1 N/A N/A N/A N/A Bay Unley 38 300 1427 4 9.23 200 $1 049 2.7% $27.40 West 57 000 3707 4 N/A 5 N/A 0.05% N/A Torrens Mitcham 65 000 7570 6 3.5 6 $101 0.19% $1.55 Marion 85 000 5500 4 9.73 160 $1 264 1.77% $14.85 TTG 98 028 9521 4 3.1 55 $425 0.58% $4.35 Charles 109 721 5563 5 5 119 $641 0.70% $5.85 Sturt
This comparison indicates that the City of Unley:
allocates the highest percentage of Council’s total operating expenditure on a community centre program; has a very high number of FTEs (9.23) for a City of its size, compared to the other metropolitan councils surveyed, second only to the City of Marion (9.73); and spends significantly more per capita ($27.40) on community centres compared to most other metropolitan councils.
In the course of investigating this Directions Paper, it became evident that two of the key findings above prevent the formulation of evidence-based recommendations regarding the most appropriate number, location, management model(s) and service levels for the City of Unley’s community centres at this time:
the absence of comprehensive data collection systems in our community centres, and the community centre sector’s lack of standards and guidelines.
To accommodate these significant gaps and improve efficiency, effectiveness and value for money, the Directions Paper offers fourteen recommendations for the future direction of the City of Unley’s community centre program.
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4. Recommendations
The Community Centre Directions Paper culminates in recommendations covering four key areas:
1. Strategic Context 2. Community Centre Management 3. Operational Practices and Procedures 4. Partnerships
Recommendations are summarised below, with rationales detailed in Section 7 of this Paper.
1. Strategic Context
1.1 One ‘Community Centre Program’
R 1.1.1 Establish and promote the City of Unley’s ‘Community Centre Program’ as one program with centralised programming and promotion, utilising a multigenerational approach to encourage community connection and enhance the appeal of the Program for people of all ages.
R 1.1.2 Investigate the opportunity to pilot a community centre data collection project through the Research and Development Scheme provided by the LGA.
R 1.1.3 Rename the Centre ‘Fullarton Park Community Centre’ to maintain consistency with the ‘Community Centre Program’.
1.2 Community Centre Program Vision, Mission and Goals
R 1.2.1 Adopt the proposed Vision, Mission and Goals for the City of Unley’s Community Centre Program.
R 1.2.2 Develop strategies and performance measures linked to these goals and the City of Unley’s 4 Year Plan (refer R 3.1).
1.3 Volunteers and Community Participation
R 1.3.1 Expand the City of Unley’s Volunteer Program to include a new ‘Community Centre Volunteer Program’ to increase and promote volunteering roles and opportunities in the Community Centre Program, including centre support and operational positions. The ‘Community Centre Volunteer Program’ should include clear volunteer role descriptions, recruitment processes and ongoing training and support opportunities (refer R 3.1).
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R 1.3.2 Ensure Community Centre Program performance measures include the involvement of volunteers in a variety of roles as one of the indicators of success.
R 1.3.3 Increase volunteer involvement at Fullarton Park Centre, including but not limited to the development of a new model of volunteer management of the Hughes Gallery.
2. Community Centre Management
2.1 Determining Service Levels and Future Model of Delivery
R 2.1 Implement a framework of consistent data collection process over a period of 12 months at Council’s community centres to determine:
accurate community utilisation rates catchment areas of each centre (through post code collection) mix and level of service required (including opening hours)
Analysis of this data will be undertaken to determine:
future methodologies for ongoing data collection and analysis to support evidence-based definition of community need, operational decisions and service standards required management models to deliver the service (including number and location of centres) resourcing required to support delivery of the service (funding and staffing).
2.2 Interim Community Centre Staffing Model
R 2.2 Implement the interim community centre staff model, which includes a reduction of community centre staff by two positions and an operating saving of $32 792 through a significant reduction in the casual staffing allocation for each community centre (refer Attachment 7).
2.3 Boards Of Management
R 2.3 Undertake a review of the Goodwood Community Services and Clarence Park Community Centre Board of Management model and Partnering Agreements to:
determine the effectiveness of the Agreements, improve efficiencies in financial management and staffing, clarify and negotiate the roles and responsibilities of both parties and explore opportunities for improving service delivery and utilisation rates, within the context of the outcomes of this Directions Paper.
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2.4 Facility Maintenance and Compliance
R 2.4 Determine Service Level Agreements with Council’s Assets and Infrastructure Department, regarding maintenance schedules and procedures, budgets and response times, and review regularly.
2.5 Facility Information and Communication Technology (ICT)
R 2.5 Investigate future technology needs for community centres and create a Business Case and Improvement Plan, as required.
3. Operational Procedures And Practices
3.1 Performance Measures
R 3.1 Develop continuous improvement systems for measuring outcomes of the Community Centre Program for both Council and the community, and include regular reviews of data for each individual centre and the Program as a whole.
3.2 Centralisation of Room Hire Booking System
R 3.2 Introduce a centralised room hire booking system across Council that includes the community centres to ensure efficiencies for community centres are realised.
3.3 Administration Processes
R 3.3 Undertake a comprehensive analysis and modify administration processes to enhance staff productivity and improve process efficiencies, resulting in the development and implementation of Standardised Operating Procedures for Council’s Community Centre Program.
3.4 Facility Hire Pricing and User Charges Framework
R 3.4.1 Review the ‘Hire of Community Centres’ Policy to improve transparency, equity and evaluation processes related to the Community Benefit discount, within the context of one ‘Community Centre Program’.
R 3.4.2 Fulfil Council’s commitment to community groups under any existing MOUs, and cease the practice of establishing new MOU agreements.
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4. Partnerships
4.1 External Partnership Opportunities
R 4.1.1 Investigate and develop partnerships with other organisations to support the delivery of the Community Centre Program, build community capacity and strengthen connections with the community.
R 4.1.2 Develop an agreement with Eastwood Community Centre to define the parameters of the funding for 2014-15, including the establishment of data collection methodologies to inform consideration of the future of this partnership beyond June 2015.
4.2 Internal Partnership Opportunities
R 4.2.1 Establish strategies for strengthening collaboration between Unley Libraries, Community Services, Community and Cultural Development and the Community Centre Program.
R 4.2.2 Create an annual ‘Community Program Guide’ to enhance awareness of and participation in community activities and initiatives offered by Council.
R 4.2.3 Through the Community Asset Strategy and the Goodwood Precinct Plan, investigate the opportunity of connecting the Goodwood Community Centre to the Goodwood Library and the improved use of the adjacent lawn area.
R 4.2.4 As part of the Unley Libraries Service Review, explore options for the future delivery of the Toy Library program currently provided by Goodwood Community Services.
These Recommendations provide Council with the opportunity to define its commitment to the City of Unley
community centres and determine future opportunities to
support the community and maximise value.
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SECTION 1
METHODOLOGY
In November 2012, the Community Centre Directions Paper Reference Group was established to oversee the development of the Community Centre Directions Paper. The Reference Group comprised the General Manager Community, then Manager Finance, Manager Community Development, Community Centre Team Leader and the Community Planner (Project Manager).
In December 2012, the Reference Group developed a project plan to define the process and deliverables of the Community Centre Directions Paper.
To meet the deliverables of this Paper a six-staged process was undertaken:
Stage 1: In-house Investigation
January - February 2013
Collection and examination of relevant data:
Strategic documents relevant to community centres Management models of each centre Data collection processes and outcomes Current resources allocated to each centre Current programs provided by each centre Levels and types of usage and key target audiences The value of community centres, both individually and as a whole Community centre operations and key processes Centre income (venue hire, grants, user contribution) Demographic profile of the Unley community The relationship between centres and Council and relevant Council services
Stage 2: Supporting Research
March - April 2013
Research and analysis projects included:
Comparative analysis undertaken by external consultants: benchmarking against other Councils to determine where they sit in the market (including best practice defined in terms of ‘ value for money’ in accordance with Council’s Service Improvement Framework) and to gain an understanding of possible service improvement and resourcing opportunities
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Industry scan to provide an understanding of current and future trends and challenges that may impact our operations Key industry projects relating to community centre operations Community Engagement: With 226 community centre users and non-users Defining the needs of the community Determining levels of satisfaction and gaps with current service provision Establishing future aspirations of the community Defining community perceptions relating to community centre operations Focus group with 15 staff members
Stage 3: Data Analysis
May - June 2013
Over a period of two months, detailed analysis of all research was undertaken by the Reference Group to determine recommendations for the future direction of the community centre program in the City of Unley. This included a facilitated workshop by an external consultant to assist the Reference Group to shape initial recommendations, plus ‘testing’ of draft recommendations with Community Centre staff.
Stage 4: Community Centre Directions Paper Draft Preparation
June - October 2013
To assist Council in its decision-making regarding the future of the City of Unley’s community centres, the Directions Paper comprised:
Detailed information on the existing scenario at Council’s community centres Information on gaps and opportunities in relation to the community centres Recommendations for the future direction of community centres in the City of Unley
Stage 5: Independent Evaluation and Revision of the Community Centre Directions Paper
November 2013 – January 2014
An external consultant was engaged to undertake an independent review of the draft Community Centre Directions Paper to assess the report’s structure and content. Following feedback from this specialist in local government service reviews, the report was amended and the final Paper completed.
Stage 6: Elected Member Briefing and Council Report
February 2014.
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SECTION 2
COMMUNITY CENTRE INDUSTRY SNAPSHOT
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Community centres across Australia continue to be strongly aligned to local identity and community need. Consequently, community centres vary greatly in terms of service and operational models, resources, infrastructure and facilities and support received from local and state governments.
They cannot be viewed as ‘one size fits all’, but rather as ‘one size fits one’, acknowledging and reflecting the individual communities in which they reside and serve.
Research of the community centre industry in Australia was undertaken to determine relevant developments and influencing factors that may impact and/or influence community centres, regardless of their purpose, function or model of operation.
The following key points have been identified as significant and may be considered when assessing the future direction of the City of Unley’s community centres.
Focus Area Trends
1. Community Involvement The role of community development is expanding, particularly in the and Development areas of governance, and building and promoting social sustainability and resilience, with local representation and participation, both in a management and operational capacities.
2. Community Centre The quality, size, number and layout of community centre facilities and Infrastructure infrastructure varies greatly across the nation and is largely dependent upon available funding, strategic priorities, management models and local community need.
3. Determining Number of Nation-wide, there is no definitive formula for determining the number Community Centres Required of community centres required to service a local government area. In 2009, the City of Unley’s Strategic Building Review investigated this issue.
4. Local Government Reviews Nationwide, local government is increasingly reviewing services, programs and facilities to improve efficiencies and bring a greater return on investment to their constituents.
5. Multigenerational Hubs There is an increasing trend to move away from age-specific community centres and towards multigenerational facilities and programming.
6. Centres for Sustainability Community centres are playing a greater role in empowering Leadership community members with the training, skills and networks they need to create a better future for their local communities and the environment.
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Focus Area Trends
7. Partnerships Partnering with external service providers and community groups reduces resources required by councils to maintain community centre service delivery levels, and often results in enhancement of the scope, number and quality of services offered to a community.
8. Neighbourhood The primary source of external funding for community centres is the Development Funding Family and Community Development Fund through the Department of Community and Social Inclusion (DCSI). This financial year, Council received $31 866 through this funding program. The conditions of this grant have recently been modified to allow funds to be allocated to the most disadvantaged communities in SA. The City of Unley’s current DCSI funding agreement will cease on 30 June 2014. The impact of changes to this funding stream will be assessed and addressed during this timeframe.
9. HACC Funding In 2014-2015, there will be significant changes to the delivery of Home and Community Care programs nation-wide. These modifications may result in a reduction in funding to HACC service providers, impacting Goodwood Community Services’ Filipino and Greek HACC Programs.
10. Alternative Funding Future trends indicate a reduction in state government funding for Sources community centres, consequently increasing the responsibility of local government to provide this service. There is a world-wide trend towards alternative sources of funding to support community initiatives, such as crowd-funding.
11. Technology Community centres deliver digital inclusion programs, providing access to computers and the internet for communities. Across Australia, there is increasing expectation by communities that technology will be a feature of all local government facilities and services.
12. Community Centre Trends in the community centre sector indicate the importance of Performance Measures assessing the positive impact of centres on the lives of the community in addition to measuring the success of the service. At present, the City of Unley’s community centres have no consistent, documented performance measurement systems.
13. The Value Of Community Nation-wide, community centres are perceived as community hubs, Centres facilitating and supporting the delivery of community programs and services which are responsive to community needs and engender a strong sense of local ownership, connection and sense of belonging.
A complete report on this research forms Appendix One, Community Centre Industry Snapshot.
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SECTION 3
CITY OF UNLEY CONTEXT
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3.1 City Of Unley Community Profile
According to the 2011 Australian Bureau of Statistics Census, the main population characteristics of the City of Unley are:
The City of Unley’s Community Profile 2013 highlights relevant aspects of the 2011 Census which may impact Council’s community centres in the future:
Since 2001, there has been an increase of 2 128 people aged 55-69 years living in the City; 29.4% of the City’s population is aged between 0 – 24 years; 30.6 % is aged between 15 - 44 years; 36.6% is over the age of 65 years +; Children live in 34.6% of all households in the City of Unley, with an increase of children (310) between 0 – 9 years of age; 89.7% of households have vehicle access; 37.4% of the population earn more than $2000 per week; 22.5% of the population over the age of 15 years volunteer in the City of Unley; and 64.1% of the population is employed.
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Census data reveals key focus areas with social and operational implications for the City of Unley’s community centres:
Focus Area Implications Population Demand for community centre facilities and services is likely to rise as the Growth population increases in size, with ongoing need to provide a range of services for people of all ages, including families with children, couples without children and people living alone. New residents require information and support to acclimatise and connect to a new community. Community centres are well placed to augment this role.
Ageing Population The need to support the community to remain healthy and active through the provision of multigenerational, accessible and diverse programs and services at community centres is likely to increase.
Generational Demand for community centre programs could be influenced by the expansion Change of the retirement age, as ‘baby boomers’ seek new opportunities and challenges.
Increasing A more multicultural population could influence program and service Multiculturalism provision; there is an opportunity for the community to benefit from cultural diversity by broadening cultural experiences at community centres.
Work Force Community centres could expand the roles and nature of volunteer Changes opportunities to support community members returning to the workforce, new arrivals entering the workforce and ‘baby boomers’ transitioning from the workforce to retirement.
Socio Economic Given the high employment rate, there could be increased demand for easily accessible and flexible activity opportunities, including after-hours and weekend program and service provision.
Health and Community centres play a key role in encouraging physical activity and social Wellbeing wellbeing through facilitating and initiating opportunities for involvement in programs and access to services. With a high percentage of lone person households, community centres could develop social inclusion strategies to engage isolated residents of all ages in community activities.
Technology Young people view technology not as a tool but as a ‘foundation’ for all aspects of their lives. Community centre facilities will need to meet the community’s expectation of access to Wi-Fi networks and delivery of programs and services with multigenerational appeal through the use of existing and emerging technology.
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3.2 Strategic Alignment
3.2.1 City of Unley Community Plan 2033
Council’s Community Plan 2033 includes a Goal (2) called ‘Living’ which encompasses culture, diversity and lifestyle. Specific outcomes relevant to the Community Centre Program include the following:
We have a healthy community. Recreational and wellbeing programs influence healthy living behaviours. Thriving community spirit and a strong sense of belonging and connection. Enlivened public places support community interaction, celebration and gathering. Individuals and groups have access to meaningful community engagement opportunities, and use them. High involvement in formal and informal volunteering opportunities strengthens our community.
Community centres already contribute to the delivery of these outcomes; however, the recommendations of this Paper will strengthen the connection between community centre vision, mission and goals, and Council’s strategic direction defined in the Community Plan 2033.
3.2.2 City of Unley 4 Year Plan
The 4 Year Plan outlines how Council will deliver the vision, strategies and framework set out in its Community Plan. Several initiatives highlighted in the 4 Year Plan will have an impact upon, or involve, the City of Unley’s community centres:
Implement recommendations from the completed Community Centres Review Complete and implement the Community Assets Review Coordinate and facilitate a place activation program Implement the Library Strategy Develop and implement a new resident’s welcome pack Commence implementation of key projects in the Unley Central Precinct Investigate the provision of ‘digital information hubs’ including provision of Wi-Fi to all community facilities
Council will undertake these initiatives between 2013 and 2017.
3.2.3 Community Asset Review and Strategy 2013 - 2017
In 2008, Council’s Strategic Building Review identified the condition, use, and future requirements of Council’s community assets. Extensive stakeholder consultation and research was subsequently undertaken through the process of implementing the Community Asset Review.
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The purpose of this Review was identified in the Strategic Building Review (2008) as follows:
“The City will provide services to the community which are consistent with Local Government’s role or that are part funded by other levels of government within a financially sustainable framework that does not place an unreasonable burden on ratepayers.”
In October 2013, Council endorsed the Community Asset Strategy 2013 – 2017, providing strategic direction for the provision and improvement of community assets in the City of Unley in the short and long term.
The Community Centre Directions Paper links with the Community Asset Strategy with regards to community centre asset provision and management.
3.2.4 ‘Future Directions of the Unley Citizens Centre’ Report
While the future direction of the City of Unley’s community centre program as a whole has not been considered until now, there has been specific work undertaken in relation to the Unley Community Centre (previously known as the Unley Citizens Centre).
Council considered a report on the future direction of the Unley Citizens Centre in July 2011 (City Strategy Item 45/11). At this time it was recommended that the Centre be renamed ‘Unley Community Centre’ and that the provision of services be enhanced to reflect the findings of the research and consultation outlined in the ‘Future Directions of the Unley Citizens Centre and Services for the Ageing’ report (November 2010). Key service delivery recommendations of this report included:
a centre-based service which provides a wide range of activities, programs and services, targeted to appeal to City of Unley residents, aged 50 years and over, including fit and frail aged, and their carers; promotion of a person-centred approach, with activities and services structured around the needs of users; including affordable activities which support positive ageing, increased well-being and reducing the risk of social isolation; continuing to include an affordable meal service; providing information about other services for older people in the City of Unley; and preferred location of the Unley Community Centre identified as adjacent to the Unley Shopping Centre.
The report establishes Council’s commitment to providing programs and services, targeted to people aged 50 and over, which are affordable, support positive ageing, increase wellbeing, and reduce the risk of social isolation.
3.2.5 City of Unley Ageing Strategy 2011 – 2014
The City of Unley has a high proportion of older people, which is predicted to rise over time. To prepare for this demographic trend Council developed the City of Unley Ageing Strategy 2011 – 2014. This plan includes recommendations that are relevant for our community centres. Page 17 of 62
The relevant actions are:
‘Implement healthy lifestyle and physical activity programs at the City’s facilities for older people.’ ‘Develop internal linkages between the Unley libraries, community centres, and community services to coordinate and promote social inclusion initiatives to reduce social isolation.’
Following the development of this Ageing Strategy, the City of Unley became the first Council in South Australia, and one of six in Australia, to gain membership to the World Health Organisation’s Global Network of Age-friendly Cities and Communities. Acceptance to the Network is an acknowledgment of the Council’s commitment to creating an inclusive and accessible urban environment for older residents and recognises the City of Unley’s efforts to promote healthy and active ageing. Community centres have a key role in facilitating services that support the Active Ageing initiatives and outcomes.
In April 2013, the City of Unley won the Local Government Managers Australia’s 'Leadership Excellence Award' for its age-friendly initiatives. The award recognises the City’s vision, leadership and commitment in ensuring residents remain healthy, connected and independent well into old age.
3.2.6 City of Unley ‘Access for All’ Action Plan 2011-2016
The City of Unley Access for All Action Plan 2011-2016 was developed in response to the Commonwealth Disability Discrimination Act (1992) to ensure Council’s continued compliance with the Disability Discrimination Act 1992 (DDA).
One of the objectives of the plan is to ensure that people with disabilities have equal opportunities to participate in community life. The Action Plan refers to community centres in Action 3.1.10 which states:
“Encourage, develop and support activities at Community Centres that are accessible for people with disabilities.”
Future consideration should also be given to ensuring all of the City of Unley’s community facilities and programs are accessible for people of all abilities.
3.2.7 City of Unley Environment Sustainability Plan 2010 – 2013
The Environment Sustainability Plan 2010 – 2013 was developed to address issues facing the City of Unley in managing the environment now and in the future. There is an action within the Climate Change section of the Plan that makes specific reference to Clarence Park Community Centre as a sustainable living demonstration site:
“Develop a sustainable living demonstration centre incorporating the Clarence Park Community Centre examples.”
In 2011, the City of Unley developed a Food Security Strategy and undertook a review of Council’s community gardens. Community centres are nominated as potential locations for initiatives such as demonstration sites for sustainable buildings, community gardens, and using vegetation to enhance the built environment and provide multiple benefits such as education, community harvesting, and protecting biodiversity.
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The Environmental Sustainability Plan also highlights the connection between value of community centres in an urban environment of medium density housing and limited open space.
A new Environment Sustainability Plan will be completed during 2014-2015.
3.2.8 City of Unley Policies Related to Community Centres
The City of Unley has key two policies related to the role and function of community centres: the Community Social Development Policy (COU101, adopted 2010) and the Hire of Community Centres Policy (COU103, adopted 2008).
The Community Social Development Policy acknowledges Council’s role in developing the wellbeing of its residents and social capital in its community.
The Hire of Community Centres Policy provides a framework for hire of the Fullarton Park Centre, Unley Community Centre and Goodwood Community Centre. This Policy does not apply to the Clarence Park Community Centre due to the Partnership Agreement with the Board of Management, who independently set hire fees for the Centre and retain the income for use in its operations of the Centre.
Both Policies are due for review in 2014-15, representing an opportunity to consider key findings of this Paper.
3.3 Legislative Context
The Local Government Act 1999 places an obligation on both the Council and the CEO to continuously review the efficiency and effectiveness of service delivery and operations.
Sections 6, 7 and 8 of the Local Government Act 1999 outlines Council’s roles, functions and related principles:
S7(b) “to provide services and facilities that benefit its area, its ratepayers and residents and visitors to the area including….. health, welfare and community services or facilities , and cultural or recreational services or facilities” S8(b) “ be responsive the needs, interests and aspirations of individuals and groups within its community”. S8(h) “seek to ensure that council resources are used fairly, effectively and efficiently”. S8(i) “seek to provide services, facilities and programs that are adequate and appropriate and seek to ensure equitable access to its services and activities and programs”.
In addition, Section 130A of the Local Government Act 1999 provides that Council may “examine and report on any matter relating to financial management, or the efficiency and economy with which the council manages or uses its resources to achieve its objectives, which would not otherwise be addressed or included as part of the annual audit under Division 4”.
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SECTION 4
CITY OF UNLEY COMMUNITY CENTRES OVERVIEW
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4.1 FACILITY ASSETS AND INFRASTRUCTURE
4.1.1 Overview
The City of Unley’s four community centre facilities represent significant assets for Council.
Overall, the facilities are maintained to current standards and generally, no provision is made for upgrades other than to maintain existing service levels. The City of Unley’s community centres To date, required service levels have not been identified and no definitive ‘fit for purpose’ assessment has been have an estimated undertaken to compare existing facilities against these total capital value standards. There has also been no assessment made of any changes required to these facilities as a result of change in of $11.42m. future needs and requirements.
Minor capital upgrades have occurred at each of the community centres over recent years; however, no major structural works or upgrades have taken place. While no future capital works are planned, a building condition audit is occurring in 2013-14 which may identify future capital and maintenance type works.
With the exception of the Unley Community Centre, each site has on-site parking, with only Fullarton and Goodwood being considered as adequate. Roof safety (access and egress) systems have been installed at Goodwood, Fullarton and Clarence Park centres.
A building management system was installed at the Goodwood complexes in 2010-11 to manage the mechanical (air-conditioning) systems. These works have resulted in a significant reduction in power costs and greenhouse gas emissions across both the community centre and Library. The Unley Community Centre had a small (1.6kv) photovoltaic system installed in 2011.
Clarence Park Community Centre has a 900L rainwater tank which captures water from the roof and its overflow goes into the Biodiversity Garden and the aquifer system, saving up to 22kL of mains water per year. The centre also has three photovoltaic cells. The 1440 watt grid-connected system provides enough electricity to power the original cottage with 2500 kWh per year.
4.1.2 Unley Community Centre
The Unley Community Centre located in Arthur Street, Unley, is 775m² and is a brick constructed building with flat metal deck roofing and concrete flooring. This building comprises a large hall with a stage, entry foyer, offices, kitchen with cool room, dining room, toilet facilities and various individual meeting rooms. A minimal standard of accessibility is generally provided to the Centre. The Centre has a total site of 1 620m².
Council currently expends approximately $18 000 for repairs and maintenance, $25 000 for contracted cleaning services and $20 000 for utilities per annum. The Unley Community Centre has an estimated capital value of $1.83m. Page 20 of 62
4.1.3 Fullarton Park Centre
Fullarton Park Centre is located on Fullarton Road, Fullarton and comprises three separate facilities:
Building 1 - Community Centre: A bluestone constructed former residence of about 1515m² with corrugated galvanised iron roofing and brick rear extension. The building has timber flooring to the front portion and concrete flooring to the rear.
Building 2 - Old Barn: a building of some 110m² of red brick construction with gabled corrugated galvanised iron roofing. Two timber framed pergolas are attached. This building is currently utilised as a craft (pottery) workshop.
Building 3 - Caretakers Cottage: a brick constructed building of 98m² with hipped corrugated galvanised iron roofing and concrete floor. A timber framed pergola is attached and internally this building comprises meeting area, kitchen, laundry, storeroom, bathroom and 2 offices. The building is currently leased to the SA Government – Child and Youth Health Unit.
A minimal standard of accessibility is generally provided across the facilities at the Centre. The total Fullarton Park site is 21 280m².
Council currently expends approximately $25 000 for repairs and maintenance, $29 000 for contracted cleaning services and $30 000 for utilities per annum (refers to buildings 1 and 2 only). Fullarton Park Centre has an estimated capital value of $3.99m.
4.1.4 Clarence Park Community Centre
Clarence Park Community Centre is located on East Avenue, Black Forest and comprises both an activity hall and administrative cottage.
Building 1- Community Centre: Circa 1928, a building of some 811m² of rendered brick construction with flat corrugated galvanised iron roofing and a mixture of timber and concrete flooring. Internally this building comprises an open hall and associated rooms along with a separately accessible child care centre.
Building 2 - Community Centre Administration: a cottage of 169m² that is partially rendered brick constructed, a former residence with corrugated galvanised iron hipped and gabled roof and rear weatherboard extension. A veranda is situated at the front of the building which internally comprises 3 offices, meeting rooms, and kitchen.
A minimal standard of accessibility is generally provided to the Centre. The Centre has a total site area of 2 169m².
Council currently expends approximately $30 000 for repairs and maintenance, $25 000 for contracted cleaning services and $20 000 for utilities per annum across both Clarence Park facilities. Clarence Park Community Centre has an estimated capital value of $2.5m.
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4.1.5 Goodwood Community Centre
Goodwood Community Centre is located on Goodwood Road, Goodwood and has an area of approximately 1110m². The building is a large modern community centre of concrete block, brick and rendered construction, constructed in 1999 as an extension to an older, much smaller existing building. Internally it comprises 2 large halls, reception, three small meeting rooms and administration areas.
The standard of accessibility at this centre is generally greater that that available at the other community sites. The Goodwood Community Centre and Goodwood Library occupy a total site of 6 070m².
Council currently expends approximately $16,000 for repairs and maintenance, $35,000 for contracted cleaning services and $35,000 for utilities per annum in relation to the community centre only. Goodwood Community Centre has an estimated capital value of $3.1m.
4.1.6 Asset Management
As with all other asset groups, seven guiding principles are used to determine how the community centres can be managed from an asset perspective, these are:
Principle 1 – Equity across the community A balanced approach is taken ensuring that residents across the community have equal opportunities for required services.
Principle 2 – Sustainable assets Assets are designed and maintained in a manner cognizant of a triple bottom line outcome (financial, environmental and social) and utilising a life-cycle approach.
Principle 3 – Risk sensitive Asset based decisions are done so in a manner where risks are identified, understood and managed (WHS, environmental, public safety, political).
Principle 4 – Strategic consistency Assets related to services are planned and maintained within an integrated planning framework.
Principle 5 – Functional & Service Level Assets are designed & maintained to ensure they are fit for purpose, meeting the agreed Level of Service.
Principle 6 – Compliant Assets are designed and maintained to meet compliance requirements at a minimum.
Principle 7 – Innovation and improvement-focused Alternative methods of providing services and assets are regularly examined and improvements considered, ensuring ‘best value’ options are applied.
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4.2 COMMUNITY CENTRE OPERATIONS
The City of Unley has a demonstrated history of strong commitment to the provision of community centres. Council provides substantial resources to enable essential and popular programs and services to be delivered across the centres.
Each year, Council’s four community centres attract a visitation of an estimated 250,000 people through attendance at approximately 275 programs, events and services.
The way in which each community centre operates varies greatly depending on a range of factors listed below.
Management structure Capacity and condition of the facility Community need and expectations Staffing levels Volunteer participation Accessibility and range of programs provided Funding – both internal and external Tradition
Each community centre has its own independent system for defining and recording data such as program descriptions and usage, which has affected accuracy and comparability of the information. There is a clear opportunity to improve the efficiency and effectiveness of data collection systems at all community centres to reduce subjectivity and increase accuracy of the information collected, and link this to defined deliverables and measures of success at all community centres.
Given these significant variables and gaps in consistent data
collection procedures, the following table provides an indicative overview of the operations of each community centre to consider each
facility individually and in comparison to the other centres.
A full summary of each centre is provided in Appendix Two Summary of the City of Unley’s Community Centre Operations 2013.
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Clarence Park Fullarton Park Goodwood Unley
Opening Monday to Thursday 9.00am to 3.00pm, and Monday, Tuesday, Thursday and Monday to Friday 8.30am to 5.00pm Monday to Friday 9.00am to 4.00pm Hours PW* Friday 9.00am to 12.00 noon Friday 8.30am to 4.30pm -Reception and administration areas -Main Hall with stage -6 meeting rooms, 4 with kitchenettes -Banquet Hall with stage -Main Hall with stage -Kitchen -Lounge and Dining area -Commercial standard kitchen -Commercial kitchen -2 meeting rooms -Banquet Room Facilities -Activity Hall/indoor sports area -Dining room -Cottage/Office -Commercial standard kitchen -3 meetings rooms -Dedicated childcare area -Arts Studio -2 meeting rooms -2 outdoor areas -Off-street parking -Off-street parking -Off-street parking Over 60 types of programs and services Over 60 types of programs and Over 50 types of programs and Over 40 types of programs and Programs and focusing on child and family activities, lifelong services focusing on child and family services focusing on child and family services focusing on people over the Services education, environmental initiatives and initiatives, health and wellbeing, initiatives, sport and recreation age of 50 years, including health, community participation education, arts and social clubs activities, and cultural groups arts, and interest/social groups 7 events run by Centre staff each Events 19 events run by Centre staff each year 17 events run by Centre staff each year 6 events run by Centre staff each year year Food Co-op, Men’s Shed, Occasional Childcare Centre and environmental demonstration site Hughes Gallery HACC program Meals Service four days a week – Other services including biodiversity garden, solar panels and Library Toy Library Monday, Tuesday, Thursday and lighting, storm water disposal system, Friday rainwater tank and vertical garden -Board of Management comprising community Managed and operated solely by -Board of Management comprising Managed and operated solely by Management members and Council representatives Council, without input from community members Council, without input from Model -Support by Council staff community representatives -Support by Council staff community representatives
Provided by Council: 1.77 FTEs Provided by Council: 1.84 FTEs Provided by Council: 2.51 FTEs Provided by Council: 3.02 FTEs Staffing Levels Provided by Board: 2.26 FTE Provided by Board: 3.9 FTEs
Volunteer 56 8 67 58 Numbers Total Annual $259 159 $313 829 $361 626 $388 457 Expenditure Total Annual -$14 800 -$145 230 -$85 383 -$109 513 Income Annual Net $244 359 $168 599 $276 243 $278 944 Cost * All Community Centres offer private hire of facilities out of business hours.
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4.3 COMMUNITY CENTRE MANAGEMENT MODELS
There are 107 community and neighbourhood centres, with 40 affiliate organisations, throughout South Australia. Management of these centres fall into four main categories of management, defined in the Community Centres SA’s report called Economic and Social Impact Study: Community and Neighbourhood Centres Sector (October 2013):
Community Centre Management Models in SA These figures indicate Council-Managed that 65.1% of community 13.2% centres in SA are Independent without 34.9% outsourced by councils to Council Coordinator 14.2% independent Boards of Independent with Management or not-for- Council Coordinator profit organisations. Not-For-Profit Managed 37.7%
Source: Community Centres SA 2013
Council-Managed: a community centre is directly managed and operated by council staff. It may be supported by an informal advisory group consisting of volunteer community members which does not have the authority or legal responsibilities of a Board of Management. A council-managed facility may also include non-exclusive licences, where community groups or organisations have an agreement to occupy part of the community centre, but not to the exclusion of other community groups.
Independently Managed without a Council Coordinator: a Board of Management, Incorporated Body, Co-operative or similar, have an agreement with a council to manage and operate a community centre. This model may include non-exclusive licences, where community groups or organisations have an agreement to occupy part of the community centre, but not to the exclusion of other community groups.
Independently Managed with a Council Coordinator: a Board of Management, Incorporated Body, Co- operative or similar, have an agreement with a council to manage and operate a community centre. There is council representation on the management committee, with a council coordinator and council staff coordinating and delivering programs and events. This model of management may include non- exclusive licences, where community groups or organisations have an agreement to occupy part of the community centre, but not to the exclusion of other community groups.
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Managed by a Not-For-Profit Organisation: a community group like Centacare or Uniting Care Wesley establishes an agreement with a council to occupy a community centre facility exclusively for a defined time period.
Community Centres SA does not recommend a preferred model of management of a community centre, as each individual council determines their commitment to the sector and resources it appropriately. Each category of management offers benefits and challenges for a council, considered in the table below.
MODEL BENEFITS CHALLENGES
Management structure is flexible, able to adapt Structured and potentially reduced to Council’s requirements, including integration community involvement in community
with Council’s strategic planning. centre management and operations.
Centre Council staff exclusively responsible for Exclusive responsibility of facility management of the centre. maintenance. Managed Managed Ease of dissemination of Council information Ineligible for many external funding through the centres. streams to fund programs. - Council
Community Use of facilities for Council events and activities Resource intensive. free of charge.
Volunteers on a Board of Management govern No Council participation in decisions the organisation in accordance with a relating to centre management, constitution. including selection and delivery of
programs. The Board of Management responsible for the
overall coordination of the centre, including Shared responsibility of facility strategic planning and its implementation. maintenance.
Complete community management of the Ensuring alignment to the council’s community centre. strategic plan. council staff council
Shared responsibility of facility maintenance. Difficult to disseminate council information through the centres. Reduced resources required by Council. without Focus on metropolitan-wide service Incorporated bodies are eligible for external delivery as opposed to the local
Independent Community Centres Community Independent funding streams to fund programs. community.
Council contribution may not be recognised by the community.
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MODEL BENEFITS CHALLENGES
A Partnership Agreement clearly defines roles Resourcing requirements of staff. and responsibilities of each party. Potential competing responsibilities Council staff share responsibility for the and expectations of staff.
management of the centre, ensuring council’s strategic context is considered. Reduced flexibility in decisions related to centre and programs management
Reporting and accountability can be defined by for council and Boards. council with the Board of Management. Alignment of a council’s strategic plan Considerable community involvement in with the Board of Management’s community centre management. constitution may be challenging
council staff council because of competing priorities.
Shared responsibility of facility maintenance. Responsibility for implementation of with Incorporated bodies are eligible for external OHS and Risk Management at centres funding streams to fund programs. lies with Council but may have reduced control over day to day management Independent Community Centres Community Independent and implementation of procedures.
Difficulty attracting the skilled volunteers required for representation of Boards of Management.
Council-owned facility leased to NFP group, Limited input by Council.
often at pepper-corn rent. Focus on metropolitan-wide service The NFP group pay council rates and is delivery as opposed to the local responsible for building maintenance. community.
The NFP group employs staff and supports Alignment of a council’s strategic plan volunteers to deliver their service in the council with the organisation’s constitution area. may be challenging because of
Profit (NFP) Organisation (NFP) Profit competing priorities. - Community grants provided by council to For - support program delivery. No council control over service delivery Managed Community Centre Community Managed
Not and centre management. Reduced resources required by Council.
Within these categories, the management of each community centre is modified to accommodate its’ community’s unique composition and needs, and the preferences of the local council with regards to strategic direction, resource allocation and role of the centre in the community.
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At present, the City of Unley has two categories of community centre management, with four distinct approaches:
Council Operated Board Of Management
Fullarton Park Centre Clarence Park Community Centre
A small number of programs selected and Income generated by hall hire and program delivered by Council staff. participation fees is retained by the Board to fund centre programs and operations including a Men’s The majority of events and programs are Shed program and childcare service. provided by private hirers, including community groups. Both Council and the Board employ centre staff, under the terms of the Partnering Agreement. Council is the sole employer of centre staff. The Board is eligible for external funding streams Council retains the income generated from the to support operations. hire of the venue and program participation fees.
Unley Community Centre Goodwood Community Centre
Some events and programs are provided by Council retains the income generated from the private hirers, including community groups. hire of the venue and program participation fees.
The majority of programs selected and delivered Council provides Goodwood Community Services by Council staff. with an annual operating grant to fund centre programs and operations, including a HACC Council is the sole employer of centre staff. program.
Council retains the income generated from the Both Council and the Board employ centre staff, hire of the venue and program participation under the terms of the Partnership Agreement. fees. The Board is eligible for external funding streams to support operations.
Due to the gaps in consistent data collection identified at the City of Unley’s community centres, it is difficult to determine the efficiency and effectiveness of these management models. Retaining a mix of management models may be the best option for Council, but this cannot be determined without additional documented
evidence. This issue is addressed in the Recommendations.
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4.4 COMMUNITY CENTRE USAGE
4.4.1 Community Centre Attendance
Approximately 250 000 people attended the City of Unley’s community centres in 2012-2013. This includes attendance at events, programs, services and private and commercial hire of facilities.
Estimated number of community centre users in 2012-2013
31 891 71 962 Clarence Park
96 432 Goodwood 52 937 Fullarton Park Unley
To determine these attendance figures, community centres use a combination of collation methods using hard-copy diaries, role books, Dataworks and Excel spread sheets. Figures include:
Attendance records taken by community centre staff at any centre-run program or activity. Attendance numbers estimated by community centre staff at community centre-run events. Casual hirers provide anticipated/estimated attendance numbers on Hire Agreement Forms prior to an event, activity or program. Regular hirers record anticipated/estimated attendance numbers annually on Hire Agreement Forms prior to an event, activity or program.
There is also considerable reliance upon estimation of numbers by staff and hirers. While these collation methods provide an approximation of annual attendance numbers, they do not capture where users reside or the attendance of people visiting the centres:
in addition to the numbers estimated in Hire Agreements; seeking community information or to enquire Gaps in data collection procedures about venue hire; prevent the formulation of to only use the open space areas at a centre (such evidence-based conclusions about as Clarence Park’s biodiversity garden); community centre attendance to go to the childcare centre or Food Co-op at at this time. Clarence Park, or the Reiki Centre or Child and Youth Health Service at Fullarton Park; or to participate in voting at Elections.
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4.4.2 Community Centre Utilisation Rates
Utilisation rates for community centres can be determined by comparing hours each space is available for hire, with real hours each space is actually hired.
Prior to this Review, the City of Unley’s community centres did not have a system in place to determine utilisation rates for each facility, with attendance numbers only being estimated and recorded. For the purpose of analysis in the Community Centre Directions Paper, the four community centres were required to record utilisation rates for the month of May 2013, following a standard template.
For example, the main hall at the Unley Community Centre is available for hire for a period of 7.5 hours each Monday to Friday, and for a period of 8 hours each Saturday and Sunday, representing a total of 236.5 actual hours of available use per month. During the month of May 2013, this space was used for a total of 160 hours, making the utilisation rate 67.65%. Using this method for all rooms for hire in a centre, utilisation rates for each facility have been calculated and presented in the table below.
Given the variety and ambiguity of attendance collation methods outlined in 4.4.1, the following utilisation rates must be considered as indicators only, based on data collected over a four week period.
Community Centre Utilisation Rates - May 2013 80% 70% 73% 70% 60% 60% 46% 50%
40%
30%
20%
10%
0% Clarence Park Goodwood Fullarton Park Unley
Utilisation rates can be significantly influenced by the location, layout and condition of facilities; for example, a yoga class cannot operate next to a Volleyball game, as the noise generated by one activity would interrupt the other.
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According to Community Centres SA, there is no universal base-line to indicate a strong utilisation rate for community centres in Australia. Each Council, and even each individual community centre within that Council, utilises a unique system for estimating facility usage, dependent upon function, tradition, venue, characteristics, resourcing and programs and services offered at the particular community centre. These variables render comparison of utilisation rates with other council’s community centres inconsistent and inaccurate.
Community Centres SA advocates for councils to assess more than the number of people entering a community centre as a measure of its success. Using planning, evaluation and continuous improvement tools, the quantity and quality of the community centre program can be measured accurately. This issue has been addressed in the Recommendations as an area for improvement. (Appendix Three contains a complete record for May 2013 for all four community centres.)
4.5 VOLUNTEERS AT COMMUNITY CENTRES
Volunteers have always been intrinsic to the life and success of the City of Unley’s community centres.
Centre coordinators support registered City of Unley volunteers to participate in variety of roles in community centres, such as events support, maintenance, bus driving, administration and program delivery and support, including HACC, Meals and School Holiday Programs.
Boards of Management comprising community volunteers contribute to the ongoing management of programs and services at Clarence Park and Goodwood Community Centres. Partnership Agreements with the Clarence Park Community Centre Inc. and Goodwood Community Services Inc. are models which encourage community participation and ownership, and demonstrate the importance of local volunteers participating in the management of community centres.
Over the past 7 years, statistics reveal a relatively consistent number of volunteers at our community centres; however, there has been a gradual decline in the number of hours contributed by those volunteers, During 2012-2013, Council’s four with the exception of Fullarton Park Centre, community centres provided demonstrated in the graphs below. volunteering opportunities for 200
people who contributed a total of (Note: As Goodwood Community Centre has no registered City of Unley volunteers, the figures shown 20, 000 volunteer hours. represent Goodwood Community Services volunteers).
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Volunteer Numbers 120 114 100 80 64 64 68 56 58 60 40
20 8 2 0 Clarence Park Unley Fullarton Park Goodwood
2006-2007 2012-2013
Volunteer Hours 12000 11,170 10000 9,310 9,413 8000 7,108 7,280 6000 3,761 4000
2000 480 702 0 Clarence Park Unley Fullarton Park Goodwood
2006-2007 2012-2013
The City of Unley’s Community Profile 2013 establishes that volunteerism is relatively strong in our community, with 22.5 % of the population contributing volunteer services compared with 17.7% for Greater Adelaide. The Community Profile identifies that there is an opportunity to redefine Council’s policy position on volunteering in the future:
‘particularly in respect to the type and nature of work available, the timing of work and establishing transition programs from full-time paid work to retirement. There is potential to support ‘new volunteering’ and further strengthen the community’s involvement in volunteering.’ The City of Unley Community Profile, Page 18
In Council’s Community Plan 2033, the strategy Living: Our Path To A Thriving City identifies the strategic objective of a ‘collaborative and engaged community’. Outcomes for this strategic objective include ‘high involvement in formal and informal volunteering opportunities strengthens our community’. An indicator of this outcome is an increase in volunteer participation.
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In 2008, the Local Government Association (LGA) and the Local Government Managers Association published a strategic framework called ‘Volunteering In Local Government: A Way For The Future’, and in 2012, the LGA and Local Government Volunteers Managers Network produced the ‘Volunteer Management In Local Government’ strategy. Together, these documents provide flexible strategies for volunteer engagement and sustainable management of new and emerging trends in volunteerism.
In community centres across Australia, the expectations of existing and potential volunteers are changing. This is reflected in demand for new and diverse volunteering roles such as opportunities for newly arrived residents, skill development in unemployment and career transitioning.
Expansion of volunteer opportunities for people of all ages has the added benefit of increasing community empowerment, ownership and participation, and enhancing community capacity, thus strengthening sustainability and relevance of community centres. By expanding volunteering roles available in Council’s community centre program, there would be innovative opportunities to engage new volunteers through targeted sources, such as universities, schools, sporting clubs, community groups and local organisations and businesses. This would have a positive impact upon the effective and efficient management and operation of the City of Unley’s community centres, thereby enhancing community ownership and strengthening connections with Council.
Developing volunteer roles which differ from and complement the roles of paid employees would have intrinsic Futurist Bernard Salt’s value for both the volunteers and the community centres. For definition of new life example, volunteer roles in administration and customer stages, people over the service would provide significant opportunities for new age of 50 years in their volunteers while supporting the efficient delivery of the ‘lifestyle’ phase do not service. see themselves as ‘old’; generally, they are no Historically, volunteers have not performed administration longer working full-time, and customer service roles in the City of Unley’s community but not yet retired, with centres, due to role preferences, reliability and the time money and freedom of commitment of volunteers, and inadequate role definition, choice. People at this training and support provided by Council. stage of their ‘lifecycle’ are seeking new There is also a perception among community centre staff that challenges and volunteers in administration and customer service roles are experiences. To engage predominantly ineffective and inefficient. This could be and retain this addressed through the creation of a robust Volunteer Policy demographic of the and Program, by identifying volunteer participation as a community in community development role of community centres, and by volunteerism, community linking volunteer involvement with performance measures. centres must expand the roles and responsibilities of volunteers.
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4.6 INFORMATION AND COMMUNICATION TECHNOLOGY AT COMMUNITY CENTRES
The Information and Communication Technology (ICT) support at each community centre is unique, given the different design and age of each building, past upgrades of facilities and the location of each centre. The table below provides a summary of the current ICT at each community centre.
Telephone Potential to Current capacity to add Requires system provide Wi-Fi additional services/PCs additional bandwidth Unley Council PABX Yes (installed) Yes No
Clarence Park Local - Commander No No Yes
Fullarton Park Council PABX No No Yes
Goodwood Council PABX Yes Yes No
Both Goodwood and Unley Community Centres have been connected to the Council’s ICT systems using fibre optic cabling linked to Council Libraries. Improvement to the ICT systems at Clarence Park and Fullarton Park Community Centres is constrained by their distance from other Council facilities.
Fullarton Park Centre has a minimum bandwidth connection back to Council’s ICT. With this arrangement, there is no capacity at present to increase any operations that require ICT connection. The centre has been migrated onto the Council PABX system so telephone extensions behave the same as local Civic Centre phones. To be able to facilitate any additional ICT opportunities, the bandwidth will need to be increased.
Clarence Park Community Centre is similar to Fullarton Park Centre; however, the facility still operates on a local Commander telephone system. This has not been migrated to the Council’s PABX as it is a more extensive network than Fullarton Parks Centre. To enable this service to be migrated and provide a base to take advantage of any future ICT opportunities, the bandwidth provided will need to be increased. Clarence Park Community Centre Board also has its own PC network located at the Centre, separately funded and maintained by the Board.
Goodwood Community Centre is fibre connected via the Goodwood Library since they were established on the Council network several years ago. Therefore, Council’s PCs in the Centre operate in the same manner as the Civic Centre. In 2012 the local telephone network was migrated onto the Council’s main PABX system so telephone extensions behave the same as local Civic Centre phones. With this base infrastructure established, they are well placed to be able to take advantage of future ICT opportunities as they are identified. Goodwood Community Services also has its own PC network located at the Centre, funded and maintained by GCS.
In 2012, the Unley Community Centre was migrated onto Council’s fibre network. This has enabled the ICT operations of the Centre to act in the same manner as Civic Centre customers.
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With this base infrastructure in place, the Civic Centre Wi-Fi network was subsequently extended to the Unley Community Centre for community access.
For both staff and the community, it is essential that organisational functions and service delivery be enhanced and supported by ICT systems to increase organisational efficiencies and accessibility, and encourage more people of all ages to participate in community centres.
Council’s Business and Economic Development Unit is currently investigating the opportunity to establish consistent, free Wi-Fi access along key mainstreets and meeting locations through Broadband Fibre connected ‘wireless hotspots’. The ‘Unitiwireless’ project has the potential to improve service provision at the City of Unley’s community centres.
4.7 COMMUNITY CENTRE BUDGETS
4.7.1 Total Annual Budget for all Community Centres
In 2012-2013, Council’s total annual expenditure for community centres was $1 323 071, representing 2.7% of the City of Unley’s total budget of $39.4m. The total annual income for all community centres was $354 926. Therefore, the net cost to Council for all centres was $968 145.
In 2012-2013, the centres had a combined Council FTE of 9.23, with four Community Centre Coordinators and the remaining staff responsible for administration, customer service and program facilitation. The total staffing budget (including all on costs) was $736 427, representing 55.6% of the total annual expenditure $1,323,071.
The income generated from venue hire and program fees offsets some of the operating costs of the centres, with the exception of Clarence Park Community Centre where venue hire income is retained by the Board of Management for the provision of services to the community and facility maintenance.
Unley Fullarton Goodwood Clarence Park TOTALS
Income -$109 513 -$145 230 -$85 383 - $14 800 -$354 926
Expenditure: Staff $230 241 Staff $160 757 Staff $193 741 Staff $151 688 $736 427
Operating Costs* Operating Costs* Operating Costs* Operating Costs* $309 530 $107 180 $76 403 $83 396 $42 551 Asset Costs** Asset Costs** Asset Costs** Asset Costs** $277 114 $51 036 $76 669 $84 489 $64 920 Total $388 457 Total $313 829 Total $361 626 Total $259 159 $1 323 071 Net Cost $278 944 $168 599 $276 243 $244 359 $968 145
*Operating costs include: materials, programs, publicity, postage, catering, volunteer services, depreciation. **Asset Costs include: building repairs and maintenance, contracted cleaning services and utilities.
These figures include all on costs.
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Appendix Four contains a full breakdown of the City of Unley’s operating expenditure budget for community centres in 2012-2013.
4.7.2 External Grants
As incorporated bodies, the Management Boards of both Clarence Park Community Centre and Goodwood Community Services are able to apply for external grant funding. The table below provides a summary of the grant funding received by both Boards in the 2012-13 financial year:
Clarence Park Community Centre
Project name Description Grant program Organisation Amount The Guerrilla The Guerrilla Kitchen served Social Marketing SA Health $1,500 Kitchen healthy soups and distributed Capacity Building health promotional material to Community Grant targeted groups. Black Forest Produce a DVD on the 30 year Achiever Adelaide and Mt $4,614 Primary School history of the Black Forest Community Grants Lofty Rangers History Project School Garden Natural Resources Management Strength for Life Strength for Life provides a Bendigo Bank $2,000 Establishment strength training program for people over the age of 50 and those uncomfortable at regular gymnasiums. TOTAL $8,114
Goodwood Community Services
Project name Description Grant program Organisation Amount HACC Program - To reduce social isolation of Office for the Dept Families $263,280 Day Program Greek and Filipino HACC Ageing – Home And and clients through social and Community Care Communities cultural support in their own homes STAINES Child Provides support to parents Family and Dept Families $36,800 Development wanting to increase their Community Dev. and knowledge and skills about Program - Parent Communities child development Child Dev. Toy Library A lending and advisory service Dept Education $9,554 for families and Child Development TOTAL $309,634
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Limited external grant funding is available for Unley Community Centre and Fullarton Park Centre as they are not managed by incorporated bodies through Boards of Management and are therefore ineligible to apply for many grants.
With the exception of funding through the Department of Community and Social Inclusion (DCSI) Family and Community Development Fund, there are no alternative sources of consistent, ongoing funding for community centres other than local government. Future trends indicate a reduction in State government funding for community centres, consequently increasing the responsibility of local government to provide this service. Community centres and Boards seek additional grants through such bodies as SA Health, Natural Resource Management and the Bendigo Bank to support the delivery of some programs.
4.7.3 Facility Hire Pricing and User Charges
The City of Unley’s Hire of Community Centres Policy provides a discount framework for the hire of Fullarton Park Centre, Unley The City of Unley’s ‘Hire Community Centre and Goodwood Community Centre. This of Community Centres’ framework supports community groups who hire the facilities to Policy is scheduled for provide activities and programs that are locally based and review in 2014-15. This provide a community benefit. The Policy aims to provide represents an guidelines for transparent decision making and increased opportunity to assess accessibility to Council facilities through reduced hire fees. the discount framework for the hire of Council’s The Hire of Community Centres Policy states that a discount of community centres. 55% will apply if an individual, group or organisation is located or resides in the City of Unley, and if the activity has ‘Community Benefit’, that is, the activity is primarily not-for-profit, with demonstrated and direct benefits for residents and meets a social, environmental or economic development need. The Policy does not provide assessment guidelines of ‘Community Benefit’.
To manage the varied and constant requests for discounts of hire fees, each community centre has develops its own Memorandum of Understanding (MOU) to enable Council to provide additional support for community groups to access community centre facilities and provide programs and services for the community. This procedure is not captured within the Hire of Community Centres Policy. At present, there are 23 MOUs with community groups, sporting clubs and organisations. These MOUs are created at the discretion of the Community Centre Coordinators.
Currently, charges for users of community centre services and programs are determined by individual community centres, depending on the total cost of delivering each service or program, and in consideration of the target audience and nature of the activity. There is an opportunity to centralise the planning of user charges for all community centre programs and services, to improve consistency, equity and accessibility.
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SECTION 5
COMMUNITY ENGAGEMENT AND
BENCHMARKING
5.1 Community Engagement
5.1.1 Methodology
The community engagement stage of the project was undertaken in March 2013. The consultation program targeted key stakeholders, centre users and non-users. Views of the community were sought via our online community hub, Your Say Unley, as well as via a printed survey made available from the community centres, the community bus, and the Unley Libraries.
Printed surveys were distributed at the: The community engagement process Heywood Park ‘Footstomping, Fables, and Film’ event on aimed to: Saturday, 16 March 2013; community information day held at Forestville Reserve on determine the current Sunday, 24 March 2013 for the Forestville/ rail projects; and needs of the community;
Unley Shopping Centre on Thursday, 28 March 2013. ascertain levels of satisfaction and gaps in During this phase a number of ‘face to face’ opportunities were also current service provision; available for community input. These included: recognize future eight community focus groups, with a daytime session and community aspirations; evening session being held at each of our four community and centres; establish community two focus groups held with each of the Boards of Management; perceptions relating to and our community centres. one focus group specifically for community centre volunteers. operations.
A total of 241 people participated in this initiative. Of these: 226 were community members, 15 were staff members, 126 attended one of the 12 focus groups available, 115 people completed a survey (97 completed a hard copy survey and 18 completed the on-line survey through the Your Say Unley site).
An internal consultation was also undertaken with relevant Council staff.
Despite numerous opportunities to contribute, the number
of participants and engagement with non-users of our community centres during this consultation process was relatively small. The data provided therefore represents a
limited sample of community opinion.
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5.1.2 Survey Results
The following feedback was received in response to the survey questions (refer Appendix Five):
What is your level of awareness about our community Centres?
Other 1
Never knew any of them existed 6
I know of and have used more than one of 47 the Centres regularly
I know of and have used one of the Centres 49
I know of all the Centres but haven't used 4 any of them
I know of my local Centre but haven't used it 9
0 10 20 30 40 50 60
Fitness activities and social gatherings were the most popular reasons why respondents accessed a community centre in the past 12 months. The main reason cited for not attending a community centre was lack of information or awareness of what programs and activities are available.
How satisfied were you with the program offered at the Community Centre?
*Other 4
Not satisfied 1
Satisfied 30
Very satisfied 63
0 10 20 30 40 50 60 70
A total of 33 respondents were satisfied with the facility or room they hired, with 51 stating they were ‘very satisfied’.
While a program or activity may attract a participant to a community centre, survey responses reveal that many participants develop friendships and connections with their community as a result of attending a community centre.
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What do you gain from using a Community Centre?
*Other 21
Friendship 67
Fitness 29
Education 33
Feeling part of the community 86
0 20 40 60 80 100
The survey also asked participants for suggestions for improving our community centres. From the numerous and diverse ideas, the most common responses can be grouped under three main headings:
Facilities: Better car parking and signage. Improve grounds maintenance. Provide a café facility at each community centre. Improve access to disabled toilets and showers. Create community gardens at community centres where possible.
Programs: Maintain low cost of activities. Improve room hire discounts for not-for-profit community groups who run community programs. Target men for group activities. Create information packs for new community groups to assist them with planning, training of board members, public liability insurance and promotion. Offer more activities for young people such as youth-run events, special interest clubs, music practice and fitness classes. Provide a more diverse range and number of recreation and fitness courses for older people as they are very popular and difficult to get into.
Promotion: Develop stronger advertising strategies to promote existing programs and community groups. Utilise the local Messenger to regularly promote each community centre. Send a flier to all rate payers bi-annually, promoting the community centres. Improve use of social media to promote community centres and make the City of Unley website more user-friendly.
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Ensure existing notice boards provide up to date information and consider installing notice boards outside of community centre buildings to provide access to information at all times. Improve interaction and connections across the community (e.g. schools, shops, council).
5.1.3 Focus Groups Responses
The following feedback was captured during focus groups:
Community centres have a positive impact on people's well-being, sense of connection and community spirit. Community centres provide a hub for council and other information. The importance of volunteers was highlighted and the need to continue to support their involvement in addressing local needs and to be actively involved in running the centres. Affordability and accessibility are key factors in the success of the centres in Unley. Access to transport is a critical factor for attendance at community centre activities. There is an opportunity to strengthen linkages between community centres, libraries, and Council’s community services team. Staff at community centres are friendly, approachable and well informed. There is a lack of awareness about what is provided at community centres and an opportunity to improve promotion through website and local media.
5.1.4 Key Community Ideas
Analysis of the survey and focus groups results revealed key suggestions from the community:
develop better linkages between community centres, Council services and libraries to deliver a ‘seamless’ service to the community; install Wi-Fi/Broad Band for free community access at all community centres; encourage training for new members of Boards of Management, and addressing this as part of a review of the Partnering Agreements; develop a central ‘program waiting list register’ for the four community centres and review this regularly to identify opportunities to combine duplicated programs; create a ‘Welcome Pack’ for new residents of the City of Unley including information on community centre s, Library and Council community programs and services; develop a marketing strategy for the City of Unley community centres program to better promote the service; and establishing community garden sites at community centres where possible.
Appendix Five contains a full report on the community engagement process and results.
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5.2 Benchmarking: Community Centre Comparison Study 2013
The Community Centre Comparison Study was undertaken by an external consultant between November 2012 and May 2013. The study involved research and analysis into the model and operations of the City of Unley’s community centres, including comparative studies across local government and current industry trends and implications.
For the purpose of the Study, a community centre was defined as:
a public place where members of the community can hire spaces and gather for group meetings, activities, social support and public information. Often used in responding to local community needs and supporting community to undertake local action.
Methodology for the Study consisted of an online survey of identified councils, a desktop review and benchmarking. Participating councils were:
1. Marion 2. Unley 3. Mitcham 4. Tea Tree Gully Each council has its own 5. Holdfast Bay definition of a 6. West Torrens ‘community centre’, and 7. Norwood Payneham St Peters every community centre 8. Charles Sturt has its own unique 9. Adelaide system for recording
data such as utilisation Although the City of Burnside was invited to contribute, they rates and attendance did not participate in the survey. At the time of writing this levels, making report, some councils did not provide all requested comparison of information. participant numbers and
It is important to note that each council has its own definition usage limited and of a ‘community centre’, and every community centre has its inequitable. own unique system for recording data such as utilisation rates and attendance levels, making comparison of participant numbers and usage limited and inequitable.
Deliverables and measures of success at any community centre are disparate, often subjective and even non-existent, depending on each council’s processes and procedures. This weakness in the community centre industry is currently being addressed by Community Centres SA through their endorsement of the Results Based Accountability tool.
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Despite these limitations, it is still possible to determine some similarities and differences in the way each council delivers its community centre service.
Some commonalities between community centres include:
the provision of infrastructure including meeting, activity and shared spaces delivery of a broad range of programs and services in response to local community need venue hire by private, community or commercial groups volunteer participation to varying degrees community information provision regular and one-off users of facilities.
Variations in the delivery of community centre programs include:
direct program and service delivery program and service delivery by hirers some facilities were purpose-built, and others refurbished to be ‘fit for purpose’ (e.g.: the City of Unley has the oldest building at 103 years, and the City of West Torrens has the newest building at one year old) the number of community centres within a council allocation of resources three councils provide a meals service for the over 50s seven of the nine have a Home and Community Care program (HACC) management by Council, an incorporated body or a combination of both.
The benchmarking study revealed that all community
centres are strongly aligned to local identity and community need. Consequently, community centres vary
greatly in terms of service and operational models, resources, infrastructure and facilities and support
received from local and state governments.
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The Community Centre Comparison Study 2012-13 demonstrates that the City of Unley has a considerable number of community centres in relation to the City’s size and population. For the purpose of summarisation and contrast, the table below compares the City of Unley with other councils (in order by population size):
City of Population Area in Ha No. of FTE Volunteers Community % of Budget Annual Spend Community Centres Annual compared to Per Capita Centres Budget $000 total operating expenditure Adelaide 19 639 1560 3 3 29 $451 0.08% $23.00 NP&SP 33 500 1510 1 1.4 2 $106 0.003% $3.16 Holdfast 36 000 1370 7 1 N/A N/A N/A N/A Bay Unley 38 300 1427 4 9.23 200 $1 049 2.7% $27.40 West 57 000 3707 4 N/A 5 N/A 0.05% N/A Torrens Mitcham 65 000 7570 6 3.5 6 $101 0.19% $1.55 Marion 85 000 5500 4 9.73 160 $1 264 1.77% $14.85 TTG 98 028 9521 4 3.1 55 $425 0.58% $4.35 Charles 109 721 5563 5 5 119 $641 0.70% $5.85 Sturt
This comparison also indicates that the City of Unley allocates the highest percentage of Council’s total operating expenditure on the community centre program. Unley Council has a very high number of FTEs (9.23) for a City of its size, compared to the other metropolitan councils surveyed, second only to the City of Marion (9.73). Unley Council also spends significantly more per capita ($27.40) compared to most other metropolitan councils.
Appendix Six contains the full Community Centre Comparison Study report.
It is important to note that each council has its own system of collation, analysis and interpretation of community centre data,
with budget and FTE figures determined differently. Consequently, this comparison table should be used as an
indicative guide only.
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SECTION 6
&
KEY FINDINGS RECOMMENDATIONS
AND IMPLEMENTATION GUIDE
E
6.1 Key Findings
Based on the research in this Directions Paper, it is evident that the City of Unley’s community centres are strongly aligned to local identity, acknowledging and reflecting the individual communities in which they reside and serve.
Analysis of this research has revealed that community centres are a valuable resource for our community, providing access to information, opportunities for participation and affordable facilities and programs.
As a Council service, there are distinct opportunities to improve the scope and delivery of this program. These opportunities have been identified as key findings:
1. Strategic Context
The City of Unley’s community centres deliver 275 programs, events and services annually, attracting approximately 250 000 people to the centres each year. Community centres play a fundamental role in responding to our Community Plan 2033 and 4 Year Plan. At present, this correlation is not well-defined, as community centres do not have their own vision, mission or goals linked to the organisation’s strategic context.
Compared with other metropolitan councils, the City of Unley has more community centres per head of population and land mass, a considerably higher FTE count and greater financial contribution compared to total operating expenditure.
The community engagement process revealed that community centres are highly valued by current users of the service, meeting needs identified by staff through ongoing engagement with, and knowledge of, the local community. By 2040, the population in the City of Unley is expected to increase by 7 000, which may impact upon the demand and need for community centre programs and services.
There is an increasing trend to move away from age-specific community centres and towards multigenerational facilities and programming which fosters more connected and cohesive communities and reduces social isolation for people of all ages.
Statistics indicate that there have been a relatively consistent number of community centres volunteers for the past seven years; however, there has been a decline in the number of hours contributed by those volunteers. Trends in volunteerism indicate that volunteers require flexible, diverse roles, with a choice of formal or informal positions.
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2. Community Centre Management
Each community centre has a different model of management, with planning of programs and services undertaken by Council staff and/or Boards of Management. These models have evolved over time, and there are no clear measures of success to indicate which model is the most effective.
There are no consistent methods of data collection to accurately determine community centre use, community demand for services or which model of management is the most appropriate for the City of Unley community.
Investigation into current community centre staffing levels has revealed opportunities for modifications to improve efficiency of this service. Minor rationalization of resources will improve community centre service delivery without reducing services.
Council’s Partnership Agreements with Boards of Management at Goodwood and Clarence Park Community Centres are recognised as effective models of management and operation. Scheduled reviews of these Agreements provide a timely opportunity to consider modifying the terms and conditions to improve service delivery and outcomes for the community, within the context of this Directions Paper.
Given the lack of data available, it is difficult to define the type and number of community centre facilities required to deliver this program in the City of Unley. From an asset management perspective, it is impossible to determine if a building is ‘fit for purpose’, unless the function of the centre and the parameters of the service are determined using evidence-based statistics. This includes assessing facility maintenance and compliance, and planning ICT requirements.
3. Operational Procedures and Practices
Each of the City Unley’s community centres uses its own independent operational procedures and practices. There are also no defined deliverables with performance measures at any community centre. Combined with the absence of consistent data methodologies, it is not possible to determine outcomes of the Program or success of the service.
There are opportunities for improving the efficiency and effectiveness of administrative processes at community centres, including program and room booking procedures.
On occasion, community centre staff waive room hire fees for hirers who are not eligible for the community benefit discount under Council’s ‘Hire of Community Centres’ Policy. Conditions of this supplementary assistance are documented through Memorandum of Understanding agreements. These unique arrangements enable community centres to support delivery of additional services, events and programs for the local community, at low or no cost to Council. Although this demonstrates a gap in the provisions of the Policy, the process is inconsistent and operating without authorized guidelines or monitoring.
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4. Partnerships
Council’s community centres collaborate with a variety of community groups, community service providers and commercial enterprises to support delivery of programs and services. However, with the future of the Department of Community and Social Inclusion funding in doubt and the local impact of the global financial crisis, formal partnerships with organisations and businesses will be essential to sustain delivery of a dynamic, accessible and diverse Community Centre Program.
The City of Unley has supported Eastwood Community Centre for the past 18 years without a formal agreement with the centre or the City of Burnside. The most recent data gathered to demonstrate City of Unley resident utilisation of this centre was collected in 2008. By connecting Eastwood Community Centre to any data collection system implemented at the City of Unley’s community centres, information could be gathered to inform decision-making about the value and future of this arrangement.
The goals of the Community Centre Program share commonalities with Unley Libraries, Community Services and the Community Development Business Units. Although these areas of Council work together occasionally on an informal basis, there is a clear opportunity to implement strategies for strengthening collaboration to improve service delivery and therefore outcomes for the community.
The Directions Paper community engagement process revealed a lack of awareness about community centres programs available. There is an opportunity to strengthen internal partnerships to improve the flow of information to the community, regarding programs and services delivered by all Business Units.
These key findings have informed the development of recommendations for the future direction of the City of Unley’s community centres.
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6.2 Recommendations
Recommendations for the future direction of the City of Unley’s community centres fall into four categories:
1. Strategic Context 2. Community Centre Management 3. Operational Practices and Procedures 4. Partnerships
1. STRATEGIC CONTEXT
1.1 One ‘Community Centre Program’
Rationale Recommendations
An estimated 275 programs, activities and events take place at the City of Unley’s community centre R 1.1.1 Establish and promote the City of each financial year. At present, each centre operates autonomously, with programming, administration Unley’s ‘Community Centre Program’ as one systems and strategic direction planned separately. This management approach has revealed gaps and program with centralised programming and duplication in service provision. promotion, utilising a multigenerational approach to encourage community connection Centralised programming of a single ‘Community Centre Program’ would facilitate planning of multi- and enhance the appeal of the Program for generational services and programs across all centres, with flexibility for the delivery of programs to people of all ages. target local demographics. Operating as ‘one program’ would improve efficiency and effectiveness of centre operations, programming and promotion.
Centralised programming includes consideration of community demand. Given the existing lack of data R 1.1.2 Investigate the opportunity to pilot a collection methods, community need cannot be accurately measured through quantifiable evidence at community centre data collection project this time. As this gap in service delivery is characteristic of the community centre sector in SA, there through the Research and Development Scheme may be an opportunity to partner with the Local Government Association (LGA) to develop and provided by the LGA. undertake a community centre data collection project, to establish systems of collecting information to define precise utilisation statistics and measure community demand.
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‘Fullarton Park Centre’ was originally called the ‘Fullarton Park Community Centre’. In 1996-1997, the R 1.1.3 Rename the Centre ‘Fullarton Park facility’s name was changed to better reflect the strategic direction of the facility as a venue for hire. At Community Centre’ to maintain consistency that time, Council directed the centre to focus on increasing commercial and community hire of the with the ‘Community Centre Program’. venue. The change in name supported the development of this ‘business model’ of operation. The centre’s role in the community has evolved over the past 20 years, with the primary purpose of the centre reverting to its original function as a ‘community hub’.
1.2 Community Centre Program Vision, Mission and Goals
Rationale Recommendations
Currently, each individual community centre undertakes independent strategic planning, with R 1.2.1 Adopt the proposed Vision, Mission objectives defined through Business Plans or Partnership Agreements. To improve the efficiency and and Goals for the City of Unley’s effectiveness of the planning process, it is essential to collectively define the Vision, Mission, Goals and Community Centre Program. Strategic Objectives for the single multigenerational ‘Community Centre Program’. R 1.2.2 Develop strategies and performance The proposed Vision, Mission and Goals have been developed to support the strategic direction of the measures linked to these goals and the City Community Plan 2033, with consideration of data collected through the community engagement of Unley’s 4 Year Plan (refer R 3.1). process, input from Community Centre staff and the social principles identified in the City of Unley’s ‘Community Profile and Social Implications Analysis’, April 2013.
VISION: To develop vibrant and welcoming community hubs for connection and learning, inspiration and opportunity, celebration and collaboration.
MISSION: To strengthen community spirit and well-being through providing diverse, accessible and inspiring opportunities to explore, share, connect and grow.
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GOALS:
1. Provide accessible, affordable and friendly community hubs which connect people, places and information.
2. Facilitate active citizenship through empowering and supporting community members to create and deliver opportunities for community participation.
3. Build community capacity through the provision of quality facilities, services, referrals, resources and information.
4. Actively encourage and support the community to plan for and respond to current and future needs.
5. Provide and support programs, events and activities which strengthen community spirit and reflects the cultural, social, recreational and educational interests of the community.
6. Create opportunities for understanding, celebrating and appreciating the diversity of our community.
7. Encourage physical activity and social wellbeing through facilitating and initiating opportunities for involvement in programs and access to services.
8. Embrace and enable community ownership and participation through diverse volunteering opportunities.
9. Utilise technology to enhance the effectiveness and efficiency of service provision and program management.
10. Apply continuous improvement methodologies to measure both the positive effect of the Program on the lives of community members and the efficiency of this Council service.
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1.3 Volunteers and Community Participation
Rationale Recommendations
Over the past 7 years, statistics reveal a relatively consistent number of volunteers at Clarence Park, R 1.3.1 Expand the City of Unley’s Volunteer Goodwood and Unley Community Centres, with a gradual decline in the number of hours contributed Program to include a new ‘Community by those volunteers. The City of Unley’s Community Profile 2013 establishes that volunteerism is Centre Volunteer Program’ to increase and relatively strong in our community, with 22.5 % of the population over the age of 15 years contributing promote volunteering roles and volunteer services. These trends suggest continued commitment to volunteering and a demand for opportunities in the Community Centre volunteering opportunities which require reduced volunteering hours. Program, including centre support and operational positions. The ‘Community The Community Profile 2013 identifies that there is an opportunity to redefine Council’s policy position Centre Volunteer Program’ should include on volunteering in the future with a focus on diversification and expansion of volunteer roles to clear volunteer role descriptions, increase volunteer participation and enhance community capacity and ownership. recruitment processes and ongoing training and support opportunities (refer R 3.1). Council’s Community Plan 2033 identifies volunteer participation as an indicator of a strategic objective to create a ‘collaborative and engaged community’. R 1.3.2 Ensure Community Centre Program performance measures include the involvement of volunteers in a variety of roles as one of the indicators of success.
Historically, Fullarton Park Centre has very low numbers of registered City of Unley volunteers R 1.3.3 Increasing volunteer involvement at compared to other City of Unley community centres. This may be partially due to Fullarton Park Fullarton Park Centre, including but not Centre’s key role as a hire venue for community and commercial groups. There is an opportunity for limited to the development of a new model Fullarton Park Centre to expand the roles and responsibilities of volunteers in order to increase the of volunteer management of the Hughes number of City of Unley registered volunteers engaged in the centre operation, management and Gallery. program delivery. Expansion of volunteer opportunities would result in increased community empowerment, ownership and participation, and enhanced community capacity.
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2. Community Centre Management
2.1 Determining Service Levels and Future Model of Delivery
Rationale Recommendation
An estimated 250 000 people visit the City of Unley’s community centres annually. This figure is only R 2.1 Implement a framework of consistent approximate, due to current inconsistent and imprecise methods of data collection at our community data collection process over a period of 12 centres. months at Council’s community centres to determine: Available information revealed average utilisation rates at Council’s community centres for May 2013: Clarence Park 70%, Fullarton Park 73%, Unley 46% and Goodwood 60%. From these figures, it appears accurate community utilisation rates that our community centres are under-utilised; however, there are no consistent methods of gathering catchment areas of each centre data to verify these community centre usage statistics at present. (through post code collection)
A key finding of this Paper is that our community centres lack comprehensive data collection mix and level of service required methodologies to determine accurate utilisation rates, catchment areas, community need and service (including opening hours) level requirements. In addition, the community centre sector has no definitive standards or guidelines. Analysis of this data will be undertaken to determine: Consequently, it is difficult to offer evidence-based recommendations regarding the most appropriate number, location, management model(s) and service levels for the City of Unley’s community centres future methodologies for ongoing data at this time. Consistent and extensive data must be collected over a substantial time period to collate collection and analysis to support accurate information, support thorough analysis and inform strategic decision-making. evidence-based definition of community need, operational decisions and service standards required
management models to deliver the service (including number and location of centres) resourcing required to support delivery of the service (funding and staffing).
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2.2 Interim Community Centre Staffing Model
Rationale Recommendation
In 2012-2013, the current model of the City of Unley’s four community centres comprised 9.23 FTEs R 2.2 Implement the interim community and required a total annual staffing budget allocation of $736 427 (including on costs), representing centre staff model, which includes a 70.2% of the total annual operating expenditure ($1 049 638) of this program. reduction of community centre staff by two positions and an operating saving of Potential modifications and enhancements have been identified within the existing staffing model to $32 792 through a significant reduction in improve efficiency. These modifications are outlined in Appendix 6 and include reducing Customer the casual staffing allocation for each Service Officer positions to one position per site and significantly reducing casual staff allocations. In community centre (refer Attachment 7). addition, it is proposed to increase the current Team Leader role of 7.6 hours per week to 20 hours per week to accommodate the expanding responsibilities of this position.
The result of these changes will be a reduction in staffing number from 9.23 FTE to 7.71 FTE and a significant decrease in casual staff allocations. These modifications represent a potential savings of $135,278 per annum.
It is important to note that these proposed modifications represent changes to service delivery but not a reduction in services. While some of these savings will be able to be realized immediately (i.e. the $32,792 from casual staff allocation), other changes are constrained by employment conditions and/or Partnership Agreements and require consideration of Council’s current EB Agreement.
Following completion of the 12 month data collection research and analysis, further changes to the community centre staffing model may be recommended.
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2.3 Boards of Management
Rationale Recommendation
Goodwood Community Centre programs and services are provided by Goodwood Community Services R 2.3 Undertake a review of the Goodwood (GCS) through a Partnering Agreement. GCS is an incorporated community organisation with an elected Community Services and Clarence Park Board of Management of volunteer community members. The Board oversees the majority of Community Centre Board of Management programs delivered at the Centre, which is also hired by community groups and individuals for model and Partnering Agreements to: activities. • determine the effectiveness of the GCS employs approximately 4 FTEs to support delivery of its programs and services. The City of Unley Agreements, employs a total of 2.51 FTEs, including a Community Centre Coordinator, Customer Service Officers and • improve efficiencies in financial casual staff. Council supports GCS with an annual operating grant of $42,000. This Partnering management and staffing, Agreement expires on 30 June 2015. • clarify and negotiate the roles and The Clarence Park Community Centre Board of Management is an incorporated body of elected responsibilities of both parties and community volunteers. The Board oversees the centre’s venue hire and program delivery. The income • explore opportunities for improving received from venue hire and program participation is retained by the Board to support centre service delivery and utilisation rates, operations and facility maintenance. The Men’s Shed Program is the exception to this arrangement, within the context of the outcomes with Council funding a coordinator position 10.5 hours per week to deliver this program. The of this Directions Paper. Partnering Agreement between Clarence Park Community Centre Inc. expires 30 June 2014.
Partnership Agreements foster the development of successful and effective models of management and operation which engages community members, retains volunteers, builds community capacity and maintains strong connections to its local community. At present, the Agreements specify the number and role of community centre staff to be employed by the City of Unley. Such prescriptive contract conditions do not allow flexibility in defining resources required to deliver a service which is, by its very nature, ever-changing.
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2.4 Facility Maintenance and Compliance
Rationale Recommendation
Building Condition Audits will be undertaken by Assets and Infrastructure throughout 2014-15 to R 2.4 Determine Service Level Agreements determine the maintenance requirement of each community centre and assess both accessibility and with Council’s Assets and Infrastructure sustainability. A prioritised program of maintenance works will be created from this assessment Business Unit, regarding maintenance process, including major and minor maintenance work. schedules and procedures, budgets and response times, and review regularly. Following completion of the 12 month data collection research and analysis, further recommendations regarding facility maintenance and compliance may be proposed.
2.5 Facility Information and Communication Technology (ICT)
Rationale Recommendation
Trends in the Australian community centre sector indicate the importance of utilising and providing R 2.5 Investigate future technology needs access to information and communications technology at all community facilities. For both staff and for community centres and create a the community, it is essential that organisational functions and service delivery be enhanced and Business Case and Improvement Plan, as supported by ICT systems to increase organisational efficiencies and accessibility, and encourage required. multigenerational participation in community centres.
Currently, the ICT support at each community centre is unique, given the different design and age of each building, past upgrades of facilities, and the location of each Centre. The proximity of community centres to other Council Libraries and the Civic Centre has enabled improvements to the provision of ICT at both Goodwood and Unley Community Centres. However, there are still issues of connection speed and accessibility at Fullarton Park and Clarence Park community centres.
Utilising technological advancements to support and improve service delivery is identified in the Community Plan 2033, ‘Emerging…Our Path to a Future City’.
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3. Operational Procedures and Practices
3.1 Performance Measures
Rationale Recommendation
Each community centre has its own independent system for recording data such as utilisation rates and R 3.1 Develop continuous improvement attendance levels, which raises concerns about accuracy and comparability. Trends in the community systems for measuring outcomes of the centre sector indicate the importance of assessing the positive impact of community centres on the Community Centre Program for both lives of the community. Council and the community, and include regular reviews of data for each individual Current data collection systems are not designed to capture this essential outcome of the community centre and the Program as a whole. centre program. In addition, there are no defined deliverables or measures of success at any community centre.
3.2 Centralisation of Room Hire Booking System
Rationale Recommendation
Currently, each individual community centre has its own independent room hire booking system. R 3.2 Introduce a centralised room hire Bookings are recorded by at least seven staff across the City including Coordinators and Administration booking system across Council that includes and Customer Service Officers, using a combination of Microsoft Outlook, Excel, Dataworks and hard- the community centres to ensure copy diaries. efficiencies for community centres are realised. A centralised room hire booking system would increase efficiency, improve customer service, ensure consistency and improve the collection of data and the accuracy of reporting. The 2013-14 Budget includes a project to procure and implement such a system Council-wide.
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3.3 Administration Processes
Rationale Recommendation
At present, each community centre has unique administration systems designed to suit its individual R 3.3 Undertake a comprehensive analysis operating style, with several staff managing administration tasks at each centre, including casual and and modify administration processes to temporary staff. Investigations into community centre operating procedures revealed opportunities to enhance staff productivity and improve improve the effectiveness and efficiency of administration processes at all centres. process efficiencies, resulting in the development and implementation of The Unley Libraries have developed Standard Operating Procedures which cover such areas as Standardised Operating Procedures for administration, customer service, security and safety, and information and technology. A similar Council’s Community Centre Program. model could be developed for the Community Centre Program to standardize administration processes and procedures thereby improving both customer service and efficiency.
The efficiency and effectiveness of a single ‘Community Centre Program’ with centralised programming could be further enhanced by the development and implementation of standardised administration processes and procedures.
3.4 Facility Hire Pricing and User Charges Framework
Rationale Recommendations
The City of Unley’s ‘Hire of Community Centres’ Policy is scheduled for review in 2014-15. This R 3.4.1 Review the Hire of Community represents an opportunity to assess the discount framework for the hire of Fullarton Park Centre, Centres Policy to improve transparency, Unley Community Centre and Goodwood Community Centre (hire fees for Clarence Park are equity and evaluation processes related to determined by the Board under the terms of the existing Partnership Agreement). Currently the Community Benefit discount, within the community groups who hire the facilities to provide activities and programs that are locally based and context of one ‘Community Centre provide a ‘community benefit’ are given a discount. The Policy does not provide assessment guidelines Program’. of ‘community benefit’.
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Consequently, each centre has developed procedures for undertaking these assessments, including the R 3.4.2 Fulfil Council’s commitment to creation of Memorandum of Understanding (MOU) agreements to clarify discounts which do not community groups under any existing correspond with the current policy. MOUs, and cease the practice of establishing new MOU agreements. Council’s Property Management Policy specifies clear criteria for assessing discounts through a matrix system. This Policy could inform the development of equitable and comprehensive guidelines and procedures for assessing, applying and monitoring the community benefit discount.
4. Partnerships
4.1 External Partnership Opportunities
Rationale Recommendations
Community centres managed by local councils are eligible for limited external funding. The primary R 4.1.1 Investigate and develop source of external funding is provided by the Family and Community Development Fund through the partnerships with other organisations to Department of Community and Social Inclusion (DCSI), representing approximately $300,000 annually support the delivery of the Community for the City of Unley. Council’s current DCSI funding agreement will cease in December 2013, with the Centre Program, build community capacity future of this funding stream still uncertain at the time of writing this report. Community centres and strengthen connections with the managed by Boards of Management, as incorporated bodies, are able to apply for additional grants community. through such bodies as SA Health, Natural Resource Management and the Bendigo Bank to support the delivery of some programs.
To maintain delivery of a dynamic, accessible and diverse Community Centre Program, the City of Unley could investigate potential partnerships with peak bodies including, but not limited to the YMCA, Meals On Wheels Australia, local retirement villages, South Australian Universities, and the University of the Third Age. The Eastern Regional Alliance may also offer opportunities for future partnerships.
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Eastwood Community Centre is located on Glen Osmond Road in the City of Burnside. Although the R 4.1.2 Develop an Agreement with centre is principally funded by the City of Burnside, the City of Unley has provided considerable Eastwood Community Centre to define the financial support for the Centre for the past 18 years without a formal agreement. parameters of the current arrangement for 2014-15, including the establishment of The premise of Council’s financial support of Eastwood Community Centre relates to its location on the data collection methodologies to inform boarder of both Unley and Burnside Councils, as City of Unley residents may access the service. The consideration of the future of this most recent data related to usage of this centre, collected in 2008 for the DCSI, indicated that 43% of partnership beyond June 2015. users of Eastwood Community Centre were City of Unley residents.
Council’s partnership with Eastwood Community Centre should be considered within the context of this report.
4.2 Internal Partnerships
Rationale Recommendations
The vision, mission and goals of the Community Centre Program share commonalities with Unley R 4.2.1 Investigate and implement Libraries, Community Services and the Community Development Business Units. This presents a strategies for strengthening collaboration valuable opportunity to establish new, and enhance existing, partnerships between Council’s own between Unley Libraries, Community Business Units to strengthen outcomes for Council and the community. This includes communication, Services, Community and Cultural exchange of information, cross promotion of services to the community and internal referrals of clients Development and the Community Centre to complementary services. Program.
During the community engagement process, stakeholders expressed a need for improved information R 4.2.2 Create an annual ‘Community about available community centre programs and services. A coordinated approach to the promotion Program Guide’ to enhance awareness of of all opportunities for participation in community programs across Council would maximise staff and participation in community activities efficiency, improve the effectiveness of promotions and potentially influence participation rates. and initiatives across Council.
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One example of collaboration is to develop promotional information about all of Council’s programs and services for the community, employing both traditional and social media. This would improve the flow of information to the community, providing opportunities for connection and participation through several Business Units.
The Goodwood Community Centre is located adjacent to a lawn area, the Goodwood Library and R 4.2.3 Through the Community Asset Goodwood Road Precinct. Creating physical links between these areas would improve visibility, Strategy and the Goodwood Precinct Plan, accessibility and community usage. investigate the opportunity of connecting the Goodwood Community Centre to the Goodwood Library and the improved use of the adjacent lawn area.
Goodwood Community Services (GCS) provides a Toy Library program located at the Goodwood R 4.2.4 As part of the Unley Libraries Service Library. The City of Unley provides $21 500 annually to fund this program through the GCS Partnership Review, explore options for the future Agreement. The City of Unley also provides a Toy Library program located at the Unley Library. delivery of the Toy Library program currently provided by Goodwood A Service Review of Unley Libraries commenced in 2013-2014. Consolidation of this duplicated Toy Community Services. Library program could be investigated as part of this Review, in conjunction with GCS and in accordance with the terms of the Partnership Agreement.
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6.3 Implementation Guide
The table below provides an indication of the proposed implementation plan, highlighting timeframes for the commencement of actions only. It is envisaged that the Recommendations will be actioned over a two year period.
This implementation guide may be subject to change.
Commencement Action Recommendation Timeframes: Reference March – June 2014 • Manager Community Development to begin R 2.2 implementation of interim staff model, including appointment of a new Community Centre Program Team Leader (20 hours per week) • Manager Business Improvement to commence planning R 2.1 data collection framework and methodology • Manager Marketing, Communications and Customer R 3.2 Service to implement centralised room hire booking system across Council • Manager Business Improvement to consider the R 4.2.4 Goodwood Toy Library as part of the Unley Libraries Service Review • Manager Community Development to establish R 4.1.2 agreement with Eastwood Community Centre for 2014-15 • Community Centre Coordinators to cease establishment R 3.4.2 of MOUs with community groups pending outcomes of policy review
July – December • Manager Business Improvement to implement data R 2.1 2014 collection framework for a 12 month period, overseen by the Team Leader • Team Leader to implement new vision, mission and goals R 1.2.1 for Community Centre Program, and develop strategies R 1.2.2 and performance measures linked to these goals R 1.3.2 • Team Leader to implement one ‘Community Centre R 1.1.1 Program’, including renaming Fullarton Park Centre R 1.1.3 • Manager Community Development to investigate LGA R 1.1.2 Research and Development Scheme grant • Team Leader and Volunteer Coordinator to develop new R 1.3.1 community centre volunteer program • Fullarton Park Community Centre Coordinator to R 1.3.3 implement strategies to increase volunteer participation
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Commencement Action Recommendation Timeframes: Reference • Team Leader and IT Coordinator to develop Business Case R 2.5 and Improvement Plan for ICT at community centres • Team Leader and Manager Property Assets to commence R 2.4 development of Service Level Agreements • Team Leader and Manager Property Assets to investigate R 4.2.3 opportunities within the Goodwood Precinct Plan • Manager Governance and Risk to review Hire of R 3.4.1 Community Centre Policy • Team Leader and Manager Community Development to R 4.2.1 initiate collaboration between Unley Libraries, R 4.2.2 Community Services and Community Development • Manager Community Development to undertake review R 2.3 of Partnership Agreements with Boards of Management at Clarence Park and Goodwood Community Centres
July – December • Team Leader and Manager Community Development to R 4.1.1 2015 investigate potential external partnerships
• Manager Business Improvement and Team Leader to R 2.1 review data collected over the 12 month period • Team Leader to commence development of continuous R 3.1 improvement methodologies for the Community Centre Program • Team Leader to develop Standard Operating Procedures R 3.3 to improve administration processes
January – June • Report to Council on outcomes of data collation and R 2.1 2016 analysis, including recommendations for the Community Centre Program
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SECTION 7
APPENDICES
APPENDIX One
Community Centre Industry Snapshot
APPENDIX Two
Summary of Community Centre Operations 2013
APPENDIX Three
Community Centre Utilisation Rates Data May 2013
APPENDIX Four
Total Operating Expenditure for Community Centres
APPENDIX Five
Community Centre Directions Paper Community Engagement Report
APPENDIX Six
Community Centre Comparison Study Report
APPENDIX Seven
Summary of Proposed Staffing Changes At Four Community Centres
APPENDIX 1
COMMUNITY CENTRE INDUSTRY SNAPSHOT
1. Community Involvement and Development
Community centres have always been a beacon for community strengthening and neighbourhood development. They are often viewed as the hub for local communities and are the starting point for new residents to find out and connect with local services, activities and information.
This key role is achieved through a combination of direct program and service delivery, and community development support of programs and services initiated by the community, The role of community via community centres’ partnerships with community groups development in community or hirers of the facility. Community centres play a strategic centres is expanding, role in engaging communities to identify and communicate particularly in the areas of needs, and facilitate community response to the issues raised. governance, and building and
promoting social sustainability Local government organisations are reassessing and redefining their role, looking to further empower communities, and resilience. Increasingly, promoting community leadership, activism and engagement. community centre models are The roles and expectations of volunteers in relation to all encouraging local community services is also changing, evident in retirement representation and planning, differing expectations on the types of positions and participation, both in a availability, opportunities for newly arrived residents, and skill management and operational development in unemployment or career transitioning. capacities. Community centres are in a prime position to support this level of community development and this function should continue to be carefully programmed and managed in the future.
2. Community Centre Infrastructure
The quality, size, number and layout of community centre facilities and infrastructure varies greatly across the nation and is largely dependent on available funding (both local and grant funding), strategic priorities, management models that support each centres’ operations and local community need.
Generally, community centres are either purpose-built facilities or remodified houses and halls.
Clearly, purpose built centres tend to offer the greatest flexibility as they are planned and designed to accommodate local community need and are constructed ‘fit for purpose’, whereas redeveloped buildings have inherent limitations. Although features both new and old facilities vary, common features of community centres include:
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• a central location, in proximity to other community and civic areas including libraries, council offices and to shopping centres; • spaces for community activities and usage and include full audio visual equipment and lighting, portable furniture that is easy to assemble, store and clean; • a mix of large, medium and small multi-functional spaces that may be portioned to create smaller rooms or opened up when needed to one large space; • a reception area/lobby/common entry space and facilities; • fully accessible and DDA compliant facilities; • Wi-Fi and computer access, including facilities for community computing classes; • access to parking, including space for buses and located on public and community transport routes; • wet areas for arts and crafts; • kitchen areas; • ‘cultural centres’ including art gallery, exhibition and display infrastructure as well as staging and event equipment for performances and festivals; • demonstration sites for community and environmental sustainability – with green infrastructure including energy efficiency, composting, and the inclusion of kitchen or community gardens; • outdoor areas and gardens both for active and passive recreation, including children’s play- equipment and well-lit surrounds; • facilities to support a variety of private, community and commercial hire of the venue; and • sufficient storage areas, with a mix of operational storage, supporting one off events and onsite storage for regular users.
3. Determining The Number of Community Centres Required
Nation-wide, there is no definitive formula for determining the number of community centres required to service a local government area. This is partly due to the variations in the demographics of each community, the needs of that community and the council’s commitment to the provision of this service.
In 2009, the City of Unley’s Strategic Building Review investigated the question of how many Community Centres are required in any local government area in Australia. The outcome of this study determined that:
1. The required number of Community Centre’s depends on various factors, including:
• The potential size and capacity of the facility. A large Community Centre that is at least 1,500sqm with a diversity of spaces could have a district catchment of 20,000 to 30,000 people. A smaller Centre of around 500sqm with limited spaces might only have the capacity to cater for a neighbourhood catchment (around 7,000 to 8,000 people).
• The potential for people to travel to facilities. Older people and young people may require facilities that are close to home or linked to public transport and this could justify the provision of either centrally located larger facilities that are linked to shops and transport or smaller neighbourhood facilities that are accessible to local neighbourhoods.
2. A general trend is to establish a small number of large Community Centres that are strategically located to cater for a wide catchment rather than a large number of small Centres. A larger
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district Centre would generally have a population catchment of 20 000 to 30 000 people based on planning by Elton Consulting in NSW.
3. The level of provision per 1,000 people varies across SA councils based on historical provision and the size and location of facilities as highlighted by the examples below:
• City of Burnside: one Centre per 13 725 people • City of Salisbury: one Centre per 19 800 people • City of Onkaparinga: one Centre per 15 000 people • City of Charles Sturt: one Centre per 20000 people • City of Marion: one Centre per 26 200 people
4. The City of Unley has one Centre per 9 000 people. Compared to the other South Australian examples, this is a relatively high provision, particularly as two of the Centres are over 1 000sqm in size.
4. Local Government Reviews
Nationwide, local government is increasingly reviewing services, programs and facilities to improve efficiencies and bring a greater return on investment to their constituents. This is amplified by increasing pressures to maintain rates at levels that are considered reasonable, increasing cost margins and ageing assets that require considerable expenditure to either maintain or redevelop to meet both safety and building standards and align with increasing community expectations.
Many councils have recently completed, or are currently undertaking, strategic reviews and planning their community asset management to determine which assets to divest retain and invest in, and to reconsider usage including opportunities to consolidate and centralise. In most cases, the aim is to ensure any opportunities are considerate of meeting community expectations and needs as appropriate.
Councils are also increasingly undertaking service review programs, with many organisations employing business improvement and development staff to independently guide and manage these processes to identify greater efficiencies and service levels. At the time of this Paper, the Cities of Mitcham, Holdfast Bay and Onkaparinga have recently or are currently reviewing their community centre models.
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5. Multigenerational Hubs
There is an increasing trend to move away from age-specific community centres and towards multigenerational facilities and programming. The benefits of a multigenerational The concept of approach is that it fosters more connected and cohesive multigenerational communities where people in all stages of life can connect, community centres is contribute, assist and learn from one another. It is viewed as reflected in Dr Alexandre an excellent tool for reducing social isolation and increasing Kalache’s thinking that ‘age appreciation of diversity of ages. friendly’ really translates to ‘people friendly’. By Traditionally, community centres have strong engagement planning for and providing with children up to the age of 12 years. However, for children facilities, programs and up to the ages of 13 and 25, access to community centres is services that are age- sporadic, reliant upon one-off events, special interest groups, friendly, we are also school holiday programs and occasional links with local providing for people of all schools. There is an opportunity to enhance connections with ages with disability and young people in our multigenerational community centres. mobility needs.
While the City of Unley’s four community centres already deliver multigenerational programs and services, there is potential to apply and promote this model further.
6. Centres for Sustainability Leadership
Community centres are playing a greater role in empowering community members with the training, skills and networks they need to create a better future for their local communities and the environment. They do this by building the capacity of people and providing facilities, connection to resources and support. Community centres often take a leading role in environmental education initiatives and become demonstration and practice sites for community sustainability.
As such, they frequently feature alternative energy sources (solar energy), energy and water efficiency strategies, community gardens, recycling and composting. While this kind of ethical leadership is showcased at Clarence Park Community Centre, there is potential to expand Council’s role through the expansion of sustainable initiatives at all community centres.
7. Partnerships
It is common for community centres to partner with external service providers to deliver programs and activities which benefit the community. These partners may be local, state or federal government bodies and organisations providing outreach services such as medical and allied health, counselling and advocacy, and targeted support services. Partners may also be community groups or commercial
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enterprises, whose services meet community needs or contribute to the development of community capacity.
The Community Centres SA’s Economic and Social Impact Study (2013) identifies that community centres establish partnerships to: • provide funding • share knowledge and skills • build networks • increase service efficiency • supplement resources • avoid duplication of services • recruit volunteers • link with clients.
The services attracted to a community centre are often based on local demographics and the needs of that local community. Partnering with external service providers and community groups reduces resources required by councils to maintain community centre service delivery levels, and often results in enhancement of the scope, number and quality of services offered to a community.
An example of this model is HIVE in the City of Tea Tree Gully. HIVE is a community centre for young people, providing programs and services focusing on health and wellbeing, education and training, and engagement and participation through arts and culture. The facility includes an IT suite, group training rooms, training kitchen, gallery and studio, exhibition space, career reference and library links. Several youth service providers are co-located at HIVE, delivering outreach services and programs from the site for young people in the north east of Adelaide. Youth agencies participating in this collaborative, co- located service model include:
• YWCA – advocacy, youth programming and youth development. • Mission Australia– numeracy and literacy development and flexible learning programming. • Baptist Care– Youth Connections, case management and flexible learning programming. • Headspace– provides a range of services for young people aged 12 to 25 years with mental health and/or alcohol and substance use issues. • Boystown - job service agency, on the job training and industry skill development. • GP Service.
Although the City of Unley already has examples of this model – with a podiatrist service at the Unley Community Centre and the Reiki Centre at Fullarton Park Centre - there is potential for Council’s community centres to enhance existing, and develop new, external partnerships, linked with future community demand and facility availability.
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The role of partnerships with peak bodies such as the YMCA, Meals On Wheels Australia, South Australian Universities and the University of the Third Age could become essential to maintain and adapt service levels to meet the needs of future communities. In addition, opportunities for shared service delivery with neighbouring Councils could be considered.
8. Neighbourhood Development Funding
The City of Unley receives funding under the Neighbourhood Development section of the Family and Community Development Program from the South Australian Government’s Department for Communities and Social Inclusion. Neighbourhood development programs support people where they live and include community centres and neighbourhood houses and ensure community connection opportunities are available to all. These funds are used to offset some of the operating costs for Clarence Park and Goodwood Community Centres.
The Family and Community Development Program has recently been restructured to allow funds to be allocated to the most disadvantaged communities in South Australia. The City of Unley received an extension to our Service Agreement until 30 June 2014. In the 2013-2014 financial year, Council received $31 866 through this Agreement.
According to Council’s community profile, the City of Unley is a high socio-economic area, with generally high incomes and low unemployment levels. The SEIFA Index of relative socio-economic disadvantage suggests the City of Unley is less disadvantaged than Greater Adelaide. Community centres within the City of Unley therefore may not be funded past June 2014. The impact of relevant changes to this funding stream will be assessed and addressed during this timeframe.
9. HACC Funding
The Home and Community Care (HACC) programs are part of the National Health Reform agenda which was launched in 2011 as a result of the Productivity Commission Report Caring for Older Australians. This called for a whole of government approach linking all facets of aged care with a range of government portfolios including housing, local government, indigenous and multicultural affairs, planning and infrastructure and employment.
In July 2012 the Commonwealth, through the Department of Health and Ageing (DoHA), commenced management of contracts with service providers for the over 65 component of the HACC program. The State Government, through the Department for Communities and Social Inclusion (DCSI) directly manages HACC contracts with service providers for younger people with a disability under the age of 65.
While the Commonwealth has stated that there is no intention to substantially alter service delivery mechanisms before 1 July 2015, it is understood that a ‘Gateway’ assessment concept will be introduced as a ‘one-way shop front’ portal and that assessments will no longer be undertaken ‘face to face’ or in
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person as is the current practice. The Commonwealth will not fund the service type ‘Assessment and Client-Care Coordination’ which has a significant impact for HACC Assessment Officers and other staff who currently undertake this role. There has also been reference to a consumer driven model as from 2015 which would align with the removal of client assessment as a funded service.
From 2014-2015, this significant reduction in funding to HACC service providers would impact Goodwood Community Services and their Filipino and Greek HACC Programs.
10. Alternative Funding Sources
Future trends indicate a reduction in state government funding for Community Centres, consequently increasing the responsibility of local government to provide this service. There is a world-wide trend towards alternative sources of funding to support community initiatives.
‘Crowdfunding’, or ‘crowd-sourced fundraising’, is an alternative form of sourcing funds to support the delivery of creative community initiatives. Crowdfunding is the collective effort of community members who network and pool small contributions of money (usually online) to support a particular project initiated and coordinated by other people or organisations. Especially popular in Europe, crowdfunding begins with a community member or group proposing an idea or project to be funded, and the ‘crowd’ of people – a community – supporting that initiative. Crowdfunding is then supported by an organisation or Community Centre, bringing together the project initiator and the ‘crowd’.
Some examples of successful and diverse crowdfunding projects in Australia include:
• Brisbane folk band The Good Ship raised enough money through crowdfunding to get their eight- member band to Europe following an invitation from a prominent music festival; • Australian photographer Erica Harrison used crowdfunding to fund her short animation film A Cautionary Tale after her funding from Screen Australia ceased. The animation is due for nationwide release in 2014, starring with Cate Blanchett. • At 83 year old Byron Bay resident Margaret Fisher raised $6 000 help her get to Austria last month to enable her to participate in the over-80s Tennis World Championships. • Cairns harpist and cancer survivor Michal Wright is a musical therapist with a focus on alleviating stress and suffering for the terminally ill or those very close to death. She is currently seeking funds to study music-thanatology in the US. So far, she has raised $16 000.
Futurist Mark Pesce describes crowdfunding in Australia as the new ‘sausage sizzle’, connecting local government and the community in a new financial partnership beyond the rates collection system, where communities are empowered to direct program and service delivery. This concept relies on Council’s role as enabler and facilitator for community decision-making. Community centres are well placed to take on this role. Crowd Funding Websites in Australia include Kickstarter.com and Pozible.com.
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The Association of Neighbourhood Houses and Learning Centres (ANHLC) has recently launched a national campaign aimed at securing greater eligibility for Deductible Gift Recipiency (DGR) tax endorsement for the Neighbourhood House sector. At present, the Australian Tax Office endorsement process for DGR does not comprise social inclusion and community development services. To address this, ANHLC has been advocating for the inclusion of ‘prevention’ into the Australian Tax Office's DGR criteria. If successful, the community sector will be eligible to access DGR, opening the door to philanthropic and corporate funding.
11. Technology
In response to emerging technology, community centres help bridge the digital divide, primarily through providing community members with access to computers and the internet and what are commonly being referred to as ‘digital inclusion’ programs. Many community centres provide training that ranges from basic computing skills to specific skills to address community need, such as online job searching for young people, adapting to new technology as it emerges and support for local businesses.
US education visionary Marc At present, 83% of the City of Unley’s population has internet access in the home, and this figure is expected to Prensky predicts that future increase in the future. Although the majority of our communities will be so residents may not require access to digital inclusion immersed in connectivity, programs, there may be an expectation that technology is a the use of technology will no feature of both a community centre facility and a service or longer be seen as a tool, but program. as a foundation for living in
st Australia in the 21 century. (Brain Gain: Technology and the Quest 12. Community Centre Performance Measures for Digital Wisdom, 2012).
At present, all community centres in metropolitan Adelaide have their own independent system for recording data such as utilisation rates and attendance levels. The state’ peak body for community centres, Community Centres SA, does not identify preferred standards or measures for performance or success of a community centre service. The City of Unley’s own community centres have no consistent, documented performance measurement systems for the program as a service or outcomes for the community.
However, trends in the community centre sector indicate the importance of assessing the positive impact of centres on the lives of the community. Current data collection systems are not designed to capture this essential outcome of the community centre program. In addition, there are no defined continuous improvement systems at our community centre.
Community Centres SA promote Results Based Accountability (RBA) as a preferred methodology for community centres. RBA is used world-wide to improve the quality of life in communities and the performance of programs and service systems through effective measuring and monitoring. The RBA
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methodology facilitates assessment of performance and outcomes against clearly defined strategic objectives. The Department of Community and Social Inclusion (Family and Community Development Program) encourages councils to utilise the RBA model for accountability.
Continuous improvement models are essential for the holistic assessment of community centre programs and services.
13. The Value Of Community Centres
Nation-wide, community centres are perceived as community hubs, facilitating and supporting the delivery of community programs and services which are responsive to community needs and engender a strong sense of local ownership, connection and sense of belonging.
The Community Centre Directions Paper Engagement Report includes reflections from the community about the importance of our community centres as welcoming, accessible, vibrant hubs of community activity:
“Community centres are the ‘community glue’, supporting the sense of community and community connection”.
“Central place for the community, a meeting place, opportunities to contribute”.
“The life of the community through involvement and help, ‘Community and mental and physical and social activities”. neighbourhood centres contribute to It is difficult to quantify the social and economic impact of the strengthening of community centres, as the outcomes of a program or event social capital within a may affect an entire community or initiate positive change in an individual’s life, influencing the development of social capital or community’. linked to social inclusion outcomes. Community Centre SA Economic
and Social Impact Study 2013 The Community Centre SA’s Economic and Social Impact Study 2013 utilises an ‘equivalence scale’ to illustrate the linkages between direct and indirect social and economic benefits offered by community centres to individuals, the community and government bodies:
Economic Social
Direct employment, paid staff → Develop/delivers services of community centres Volunteers and labour savings → Extent of volunteerism, use and development of skills Pathways to education, training and → Participation, generic skills, personal employment development
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Development of literacy and numeracy → Improves employment and wage outcomes, critical for participation Own social enterprises → Employment, supports access at low cost
Information and referral → Reduces transaction costs for individuals
Provision of childcare/crèche services → Facilitates participation at low/minimal cost Referral and provision of health → Health education and access information
Low cost meal services → Supports school attendance basic nutrition, family benefit Community based, non-institutional → Engagement, reduce social isolation
Source: SA Centre for Economic Studies
The value of the City of Unley’s community centres can be categorised into four main areas:
Community and Capacity Building: Our community centres are accessible and friendly, bringing community members together to access, create and deliver opportunities for community participation in response to identified needs.
Life-long Learning: Our community centres provide opportunities to acquire and share knowledge and skills, developing confidence and the ability to achieve.
Health and Well-being: Our community centres encourage physical activity and social inclusion through facilitating and initiating opportunities for involvement in programs and access to services.
Support and Networking: Our community centres enable, empower and support people to participate, connect, learn and contribute to the foundation of their local community.
Within this context, the following proposed Vision, Mission and Goals have been developed to reflect the value of the City of Unley’s community centres. Refer Recommendation 1.2.
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APPENDIX 2
Summary of Council’s Community Centre Operations 2013
Unley Council has four community centres located across the City:
This summary includes an overview of operations of each community centre including:
1. general description, management model and facilities, 2. number, type and providers of programs and activities provided, 3. number, type and providers of community events, and 4. other services provided.
This data has been collated by community centre staff using a variety of mechanisms such as hard-copy diaries, Excel spreadsheets, Dataworks, Microsoft Outlook and approximations.
Each community centre has its own independent system for defining and recording data such as programs, descriptions and usage which has affected accuracy and comparability of the information. There is a clear opportunity to improve the efficiency and effectiveness of data collection systems at all community centres to reduce subjectivity and increase accuracy of the information collected, and link this to defined deliverables and measures of success at all community centres.
For the purpose of reporting and comparison, this section focuses on service provision and not the community development outcomes of the service.
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1. SUMMARY OF EACH COMMUNITY CENTRE
Clarence Park Community Centre: operates from Council-owned and maintained facilities located on East Avenue, Black Forest. It is located adjacent to the Clarence Park Train Station, and near the Glenelg Tram Line. The Centre was built in the 1920s, with regular upgrades and maintenance.
The facility, with a total building site of 980m², includes:
• Main Hall: Suitable for up to 150 people. Can be divided into two spaces and includes a kitchen, toilets, small stage and dance area. • Clarence Room: Suitable for up to 40 people. Includes a kitchenette and toilets. • Black Forest Room: Suitable for up to 20 people. Includes a kitchenette and toilet. • Children’s Hall: Dedicated childcare area suitable for playgroups and preschooler birthday parties. • Men’s Shed Workshop. • Limited off street parking. • Biodiversity garden, children’s garden and vertical garden.
The centre has a long history of strong community engagement, run by an effective Board of Management comprising dedicated community members and Council representatives since 1983.
The Clarence Park Community Centre Board of Management is an incorporated body of elected community volunteers consisting of up to 7 local residents, 2 Ward Councilors, up to 2 centre staff members, the centre Coordinator and the City of Unley’s Manager Community Development. Under a Partnering Agreement, the Board oversees the Centre’s venue hire and program delivery. The Partnership Agreement links the Board’s strategic direction with the City of Unley’s Community Plan goals, therefore defining the community development role of each party.
Under the Partnering Agreement the City of Unley is responsible for:
• The provision of a total of 1.86 FTEs including: o Coordinator – 30 hours per week o Administration support - 27 hours per week o Men’s Shed Coordinator – 10.5 hours per week. • Insurance cover for Property and Buildings on the property (not including the Association’s fixtures and fittings). • Recruitment, registration, placement, training and support of all volunteers through Council’s Volunteer Management Officer. • Property maintenance. • Specialist advice and support including ICT, records management, promotion and contracting advice.
The Clarence Park Community Centre Board is also an employer in its own right and employs a number of staff who support program delivery. These positions total 2.26 FTE at a cost of $90,500 and include Childcare staff, Moving Madness Coordinator, Play Group Coordinator and administration support. These staff members are separate to the staff employed by the City of Unley under the terms of the
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Partnering Agreement; however, the Community Centre Coordinator is responsible for the overall supervision of all staff.
Partnering Agreement
CPCC Inc. City of Unley Board of Management
Staffing: Centre Staffing: Childcare, Administration Property Coordinator, Men's Shed Moving Madness, Volunteers and management Management Coordinator, Admin. Playgroup, Admin. of facility Support Support
Program and Service Delivery Venue Hire
The income received by the Board from hiring the centre facilities is retained by the Board to support centre operations and facility maintenance. The Board is required to identify this income in the Association’s audited financial statements. It is acknowledged in the Agreement that “these funds are moneys that would otherwise be receivable by the Council and in effect represent funding to the Board from the Council”. The Men’s Shed Program (previously the TOYS Program) is the exception to this arrangement, with Council funding a coordinator position to deliver this program.
The current Partnering Agreement between the City of Unley and Clarence Park Community Centre Inc. expires 30 June 2014. This provides an opportunity to review the Agreement, in accordance with the conditions of the contract, to assess the effectiveness of the contract, determine opportunities to increase efficiencies in financial management and staffing, clarify the roles and responsibilities of each party and explore opportunities for improving service delivery, within the context of the outcomes of this Directions Paper.
Under the terms of the existing Agreement, Council is committed to providing staff representation on the Board of Management. As voting members of the Board, there may be occasions where Council staff may have a conflict of interest, or where the preference of the Board may conflict with a Council policy, decision or direction. The Agreement also specifies the staffing resources and roles for City of Unley employees at the Centre. Given the outcomes of this review, it is timely to examine these conditions to determine the most effective and appropriate staffing structure for Clarence Park Community Centre. These issues can be explored during the review of the Partnership Agreement. The City of Unley acknowledges the exceptional work of the Clarence Park Community Centre Board of Management, and the essential role it plays, in partnership with Council, to engage community Page 3
members, retain volunteers, build community capacity and maintain strong connections to the local community. Volunteers on the Board of Management are committed to community development and engagement principles, reflected in their program management, number of volunteers and strong community support.
The Partnering Agreement between the City of Unley and Clarence Park Community Centre Inc is a successful and effective model of management and operation.
Goodwood Community Centre: is located on Rosa Street, Goodwood, adjacent to the Goodwood Library, the Goodwood shopping precinct and the Goodwood Tram Stop. The building was constructed in 1999 at a cost of $1.8m. The facility, with a total building site of 1508m², includes:
• Banquet Room: suitable for up to 300 people. Includes stage, PA system, data projector, and toilets with access to the commercial standard kitchen. • Activity Hall: suitable for up to 300 people. Can be an indoor sporting arena with sprung wooden floors with changing rooms. Access to the commercial standard kitchen. • Wall dividing Banquet Room and Activity Hall can opened to cater up to 400 people. • Board Room: for up to 20 people, with access to kitchenette and toilets. • Group Room: for up to 20 people, with access to kitchenette and toilets. • Interview Room: for up to 6 people, with access to kitchenette and toilets. • Ample off street parking. • Enclosed playground with pre-school equipment. • Grassed area adjacent to the building. • Fibre optic cabling connected through the Goodwood Library.
Goodwood Community Services is an incorporated community organisation with an elected Board of Management of volunteer community members. The Board oversees the majority of centre-based programs delivered at the Centre, including a HACC program for the Greek and Filipino community, a Toy Library Program located at Goodwood Library, Goodygym and Playgroup. The centre is also hired by community groups and individuals for events and activities.
The Partnership Agreement links the Board’s strategic direction with the City of Unley’s Community Plan goals, therefore defining the community development role of each party. Under this Agreement the City of Unley is responsible for:
• The provision of a total of 2.52FTEs including: o Coordinator – 38 hours per week o Administration Officer/Customer Service Officer - 26 hours per week o Administration Officer/Customer Service Officer – 31.5 hours per week • Insurance cover for Property and Buildings on the property (not including the Associations fixtures and fittings). • Assistance in recruitment, training and support of volunteers (the registration of volunteers is the responsibility of GCS). • Property maintenance. • Specialist advice and support including ICT, records management, promotion and contracting advice.
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The GCS Board of Management also employs a number of part-time and casual staff. These positions total 3.99 FTE at a cost of $181,114 and include:
• Greek HACC Coordinator • Filipino HACC Coordinator • HACC Admin Officer • HACC Support Workers • Playgroup Coordinator • Goodygym Coordinator • Goodygym Coordinator (casual) • Toy Librarian • Toy Librarian (casual) • Staines Child Development Officer • Support Workers • Secretary to the Board
These staff members are separate to the staff employed by the City of Unley under the terms of the Partnership Agreement; however, the Community Centre Coordinator is responsible for the overall supervision of all staff.
Partnership Agreement
GCS Inc. Board City of Unley of Management
Staffing: HACC, Playgroup, Staffing: Centre Property Volunteers Goodygym, Toy Library, Coordinator, Management Staines Child Development, Admin. staff Secretary to the Board
Program and Service Delivery/ Venue Hire
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The current Partnering Agreement between the City of Unley and Goodwood Community Services expires on 30 June 2015. This provides an opportunity to review the Agreement, in accordance with the conditions of the contract, to assess the effectiveness of the contract, determine opportunities to increase efficiencies in financial management and staffing, clarify the roles and responsibilities of each party and explore opportunities for improving service delivery and utilisation rates, within the context of the outcomes of this Directions Paper.
The Partnership Agreement specifies the staffing and financial resources which the City of Unley is obligated to provide. Given the outcomes of this review, it is appropriate to examine the terms of the contract to determine the most effective Partnership Agreement for GCS and the City of Unley to support the delivery of programs and services at the Goodwood Community Centre.
In contrast to Clarence Park Community Centre, Council retains the income from the hire of the venue, and provides GCS with an annual operating grant of $42 000, with $21 000 supporting the Toy Library and $21 000 supporting general centre operations.
Fullarton Park Centre: is located on Fullarton Road, Fullarton. It is managed and operated solely by Council, without input from community representatives. The centre is a popular hire venue and provides programs and activities for the community, delivered by community and commercial groups and community centre staff. The main building was constructed in 1910, with various extensions and upgrades throughout the past 50 years.
The facility, with a total building site of 1 625m², includes:
• Howard Room: Suitable for up to 25 people, kitchenette, screen, whiteboard, TV/DVD. • Community Room: Suitable for up to 40 people, fridge, urn, screen, whiteboard, TV/DVD. • Board Room: Suitable for up to 25 people, kitchenette, screen, whiteboard, TV/DVD. • Parkview Room: Suitable for up to 65 people, kitchenette/servery, screen, whiteboard, TV/DVD, lectern, sound system. • Lounge, Dining with access to Kitchen: Suitable for up to 200 people, commercial standard kitchen, screen, whiteboard, TV/DVD. • Banquet Room with access to Kitchen: Suitable for up to 250 people, commercial standard kitchen, screen, whiteboard, TV/DVD. • Art/Craft Studio: basic space. • Large open space areas surrounding the Centre. • Ample off street parking.
Fullarton Park Community Centre is surrounded by open space on the north and south of the central building. In 2013, a concept plan for this open space was developed for the upgrade the gardens, removal olive trees, installation of new amenities and a trial orchard grove along the Fisher Street boundary.
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The Centre is staffed by a total of 1.84 FTEs: • Coordinator – 32 hours per week • Admin/Customer Service Officer – 38 hours per week
The Fullarton Park Centre Coordinator is responsible for management of programs, finance, facility hire, promotions, events, volunteers, staff and the Hughes Gallery. Fullarton Park Centre does not have any City of Unley staff specifically employed to deliver programs at the facility.
TEAM LEADER
Fullarton Park Centre Coordinator
Administration Officer Facility hirers Volunteers
Program and service delivery
Unley Community Centre: is located in Arthur Street, Unley, in close proximity to the Unley shopping precinct, the Unley Library and the Unley Civic Centre. There is no car parking available at the Centre itself.
The building was constructed in 1967, with some upgrades over the past 40 years. However, it requires considerable upgrade to improve and expand service provision in the future, as specified in the 2010 report, ‘Future Directions of the Unley Citizens Centre’. The facility, with a total building site of 775m², includes:
• Kitchen and Dining Room: Suitable for 50 people, commercial standard kitchen. • Main Hall: Suitable for 150 people, stage, PA system, screen and whiteboard. • Southern Meeting Room: Suitable for 8 people. Includes whiteboard and TV/DVD. • Northern Meeting Room: Suitable for 15 people. Includes whiteboard and TV/DVD. • No off street parking. • Fibre optic cabling connected through the Unley Library.
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The Unley Community Centre Coordinator is responsible for management of programs, finance, promotions, volunteers and staff.
The Centre is staffed by a total of 3.01 FTEs: • Coordinator – 38 hours per week • Meals Service Catering Coordinator – 24 hours per week • Community Service Officer – 22.5 hours per week • Customer Service Officer – 30.4 hours per week
Programs and services are provided by external providers, volunteers and community centre staff.
TEAM LEADER
Unley Community Centre Coordinator
Meals Service Customer Catering Volunteers Service Officers Coordinator
Program and service delivery
2. PROGRAMS AND ACTIVITIES AT COMMUNITY CENTRES
One of the main roles of community centres is either to directly provide, or facilitate the provision of, programs and activities in response to community needs.
To assist in comparison between centres, the following table summarises the provider and number of programs and activities provided at each community centre:
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Programs and activities Clarence Park Fullarton Park Unley Total Goodwood provided by: Community Centre Centre Community Community Centre Centre Community Centre 20 7 6 22 55 Community groups 25 34 22 19 100 Commercial groups 17 16 10 4 47 Total 62 57 38 45 202
While activities and programs change on a regular basis, in general the type of programs and courses offered by community centres fall into the following categories:
• Art and craft • Recreation and Health • Parent/Child services • Educational • Community services
Analysis of the type of activities indicates some similarities and differences between centres:
• There is a strong focus on recreation, health and community services at all facilities. • Fullarton Park Centre has the highest number of programs and activities delivered by community groups, contrasted to the low number of programs and activities delivered by the centre itself, reflecting its significant role as a facility for community hire. • Clarence Park and Unley Community Centres have the highest number of programs and activities delivered directly by a centre. • Goodwood and Clarence Park Community Centres directly provide a number of Parent / Child services. There is less of a focus in this area at Fullarton Park Centre and none at Unley Community Centre. • Goodwood Community Centres offers the lowest number of programs and activities, although this figure does not reflect the considerable size of some programs, such as the HACC service. • With the exception of Unley Community Centre, all Centres provide programs and activities for people of all ages. • Each Centre offers a variety of programs and activities, with some overlaps of services. For example, both Clarence Park and Fullarton Park Centres provide English As A Second Language and English Conversation groups, tax assistance programs, and school holiday programs.
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Programs/Activities Provided by Directly Community Centres
Clarence Park Community Centre Fullarton Park Centre Goodwood Community Centre Unley Community Centre Art/Craft Art/Craft Art/Craft Art/Craft . Craft . Quilting . Knit n Natter . Kid’s Art Workshops . Gallery exhibitions x 11 . China Painting . Kid’s Chocolate Workshops . Learn to Paint and . Kid’s Jewellery Workshops draw . Lavender Workshop
Community Services Community Services Community Services Community Services . Board of Management GCS – HACC Social Activities . Meals Service . Healthy Living for Seniors Program . Forums . TOYS (The Shed) . Tax Help . Volunteer Programs
Education Education Education Education . Computing for All . ESL x 4/week . Unley Computer . English Conversation Group User Group . Women’s Studies
Parent / Child Parent / Child Parent / Child Parent / Child . Occasional Childcare . School Holiday Program . City of Unley – Babytime . Moving Madness . Mother’s Group . GCS – GoodyGym – Friday . Playgroup and Saturday . GCS – Playgroup – Monday and Tuesday . GCS – School holiday program . GCS Staines Child Development program Recreation / Health Recreation / Health Recreation / Health Recreation / Health . Ahmadiyya Muslim Women’s . Mah Jong x 2/week . Aquacise Cooking Class . Learn to play Mah Jong . Classic Movies . Strength for Life . Flexible Mind, . Walking Groups Flexible Body . Strength for Life . Biodiversity Garden Nature . Hand Massage Walks . Games Afternoon . Indoor Bowls . Yoga . Yoga and Meditation • Let’s Dance . Fitness with Doug . Tai Chi . Bridge . Bolivia . Sunday Concert . Quarterly Bus Trips
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Programs/Activities Provided by Community Groups using Community Centres
Clarence Park Community Centre Fullarton Park Centre Goodwood Community Centre Unley Community Centre Art/Craft Art/Craft Art/Craft Art/Craft . Quilting . Cloth Dolls . Sewing . Quilters Guild of SA . . SA Reborn Doll Guild Community Services Community Services Community Services Community Services . Ahmadiyya Muslim Association . Community Centres SA . Adolescent & Youth Young . Insieme – Italian . Food Co-op – workshops Adult Program Meeting Group . Goodwood Good Food Co-op . Unley Mensa . BASMA – Arabic Speaking . Unley Probus . Goodwood Rail Upgrade . Fullarton Markets HACC . Legacy Action Group Meetings . Myrtle Bank . Diffability . RSB – Low Vision . Kate Ellis Public Consultations Neighbourhood Watch . Lone Fathers Association . Orana Singers . Fullarton Ladies Probus . SAFE – Supporting Adults . True Jesus Church . Prostate Awareness Future Empowerment . . Grace Communion Support Tax Help – ATO International . Parkinson’s SA . Urban Orchard . Counselling - Josie – . Village Market daily . . Youth Muslim Prayer Group Counselling – Noela – daily
. Domiciliary Care x 2wkly . Arthritis Foundation of SA . Disability SA – workshops . Alzheimer’s Australia SA . Carers SA . Families SA – adoption meetings . Quality Wellbeing Programs – workshops/forums . DPTI – driver assessments over 70’s and disability Education Education Education Education . Ancient Egypt Study Group . Adelaide Language . ATA . International Student Visits Institute x 3/week . Living in Harmony with the . What’s the Buzz – Mark Planet – social skills for . Natural History Talks children . What’s the Buzz – Madhavi – social skills for children . Employment Options – workshops Parent / Child Parent / Child Parent / Child Parent / Child . Mother’s Groups . Child and Youth Health
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Clarence Park Community Centre Fullarton Park Centre Goodwood Community Centre Unley Community Centre Recreation / Health Recreation / Health Recreation / Health Recreation / Health . Amateur Winemakers & . Fullarton Road South . ALEF - VG . Sylvan Recorders Brewers Traders Association . ANFE . 3 r’s . Adelaide Amiga User Group . Fullarton Senior . Bears and Friends Inc . Immunization . Quorum Citizens’ Club . D-Volleyball . Natural health . . Adelaide Micro-Controller Myeloma Foundation of . Falun Dafa society Australia Group . Floral Design Council of SA . Australian Plant . Calisthenics . Foreign Shorthair Cat Inc Society Club . Dowsers Club of SA . Goodwood Community . Friendship Force . . Just Strings Club Childcare . FOCUS . Sprite Car Club . Goodwood Volleyball . Mazda MX5 Club . Adelaide Usui Reiki . Greek Pensioners & Aged . Sukyo Mahikari Centre Society of SA/NT Inc Church . Adelaide Wing Chun . Greek Women's . Healing Heart Kuen Centre/Group . Sophia English . Bridge . Let's Talk Together Classes – book . SA Bonsai Society Inc sale . SA Iris Society of SA . Yoga/Meditation . The Birthing Kit workshop – Clare Williams . Veteran and Vintage Motorcycle Club . In the Raw . Club Trentino . SA Cycling Association
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Programs/Activities Provided by Commercial Groups using Community Centre
Clarence Park Community Centre Fullarton Park Centre Goodwood Community Centre Unley Community Centre Art/Craft Art/Craft Art/Craft Art/Craft . Sarah McDonald's Art School . Pelican Productions - children workshops . Orff Schulwerk Association- children music . Metropolitan Musical Theatre SA . Helen O'Grady Children's Drama Academy Community Services Community Services Community Services Community Services . Aust National First Aid Services . Super SA . Interwork . Key Assets Fostering
Education Education Education Education . Kumon Education TAFE Mount Barker
Parent / Child Parent / Child Parent / Child Parent / Child . Kinderchefs . Kid’s Camera Action . Kindermusik . Music Theatre Camp Wheelie Kids (Pelican Productions) . Ready Steady Go Kids Recreation / Health Recreation / Health Recreation / Health Recreation / Health . Chengs Taekwondo Ohdokwan . Adelaide Registrars . Garry Roberts School of . Podiatry . Dog Dancing . Children Ballet Dance . Yoga . Fitness Over Fifty . 4 Life Research . Giddins, Sim . Mary K Cosmetics . Skateskool . Australasian Lactation . Mostly Over 50's . Weight Watchers . Move Through Life Inc Courses . Pelican Productions - Oz . Oneness Blessing . Australian Doula group choir . Salsa Connection Dance College - workshops . Pedaltek Cycling Solutions . Share International Australia . Bush Biotherapies . Unite the Light (Transmission Meditation) . Bowen Therapy . World Taekwondo . Shenpen . GKR Karate . Soul Love . Rapid Sculpt Fitness . Zumba
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3. Community Events at Community Centres
For the purpose of this Paper, a community event is defined as open to the whole community and held at a community centre.
Each event differs in purpose, resourcing and community outcome. To assist with comparisons, community centre involvement with ‘community events’ has been categorized as follows:
Event Type Purpose Resourcing High Organised directly by the • In response to community need community centre staff, sometimes • To encourage involvement in community in collaboration with other groups centre activities • Community centre promotion Low Organised by a community or • Community centre promotion commercial group using the Centre
Moderate Organised by other organisations • To support a valuable community event partnering with community centres • To encourage involvement in Community centre activities • Community Centre promotion
The exception to this is where the centre is heavily involved in setting up the venue. This is often the case at Fullarton Park Centre.
In 2012-2013, all four community centres participated in a variety of community events:
The data shows clear variations emerging with:
• All community centres run a wide variety of community events all year. • Fullarton Park Centre primarily being used by community groups to run large well promoted community events such as the Fullarton Markets. • The use of Fullarton Park Centre for private hire functions reduces the capacity of the community centre to run its own events. • Clarence Park Community Centre coordinates a high number of community events with the highest demand on resourcing. • Unley Community Centre runs very limited community events and attracts no commercial or community groups to the Centre to deliver events. • Each community centre provides a variety of events in response to the needs and character of the local community with some events attracting participants from across Adelaide. • Goodwood, Unley and Clarence Park Community Centres run a number of smaller community events open to the general community but primarily patronized by existing users and the local community.
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Clarence Park Community Centre Fullarton Park Centre Goodwood Community Centre Unley Community Centre Run by the community centre Run by the community Run by the community centre Run by the community . Annual General Meeting centre . Community Arts Project centre . Ahmadiyya Women’s Lunch . Every Generation . GCS - AGM/Celebration . Every Generation . Building Connections Lunch Festival event . Festival Event . Biodiversity Garden Nature . English Language GCS – Community . Melbourne Cup Walks Classes morning tea Christmas Party Lunch . Community Xmas Party . Centre Christmas . GCS - Volunteer Mystery . . Disco Down celebration Tour Christmas Lunch . Every Generation Concert . KESAB bus trip . Goodwood Alive . Various Forums X3 . Kid’s Markets . Gallery exhibition . Soup Week . Playgroup Park Day opening events x 11 . Seniors Bus Trips . Volunteers’ Celebration . Mayor’s Forum . Ride a Bike – program . Moving Madness Under the for children Wisteria Day . Strength for Life Launch . Circus Elements . The Men’s Shed BBQ’s . Winter Wonderland Disco . Barbara Robertson an Artist’s Life . Volunteer & Xmas Staff Celebration . Healthy Living Christmas Break-up
Community/commercial groups Community/commercial Community/commercial groups Community/commercial . Neighbourhood Watch Public groups . ALEF Luncheons groups . Forum Kid’s Camera Action . Filipino Cultural . . Kindermusik Open Day Ivy Lane Ambassador Dance Group . . Chengs Ohdokwon Taekwondo SA Reborn Doll Fair Christmas Lunch Come & Try . Young Living Essential . Floral Design Council . Clarence Park Cricket Club Oils workshop/seminar . AGM . Bahai Community of Goodwood Community . Upstage Theatre Pantomimes Unley Childcare Christmas . Village Markets Celebration . Sustainability Community . Greek Ladies Philanthropic Forum Group Luncheons . Amateur Winemakers Oyster . Greek Women's Centre & Wine Night Christmas Celebration . Bahai Community Event . SA Bonsai Society Inc . Oneness Blessing Christmas Annual Show Celebration . SA Iris Society of SA Annual Show . Shell Show Organisations/Partner Organisations/Partner Organisations/Partner Organisations/Partner th . Food Co-op 30 Birthday . Reiki workshop for . Goodwood Groove . Neighbourhood Watch Public children . Street Geeks/City of Unley . Forum Caring Choir LAN Party . Upstage Theatre Pantomimes . Fullarton Markets x 12
. Village Markets . Herb Fair . Sustainability Community Day . Christmas Craft Fair
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4. Other Services Provided By Community Centres
Each community centre provides a range of other services, depending on the nature of the facility, users of the centre and the needs of the local community.
Service Clarence Park Fullarton Park Goodwood Unley
Community Information
Private Venue Hire
Leased Rooms
Gallery
Provision Of Meals
Community Transport
Library
Open Space Hire
All community centres provide community information including initiatives and services provided by Council and other organisations, community and commercial groups and state government bodies. Information stands, posters and fliers are displayed at all community centres in available spaces, usually in a reception area, foyer or entrance way.
This information is displayed by community centre staff and representatives from organisations and groups and is presented on an ad hoc basis, depending on available space. Currently, there are no systems in place to measure the effectiveness of this information. There is an opportunity to improve information display areas at all community centres, including links to performance measures and data collection.
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APPENDIX 3 COMMUNITY CENTRE UTILISATION RATES DATA MAY 2013
GOODWOOD COMMUNITY CENTRE OCCUPANCY RATES MONTH OF MAY 2013 Banquet / Group Acitivty Actual Actual Actual Room Actual Hall Actual hours of % of Boardroom hours of % of Interview hours of % of Actual hours of % of Hours available actual Actual Hours available actual Room Actual available actual Hours available actual Hired use use hired use use Hours Hired use use Hired use use
Available hours for Hire - Available hours for Hire - Sunday to Thursday 8am to Sunday to Thursday 8am to 11pm (15 hrs/day) and 11pm (15 hrs/day) and Friday and Saturday 8am to Friday and Saturday 8am to Available hours for Hire - Available hours for Hire - midnight (16 hrs/day) % midnight (16 hrs/day) % Week days 9am to 4pm Week days 9am to 4pm %
Day 1 - Wed 10.25 15 0 15 7.5 7 4 7
Day 2 - Thurs 15.75 15 5 15 5 7 5 7
Day 3 - Fri 22 16 4.5 16 0 7 0 7
Day 4 - Sat 12.5 16 5 16 0 0 11 0
Day 5 - Sun 0 15 4 15 0 0 0 0
Day 6 - Mon 4.5 15 0 15 2.5 7 0 7
Day 7 - Tues 16.5 15 4 15 1.25 7 5.5 7
Day 8 - Wed 16.75 15 0 15 2.5 7 6 7
Day 9 - Thurs 15.75 15 4 15 0 7 2.5 7
Day 10 - Fri 27.5 16 1.5 16 1.25 7 0 7
Day 11 - Sat 23.5 16 5 16 0 0 0 0
Day 12 - Sun 0 15 4 15 0 0 0 0
Day 13 - Mon 4.5 15 5 15 1.25 7 14 7
Day 14 - Tues 13 15 3.5 15 4.5 7 10.5 7
Day 15 - Wed 15.75 15 3 15 0 7 6 7
Day 16 - Thurs 15.75 15 7 15 0 7 4 7
Day 17 - Fri 16.5 16 1.5 16 0 7 0 7
Day 18 - Sat 14.5 16 5 16 0 0 5 0
Day 19 - Sun 30 15 15 15 15 0 15 0
Day 20 - Mon 8 15 4.25 15 1.25 7 2.5 7
Day 21 - Tues 16.25 15 6 15 2.5 7 6.5 7
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GOODWOOD COMMUNITY CENTRE OCCUPANCY RATES MONTH OF MAY 2013 Banquet / Group Acitivty Actual Actual Actual Room Actual Hall Actual hours of % of Boardroom hours of % of Interview hours of % of Actual hours of % of Hours available actual Actual Hours available actual Room Actual available actual Hours available actual Hired use use hired use use Hours Hired use use Hired use use
Day 22 - Wed 10.25 15 0 15 0 7 6 7
Day 23 - Thurs 15.75 15 0 15 2.25 7 4 7
Day 24 - Fri 7.5 16 4.5 16 1.25 7 3 7
Day 25 - Sat 30.5 16 5 16 0 0 5 0
Day 26 - Sun 5.5 15 4 15 0 0 0 0
Day 27 - Mon 4.5 15 2.5 15 2.5 7 3 7
Day 28 - Tues 17 15 0 15 0 7 6.5 7
Day 29 - Wed 16.75 15 0 15 3.75 7 6 7
Day 30 - Thurs 15.5 15 6.5 15 4.5 7 0 7
Day 31 - Fri 18 16 1.5 16 1.25 7 0 7
TOTALS 440.5 474 92.93 111.25 474 23.47 60 161 37.27 131 161 81.37
CLARENCE PARK COMMUNITY CENTRE OCCUPANCY RATES MONTH OF MAY 2013 Black Clarence Forest Main Hall Actual Room Actual Room Actual Actual Actual Actual hours of % of Actual hours of % of Actual hours of % of Childrens hours of % of Computer hours of % of Hours available actual Hours available actual Hours available actual Hall Actual available actual Room Actual available actual Hired use use Hired use use hired use use Hours Hired use use Hours Hired use use
Available hours for Hire - Available hours for Hire - Available hours for Hire - Sunday to Thursday 9am to Sunday to Thursday 9am Sunday to Thursday 9am 10pm (13 hrs/day) and to 10pm (13 hrs/day) and to 10pm (13 hrs/day) and Occupancy in this area is Occupancy in this area is Friday and Saturday 9am to Friday and Saturday 9am Friday and Saturday 9am classed as 100% (9am- classed as 100% (9am- midnight (15 hrs/day) % to 11pm (14 hrs/day) % to 11pm (14 hrs/day) % 5pm) 10pm) %
Day 1 - Wed 7.5 13 57.69 6 13 46.15 6 13 46.15 8 8 100 13 13 100 Day 2 - Thurs 13 13 100.00 4 13 30.77 4 13 30.77 8 8 100 13 13 100 Day 3 - Fri 15 15 100.00 5 14 35.71 2 14 14.29 8 8 100 13 13 100 Day 4 - Sat 15 15 100.00 7 14 50.00 6 14 42.86 8 8 100 13 13 100 Day 5 - Sun 6.5 13 50.00 6.5 13 50.00 0 13 0.00 8 8 100 13 13 100 Day 6 - Mon 13 13 100.00 13 13 100.00 7.5 13 57.69 8 8 100 13 13 100
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CLARENCE PARK COMMUNITY CENTRE OCCUPANCY RATES MONTH OF MAY 2013 Black Clarence Forest Main Hall Actual Room Actual Room Actual Actual Actual Actual hours of % of Actual hours of % of Actual hours of % of Childrens hours of % of Computer hours of % of Hours available actual Hours available actual Hours available actual Hall Actual available actual Room Actual available actual Hired use use Hired use use hired use use Hours Hired use use Hours Hired use use
Day 7 - Tues 12.5 13 96.15 5 13 38.46 6.75 13 51.92 8 8 100 13 13 100 Day 8 - Wed 8.5 13 65.38 6 13 46.15 6 13 46.15 8 8 100 13 13 100 Day 9 - Thurs 13 13 100.00 4.5 13 34.62 2 13 15.38 8 8 100 13 13 100 Day 10 - Fri 6 15 40.00 2 14 14.29 3 14 21.43 8 8 100 13 13 100 Day 11 - Sat 11.5 15 76.67 7 14 50.00 3 14 21.43 8 8 100 13 13 100 Day 12 - Sun 0 13 0.00 4.5 13 34.62 0 13 0.00 8 8 100 13 13 100 Day 13 - Mon 13 13 100.00 8.75 13 67.31 7.5 13 57.69 8 8 100 13 13 100 Day 14 - Tues 10 13 76.92 3.5 13 26.92 8 13 61.54 8 8 100 13 13 100 Day 15 - Wed 13 13 100.00 7 13 53.85 6 13 46.15 8 8 100 13 13 100 Day 16 - Thurs 6.75 13 51.92 5.5 13 42.31 7 13 53.85 8 8 100 13 13 100 Day 17 - Fri 6 15 40.00 3 14 21.43 2 14 14.29 8 8 100 13 13 100 Day 18 - Sat 12 15 80.00 7 14 50.00 0 14 0.00 8 8 100 13 13 100 Day 19 - Sun 6.5 13 50.00 3 13 23.08 0 13 0.00 8 8 100 13 13 100 Day 20 - Mon 13 13 100.00 13 13 100.00 7.5 13 57.69 8 8 100 13 13 100 Day 21 - Tues 10 13 76.92 6.5 13 50.00 6.25 13 48.08 8 8 100 13 13 100 Day 22 - Wed 13 13 100.00 7 13 53.85 10 13 76.92 8 8 100 13 13 100 Day 23 - Thurs 13 13 100.00 5 13 38.46 6 13 46.15 8 8 100 13 13 100 Day 24 - Fri 15 15 100.00 9 14 64.29 14 14 100.00 8 8 100 13 13 100 Day 25 - Sat 15 15 100.00 9 14 64.29 9 14 64.29 8 8 100 13 13 100 Day 26 - Sun 12 13 92.31 9 13 69.23 13 13 100.00 8 8 100 13 13 100 Day 27 - Mon 13 13 100.00 13 13 100.00 7.5 13 57.69 8 8 100 13 13 100 Day 28 - Tues 10 13 76.92 3.5 13 26.92 8 13 61.54 8 8 100 13 13 100 Day 29 - Wed 8.5 13 65.38 7 13 53.85 6 13 46.15 8 8 100 13 13 100 Day 30 - Thurs 6.75 13 51.92 3.5 13 26.92 5 13 38.46 8 8 100 13 13 100 Day 31 - Fri 6 15 40.00 5 14 35.71 3 14 21.43 8 8 100 13 13 100 TOTALS 324 421 76.96 198.75 412 48.24 172 412 41.75 248 248 100.00 403 403 100.00
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FULLARTON PARK COMMUNITY CENTRE OCCUPANCY RATES MONTH OF MAY 2013 Board Banquet Actual Actual Room Actual Study Actual Howard Actual Hall Actual hours of % of Lounge/Din hours of % of Actual hours of % of Actual hours of % of Room hours of % of Hours available actual Actual Hours available actual Hours available actual Hours available actual Actual available actual Fullarton Park Hired use use Hired use use Hired use use Hired use use Hours Hired use use % % % %
Day 1 - Wed 13 13 100.00 13 13 100.00 9 13 69.23 13 13 100 4 13 30.76 Day 2 - Thurs 5 13 38.46 5 13 38.46 13 13 100.00 13 13 100 8 13 61.53 Day 3 - Fri 2 15 13.33 0 15 0.00 8 15 53.33 15 15 100 10 15 66.66 Day 4 - Sat 0 15 0.00 0 15 0.00 9 15 60.00 15 15 100 15 15 100 Day 5 - Sun 0 13 0.00 0 13 0.00 0 13 0.00 13 13 100 13 13 100 Day 6 - Mon 10 13 76.92 13 13 100.00 8 13 61.54 13 13 100 13 13 100 Day 7 - Tues 13 13 100.00 13 13 100.00 8 13 61.54 13 13 100 4 13 30.76 Day 8 - Wed 3 13 23.08 13 13 100.00 9 13 69.23 13 13 100 9 13 69.23 Day 9 - Thurs 6 13 46.15 9 13 69.23 8 13 61.54 13 13 100 8 13 61.53 Day 10 - Fri 3 15 20.00 0 15 0.00 10 15 66.67 15 15 100 15 15 100 Day 11 - Sat 0 15 0.00 0 15 0.00 0 15 0.00 15 15 100 4 15 26.66 Day 12 - Sun 0 13 0.00 0 13 0.00 8 13 61.54 13 13 100 4 13 30.76 Day 13 - Mon 9 13 69.23 9.5 13 73.08 8 13 61.54 13 13 100 9 13 69.23 Day 14 - Tues 13 13 100.00 13 13 100.00 9 13 69.23 13 13 100 5 13 38.46 Day 15 - Wed 13 13 100.00 10 13 76.92 9 13 69.23 13 13 100 8 13 61.53 Day 16 - Thurs 5 13 38.46 13 13 100.00 13 13 100.00 13 13 100 13 13 100 Day 17 - Fri 2 15 13.33 2 15 13.33 8 15 53.33 15 15 100 15 15 100 Day 18 - Sat 11 15 73.33 11 15 73.33 0 15 0.00 15 15 100 0 15 0 Day 19 - Sun 10 13 76.92 10 13 76.92 0 13 0.00 13 13 100 9 13 69.23 Day 20 - Mon 9 13 69.23 9 13 69.23 8 13 61.54 13 13 100 5 13 38.46 Day 21 - Tues 13 13 100.00 13 13 100.00 8 13 61.54 13 13 100 5 13 38.46 Day 22 - Wed 11 13 84.62 11 13 84.62 9 13 69.23 13 13 100 8 13 61.53 Day 23 - Thurs 13 13 100.00 13 13 100.00 13 13 100.00 13 13 100 13 13 100 Day 24 - Fri 10 15 66.67 13 15 86.67 10 15 66.67 15 15 100 4 15 26.66 Day 25 - Sat 10 15 66.67 10 15 66.67 6 15 40.00 15 15 100 6 15 40 Day 26 - Sun 10 13 76.92 9 13 69.23 0 13 0.00 13 13 100 8 13 61.53
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FULLARTON PARK COMMUNITY CENTRE OCCUPANCY RATES MONTH OF MAY 2013 Board Banquet Actual Actual Room Actual Study Actual Howard Actual Hall Actual hours of % of Lounge/Din hours of % of Actual hours of % of Actual hours of % of Room hours of % of Hours available actual Actual Hours available actual Hours available actual Hours available actual Actual available actual Fullarton Park Hired use use Hired use use Hired use use Hired use use Hours Hired use use Day 27 - Mon 10 13 76.92 13 13 100.00 4 13 30.77 13 13 100 4 13 30.76 Day 28 - Tues 13 13 100.00 13 13 100.00 9 13 69.23 13 13 100 5 13 38.46 Day 29 - Wed 13 13 100.00 11 13 84.62 13 13 100.00 13 13 100 8 13 61.53 Day 30 - Thurs 4 13 30.77 5 13 38.46 9 13 69.23 13 13 100 4 13 30.76 Day 31 - Fri 15 15 100.00 15 15 100.00 8 15 53.33 15 15 100 4 15 26.66 TOTALS 249 421 59.14 269.5 421 64.01 234 421 55.58 421 421 100.00 240 421 57.01
CONTINUED: FULLARTON PARK COMMUNITY CENTRE OCCUPANCY RATES MONTH OF MAY 2013 Community Parkview Art Room Actual Room Actual Gallery Actual Studio Actual Retreat Actual Reiki Actual hours % of Actual hours % of Actual hours % of Actual hours % of Actual hours % of Actual Actual Hours of avail actual Hours of avail actual Hours of avail actual Hours of avail actual Hours of avail actual Hours hours of Hired use use Hired use use Hired use use Hired use use Hired use use Hired avail use
% % % % % %
4.5 13 34.61 13 13 100 13 13 100 4 13 30.76 13 13 100 13 13 % 9 13 69.23 10 13 76.92 13 13 100 9 13 69.23 13 13 100 13 13 100 4.5 15 30 8 15 53.33 16 16 100 0 10 0 16 16 100 16 16 100 5 15 33.33 15 15 100 16 16 100 10 10 100 16 16 100 16 16 100 13 13 100 15 13 115.38 13 13 100 0 13 0 13 13 100 13 13 100 0 13 0 10 13 76.92 13 13 100 0 13 0 13 13 100 13 13 100 8 13 61.53 6 13 46.15 13 13 100 13 13 100 13 13 100 13 13 100 13 13 100 13 13 100 13 13 100 4 13 30.76 13 13 100 13 13 100 4 13 30.76 9 13 69.23 13 13 100 9 13 69.23 13 13 100 13 13 100 9.5 15 63.33 7 15 46.66 16 16 100 0 10 0 16 16 100 16 16 100 16 15 106.66 15 15 100 16 16 100 10 10 100 16 16 100 16 16 100 5 13 38.46 13 13 100 13 13 100 0 13 0 13 13 100 13 13 100 0 13 0 13 13 100 13 13 100 0 13 0 13 13 100 13 13 100
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CONTINUED: FULLARTON PARK COMMUNITY CENTRE OCCUPANCY RATES MONTH OF MAY 2013 Community Parkview Art Room Actual Room Actual Gallery Actual Studio Actual Retreat Actual Reiki Actual hours % of Actual hours % of Actual hours % of Actual hours % of Actual hours % of Actual Actual Hours of avail actual Hours of avail actual Hours of avail actual Hours of avail actual Hours of avail actual Hours hours of Hired use use Hired use use Hired use use Hired use use Hired use use Hired avail use 9 13 69.23 13 13 100 13 13 100 13 13 100 13 13 100 13 13 100 4 13 30.76 13 13 100 13 13 100 4 13 30.76 13 13 100 13 13 100 8.5 13 65.38 13 13 100 13 13 100 9 13 69.23 13 13 100 13 13 100 15 15 100 8 15 53.33 16 16 100 0 10 0 16 16 100 16 16 100 0 15 0 11 15 73.33 16 16 100 10 10 100 16 16 100 16 16 100 5 13 38.46 5 13 38.46 13 13 100 0 13 0 13 13 100 13 13 100 9 13 69.23 7 13 53.84 13 13 100 0 13 0 13 13 100 13 13 100 10 13 76.92 6 13 46.15 13 13 100 13 13 100 13 13 100 13 13 100 0 13 0 13 13 100 13 13 100 4 13 30.76 13 13 100 13 13 100 13 13 100 9 13 69.23 13 13 100 9 13 69.23 13 13 100 13 13 100 5 15 33.33 9 15 60 16 16 100 0 10 0 16 16 100 16 16 100 9 15 60 10 15 66.66 16 16 100 10 10 100 16 16 100 16 16 100 5 13 38.46 13 13 100 13 13 100 0 13 0 13 13 100 13 13 100 4 13 30.76 9 13 69.23 13 13 100 0 13 0 13 13 100 13 13 100 6 13 46.15 7 13 53.84 13 13 100 13 13 100 13 13 100 13 13 100 4 13 30.76 13 13 100 13 13 100 4 13 30.76 13 13 100 13 13 100 4 13 30.76 10 13 76.92 13 13 100 9 13 69.23 13 13 100 13 13 100 9 15 60 15 15 100 16 16 100 0 10 0 16 16 100 16 16 100 211 421 50.12 331 421 78.62 430 430 100.00 157 376 41.76 430 430 100.00 430 430 100 100.00
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UNLEY COMMUNITY CENTRE OCCUPANCY RATES MONTH OF MAY 2013 Main Hall Actua Actual Actual Actual Souther Actual Norther Actual Actual l hours of % of Dinin hours of % of hours of % of n hours of % of n hours of % of hours of % of Hours availabl actual g availabl actual Kitche availabl actual Meeting availabl actual Meeting availabl actual Podiatr availabl actual Hired e use use Room e use use n e use use Room' e use use Room e use use y Room e use use Available for Hire Available for Hire Available for Hire Available for Hire Available for Hire Mon - Fri 8.30am - Mon - Fri 8.30am Mon - Fri 8.30am - Mon - Fri 8.30am - Mon - Fri 8.30am - Available for Hire 1 4.30pm - 4.30pm 4.30pm 4.30pm 4.30pm day a week 8.30am (7.5hrs/day) (7.5hrs/day) (7.5hrs/day) (7.5hrs/day) (7.5hrs/day) till 4.30pm Sat/Sun 8hrs/day % Sat/Sun 8hrs/day % Sat/Sun 8hrs/day Sat/Sun 8hrs/day Sat/Sun 8hrs/day % (7.5hrs/day) % Day 1 - Wed 4.5 7.5 60.00 3 7.5 40.00 0 7.5 0.00 2.5 7.5 33.33 0 7.5 0.00 0 0 0.00 Day 2 - 106.6 Thurs 6.5 7.5 86.67 6 7.5 80.00 8 7.5 7 0 7.5 0.00 4 7.5 53.33 4 7.5 53.33 Day 3 - 100.0 106.6 Fri 7.5 7.5 0 6 7.5 80.00 8 7.5 7 0 7.5 0.00 3.5 7.5 46.67 0 0 0 Day 4 - Sat 4 8 50.00 0 8 0.00 0 8 0.00 0 8 0.00 4 8 50.00 0 0 0 Day 5 - 100.0 100.0 100.0 100.0 100.0 100.0 Sun 8 8 0 8 8 0 8 8 0 8 8 0 8 8 0 7.5 7.5 0 Day 6 - 106.6 Mon 6.5 7.5 86.67 6 7.5 80.00 8 7.5 7 3 7.5 40.00 0 7.5 0.00 0 0 0 Day 7 - 140.0 106.6 Tues 10.5 7.5 0 6 7.5 80.00 8 7.5 7 2 7.5 26.67 2 7.5 26.67 0 0 0 Day 8 - Wed 2 7.5 26.67 3 7.5 40.00 0 7.5 0.00 2.5 7.5 33.33 0 7.5 0.00 0 0 0 Day 9 - 106.6 Thurs 2.5 7.5 33.33 6 7.5 80.00 8 7.5 7 0 7.5 0.00 3 7.5 40.00 0 0 0 Day 10 - 100.0 106.6 Fri 7.5 7.5 0 6 7.5 80.00 8 7.5 7 0 7.5 0.00 3.5 7.5 46.67 0 0 0 Day 11 - Sat 0 8 0.00 0 8 0.00 0 8 0.00 0 8 0.00 8 0.00 0 0 0 Day 12 - Sun 1.5 8 18.75 0 8 0.00 0 8 0.00 0 8 0.00 0 8 0.00 0 0 0 Day 13 - 106.6 Mon 1.5 7.5 20.00 6 7.5 80.00 8 7.5 7 0 7.5 0.00 0 7.5 0.00 0 0 0 Day 14 - 106.6 Tues 5.5 7.5 73.33 6 7.5 80.00 8 7.5 7 2.5 7.5 33.33 4 7.5 53.33 0 0 0 Day 15 - Wed 2 7.5 26.67 3 7.5 40.00 0 7.5 0.00 2.5 7.5 33.33 0 7.5 0.00 0 0 0 Day 16 - 106.6 Thurs 5.5 7.5 73.33 6 7.5 80.00 8 7.5 7 0 7.5 0.00 4 7.5 53.33 4 7.5 53.33 Day 17 - 100.0 106.6 Fri 7.5 7.5 0 6 7.5 80.00 8 7.5 7 0 7.5 0.00 3.5 7.5 46.67 0 0 0 Day 18 - Sat 1.5 8 18.75 0 8 0.00 0 8 0.00 0 8 0.00 4 8 50.00 0 0 0 Page 7
UNLEY COMMUNITY CENTRE OCCUPANCY RATES MONTH OF MAY 2013 Main Hall Actua Actual Actual Actual Souther Actual Norther Actual Actual l hours of % of Dinin hours of % of hours of % of n hours of % of n hours of % of hours of % of Hours availabl actual g availabl actual Kitche availabl actual Meeting availabl actual Meeting availabl actual Podiatr availabl actual Hired e use use Room e use use n e use use Room' e use use Room e use use y Room e use use Day 19 - 106.2 106.2 106.2 106.2 106.2 100.0 Sun 8.5 8 5 8.5 8 5 8.5 8 5 8.5 8 5 8.5 8 5 7.5 7.5 0 Day 20 - 106.6 Mon 3.5 7.5 46.67 6 7.5 80.00 8 7.5 7 0 7.5 0.00 6 7.5 80.00 0 0 0 Day 21 - 106.6 Tues 6.5 7.5 86.67 6 7.5 80.00 8 7.5 7 2.5 7.5 33.33 2 7.5 26.67 0 0 0 Day 22 - Wed 2 7.5 26.67 3 7.5 40.00 0 7.5 0.00 2.5 7.5 33.33 0 7.5 0.00 0 0 0 Day 23 - 126.6 106.6 Thurs 9.5 7.5 7 6 7.5 80.00 8 7.5 7 0 7.5 0.00 3 7.5 40.00 0 0 0 Day 24 - 100.0 106.6 Fri 7.5 7.5 0 6 7.5 80.00 8 7.5 7 0 7.5 0.00 3.5 7.5 46.67 0 0 0 Day 25 - 143.7 143.7 143.7 143.7 143.7 Sat 11.5 8 5 11.5 8 5 11.5 8 5 11.5 8 5 11.5 8 5 0 0 0 Day 26 - Sun 0 8 0.00 0 8 0.00 0 8 0.00 0 8 0.00 0 8 0.00 0 0 0 Day 27 - 106.6 Mon 5 7.5 66.67 6 7.5 80.00 8 7.5 7 0 7.5 0.00 0 7.5 0.00 0 0 0 Day 28 - 106.6 Tues 5.5 7.5 73.33 6 7.5 80.00 8 7.5 7 2.5 7.5 33.33 2 7.5 26.67 0 0 0 Day 29 - Wed 2 7.5 26.67 3 7.5 40.00 0 7.5 0.00 2.5 7.5 33.33 3 7.5 40.00 0 0 0 Day 30 - 106.6 Thurs 6.5 7.5 86.67 6 7.5 80.00 8 7.5 7 0 7.5 0.00 3 7.5 40.00 4 7.5 53.33 Day 31 - 100.0 106.6 Fri 7.5 7.5 0 6 7.5 80.00 8 7.5 7 0 7.5 0.00 3.5 7.5 46.67 0 0 0.00 TOTALS 160 236.5 67.65 151 236.5 63.85 172 236.5 72.73 53 236.5 22.41 89.5 236.5 37.84 27 37.5 72.00
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APPENDIX 4
2012-2013 COMMUNITY CENTRES – Clarence Park, Fullarton Park, Goodwood and Unley
Percentage of Council’s Total Expenditure Budget: 2.7% Human Resources (FTE): 9.23
Budget Comment Unley Community Centre INCOME User Charges Facility Hire -27 810 Facility Hire - RSL -14 400 offset by $12600 Other User Charges, Programs -20 335 offset by expenses below Other Inc - Catering -46 968 offset by expenses below Total Income -109 513
EXPENDITURE Contractual Services (Cleaning) 4 000 Freight & Postage 1 300 Volunteer Services 3 600 reimbursements Catering Service 24 000 refer income above Security Service 660 Purchasing Services - other 4 215 Contractual Services Total 37 775
Employee Costs Total (including casuals) 230 241 Materials Total 13 753 Other Publicity 3 020 Program Expenses 28,180 refer income above RSL Reimbursement 18 670 refer income above Other Total 49 870
Asset Maintenance 51 036 Includes cleaning, utilities, repairs, water Depreciation 5 782
EXPENDITURE Total 388 457
Unley Community Centre Net Total 278 944
Fullarton Park Centre INCOME Artist Exhibition Income -10 160 see offset expenses below Facility Hire -121 120 Other User Charges - Programs -11 750 offset expenses below Other Income -2 200 Total Income -145 230
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EXPENDITURE Contractual Services Cont Svc Off Equ Maint 7 500 Temp Contract Staff 3 500 cover leave commitments Freight & Postage 1 000 Catering Service 600 Security Service 1 292 Contractual Services Total 13 892
Employee Costs Total (including casuals) 160 757 Materials Total 22 911 $14k phone expenses
Other Publicity 5 500 Program Expenses 12 900 refer income above Artist Exhibition Reimbursement 8 300 refer income above Other Expenses 12 900 Other Total 39 600
Asset Maintenance 76 669 Includes cleaning, utilities, repairs, water
EXPENDITURE Total 313 829
Fullarton Park Centre Net Total 168 599
Goodwood Community Centre INCOME Operating Grants and Subsidies Total -15 383 Other Income Total -70,000 offset expenses below INCOME Total -85 383
EXPENDITURE Contractual Services Total 5 100 Employee Costs Total (including casuals) 193 741
Materials Total 15 471 Asset Maintenance 84 489 Includes cleaning, utilities, repairs, water Other Total 58 700 $42k offset income above Depreciation 4 125
EXPENDITURE Total 361 626
Goodwood Community Centre Net Total 276 243
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Clarence Park Community Centre INCOME Operating Grants and Subsidies Total -14 800
EXPENDITURE Contractual Services Total 7 400 Employee Costs Total (including casuals) 151,688
Materials Total 21 968 $16k phone expenses Asset Maintenance 64 920 Includes cleaning, utilities, repairs, water Other Total 8 990 Depreciation 4 193
EXPENDITURE Total 259 159
Clarence Park Community Centre 244 359 Net Total
Total Net Cost of all Centres 968 145
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APPENDIX 5
COMMUNITY CENTRES DIRECTIONS PAPER COMMUNITY ENGAGEMENT REPORT April 2013
1. Background
As part of the research stage of developing the Community Centres Directions Paper, a community engagement process was undertaken in March 2013. The consultation program targeted key stakeholders, centre users and non-users.
2. Consultation Methodology
The consultation program was aimed at encouraging community input into the future directions of our community centres. The consultation program was aimed at key stakeholders, Centre users and non-users to:
• develop an understanding the needs of the community • determine levels of satisfaction and gaps with current service provision • understand future aspirations • understand community perceptions relating to Community Centre operations.
The City of Unley collected the views of the community via our online Community hub, Your Say Unley, as well as via a printed survey made available from the Community Centres, the Community Bus, and the Civic Centre Library.
In addition, printed surveys were distributed at:
• the Heywood Park ‘Footstomping, Fables, and Film event on Saturday, 16 March 2013 • the community information day held at Forestville Reserve on Sunday, 24 March 2013 for the Forestville/ rail projects • the Unley Shopping Centre on Thursday, 28 March 2013
During this phase a number of ‘face to face’ opportunities were also available for community input. These included:
• Eight community focus groups, with a daytime session and evening session being held at each of our four Community Centres. • Two focus groups were held for the Boards of Management, one for Goodwood Community Services and one for the Clarence Park Community Centre Board. • One focus group specifically for volunteers. • One focus group for relevant Council staff.
The City of Unley collected the views of the community via 12 community forums, our online Community hub, Your Say Unley, via a printed survey made available at the Community Centres and the Civic Library, and through surveys distributed at community events and the Unley Shopping Centre to
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catch the non-users of the Community Centres. A quick poll was also included in the Your Say Unley home page. The initiative was promoted via the local Messenger on 20 February and 6 March 2013 and on Council’s website.
3. Key Findings And Results
This community engagement initiative commenced on Monday, 4 March 2013, and concluded on Thursday, 28 March 2013.
A total of 241 people participated in this initiative. Of these: 126 attended one of the 12 focus groups available, 115 people completed a survey (97 completed a hard copy survey and 18 completed the on- line survey through the Your Say Unley site).
The following feedback was captured during the focus groups:
• Community centres have a positive impact on people's well-being, sense of connection and community spirit. • Community centres provide a hub for council and other information. • The importance of volunteers and need to continue to support their involvement in addressing local needs and to be actively involved in running the Centres. • Affordability and accessibility are key factors in success of the centres in Unley. • Access to transport is a critical factor to attendance at community centre activities. • There is an opportunity to strengthen linkages between community centres, libraries, and Council’s community services team. • Staff at our community centres are friendly, approachable and well informed. • There is a lack of awareness about what is provided at community centres and an opportunity to improve promotion through website and local media.
The following feedback was provided in response to the survey questions. The majority of respondents that had used a community centre in the last 12 months had attended:
• playgroup/childcare • fitness • education • social gatherings
They reported that they felt part of the community and developed friendships from using a community centre.
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The majority of respondents that had not used a community centre in the last 12 months identified the following barriers:
• don’t know what is available • times of activities not convenient • lack of transport
Some suggestions for other activities and improvements were mentioned a number of times – these included:
• better promotion of what is available at community centres • community garden sites at community centres where possible • more interaction with local schools • cooking programs • language classes
4. Stakeholder Recommendations
1. Better linkages between community services, libraries, and community centre programs need to be developed to deliver a ‘seamless’ service to the community. 2. Investigate the potential for a ‘shuttle bus’ service to operate between each community centre and library service site. 3. Install Wi-Fi/Broad Band for free community access at all community centres.
4. Encourage training through Communities SA for new Board Members of Clarence Park Board of Management and Goodwood Community Services Board of Management, and address this as part of a review of the Partnering Agreements. 5. Develop a central ‘waiting list register’ for the four community centres and review regularly to identify opportunities for popular programs to be duplicated at other community centre sites. 6. Develop a ‘Welcome Pack’ for new residents of the City of Unley. Include in this pack details of the four community centres and the full range of programs; details of the Unley Library service; and information about community service programs (could also include some promotional vouchers from local businesses). 7. Community Centres host a ‘Welcome to the Neighbourhood’ group meeting or function for new residents. 8. Develop a marketing and public relations strategy for the City of Unley Community Centres Program. 9. Meet with the University of the Third Age to canvas opportunities to provide a suite of language classes based at our community centres.
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10. Compile a list of current opportunities at our community centres to access food related activities (e.g. cooking; nutrition education, food production/purchase) and scope the potential to include food production sites at community centres.
FOCUS GROUP FEEDBACK - COMMUNITY
How important are community centres? Why?
• Great social interaction (7 comments). • Availability of Council information – a hub for council and other information including business (4 comments). • Central place for community – meeting point (3 comments) • Very important – good places to go, particularly when retired (3 comments) • People developing own independence, yet still feeling supported – Office staff important resource in supporting local based initiatives (2 comments) • Keeping Fit - exercise groups provide access at reasonable cost, swimming, aquacise classes (2 comments) • For older age bracket – transport, meal service. • Some live alone, without transport, would be difficult to access. • Exchange of news/ideas. • Bus trips, low cost, see other places. • Regard Unley Community Centre as “home”. • Food cooperative Saturday morning market at Clarence Park a wonderful service. Fresh produce / organic. Community Harvest program at Unley Community Centre also has great variety, fresh, cheap. • Excellent service from Council staff member who coordinates transport. • Films, concerts at Unley Community Centre are great. • Meet other people, coffee • Pass the time • Creating new friendships through various classes • Computer classes at the library fit with community centre activities, started at UCC • The libraries should be considered as part of the community centres direction paper • Life of the community through involvement and help, mental and physical and social activities. • Front line for Council but with a friendlier, informal focus. • Non-threatening and welcoming. • More than road, rates and rubbish. • Important when first moving into a district – a first port of call? • Close proximity to residences. • Nearness of the respective four community centres provides a good service to all residents of Unley – local nature important. • Local, can address issues at a local level and respond to local needs • Services that represent local needs • Local ownership • “Community Glue” Supports the sense of community and community connection • Accessible
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• Provides affordable activities • Venue to fill gaps, where other services unable to provide services • Atmosphere is not threatening/ friendly for people to engage services • English language courses • Promotes integration and diversity • Access to diversity of activities, appeal to different interest and needs (i.e. TOYS shed) • Inspires people to want to contribute to community • Multigenerational connections (i.e. TOYS and children connection) • Education, social and fitness – important because of the social with a purpose connections • Help make communities liveable – proliferation of high-rise living and higher density housing areas. Centres are a gathering space as a continuum of public spaces (community centres, open space, community gardens, swimming centres, skate parks, playgrounds, libraries). • Centres have a roof and can provide shelter in inclement weather and in the evenings (open public space with a roof). • Once gone, never regained. An investment for the longer-term. • Need to view community centres in the same way as our open space and ensure that this is retained for our community. • Connections to community and area • Opportunities to contribute • Public neutral meeting space
What makes a good community centre?
• Flexible, friendly and informed staff to provide support when needed (6 comments) • Accessible to local community (3 comments) • Welcoming atmosphere (3 comments) • Availability of facilities, which are always well maintained, which assist with staging of events (2 comments) • Presence of volunteers engaged in the service delivery (supporting volunteers to become independent and have active involvement in running of the centre) (2 comments) • Affordability (2 comments) • Accessibility (in terms transport, disability access/parking) (2 comments) • Connecting to other people/participants with a shared point of interest – new friendships, feeling included (2 comments) • Meeting the needs of the community. • Marketing – knowledge • Identifying getting the word out on local needs • Close to public transport • Cater for different age groups – mums, older people. • Council needs to take advantage of other property purchases – parking an issue. • Need parking nearby. • Modern conveniences, kitchen, air conditioning, showers. • View that a central location is important. • Staff/Teachers • Acceptance and help • Social time in between activities
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• Open times – varied and availability – when people need or want to use the service • Variety of activity • Variety of sizes of the rooms, in particular Fullarton Park Centre, and the availability of kitchens and other facilities such as coffee-making • Flexibility of room size and add-on kitchen facilities regardless of size of group. • Ability to cross-pollenate between groups in each Centre • Acoustics: varies – not always good in all centres • User friendly – instructions on how to operate facilities, i.e. dishwasher. • Welcoming to wide range of people/ cultural background/ ages/ interests (e.g. Islamic Community) • Wide range of activities during wide range of times • Physical aspects - Variety of places that people can gather inside/outside • Demonstration of activities in which community members could be involved in, i.e. environmental, sustainability • Flexibility of space – walls v. sliding panels. • Welcoming with a variety of spaces that are not structured. • Provide for innovation, i.e. trial site for innovative programs/industries – giving people the opportunity to start in an activity/program/industry. • Demonstrate strategies that encourage people to follow the principles of food security such as growing their own food, or similar activities. • Offer programs – short and longer term – that encourage people to grow their own food • Friends groups • Offer programs that encourage people not only to grow their own food, but on how to cope with over-abundance, i.e. preserving • Transport – parking/accessible • Good kitchen facilities and • Equipment for functions - tables / chairs, stage, lighting, sound equipment • Plenty of people • Relevant and in demand programs • Availability • User friendly – especially out of hours, emergency procedures • Clear communication between staff & users, user procedures • Ability to book more than 12 months ( 2 to 3 years) in advance
What do you like most about the centres in Unley?
• Friendly and helpful staff (6 comments) • Unley Community Centre – good location, near shopping centre, central location (2 comments) • Cater well for need • Based close to public transport • Close to other services • Vibrant • All Centres have differences • Welcoming and friendly • Flexibility to meet the community’s needs • Opportunity to meet other locals that may be isolated – social connection/ relationship building • Support base which is important at times of grief
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• Availability of classes • Range of opportunities • Do a lot of different things • Good feeling of inclusion • Social interactions are good – UCC • Convenience of living near to centres • Affordable • Very well resourced and provide excellent services as a whole, as well as providing different themes • Identity of individual centre important to preserve • Diverse range of activities at each centre • No competition between centres • The variety - different ‘feel’ at each centre • Community connection – familiar faces • Some people not qualify for HACC services, i.e. transport. Location important. Allow people to walk to a centre • ‘Any further away would be too hard’ • Unley compares well against other Council’s • View that a central location wouldn’t suit Unley, not preferred option • Residents from other Council’s attend Unley community centres • Community discussions important. • Unley’s centres are active / things happening • Diverse services/ activities provided • Fullarton support groups (i.e. mental health groups) • Catering to the different ages • Programs across all four are diverse • Affordable – prices kept low allowing community members to participate in numerous activities each week • Access is good/ parking, etc. • Ability to access local activities and not the need to travel too far • Physically close – ability to walk to a local centre • Support to maintain the 4 so is a centre physically located near to people • Well serviced by public transport • Resource for those coming from other countries – social connections/ and connecting to other services/ centres including Eastwood • Fitness Classes • To feel part of the community and make friends (class or activity is the attraction, but with the outcome being social connections and friendships) • Particularly important for people without children as without difficult to have avenues to meet people • Connecting with people on own interest • Diversity of people at any one time – Lack of judgment and promotes tolerance • Space for people – no one has more rights than others. Access to all • Libraries also raised as accessible Childcare high quality service, but also access to target groups for service provision • Complimentary service • Unley Council’s support (starting, maintaining Com Centres, providing staff and supporting volunteers) Page 7
• Availability, moderate parking available, allows a number of groups to come together • Ease of parking and an attractive space (Fullarton) • Kitchen at Fullarton centre • Function area at Clarence Park • Variety of spaces for use/choice • Safe • Flexibility of payment • School holiday activities – low cost activities • Fullarton – building and grounds • Clean • Central location • Very accessible, no steps and electronic door • Car park entrance signs
What else do you need?
• Covered outdoor area such as a pergola for shelter in hot / inclement weather, with tables and chairs (3 comments) • Cooking classes for men and/or multicultural meals (specific cuisines) (2 comments) • Upgrade kitchen facilities (2 comments) • More car parking (2 comments) • Continuity of staff at centres with local knowledge of how the respective centre operates (2 comments) • Bus service that links the community centres (2 comments) • Computer programs • Community gardens driven by the community • Clearer signage • Dance classes • Meditation group – Wednesday afternoon at Unley Community Centre? • More space for classes – e.g. a gym space • Men’s Shed – e.g. T.O.Y.S at Clarence Park • More programs for multicultural groups (e.g. Indian, Vietnamese, Philippines, Chinese) • Resume meals at Clarence Park – used to be well attended, link with dancing group at RSL • Chess Classes • link Council run programs to private programs better • An additional aquacise class to allow for those on waiting list • Regularly updating facilities to modern standards. Some areas looking tired • Acoustics in Clarence Park main hall – need to reduce echoing • Staff to be aware of compatibility of activity for noise levels • A larger centre! (Unley Community Centre) • Dances, Health, beauty, lifestyle, massage, well-being, haircut • Larger space. One hall, too much going on in one spot. Be able to hold a variety of activities at once. Flexible • Interaction with smaller HACC groups. Some groups house-bound, opportunities to bring people together • Need to promote HACC and other services better
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• New centres – include other uses, i.e. offices, retail, etc. Services that suit the centre • Question regarding other Council’s using Unley services. Needs to be looked at. Consider ERA links. Sharing across regions • Include in comparison service – meal service • After hours trouble shooter available – floating trouble shooter between centres • Kiosk / café arrangement could be explored • Community should be provided information across a region, more collaboration between Council’s. Recognition of issues across region • Caution regarding commercial activity / balance of activity. Marion Community centre, have business, not busy • Program list each day – make programs inclusive for people of all abilities instead of segregated activities for people with disabilities • Trade/share instructors between centres • Fullarton – potential for community/ sensory garden • More spinning groups (knitting – wool crafts) • Personal safety classes for all ages • ‘Welcome to the Neighbourhood’ – group/meeting/functions • Improved sound proofing between the 2 halls (Goodwood Community Centre) • Colour coding - centre V’s library programs • Make sure community centres are well used, hire income put back into the community • Promote in Goodwood area – promote to businesses and residents • Contact list for other services e.g. Caterers • Survey / letter drop local area • What cultural groups are in the area? • Health services located at the Centres • Activities for aged – local residents
Barriers to accessing activities and services
• Awareness or lack of awareness of services (4 comments). • Affordability (4 comments) • Transport: (3 comments) o in particular access cabs, for which there are logistical problems – if not able to walk freely, not always able to use this form of transport because of mobility restrictions o taxi drivers don’t like short trips o transport to activities when buses are not running as frequently, particularly on weekends • Adequate car parking (3 comments). • Look at the ways in which council communicates to residents, e.g. through one channel, such as an email advising what’s on locally, what’s on sale? (3 comments) • Teachers should be assessed (e.g. bad experience with a computer course teacher who talked too quietly, didn’t stick to the notes, etc.) Hard to be critical when teachers are volunteers (2 comments) • Infrastructure surrounding the Centre • Carrying heavy items to Centre • Traffic issues • Not knowing about services e.g. T.O.Y.S
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• Popularity of classes/teachers – people on waiting list (e.g. yoga - Wed and aquacise - Mon, computer classes at library, art class - Fri) • Capacity in classes (e.g. RSL dance – 30 people on the floor at one time for dancing, limiting total numbers registered to 40) • Bad experiences with other classes (customer service experiences) • Could use the Unley Life Column in messenger for advertising/promoting – one or two a column • Volunteer assistance to bring people to activities at centres. • Community services and community centres appear to operate as separate Council “identities”. Cross pollination? • Computing classes. • No decentralised services for payment of rates, dog registrations, etc. – need satellite offices or one stop shop service. • Board of management structures –impediments to funding? • Lack of access to space for activities. • Being under 50, not eligible for services at Unley Community Centre • Consider review of Unley Community Centre – active focus, age limitations • Opportunities in other facilities, but could be barrier, i.e. for parents, young children • History of Unley Citizens Centre review • Waiting list – investigate ways to enable people to access easier, i.e. someone away for 1 month, could give their access to someone on waiting list • Opportunity to run more fitness classes, strong need for these • Times programs are offered not convenient • Language barriers, information not translated into languages other than English • What I don’t like is a small group meeting in a large hall – doesn’t lend itself to flexibility • Services/ and activities at capacity due to physical space • Need to cater to the changing demographic • Perception that the Centre is only for people that need it • Flexibility spaces to diverse range of community needs • Disability awareness – catering for members of the community with a range of disabilities (and physical amenities can be a barrier) • Consider disability awareness training at Centres • Stepping out of comfort zone. Highlights need for word of mouth/ buddy to bring to the centre • Welcoming committee/ pack for new community members (business put incentives in the pack to use their services) – could be run by volunteers . Historical perspective of a building such as the formerly named Unley Citizens Centre (now Unley Community Centre). . Knowing what funding is available for micro projects – a communication issue? . Open front door (Fullarton) or sign . Non-inclusive groups (no cliques) - consider running “awareness” training/package to promote inclusiveness . Surrounding activities impacting on centres (e.g. Royal Show and parking at Goodwood Community Centre) . Funding – lack of/reduced state government support • Signage for main entrance to centre from car park, possible below the public toilet sign and same colour as car park entrance signs • Noise between the 2 halls . Improve promotion through website and local media
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FOCUS GROUP FEEDBACK – STAFF
What are the strengths of the Community Centres in Unley?
• Networking between Centre staff, involving sharing of knowledge and opportunities, assists in making referrals (5 comments) • Variety programs/ sites • Culturally And Linguistically Diverse (CALD) programs • Meal service • Exercise classes • Flexibility of Com centres to provide services that meet local need • 4 satellite sites • Individual focus, diverse nature of 4 sites • Central focus (for greater metro area) • Close to public transport • Clarence Park – no other resources in the area, creates a hub • Clarence Park – Environmental focus (food co-op) • Markets • Fullarton and Goodwood = parking strength • Fullarton – untimed parking meters • Programs ability to reach most vulnerable people in the community • The Shed – Men’s Shed Program (TOYS) • Linkages with other community organisations and groups • Volunteer opportunities • Variety of opportunities for involvement for community members (casual use, through to active involvement through volunteering) • Support offered to people new to the area – connecting them to information, services, opportunities • While people attend information for a program, they access information about other services and centres. • Goodwood & Fullarton links to the Unley Library service • Community Centres staff ability to link community members to all Council services and Departments • Referring potential hirers to other centres when needs cannot be accommodated (outlook system gives some indication) • Local knowledge to match complementary bookings in neighbouring rooms – skills of staff for teasing out information of potential hirers • Staff responsible for booking hall hire often act as ‘gate keepers’ for activities that are appropriate for the City of Unley and ensuring minimal impact on neighbours • Developing relationships with potential hirers to assist them to provide needed programs in the community • Support to residents that have an idea and providing them with confidence • Unique arrangements at Clarence Park and Goodwood. Empowered communities. Ultimate empowerment model and enables the attraction of other funding • Continuation of programs, and different generations using the same Centre • Centre that focus on the 50+ to cater for particular needs of this demographics
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What are the weaknesses?
• Opening hours 9am-5pm, spread of activities and interaction with after- hours groups limited (2 comments) • Ageing assets • Lack of parking - Unley Community Centre (and to some extent Clarence Park) • Unley Community Centre only open four days (yet programs running six days a week) – resourcing not allowing the Centre to be open five days. • Focus areas of each centre can prevent them providing local service (i.e. Unley being only 50+ prevents them from responding to needs of young families in the local area). Each Centre cannot be everything to everyone. • Lack of understanding of technology, not keeping up with community needs • Unley Park has limited access to Community Centres • No youth specific in any Centre run these programs • Limited men’s health (under 50) at Centres. No council run programs, but do have hirers that offer some support in this area • Renaming of Unley community centre has resulted in some increased expectations from the community for programs to be broader that just for the over 50’s. Some demand for alternative demographic needs • Labels e.g. centre for over 50 tells people where they need to go. More people focused centres • Challenge to look at programs as a whole, or each centre meeting all needs of local community • Lack of technology, i.e. inability to access Wi-Fi/ broad band not catering to changing demographics • Limited aged services run out of the other Centres • Build on strengths rather than trying to meet every need - Weakness trying to meet all needs.
What are the opportunities?
• Facilitate and expand the opportunities for people to come together (example given of people who use mobility needs). Potential for volunteers to run these groups (2 comments) • Ability to be both facilitator and net-worker. Bringing people together around the table and provide support rather than ‘lead’ • Re-focus on Council’s role and put resources into areas where we can have the biggest impact • Pioneering ‘roundtables’ bringing likeminded people, organisations together • Using community centres for community engagement/ consultation on local issues • Wi-Fi/ broad band to cater for changing needs of community (is some demand for this) • Citrix system used at the Com Centres, has significant impacts on time taken for administration/ promotion • To actively seek out groups and services to operate from the Centres, targeting areas where increased services are required (i.e. youth organisations) • More of drop-in facility • Change volunteer roles and opportunities to fit with the changing needs of volunteers • Council Principle around the locality of Centres (accessibility). Direction on this required • Marketing and promotion to target young people, utilising the Unley Youth Facebook page • Integrating young people to the wider community, services outside of the school structure o consistency in the hiring process between centres - and perhaps streamlining the process o we may need to question why we do things o working smarter not harder Page 12
• Bringing schools together at a community centre • Are the community centres an appropriate venue for young people • Elected members using the community centres for consulting with constituents • Opportunity to further improve marketing and communication of services offered by community centres to broader community • Transport Link between centres • Limited linkages between community services and the Centres (especially in the context of less funding and increased needs of socially isolated people). Improved sharing of information between Community Services and Community Centres
What are the threats?
• Volunteer reliability and turn over (change of focus, more short term before they move on to paid employment) (2 comments) • Aging Assets (cost to rebuild unsuitable/ unsafe sites) • Some elected members desire to reduce the number of centres • Economic view - lack of qualitative data • Lack of understanding of the value of community (EM’s) • Lack of consistent measurement for services • Not being prepared for the next generations (facilities/ volunteer opportunities etc.) • Lack of technology • Resourcing ( providing buildings and technologies that community expects) • Council amalgamation • Location of Centres not viewed as priority – 4 locations currently provide a good barometer • Centralisation - threat to local knowledge and the connections that occur (models in other Council area of a centralised booking centre was not successful) • Transport (lack of transport options) – particularly for aged • Retirement village with on-site community centres (both threat and opportunity) • Likely loss of funding through the Family and Communities Program • Reliance on external funding (impact on current community services program) • Change of government • Decisions made by other levels of government impact on local government
WRITTEN COMMENTS – STAFF
How important are community centres? Why?
• For those that know about them they are very important • For some people they are the most significant thing in their day and life • Keep the mind and body active • Offer social and personal connections • Provide opportunities for friendship • Positively aid conditions of depression and issues of isolation. • Provide attention to those that are seeking it and make people feel wanted and valued
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• Their affordability can be the sole reason why a person even has the opportunity to receive a service or participate in a program • Community centres are very important because it's a point where locals go for information. • It's safe, patrons are supported and informed of services and programs that are run in this Centre or are given information on other community centres if they wish.
What makes a good community centre?
• Welcoming environment • Helpful and attentive staff providing a high level of customer service • Vibrancy, offering, variety • Affordability • Location and access • A friendly staff team can assist with their individual needs.
What do you like most about the community centres in Unley?
• Variety • Accessibility • Location • Affordability • Personal service , level of service provided by staff • Uniqueness of each Centre • Active, things are happening • Appeal to a cross section of the community • They provide lots of recreation, health services to the community. • Recognising the commitment Unley Council has made to its community centres in the past. Funding both Clarence Park Community Centre and Goodwood Community Centre since inception and then taking on the role as provider of staffing, maintenance, overheads and in one instance the volunteers in 2000. Building the new centre at Goodwood and purchasing the House Next Door at Clarence Park Community Centre and being the first Council to build an over 50’s Centre in this state. I do think this all needs to be recognised. • One of the great things about the Community Centres in Unley is that they have been a leader in the state for Centres. Many are only Hall For Hire and/or only offer limited/ community development and support.
What else do you think the community needs from its community centres?
• Variety • Promotion - needs to know what we offer • Adequate support through staffing and volunteers when accessing the Centre • Swimming is something lots of older adults need for rehab by their doctor. • And a reliable efficient affordable transport system to get them to their appointments be it lunch podiatry doctor etc.
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Have you heard about, or observed any barriers experienced by community members in accessing activities and services in community centres?
• Access due to location or transport • Affordability can still be an issue for some • Community Centre opening hours • access to an indoor swimming pool suitable for the frail aged for rehab. • transport access e.g. community bus into and out of the Unley Community Centre
Do you have any ideas for service delivery improvements?
• Access to better opportunities for promotion • Stronger internal partnerships within business units of Council. I.e. Goodwood CC with Goodwood library. Unley Community Centre with HACC. • car transport service, local indoor swimming pool suitable for the frail aged for rehab. • Ethnic groups don't always understand our information that is written all in English. • For staff to do home visits to explain to people from a non-English speaking background about cultural groups that meet in their local community centres e.g. Italians, Greeks • Exploring what is the optimum resources for Community Centres i.e.; hours open, staffing etc. Currently they are all different – does the staffing/open hours match the centres
FOCUS GROUP FEEDBACK – BOARDS OF MANAGEMENT
What are the strengths of the Partnering Agreement?
Goodwood Community Services Board of Management • Roles and responsibilities are clarified • Community members empowered to make decisions • Closer ties with Community - direct access to community members for consultation • Ride on the coat tails of Council’s promotion • Savings gained from having partnership by the (power, etc.)
Clarence Park Community Centre Board of Management
• Hall Hire money has given flexibility and the ability to do other maintenance work (i.e. playground, safety lighting) (2 comments) • Flexibility to cater for the needs to different groups, no need to charge hire fees to new groups, can support their growth (2 comments) • Ability to access casual staffing crucial for events, school holiday program and backfilling (plus flexibility it creates) (2 comments) • Clarity on roles and responsibilities • Maintenance and upkeep of the Centre outlined in partnering agreement and support provided by Council Page 15
• Community empowered to make decisions on how many is spend to best meet needs. • Support from Council in terms of attracting funding (i.e. partnership approach to writing grants) • Cost effective (i.e. ability to utilise hall hire to fund community events and programs) • Ability to respond quickly and easily to the changing needs of community, through the Board • Independent board gives direct interface with the community • Partnership agreement complements CPCC Board constitution • Ability to review the Partnership Agreement every 3 years and modify as needed • Volunteers managed through Unley Council (additional support, reimbursement policies, etc. for volunteers) • Utilising the policies and procedures of Council • Gives security and saves on resources (i.e. OHS&W support/ volunteer programs) • Support Unley provides for staff resourcing. Board could not afford to employ the quality of staff and support the training and development • Council Staff networking and support between the centres, takes the pressure off • Support provided to the board through Council staff/ Coordinator • Staff support crucial in attracting and retaining the Board members • Council support in dealing with staffing issue, i.e. when staff sick on leave. Other team members throughout Council to access • Strong support for the partnership agreement, seen as a healthy way to operate and recognises the strength of community • Centre struggled before agreement as time taken in dealing with maintenance and funding issues. • The way the partnership agreement is implemented demonstrates real commitment from both the centre and Council with both parties working closely together • Having Council’s Manager Community Development on the Board of Management (as stated in the constitution)
What are the weaknesses of the Partnering Agreement?
Goodwood Community Services Board of Management
• Three years too long to make changes when there is a need to constantly make changes (2 comments) • Need to constantly recruit Board members resulting in inconsistency of Board as members change (2 comments) • Conflict of interest for Council staff • High level of responsibility of Board members to take on, and yet Board members are volunteers • Rules and regulations scare people from participating as Board members • Weakness – lack of flexibility both in terms of focus and physical space for more of a drop in centre • Partnering Agreement and physical space of building feels constricting • Decision making by Board held back by board meetings that are held infrequently • Lack of clarity on the land surrounding the community centre – can the Board make decisions in relation to this? • Lack of community awareness of programs offered • Building has a lack of personality, feels more like a gymnasium • Identity of GCS lost/no one knows about GCS – makes it difficult to attract board members • No indicator of success – in order to measure difference people make Page 16
Clarence Park Community Centre Board of Management
• Transition of staff resulted in uncertainty around staffing replacement (recent issue with Administration Officer at CPCC resigning). Fortunately the partnership agreement assisted to resolve this • The partnership agreement may conflict with a policy of Council • Two governance sides, policy and procedures for the 2 entities (duplication) o e.g. OH&S requirements for Council but need separate requirements for the Board. o e.g. chemical register for Unley, but then separate for Board for OHS&W . Board has liability for OHS&W yet all managed by Unley. Need to have formal engagement on what Council has in place and Board can be assured that the policies and procedures in place complies with legislation • Instances where the Board and Council’s view differ, i.e. Evacuation procedures - still some grey areas • Not all departments/ Council staff understand the partnership agreement • Non community staff may not be aware of the opportunities that exist at the community centres for engaging community, example community meetings and focus groups held in the Civic Centre • Physical structure of two separate buildings at Clarence Park (not as much as issue as one would expect) • Visibility of what is happening in centre
What are the opportunities for the Board and Council?
Goodwood Community Services Board of Management • Creating more of a drop in (extending hours, people to stay and gather after the activities finish) • Changing purpose of the building from primary hall hire to more of a drop in functions • Better use of the area in between the car park • Creating greater sense of Village • Creating outdoor space linked to the Community Centre • Better utilization of the green space (playground/ community garden) • Include some of the outside space in the future partnering agreement • Greater promotion of programs and services • Improvement of signage • Foyer drop in • Being more Council run • When only attending a specific activity do not get opportunities for social connection
Clarence Park Community Centre Board of Management • Induction of new staff on the partnering agreement. Process of educating staff • Initiate formal discussions to make amendments to partnering agreement • Improved communication between Council and Board • Exploring increasing the hours of childcare • Responding to future needs of access/mobility • Improve marketing and promotion of Centre programs, services and opportunities Centres offer community members
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• Board can also do independent marketing to ensure the unique look and feel required • More consultation meetings to be held in community centres (currently tend to occur in Civic Centre) • Spaces for drop in function; Café at the centre, outdoor deck, community garden – neighbourhood development – creates a linkage between the two buildings. May further support security issues that can arise between the two buildings • Greenway project opportunity to promote the centre to Bike users and potential opportunities to create community space around/ making the street one way • Increasing utilisation of Centre on weekends (through the creation of outdoor community space) • French doors in Clarence rooms leading to outdoor deck and consider using as a café. • Review key documents in particular the Coordinator’s job description to capture requirements of the partnership
Goodwood Community Services Board of Management • Short terms of board members can limit effectiveness (too short time to have significant impact) (6 comments) • Losing government funding • Risk of over reliance of Council coordinator
Clarence Park Community Centre Board of Management • Losing hall hire income • Council elections and changes to Ward Councillors on the Board • Potential Council decisions – could reduce the support to the Centre • Community centres viewed as opportunity to reduce expenditure • External funding (Department of Family and Community Services no longer providing grant funding to neighbourhood development programs – funding has been redirected) • Legislative requirements • Childcare, i.e. wages increasing, cost recovery issue, affordability • Future of occasional child care in question, occasional care may no longer be possible due to legislative requirements • Key staff changes, transfer of history, knowledge, commitment to community • Staff work load (increase in governance responsibility) • Casual staffing (loss of)
SURVEY RESULTS
115 people completed a survey: 97 completed a hard copy survey and 18 completed the on-line survey through the Your Say Unley online community engagement tool. The responses are provided below.
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1. What is your level of awareness about our Community Centres?
What is your level of awareness about our community Centres?
Other 1
Never knew any of them existed 6
I know of and have used more than one of the 47 Centres regularly
I know of and have used one of the Centres 49
I know of all the Centres but haven't used any of 4 them
I know of my local Centre but haven't used it 9
0 10 20 30 40 50 60
2. Have you used a Community Centre in the City of Unley in the last 12 months?
If you answered "yes" to question 2, what was the activity or service?
* Other 28
Playgroup childcare 25
Social gathering 27
Hall/room hire 16
Meal service 6
Fitness 29
Education 25
0 5 10 15 20 25 30 35
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3. If you answered ‘Yes’ to question 2, what was the activity or service?
If you answered "yes" to question 2, what was the activity or service?
* Other 25
Playgroup childcare 23
Social gathering 25
Hall/room hire 15
Meal service 6
Fitness 28
Education 23
0 5 10 15 20 25 30
*Other
• Together Offering Your Skills (TOYS) – (4 comments) • Food Cooperative (Clarence Park Community Centre) – (5 comments) • Men’s Shed in Clarence Park Community Centre • Embroidery/patchwork/quilting
4. How satisfied were you with the program offered at the Community Centre?
How satisfied were you with the program offered at the Community Centre?
*Other 4
Not satisfied 1
Satisfied 30
Very satisfied 63
0 10 20 30 40 50 60 70
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5. How satisfied were you with the facility or room that you hired?
How satisfied were you with the facility or room that you hired?
*Other 7
Not satisfied 0
Satisfied 33
Very satisfied 51
0 10 20 30 40 50 60
6. If you answered ‘No’ to question 2, please let us know if you encountered any of the barriers listed below.
If you answered 'No' to question 2, please let us know if you encountered any of the barriers listed
Other 6
Language barrier 0
Times of activities not convenient 5
Lack of confidence 2
Disability access 2
Don't know what is available 10
Cost 0
Lack of transport 4
0 2 4 6 8 10 12
7. What other activities/services would you like to see?
• A community garden (3 comments). • I think the Centre offers a good mix of activities. Congratulations to the staff. From my experience I would be very lonely and isolated as my family live in Melbourne.
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• Social activities for retired to soon to be retired. • Activities/learning direction for school leavers/unemployed, i.e. how to write resumes, job applications, interview. • Talks from local business – what looking for, even giving job experience. • Community centres interacting with local schools more by providing facilities for activities and working together in community. • I have used the services of the podiatrist over the last few years. It is a convenient location and reasonable price. • Feldenkreis. • Travel discussion group. • Physical fitness, e.g. aerobic or zumba. • An 18 month+ pre-school music program that is affordable, i.e. under $8/session) at Goodwood Community Centre would be perfect. • Satisfied with all activities and services. Maybe have surveys for people to offer suggestions. • More educational and fitness workshops. I specifically enjoy yoga, Strength for Life and tai chi. Educational on dealing with mental and emotional issues. • A philosophical group. • I am quite happy to attend a keep fit class once per week on a Monday morning with Marian Saunders which caters for the senior people very well. I don’t go out at night as my husband and I do not own a car and won’t go out walking after dark. As we have home duties to attend to we don’t envisage joining any other activities. • Some services can happen a bit early or in afternoon. • Some cooking activities for mothers and other ladies and in playgroups, kids should have some poem competitions and extra activities. • Some more structured activities for young kids (2-5 years) after 3 or 4 in the afternoon during the week and Sunday programs. • Diversity food cooking program. • English and other language program. • Open at night for social evenings/bush dances, etc. or bands playing. • Band rehearsal centre for age group between 12-25. • Gym area for those who can’t afford gym prices. • Community garden and an outdoor area to gather and commune. • Shared community meals. • Information sessions on healthy food choices. • Dancing classes (affordable ones). • Discussion group on current topics. • More for disadvantaged groups – old people, children, sick and disabled people. • Access to free Wi-Fi for use with tablets. • Meditation. • Bolivia cards/canasta • Course in use of motorised wheelchairs for new users of the device. • Book club perhaps using the library’s book club books. • Maybe short (2-3 weeks) general interest talks by Unley Council staff, e.g. health, environment. • Modern board gaming, e.g. Eurogames. • Singalongs, cooking classes. • Live concerts, free entertainment, fetes and children’s activities. • Regular (not just holidays) activities for 10-13 year olds (and then 14-18). Page 22
• Chess and other games – an opportunity for kids to play non-digital games, make friendships. • Writing/drama/art/cooking (special interest activities) for kids of 10-13, 14-18, 19-25. • Education activities. • Yoga at Clarence Park Community Centre. • Second language learning, especially French. • I would like to see an emphasis on growing food locally in line with Council’s Food Security Strategy. Community Centres could help by encouraging and inspiring people to grow more locally. A useful start would be to have a community orchard and vegetable garden at the community centre. • Access to computers. • Open community gatherings without necessarily having to hire a hall or have a special interest group. • Anything to help and assist local residents with support from local businesses for the benefit of all. • Language classes – e.g. Italian for pre-school children – and pre-school painting classes for adults and children. • Concerts by local music, dance and ballet groups for the community to attend and visit concerts be performed at local age care facilities. • School holiday program for teenagers. • More of a focus to children and youth particularly of ages 12-25, e.g. fitness, healthy living, educational support. • Band practices, i.e. hiring room or hall. • Consider community centre offer many good programs. • I think the different centres are diverse in the facilities and courses they offer. • The TOYS Shed is very important to me as my wife has Alzheimer’s and this respite is important. • Yoga (a range of classes but particularly one for more experienced/younger participants). • Language classes or conversation groups (Spanish) • Languages for pre-school and school; painting for school age • Concerts – community groups or other groups; ballet groups • Hip hop • Karate/martial arts • Affordable, family friendly movies
8. What do you gain from using a Community Centre?
What do you gain from using a Community Centre?
*Other 21
Friendship 67
Fitness 29
Education 33
Feeling part of the community 86
0 20 40 60 80 100
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9. Do you have any suggestions for improving our Community Centres?
• Car parking (4 comments). • Advertise the various groups more widely and better advertising of available programs (2 comments). • Keep promoting them. I always mention the food cooperative to people and they often haven’t heard about it. A listing in Unley Life isn’t really enough – there needs to be regular articles and promotions about what goes on. • Better advertising – not everyone would be aware of their local community Centre. • In the Messenger have a write-up on each community centre to make the public aware of their benefits. • More facilities that improve the quality of people in the community like medical centre (also including pharmacy/medicine/medical needs) – retired professionals/ doctors/physiotherapists, etc., who like to contribute ½ days to the medical centre. • Is there a possibility of another aquacise class as Monday is so full. Preference should be given to Unley residents if classes are full. • Courses on how to play croquet. • Our Centre is friendly, accessible and helps us improve in our craft – sewing, pattern making, etc. and makes me feel very happy to have the companionship we have shared for 25 years. Thank you. • The native garden tends to get quite messy – should there be a gardener more regularly and paid? (relates to Clarence Park Community Centre) • The air-conditioning system is a bit inadequate in really hot weather in the Black Forest room. • More activities, open days, interaction with the community, e.g. schools, shops, council, etc. • Goodwood Community Centre relatively more expensive for room bookings and classes. • No – we love our community centre. • Having a café/kiosk at the community centre. • I have only attended the Goodwood Community Centre and taken a grandchild to a chocolate making activity at the Clarence Park Community Centre. Both centres were very well appointed and activities very enjoyable. • Maybe post out a leaflet twice a year listing all the community centres and what they have to offer and how to contact them/enrol for activities, etc. • I have really appreciated Unley and Clarence Park, which I regularly use. Another valuable service is the food cooperative and markets. The services for seniors are great. These should continue. • More programs – tai chi. • I am quite happy with the community centres – I did attend the meeting at Clarence Park Community Centre on 13 March and made comments (verbally) then and agree with the suggestions made at that meeting. • When designing centres in the future tea/coffee/wet area/toilets/kitchen should be accessible from all separate areas available for hiring without going through another area/space, e.g. as at Goodwood Community Centre cupboard hire for regular users is something that is much discussed. As regular users of Goodwood Community Centre we appreciate the excellent service Mara and her staff provide us. • Look at ways of making existing services available for the future. • Big sign of “Goodwood Community Centre” visible in both side streets (Rosa and Florence). • Maintain low cost of activities. • Target men for group activities. • Would like to see easier access to disabled toilets and showers. • Wish we could have more lanes at State Swim at deep end. Hope we (I mean the Council) is not paying for shallow half end which we can’t use anyway. Page 24
• Really like yoga on Wednesday and Thursday Strength for Life. • The Centres are great as they are. • Updated services – notice boards out of date so arriving at activities listed to find the centre deserted is no good. Information needs to be easily updated – this may mean having notice boards that can be accessed without several people or a tradesperson in attendance. • More an “open door” centre let’s say 10am to 3pm to meet people in the community. Now it looks like people come to a program, stay for 2 hours and go home after. Program for retired people like bingo days, etc. • The Goodwood Community Centre is an excellent facility that is a wonderful ‘home’ for the SA Bonsai Society. It is fairly central in the Adelaide metropolitan area; therefore members are attracted from all across the wider Adelaide region. Staff are very supportive and helpful, the facility provides sufficient storage space for our equipment and library, the rooms are substantial and suitable for our purpose ... to provide ongoing education and support to members of the SA community who would like to pursue the art and science of bonsai. • I have been twice to the Goodwood Library on a Saturday morning to some knitting/crochet and enjoyed it very much. I help at the Unley community computing which I enjoy very much, but there are other things that I have read and would like to do but it is either time or lack of confidence that stops me. • Increased communication from across Unley area about what is going on in Unley - Continue to employ excellent staff who assist with community building - Support/information packs to develop groups that are starting in their first year e.g. to assist with public liability insurance issues, etc. - Reduced hire fees for groups that are not for profit/ community groups. • I believe that Unley City Council has taken over, or resumed, half of Sturt Football Club's clubrooms in order to reduce the club's rental of these premises. I would be interested to know whether the UCC has actually used or hire out its portion of the clubrooms, for what purpose/s and for what income; and whether the UCC has incurred costs in maintaining its portion of the clubrooms, apart from the council having foregone half the income from this venue. I hope that the UCC's "tenancy" of this venue is not competing with the availability of venue hire at the four official Community Centres. Is the UCC monitoring the use/hire of this Sturt Football Club venue? If so, when will the council review the "deal" which it made with Sturt Football Club and report to the public? • Make sure local residents know what is available for everyone to use and enjoy as well as the benefits for all. • The role of active fitness classes cannot be discounted – especially as far as older persons are concerned. They need to be accessible both by venue and cost. Your Council says it has a commitment to ageing services. These classes are important and must be continued. • Keep the Food Coop. as is. • Gate at Goodwood Community Centre can be hard to shut. • More awareness for activities, offer more openings for young people to hold events such as clubs, music practice, fitness sessions. • Allow band practices. • Access and egress can be difficult due to speed of traffic from Canterbury Terrace into East Avenue (from “house next door”). Some sort of traffic plan or study may be needed. • Great experience as a user of community centres. • I think the web page is not very friendly. • Funding by government. • I find the Clarence Park and Fullarton Community Centres are well run and serve my needs very well. The staff are dedicated and obliging and they cater well for the needs of the public. I’ve been a
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volunteer with the council for the past 15 years so I’ve had a long association with the centres. Keep up the good work. • Management is very cooperative and always friendly. Thanks to all of them. • Cheap room/hall hire for charity events. Love the food coop. and fresh food swap. • Web site information – use of twitter and Facebook. • More information on Unley Council web site. • Moving Madness toys cleaned regularly, mat covers washed regularly. • Please keep going. I have watched them close over the years. Keep them affordable, not corporate money-making centres.
WRITTEN SUBMISSION
Four written submissions were received:
12 March 2013
“I was unable to attend the workshops to discuss the future directions of the Community Centres but would like to congratulate the City of Unley on the services they have been providing. It seems to me that they are meeting the needs of a broad spectrum of the community.
I attend yoga classes on Wednesday and Saturday mornings and Strength for Life classes on Thursday mornings. I have been a long term regular member of these classes and have benefited from them immensely. Our instructor, Saroj Suri is exceptional and inspires us to greater achievements both physically and socially.
The main concern of the groups that I attend classes with, is that the Centre at Arthur Street will be closed and sold. If that is the case, will Council move these classes in another centre? Are facilities and time available to accommodate the whole range of classes available now at that particular Centre.
We were disturbed also to hear of the plans to be demoted i.e. put on a waiting list if we are away from our classes for longer than three weeks. It would be a rare occurrence that a regular is away for so long however some people holiday for four+ weeks. Is it possible for us to pay a nominal fee to retain our position in the class while giving someone else the opportunity to 'trial' the class while we are absent? If demand for classes is so high can other classes be arranged for those already on the waiting lists?
I hope a satisfactory solution can be found - it is difficult to accommodate everyone and I am sure financial considerations will play a large part in the final decisions but I believe that it would be a loss to the community if classes are cut because of lack of space.”
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13 March 2013
“Perhaps once the old jacaranda dies (not too healthy at present) plant one of the Black Forest trees and have one or two interpretive panels about what was here before Europeans came (– better soils, bigger trees, etc. I could help with this project. A grant perhaps?
I used the centre often for the Food Cooperative, hiring, yoga in the past, Muslim women’s events and the workshop area – bike maintenance. Hope it stays strong and vibrant. Love the bush garden.”
28 March 2013
“I have become aware of the wide range of activities at very affordable prices that the Unley Community Centre offers. I think this is an excellent benefit to the community and urge Unley to keep up the good work.
I have also attended classes at the Fullarton Park Centre and use their photocopying facility quite frequently. I am particularly impressed with the courtesy and helpfulness of the staff (not to mention the quality of the surroundings).
So I think Unley Council deserves congratulations for the energies it puts into making these centres diverse, accessible and ‘user friendly’. The low cost of the Unley Community Centre activities is also important.
(1) What makes your community centre special and unique?
I like the location. Great access to public transport. The environmental garden. The good, steady management. The great variety of programs and services offered to the community. The yummy food at the AGMs. Since 1995(?) I have been bringing foreign students to look at the centre. It gives them a good overview over the centre and also other community centres in Adelaide.
(2) What current services and programs do you value and enjoy?
I like especially the ones which have been going for a while - food co-op (everyone likes food), childcare, markets on Saturday mornings (great feeling), occasional hire of one of the halls (birthdays) and the uniqueness of the TOYS workshop.
(3) What are your needs and aspirations for the future?
• Make the bush garden a stronger feature of the centre, maybe with the addition of some more interpretive panels. • Maybe a community garden (not quite sure, where??) • Make the centre even a stronger show piece for environmental features: skylights, low energy and water consumption, information. • Keep it as multicultural as possible. • Maybe some language classes (Arabic? Farsi? …) • Maybe some guest speakers about various topics, e.g. rainwater tanks, transport in Unley, fruit flies, how to start a garden.”
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APPENDIX 6
helen smith consulting
Community Centres Comparison Study Findings
May 2013
Executive Summary helensmithconsulting in collaboration with Dijana Jevremov, was engaged by the City of Unley to undertake Community Centres Comparison Study.
The Project Brief
Undertake a Comparison Study of Community Centres as nominated. The Study forms: . A component of the larger Community Centres Direction Paper project to review the model and operations of the Community Centres located the City of Unley . Research and analysis into the model and operations of Community Centres, including comparative studies across local government and current industry trends and implications
Key Objectives of the Comparison Study included:
• Comparison with other councils and other providers, • Service and resourcing comparison, and • Industry trends relating to Community Centre operations
Methodology consisted of the following:
• A survey of identified Councils and follow up discussions, • Desktop review, industry trends and benchmarking, • Present preliminary findings to the Community Centres Direction Paper Reference Group, • Prepare a final report
Survey Methodology
This section covers the results from both web based site research of each Councils pages, plus the findings from an online survey. Both were necessary to complement each other.
An online survey tool was chosen to allow respondents time to gather the information they needed to answer 10 questions with the ability to stop and start at will. Several weeks were allowed for responses.
An introductory email came from Unley Council to pave the way for support to the consultants prior to the survey link being emailed to all participants. Phone calls were made and follow-up emails over the weeks to remind them of the emails sent. Burnside councils were too busy over the period to oblige.
The Surveyed Councils
1. Marion 2. Unley 3. Mitcham 4. Tea Tree Gully 5. Holdfast Bay 6. West Torrens 7. Norwood Payneham St Peters 8. Charles Sturt 9. Adelaide 10. Burnside Council unable to participate
Holdfast Bay, Norwood Payneham Saint Peters Councils are the closest in both population and surface area to that of Unley. Burnside Council is the next closest.
The number of community centres/neighbourhood houses ranges from 1 for Norwood Payneham to 7 for Holdfast.
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Survey Responses Snapshot
The Councils are very different in the programs and numbers of them that they offer as well as the number of Centres and facilities. • The lowest number of Centres is Norwood Payneham St Peter’s with only one community centre. Holdfast Bay has the highest with 7 centres including a Youth Centre. • The lowest number or programs is conducted at Norwood Payneham St Peter’s council with only 2 on offer at its single Centre. The highest offering is at Charles Sturt with 72 separate listings across its 5 Community Centres. These figures are based on their website statements. • The main common offerings are venue hire with everyone offering this, some facilities use such as faxing and photocopying, groups gathering, and computer training. Beyond these, the differences start to emerge.
Dominant Management Model for Centres • 44% of Councils said that all centres are Council managed. • 33% said that some Centres were Council managed.
Council involvement in the Buildings of the Community Centres • 44% own the buildings • Another 44% own some of the buildings.
Council Buildings • Unley has the oldest building at 103 years; West Torrens has the youngest at 1 year old.
Council Involvement in the Programs of the Community Centres • 44% of Councils share the funding of the Programs offered with others.
Services Provided • Everyone hires out their facilities. • 8 of the 9 Councils have an equal mix of Programs organised by themselves and by others. • 7 of the 9 have a Home and Community Care program (HACC).
Participation • Unley has by far the highest participation levels in their community centres compared to all councils.
Budget Allocations • The budgets applied by the councils to fund their community centres have mostly been determined by percentage of overall budgets. Marion and Charles Sturt have supplied a dollar figure rather than percentage and so direct comparison is not possible.
“A Community Centre is defined as: A public place where members of the community can hire spaces and gather for group meetings, activities, social support and public information. Often used in responding to local community needs and supporting community to undertake local action.”
(Community Centres Reference Group)
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Contents
DISCUSSION
1. Industry Trends
1.1 Purpose
1.2 Location
1.3 Programs / Funding/ Functionality
1.4 Partnerships / Ownership
1.5 Volunteering
1.6 Management Models / Governance
2. Survey Findings
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1. Discussion
TRENDS
Industry trends were researched to assess the common elements facing Community Centres in terms of ownership, programs, functionality, governance, management and purpose. The following observations are made for consideration as major findings of the Study.
1.1 Purpose – Well-being/ Functionality
“Community centres and neighbourhood houses are important to the well-being of communities because they encourage:
• Links to be made between all the people which make up a community – young, old, employed and unemployed, established and new cultural groups, long term residents and newcomers, and between people of varying physical or intellectual abilities, and everything between. • Involvement of local people in issues which affect their lives – involvement which frequently becomes a focus for organised community action, and • Information, advice and encouragement to be given in a local, friendly setting rather than through a large, impersonal or distant bureaucracy.
1.2 Location
A major element of a successful Community Centre is the quality of the centre and the range of facilities provided which is of great relevance to the success or otherwise of a community centre network. In particular, geographic relevance to areas of high need is a critical factor in locating community facilities, as is the mobilisation of the community involved and sense of place tying a community to a specific location.
There tend to be a move towards larger multiple-use facilities that provide a large range of facilities for a large number of groups and communities involving improved transport services and rationalisation of buildings.1
1.3 Programs / Funding / Functionality
The number and variety of programs and activities available at Centres varies depending on available resources, funding, staff and volunteer capacity as well as its ability to be flexible and responsive to changing community needs. Successful Centres typically reflect the following characteristics:
• increased community and enterprise development, • a variety of approaches to the provision of facilities and services provided by local government across Australia, often depending on geographical need and individual circumstances, • the use of ‘themes’ to provide a market focus to selected facilities, thus creating a community ‘icon’, • common use of partnership and fund-sharing arrangements, • common use of facilities for hire to provide income to offset costs, • incorporation of private sector involvement, predominately in newer facilities and models, • reliance on volunteer support as a critical element of community focal points, • employment of a coordinator(s), • increased community enterprise opportunities associated with community centres, • a range of management styles are widely utilised, including independent, outsourcing, • partnerships, management committees and the use of ‘place managers’
1 Mitcham Community Focal Points Framework April 2003, City of Mitcham Page 4
• a general trend away from exclusive use of facilities by community groups, due to the need for Councils to be more open and accountable to its community, the need for inclusivity and cost effectiveness
“Community centres and neighbourhood houses can be shaped to become anything their local residents want them to be - within the available resources,
of course”
(Practice Guidelines Version 3 Page 5 CANH, Version 3 16 June 2006)
1.4 Partnerships/ Ownership
Partnerships in the development and management of community centres are common throughout Australia. Case studies indicate that joint funding through Federal, State, local governments, other agencies and the community is likely to remain a commonplace feature of community centres. A partnership could be reflected as an increased opportunity for private partnerships in capital development and long-term agreements between local government and not-for-profit agencies in the provision of services.2 And include the following:
• better targeting of services and programmes to defined community needs • clearer definition of purpose and contribution to public value • tighter alignment of services and programmes to the strategic direction of council • greater connectivity across NHCs and similar services within council • enhanced performance measurement, reporting and monitoring • striking a better balance between community and business imperatives.
The benefit of “ownership by council” overcomes the lack of secure recurrent funding which is cited as the most significant concern of NHCs in SA.3 . The Neighbourhood Centres Service Review City of Marion, undertaken in July 2012 indicated that staff and managers reported that many of the issues that had plagued the governance of the Glandore Neighbourhood Centre when it was an independent incorporated association have been removed through council ownership and management. Pg 18
By way of contrast 87% of Australian NHCs are independently incorporated associations with volunteer committees or boards of governance4. In SA this percentage is somewhat lower at 54.1%, with the second largest group being those owned by council at 24.7%5. Those organisations that are independently incorporated associations generally receive funding from all three tiers of government with 8 centres in SA being eligible for Deductible Gift Recipient Taxation Status allowing them to access philanthropic trusts and donations.
1.5 Volunteering
The nature of volunteering is changing within all communities, with proportionally fewer volunteers willing to take on regular committee roles, in favour of flexible volunteering arrangements that mean that volunteers may not be available when needed. Centrelink rules for volunteering in lieu of paid work have
2 Neighbourhood Centres Service Review City of Marion, July 2012, PKF
3 Mapping Survey of the CaNH Sector – Neighbourhood Houses and Centres Association – March 2010 4 Strengthening Local Communities” – Aust Neighbourhood Houses & Centres Assoc – May 2011 5 Mapping Survey of the CaNH Sector – Neighbourhood Houses and Centres Association – March 2010 Page 5
significantly increased the obligations of supervising organisations, and smaller Centres find it difficult to resource supervision and support of Centrelink volunteers, with the inevitable loss of this resource. A preferred approach includes the volunteer induction, mandatory training, and employment records to be undertaken by Council - volunteers will become 'Volunteers of Council'. Recruitment and day-to-day management of volunteers should remain the responsibility of Centres to support the connectivity between volunteers and Centres.6
1.6. Management Models/ Governance
A variety of management models are currently being employed across the Councils that were surveyed for the Study. These included:
Model 1 - All Centres Council managed
Model 2 - All Centres have an incorporated body management
Model 3 - All Centres are managed by a Service Provider such as Mission SA or Anglicare
Model 4 - Some Centres Council managed
Model 5 - Some Centres have an incorporated body management
Model 6 - Some Centres are managed by a Service Provider such as Mission SA or Anglicare
Model 7 - All Centres are a blend of management models
The councils where all centres are managed by the Council (Model 1 category) are; Charles Sturt, Norwood Payneham, Tea Tree Gully and Marion. Only Adelaide, West Torrens and Mitcham directly said they are Model 4 with some centres being council managed.
Research has indicated however that a preferred mode is the “Shared Services Model” that more clearly articulates the community development goals and accountabilities of Council and Management Committees, and provides some financial relief so that Centres can focus on delivering community services rather than 'making ends meet'
Shared services refers to the provision of a service by one part of an organization or group where that service had previously been found in more than one part of the organization or group. Thus the funding and resourcing of the service is shared and the providing department effectively becomes an internal service provider. The key is the idea of 'sharing' within an organization or group.
6 Final Report Community Centres Review, City of Onkaparinga, 2012, KPPM Organisational Strategies Page 6
2. Survey Findings
COUNCIL’S SURVEY REPORT
Number of Community Centres
Includes Neighbourhood Centres, over 50s clubs, Recreation Centres, and Youth Centres.
Adelaide 3 Burnside 4 Holdfast Bay 7 Tea Tree Gully 4 Mitcham 6 West Torrens 4 Marion 4 Unley 4 Charles Sturt 5 Norwood Payneham St Peters 1
Considering Holdfast Bay and Norwood Payneham & St Peters Councils are the most like Unley in both size and population, there is a great difference in the number of facilities.
COUNCIL PROFILES Adelaide Burnside H’ fast TTG Mitcham WTCC Marion Unley Ch Sturt NPSP Population 19,639 44,000 36,000 98,028 65,000 57,000 85,000 38,300 105,000 33,500 Area in Ha 1560 2753 1370 9521 7570 3707 5500 1427 5214 1510
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Survey Monkey Web-based Survey Questions
1. What percentage of Council's annual budget is spent on Community Centres?
2. What is your total number of Full-time equivalent employees i.e. All staff hours totaled out to fulltime equivalent hours?
3. Volunteer numbers, their role and title. Please provide details for each Centre
4. What is the management model used for each Centre?
Model 1 All Centres Council managed
Model 2 All Centres have an incorporated body management
Model 3 All Centres are managed by a Service Provider such as Mission SA or Anglicare
Model 4 Some Centres Council managed
Model 5 Some Centres have an incorporated body management
Model 6 Some Centres are managed by a Service Provider such as Mission SA or Anglicare
Model 7 All Centres are a blend of management models
*
5. What is the Council involvement in the Buildings and Programs of the Community Centres?
Owner of all the buildings only?
Owner of some of the buildings?
Provider of Programs only?
Funding contribution with others toward programs?
Building, programs and operating are all fully funded by Council at all Centres.
Are any Centres run independently of Council both in building and programs and operating?
*
6. Age of Community Centres? Last date of upgrade? Please provide details for each Centre
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7. Services provided at some or all Community Centres. Mark as many that are relevant.
Room or Centre Hire
Programs organised by Centre
Programs organised by outsider
Are any programs facilitated
Social support
Drop-In
Meal Service
Transport
Child Care
HACC
Other
*
8. Level of Usage: - Please answer both questions.
1. How often are all the Centres hired out per year in total?
2. How many people participate in programs and services offered by the Centres per year in total?
9. Future Plans and Policies;
Please outline the significant future plans and directions for any or all of the Centres that you are aware of over the next 5 years. Separate out the details for the relevant Centres if they are not ALL part of planned changes. Feel free to email this information separately if desired. ([email protected])
10. Last Question! Do you have any further comments of note to support your answers or other valid information you would like to share? Thankyou very much for your time and cooperation.
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Survey Response – Summaries
Q1 What percentage of Council's annual budget is spent on Community Centres?
Council Annual Budget
Marion $1,124,561
Unley 2.89%
Mitcham 1.70%
Tea Tree Gully 0.58%
Holdfast Bay Not provided. See note below
West Torrens 0.05%
Norwood Payneham & St Peters 0.003%
Charles Sturt $465,000
Adelaide 0.08%
Gross budget for Adelaide City for community centres for 2012-13 is $451,000. 2012-13 break down of Gross allocation / centre is as follows;
North Adelaide Community Centre - $151k
South West Community Centre - $113k
Box Factory Community Centre - $187k
Holdfast Bay Total community budget is $1.23 million for the 2013-14
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Q2 What is your total number of Full-time equivalent employees ie. All staff hours totalled out to fulltime equivalent hours?
Council FTE
Marion 9.73
Unley 9.53 Council staff + Independents
Mitcham 3.5
Tea Tree Gully 3.1
Holdfast Bay 1
West Torrens ?
Norwood Payneham & St Peters 1.4
Charles Sturt 5
Adelaide 3
Response Count 9
Because some centres are heavily managed by independents such as Anglicare, it is difficult to say what the differences are in terms of staff required to run the programs and facilities versus the number of centres operated. No council seems to have records of staff numbers of independents. It does however appear that Unley does have a high proportion of Council staff relative to its size and number of centres in comparison to others.
Q3 Volunteer numbers, their role and title.
Council Volunteer #'s Roles
Marion 160 Kitchen, Admin, Skilled
Unley 115 X 2 Centres Skilled, Maintenance, Board, Admin
Mitcham 6 X 1 Facility Admin & Setup
Tea Tree Gully 55 X 4 Centres Tutors, Facilitators, Admin, Grounds
Holdfast Bay ? Committees + others
West Torrens 5 X 2 Centres
Norwood Payneham St Peters 2 Educators
Charles Sturt 119 X 5 Centres ?
Adelaide 29 X 3 Centres Tutors + Admin
answered question 9
Note: Numbers for Independents not all able to be captured in #'s
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Marion Council appears to have the highest number of volunteers but it also has more than double the population of Unley which it can be said has a very high proportion of volunteers relative to all others especially since it covers only 2 centres.
Q4 What is the management model used for each Centre?
Answer Options Response Percent Response Count
Model 1 All Centres Council managed 44.4% 4
Model 2 All Centres have an incorporated body 11.1% 1 management
Model 3 All Centres are managed by a Service 0.0% 0 Provider such as Mission SA or Anglicare
Model 4 Some Centres Council managed 33.3% 3
Model 5 Some Centres have an incorporated body 11.1% 1 management
Model 6 Some Centres are managed by a Service 0.0% 0 Provider such as Mission SA or Anglicare
Model 7 All Centres are a blend of management 0.0% 0 models
answered question 9
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The councils where all centres are managed by them or those in the Model 1 category are; Charles Sturt, Norwood Payneham, Tea Tree Gully and Marion. Only Adelaide, West Torrens and Mitcham directly said they are Model 4 with some centres being council managed.
Q5 What is the Council involvement in the Buildings and Programs of the Community Centres
Answer Options Response Percent Response Count
Owner of all the buildings only? 44.4% 4
Owner of some of the buildings? 44.4% 4
Provider of Programs only? 22.2% 2
Funding contribution with others toward programs? 44.4% 4
Building, programs and operating are all fully funded by 22.2% 2 Council at all Centres.
Are any Centres run independently of Council both in 22.2% 2 building and programs and operating?
answered question 9
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The 4 councils that own all of their buildings are Marion, Unley, Tea Tree Gully fully owned and managed, and Holdfast. The 4 Councils that share the cost of their programs are West Torrens, Charles Sturt, Unley, and Marion.
The 2 councils that fully operate and own their buildings are Tea Tree Gully and Charles Sturt. It is not clear if this question was well answered as some included both being a co-funder as well as fully funded by Council.
Q6 Age of Community Centres? Last date of upgrade?
Council Age Last Upgrade
Marion > 25 nil
Unley Unley 35 Nil Fullarton 103 1971 Clarence Pk 93 1996 Goodwood 14 nil
Mitcham all older buildings ?
Tea Tree Gully Holden Hill 35 2011 Greenwith 20 2013 Jubilee 3 2012 Surrey Downs 11 2012
Holdfast Bay Glenelg North 29
Brighton 41 nil for all
Holdfast Bay 15 Partridge House soon $550k
Glenelg 49
Plympton 38 Thebarton 1 West Torrens ? Camden 40 Reedbeds 40
Norwood Payneham St Peters Payneham 100 2013
Charles Sturt ? ?
Adelaide
North Adelaide 23 ? South West 7 Box Factory 4
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This question seemed difficult to get full answers as we expect this information was not readily to hand and the correct council member with the information may well have been hard to identify. Unley has the oldest building at 103 years; West Torrens has the youngest at 1 year old.
Tea Tree Gully has an impressive record of updating and upgrading over a short number of years with all its centres included. Of its 4 centres, 2 have been complete relocations.
Q7. Services Provided at some or all Community Centres. Mark as many that are relevant.
Answer Options Response Percent Response Count
Room or Centre Hire 100.0% 9
Programs organised by Centre 88.9% 8
Programs organised by outsider 88.9% 8
Are any programs facilitated 66.7% 6
Social support 44.4% 4
Drop-In 33.3% 3
Meal Service 33.3% 3
Transport 22.2% 2
Child Care 33.3% 3
HACC 77.8% 7
Other 11.1% 1
answered question 9
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The Councils are very different in the programs and numbers of them that they offer as well as the number of Centres and facilities. The main common offerings are venue hire with everyone offering this, some facilities such as faxing and photocopying, groups gathering, and computer training. Beyond these, the differences start to emerge.
The lowest number or programs is conducted at Norwood Payneham St Peter’s council with only 2 on offer at its single Centre. The highest offering is at Charles Sturt with 72 separate listings across its 5 Community Centres. These figures are based on their website statements. The full summary of the programs offered at each Council can be found in an accompanying Excel spreadsheet.
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Q 8 Level of Usage: - 1. How often are all the Centres hired out per year in total? 2. How many people participate in programs and services offered by the Centres / year?
People participation in programs & Council Annual Facilities Hire Services
Marion ? 47,200 enrolments
Unley ? 253,222 total
Mitcham 50-60 hrs / wk 31,200
Tea Tree Gully ? 132,611
Holdfast Bay 11250 hours / year ? All independents run
West Torrens independents run 6000 +
Norwood Payneham St Peters 1040 hires / year 1900
Charles Sturt 75% 105,000
Adelaide 4,000 hiring’s 68,000
Response Count 9
Unley has by far the highest participation levels in their community centres compared to all Councils. Again it seems that records of facilities hire and participation levels are poorly kept or relayed to the Councils when they are independently run. While the Council staff supporting this survey contacted the Independents to provide those details to consultants, none were forthcoming.
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Bibliography
An evaluation of Neighbourhood Houses and Learning Centres Experiences in 30 Community Hubs, David Perry and Angela Savage Association Neighbourhood Houses and Learning Centres, 2012
Final Report, Community Centres Review: City of Onkaparinga 9th January 2012, KPPM Organisational Strategies
Mapping Survey of the CaNH Sector – Neighbourhood Houses and Centres Association – March 2010
Mitcham Community Focal Points Framework April 2003, City of Mitcham
Neighbourhood Centres Service Review City of Marion, July 2012, PKF
Practice Guidelines Version 3 Page 5 CANH, Version 3 16 June 2006
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APPENDIX 7 Summary of Proposed Staffing Changes At Four Community Centres
Area Details Core Staff • Consistent allocation of hours at each centre: o Coordinators 30.4 hours per week. o One Customer Service officer at each centre.
Casual Staff • A reduction in annual budget allocation by $32 792 can be realised immediately. • Casual staff utilised to relieve core staff only. Ongoing coordination of programs and events by core staff with support from community volunteers.
Changes to staff • The proposed reduction of 55.4 hpw will require changes to the service delivery hours at each centre but no reduction of services. • Proposed reduction of current staff hours includes: o The Community Service Officer position of 22.5 hpw is no longer required to deliver the service at Unley Community Centre. o The Men’s Shed Coordinator position of 10.5 hpw to be funded by the Clarence Park Community Centre Board of Management. This will require renegotiation of the Partnership Agreement. o The Goodwood Community Services Administration Officer position of 26 hpw to be funded by the GCS Board of Management. This will require renegotiation of the Partnership Agreement.
Implementation • Within 12 months of Council endorsement of the Directions Paper report. of changes to • The modifications can be realised through natural attrition, redeployment and staff hours negotiation with the effected staff members. • These potential changes are constrained in the short to medium term by current employment conditions and/or Partnership Agreements, and require consideration of Council’s current EB Agreement.
Reallocation of • It is proposed that the 22.5 hpw surplus hours created by the redundant staff hours Community Service Officer position of at Unley Community Centre be reallocated to a ‘floating casual’ position, supporting to all community centres as required. • It is proposed that a 12 month contract for the new position of Community Centre Team Leader be created at MOA Level 6, 0.53 FTE (20 hpw) utilising the savings created through the reduction in staff hours outlined above. At the conclusion of this 12 month contract, the position would be reviewed. It is anticipated that the Team Leader would be responsible for the day to day supervision of community centre staff and the implementation of Directions Paper recommendations.
Note: The following figures include base salaries, leave loading and the anticipated rise in pay rates as a result of the current Enterprise Bargaining (EB) Agreement.
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Current staff model: 9.23 FTEs = $626 150 wages (base salary, leave loading and EB wage increase)
Coordinators Unley Community Centre Goodwood Community Fullarton Park Centre Clarence Park 1 FTE (38 hpw) Centre 38 hpw (includes 0.84 FTE (32 hpw) Community Centre 130.4 hpw Team Leader role) 0.79 FTE (30 hpw) Customer Service & Customer Service Officer Customer Service Admin Customer Service Officer Customer Service Admin Administration 0.79 FTE (30.4 hpw) Officer 1 FTE (38 hpw) Officer 175.4 hpw 0.83 FTE (31.5 hpw) 0.71 FTE (27 hpw) Customer Service Officer GCS Customer Service 0.59 FTE (22.5 hpw) Admin Officer 0.69 FTE (26 hpw) Programs Catering Coordinator Men’s Shed 34.5 hpw 0.63 FTE (24 hpw) Co-ordinator 0.36 FTE (10.5 hpw) Casuals $15 900 $7 500 $27 980 $11 412 $62 792
TOTALS 3.01 FTEs 2.52 FTEs 1.84 FTEs 1.86 FTEs 347.9 hpw
Proposed future staff model: 7.21 FTEs = $480 756 wages (base salary, leave loading and EB wage increase)
COMMUNITY CENTRE TEAM LEADER (new 12 month contract) 0.53 FTE (20 hpw)
Coordinators Unley Community Centre Goodwood Community Fullarton Park Centre Clarence Park 0.8 FTE Centre 0.8 FTE Community Centre 121.6 hpw (30.4 hpw) 0.8 FTE (30.4 hpw) (30.4 hpw) 0.8 FTE (30.4 hpw) Customer Service & Customer Service Officer Customer Service Admin Customer Service Customer Service Admin Administration 0.8 FTE Officer Officer Officer 126.9 hpw (30.4 hpw) 0.83 FTE (31.5 hpw) 1 FTE (38 hpw) 0.71 FTE (27 hpw) Programs Catering Coordinator 0.63 FTE (24 hpw) 0.63 FTE (24 hpw) Casuals $7 500 $7 500 $7 500 $7 500 $30 000
TOTALS 2.23 FTEs 1.63 FTEs 1.84 FTEs 1.51 FTEs 292.5 hpw
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Community Centres CURRENT STAFF MODEL FTE Classification Salary Unley Community Centre Community Services Officer 0.59 MOA2.4 35,652.48 Customer Service Officer 0.79 MOA2.4 47,706.65 Community Catering Coordinator 0.63 MOA2.1 35,005.45 Community Centre Coordinator 1.00 MOA5.2 76,636.99 3.01 195,001.57 Fullarton Park Centre Coordinator Fullarton Park 0.84 MOA5.3 65,903.05 Customer Service Officer 1.00 MOA2.4 60,428.42 1.84 126,331.47 Goodwood Community Centre Customer Service Officer 0.83 MOA2.4 50,091.98 Team Leader Community Centres 1.00 MOA6.3 86,294.89 Administration Officer 0.69 MOA2.4 41,695.27 2.52 178,082.14 Clarence Park Community Centre Coordinator Clarence Park 0.79 MOA5.3 61,784.11 Administration Officer 0.08 MOA2.4 4,834.23 Coordinator TOYS 0.36 MOA3.4 24,089.51 Customer Service Administration 0.63 MOA2.2 36,027.73 1.86 126,735.58 TOTAL 9.23 626,150.76
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Community Centres PROPOSED FUTURE STAFF MODEL FTE Classification Salary Savings Unley Community Centre Community Services Officer 0.00 MOA2.4 0.00 35,652.48 Customer Service Officer 0.80 MOA2.4 47,706.65 Community Catering Coordinator 0.63 MOA2.1 35,005.45 Community Centre Coordinator 0.80 MOA5.2 61,309.59 15,327.40 2.23 144,021.69 Fullarton Park Centre Coordinator Fullarton Park 0.80 MOA5.3 61,784.11 4,118.94 Customer Service Officer 1.00 MOA2.4 60,428.42 1.84 122,212.53 Goodwood Community Centre Customer Service Officer 0.83 MOA2.4 50,091.98 Team Leader Community Centres 0.80 MOA5.3 61,784.11 24,510.78 Administration Officer 0.00 MOA2.4 0.00 41,695.27 1.63 111,876.09 Clarence Park Community Centre Coordinator Clarence Park 0.80 MOA5.3 61,784.11 Administration Officer 0.08 MOA2.4 4,834.23 Coordinator TOYS 0.00 MOA3.4 0.00 24,089.51 Customer Service Administration 0.63 MOA2.2 36,027.73 1.51 102,646.07 7.21 480,756.38 145,394.38 Difference 2.02 145,394.38 plus savings from Casuals 32,792.00 Total 178,186.38 Team Leader 12 months 0.53 FTE at 42,907.71 Bottom Line Savings with proposed new staff model 135,278.67
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