Guide to Managing Community Facilities - cmc Consulting and the City of Casey - 19 July 2012

A Guide to Managing

Community Facilities City of Casey

A Guide to Managing Community Facilities

Prepared by cmc Community Services Planning and Development 1

Table of Contents

1. An Evidence Based Approach ........................................................................................ 3

2. Purpose of the Guide ..................................................................................................... 3

3. Using the Guide ............................................................................................................. 3

4. Management Matrix for Community Facilities ................................................................. 5

5. Planning Process for Managing Community Facilities .................................................... 8

6. Integration ...................................................................................................................... 9

7. Governance and Management ..................................................................................... 15

8. Partnerships and Collaboration .................................................................................... 23

9. Community Engagement and Participation .................................................................. 28

10. Building Design ........................................................................................................ 34

11. Bibliography ............................................................................................................. 39

12. Appendices .............................................................................................................. 42



Glossary

CISS Community Information and Support Service

CSO Community Service Organisation

DEECD Department of Education and Early Childhood Development

DPCD Department of Planning and Community Development

DSE Department of Sustainability and Environment

NHCLC Neighbourhood House Community Learning Centre



1. An Evidence Based Approach

The Guide to Managing Community Facilities in the City of Casey is part of a broader

Framework that is comprised of:

A policy position in relation to the management and governance of Casey’s Community

facilities

A background report that provides an evidence base for decisions regarding the

appropriateness and application of identified management processes; community

engagement strategies; strategies and opportunities for partnerships and collaboration;

and building design elements that support an integrated approach in existing community

facilities and any planned or future facilities within the City of Casey

An extensive research process was undertaken to develop the Framework in partnership

with a project management group comprised of stakeholders from across Council, CSOs

and state government with expertise in the management of community facilities.

Stakeholders consulted through this research process indicated that a one size fits all

approach to the management of community facilities in the City of Casey was not viable.

This was due to the great variation in facility and service types, as well as the diversity of

community needs, and the considerable complexity in managing the often competing

requirements of all stakeholders involved in a facility.

Therefore the Guide reflects the research findings that indicate a need for flexibility in

Council’s expectations and requirements for managing community facilities. Most

importantly the Guide aims to support stakeholder s to make decisions about the

management model that best suits their needs and those of the community.

2. Purpose of the Guide

The purpose of the Guide is to assist Council officers in the establishment of management

and governance arrangements for community facilities in the City of Casey.

3. Using the Guide

The Guide provides a flexible range of options and suggestions to complement existing or

new management practices of community facilities within the City of Casey.

The Guide is structured around the following five objectives:

1. Integration.

2. Governance and management.

3. Partnerships and collaboration.

4. Community engagement and participation.

5. Building design elements.



A series of checklists with suggested strategies and minimum standards for the

management of community facilities are outlined in relation to each objective. Also included

are a number of case studies, tips, potential pitfalls and resources.

It is recognised that decision makers within each facility are best placed to identify the

strategies within the Guide that are relevant to the management of their facility. A step by

step planning process is provided to assist in implementing the strategies outlined in the

Guide.

It is not intended that community facilities will implement the same model of management,

but utilise the planning process to implement strategies to support the continued

improvement of facility management in the context of local needs, interest and capacity.

An overview, including the policy directions and evidence base, key strategies for

implementation and minimum standards, tips, pitfalls and tools in relation to each objective is

provided through the management matrix in Section 2.

Each objective is structured as follows:

Objective A definition of the objective.

Context The key policy directions or evidence base for the objective.

Ideas, opportunities and innovation emerging from the research

findings to assist in the achievement of the objective.

Examples that highlight the features of good practice or learning in

relation to the objective.

Key strategies for implementation and minimum standards to be

achieved for the objective.

Potential barriers and challenges emerging from the research findings

that if known, may be addressed so as to assist in the achievement of

the objective.

Useful resources to support implementation of the strategies.

Table 1: Objectives Structure

T i p s

Case Study

Checklist

Pitfalls

Tools



4. Management Matrix for Community Facilities

The management matrix provides an overview of the policy directions and evidence base, key strategies for implementation and minimum standards,

tips, pitfalls and tools for each objective and may be used as a standalone tool or in conjunction with the relevant sections of the Guide.

Objective

A definition of the objective

Context

The key policy directions

or evidence base for the

objective

Checklist

Key strategies for

implementation and minimum

standards to be achieved for

the objective

Tips

Ideas, opportunities and

innovation to assist in the

achievement of the

objective

Pitfalls

Potential barriers and

challenges that if known, may

be addressed to assist in the

achievement of the objective

Tools

Useful resources to

support

implementation of the

strategies

Integration

See pages 9 to

14

Integration is not an end

in itself, but a

developmental process

involving ongoing

learning and

experimentation

A phased approach to

decisions regarding

integration is required

that starts during

planning and includes the

time and resources

necessary to establishing

relationships

Working together in an

integrated way is an

essential component of

multi-use facilities

Significant benefits can

be achieved for the

community through the

development of

integrated community

facilities

The use of a continuum will

assist in determining the

right level of integration,

ranging from independence,

cooperation, collaboration

and integration

Integration within the

broader community

Consider cost versus

benefits

Integration can take a

range of forms

Financial resources are

important, but so is time

Important connections

can be developed

through programming

that brings children, older

people and the wider

community together

One size doesn't fit all: full

integration may not always

be the best approach

Allowing organisations to

maintain some areas of

independence while

cooperating in other areas

has been shown to be an

effective means of

supporting the involvement

of services unable to

commit to a fully integrated

approach

City of Casey (2012)

Community Facility

Planning Principles

Governance

and

Management

See pages 15

to 22

Innovative governance

and management

processes ensure

community facilities

provide seamless access

and create community

wide connections

essential to the overall

health and wellbeing of

all the community

Good governance

involves sound decision

making and

accountability

mechanisms, such as

clearly defined roles and

documentation

Council is the governing

body of Council owned


Principles of good

governance should be

Provision of authority to

groups/ individuals by the

governing body to manage

the facility and achieve

desired outcomes

Consideration of alternative

management models to

enhance sustainability

Clearly defined and

documented roles and

responsibilities for all paid or

unpaid positions

Distinguish between

functions of governance

and management

Flexibility within

standardised policies and

procedures

Separate facility

management and

service management

Complexities associated

with standardised

processes across

established and growth

areas within the City of

Casey

Alignment of facility opening

hours with service

availability will manage

client and community

expectations

Documentation of

DPCD (2010)

A Guide to

Governing Shared

Community Facilities

(2010)

A Guide to

Delivering

Community

Precincts



Objective


Context



objective

Checklist

Key strategies for



the objective

Tips



achievement of the

objective

Pitfalls





Tools

Useful resources to

support


strategies

reflected in the

management of


responsibilities associated

with facility maintenance will

prevent potential future

conflict

Partnerships

and

Collaboration

See pages 23

to 27

Partnerships provide the

basis for integration, the

effective coordination of

existing services and

resources, and enhance

access to services and

responsiveness to

community need

Effective partnerships are

based on trust, which

takes time to build, and

requires a planned

approach

Documented decisions

and agreed actions assist

effective communication

Establishing a partnership

approach embedded within

organisations

A means of increasing

access to resources

Enhancement of service

delivery

Resources associated with a

partnership approach

Partnerships can be

strengthened through

information sharing

Formal and informal

monitoring of

partnerships can

enhance their value and

effectiveness

The complexity and time

required for relationship

development when involving

multiple partners must not

be underestimated

Roles and responsibilities

should be planned with the

right level of resourcing and

value attached

VicHealth (2011)

Partnerships

Analysis Tool

DEECD (2007)

Shared Facility

Partnerships

Community

Engagement

and

Participation

See pages 28

to 33

Diverse methods tailored

to maximise the potential

of available skills, interest

and need will ensure the

meaningful engagement

of the community through

early participation of a

wide range of

stakeholders

To accommodate the

diversity of skills, interest

and need, a spectrum of

public participation will be

used to support

community engagement

Commitment to community

engagement and

participation

Alignment of service

provision and community

need

Supporting early

participation

Ensuring the participation of

specific groups with

particular needs

Greater utilisation of


Involving stakeholders in

the development of the

facility vision is important

in achieving a shared

purpose

Accessibility can be

enhanced consultation

with the right people at

the right time

Demand can be

managed with a planned

and documented

processes

It’s hard to please everyone

– a change in one area may

have implications for other

areas

The International

Association for

Public Participation

(IAP2)

Victorian Local

Governance

Association (VLGA)

Building

Design

Elements

A range of building

design elements will

enhance a multi-use

approach both now and

into the future through the

provision of services as

For community facilities

to be accessible by all

people they should be

located centrally within

the community, easily

identifiable by users and

Multi-use approach

Universal access

Space for shared planning

and programming

Review and reflection

Maximise the use and

function of facilities

through building design,

such as movable walls,

soundproofing, storage

and parking

Perceptions and

experiences of safety are

important determinants of

participation

Increasing the safety of

facilities will increase

Victoria Police

Crime Prevention

through

Environmental

Design

DSE (2005)



Objective


Context



objective

Checklist

Key strategies for



the objective

Tips



achievement of the

objective

Pitfalls





Tools

Useful resources to

support


strategies

See pages 34

to 38

well as providing a safe

and accessible

environment to maximise

community participation

reachable by multiple

forms of transport,

including public transport

Independent access to

shared areas, such as

kitchens and meeting

rooms, better supports

multiple concurrent use

Space to support social

interaction can contribute

to better working

relationships

useability Safer Design

Guidelines for

Victoria

Table 2: Management Matrix for Community Facilities



5. Planning Process for Managing Community Facilities

This step by step planning process is provided to assist in implementing the strategies outlined in the Guide. The planning process will enable local

needs, service imperatives and government policy, legislative and regulatory directives to be incorporated into the achievement of the minimum

standards required for the effective management of community facilities.

A planning process may be undertaken for the achievement of a particular strategy, or a number of concurrent strategies. The process is not

prescriptive, but a practical resource to support a consistent and shared approach to planning for the management of community facilities. The

planning process may be documented within a project plan. A project plan template is provided as Appendix 1.

Figure 1: Planning Process for Managing Community Facilities



6. Integration

For the City of Casey, integration not only refers to the opportunities for integration amongst

services within a facility, but also opportunities for integrating facilities within the broader

community and with other facilities.

Deciding on the appropriate level of integration for facilities and services is one of many

decisions to be made regarding the way each community facility within the City of Casey will

operate. A continuum is provided to assist in determining the right level of integration ranging

from independence, cooperation, collaboration and integration, in consideration of the facility

type and purpose, as well as an understanding of community needs.

Integration is not an end in itself, but a developmental process involving ongoing learning

and experimentation. A phased approach to decisions regarding integration is required that

starts during planning for community facilities and includes the time and resources

necessary to establishing relationships.

Context

There is an increasing demand, due to population size and growth within the City of Casey,

for social and community facilities as well as service provision by Council, government and

non-government service providers.

One of the important responses that Council is employing to meet this demand is the

provision of multi-use facilities that vary in size and target a range of different community

users. This direction is in line with state and federal government policy.

The City of Casey is committed to supporting access to high quality social infrastructure so

communities have better access to services, information and activity to enable more

opportunities to participate in community life.

Collaborating to build internal capacity

The City of Casey Customer Service Department has a well-established

working partnership with all areas of Council. This allows for a ‘one stop shop’

system for residents to be in contact with communication specialists, limited

phone call transfers to other departments and enables the best use of skills in

the organisation.

The Rates team provides training to Customer Service to best prepare them for

enquiries from residents regarding their annual rates notices. This is a tangible

example of an ongoing partnership within the organisation. To achieve this

requires a high level of resources and planning however this provides the best

level of service for residents.

Case Study



A continuum of integration

To accommodate the diverse range of functions, users and management systems within City

of Casey community facilities, a continuum may be used to enable a shared understanding

of integration and to support decision making processes:

Independent Parties operate independently and / or have no formal or informal links.

The actions of one may affect the others.

Cooperation

Parties operate independently, but meet to network and share

resources and information.

A willingness to work together for some common goals.

Communication emphasised.

Requires good will and some mutual understanding.

Collaboration

Parties operate independently, but work together to provide multi-

agency and multi-disciplinary services.

Strong linkages, high levels of trust, and tight relationships among

members require comprehensive planning and well-defined

communication channels operating at many levels.

Integration

Parties form a single entity and / or provide integrated interdisciplinary

services.

Boundaries between parties begin to dissolve as they become

effectively work units or sub-groups within a single, larger organisation.

Table 3: Continuum of integration

Working together

Integration involves a shared understanding between participating agencies and

services working towards a common goal.

Flexible management models that focus on relationship building, strong

leadership and mutual benefits for participating services are important in

supporting integration.

The involvement of participating services in facility planning processes,

including the development of a vision for the facility, is important in achieving

integration.

Allowing organisations to maintain some areas of independence while

cooperating in other areas has been shown to be an effective means of

supporting the involvement of services unable to commit to a fully integrated

approach.

Tips



Working together in an integrated way is an essential component

of multi-use facilities. Significant benefits can be achieved for the

community through the development of integrated community

facilities. Integrated community facilities have been shown to

play a vital role in creating healthy communities, enhancing

wellbeing and building social networks.

1. The right level of integration

The required level of integration should not be pre-set or fixed, but determined in

consideration of the facility type and purpose, as well as an understanding of community

needs. The diversity of the population must be matched with the diversity of facilities and

services.

Strategies

Consider facility purpose in relation to participating organisations.

Determine level of commonality between participating organisations.

Consider continuum of integration and relationship to services and programs provided.

Consider need and interests of local community.

Minimum standards

Documented needs analysis.

Independence amongst co-located services

Partnerships between CSOs that occupy a single building, such as the

Cranbourne CISS, highlight a number of strategies that demonstrate effective

ways of working together.

The Cranbourne CISS takes a lead role in managing the facility and processes

for communication between agencies and increasing awareness of available

services have been implemented.

Services are managed independently within each organisation, but a shared

reception creates a seamless experience for service users providing a range of

information and referral services as well as crisis and specialist support.

While services are delivered in accordance with organisational and funding

body requirements, there are high levels of collaboration in working with clients

and service users indicative of the commitment to working together that has

been achieved within the facility.

Integration Checklist

Case Study



2. Integration within the broader community

Increasingly, Council as well as a range of other organisations are working toward creating

opportunities to integrate facilities and services within the context of the broader community.

Facilities are bringing children, older people and the wider community together in the one

place through a diversity of programming and the use of the external environment, such as

community gardens. This approach recognises the role of facilities in creating connections

and building the strength of communities, and will be a key focus for Council in the provision

of facilities going forward.

Strategies

An intergenerational approach. Links to the broader community.

Minimum standards

Opportunities for integration with the broader community considered through strategic

and operational planning processes.

Cooperation to provide one point of contact

Processes are in place to support cross service participation at the Casey

Safety Village where Council works in partnership with the CFA. Council takes

a lead role in all key processes and systems acting as the Casey Safety Village

building manager, and takes lead responsibility for administration of service

delivery, such as bookings, as well as covering all facility costs. Bookings are

made through one contact providing a seamless experience for the service

user.

One size does not fit all

Bringing a wide range of services together with individual service imperatives,

opposing priorities, and different funding streams, while competing for limited

state and federal government funding, can be key barriers to integration and

effective partnerships.

Full integration may not always be the best approach. This is particularly

relevant for facilities inclusive of a number of services that have diversity in their

focus and target group, and are not connected beyond the provision of space for

community groups, such as Public Halls.

Multipurpose facilities planned for growth areas are expected to support

integration, but this may not be possible for purpose built stand alone facilities.

The implications associated with a diversity of approaches must be considered

so as to ensure this is a positive experience for the client/user/resident.

Pitfalls

Case

Study



3. Cost versus benefits

Recognising the real costs associated with integration is important. Generally, full integration

requires the greatest amount of resourcing. This cost must be balanced against the benefit

to the community.

Strategies

Resource requirements associated with efforts to achieve integration identified.

Benefits for the community of achieving an integrated approach identified.

Cost versus benefits assessment to determine the appropriate level of integration for a

particular facility or activity.

Minimum standards

Documented cost benefit analysis.

Financial resources are important, but so is time

The length of time associated with establishing multi-service hubs and

integrated community facilities can be significant.

The co-location of services provides opportunities for the achievement of

financial efficiencies when organised accordingly.

Integration to provide a seamless service response

The City of Casey Community Services Division is working towards increased

integration across Children’s Services, Youth and Family Services and

Community Care so as to provide a seamless service response.

A leadership group representative of the three service areas ensures a

continuum of care and a whole of community approach.

While this approach is part of the culture of the Division, service standards

articulating their commitment to the community ensure the achievement of

measurable outcomes.

Tips

Case

Study



Useful resources

City of Casey Community Facility Planning Principles (2012)

The City of Casey has developed a set of Community Facility Planning

Principles to guide Council’s planning activities regarding the timely provision of

integrated and accessible community facilities that meet the needs of all

residents.

http://www.casey.vic.gov.au/policiesstrategies/article.asp?Item=23963

Evaluation of Victorian Children’s Centres (2010)

A framework published by DEECD to support the establishment and operation of

integrated children’s centres. The framework includes a planning process as

well as an example of a self-assessment tool. The self-assessment tool is

designed to enable the assessment of centre based children’s services against

contemporary knowledge of best practice and the core components of quality

child and family services.

http://www.eduweb.vic.gov.au/edulibrary/public/earlychildhood/integrate

dservice/evccframework.pdf

Tools


http://www.eduweb.vic.gov.au/edulibrary/public/earlychildhood/integratedservice/evccframework.pdf

http://www.eduweb.vic.gov.au/edulibrary/public/earlychildhood/integratedservice/evccframework.pdf



7. Governance and Management

Innovative governance and management processes will help to ensure community facilities

provide seamless access to facilities and services and create community wide connections

essential to the overall health and wellbeing of all the community.

Context

Good governance involves sound decision making and accountability mechanisms.

The following evidence based principles provide the basis for good governance and should

be reflected in all formal agreements, informal agreements, partnerships and management

processes:

Accountability

Clear processes for the allocation of responsibilities to each partner

including achievement of service standards and compliance with relevant

laws, contractual obligations and the requirements of any regulatory bodies.

Transparency

Mechanisms to promote shared decision making so that decisions are made

and implemented in a transparent manner that follows rules and regulations.

Promote transparency through making information available and accessible

to those who will be affected by such decisions and their implementation.

Consensus

oriented

A focus on a consensus oriented approach that is based on a common

understanding of the vision of the facility. This includes an active

consideration of different perspectives so as to reach broad consensus

regarding the objectives represented within the community and how they

can be achieved.

Responsiveness

A commitment to responsiveness where partners and processes try to serve

all stakeholders within a reasonable timeframe. Responsiveness also

relates to the capacity to respond to new circumstances and changing

needs.

Effectiveness and

efficiency

Processes to promote effectiveness and efficiency that ensure facilities are

managed in a way that meets the needs of the community while making the

best use of available resources. The concept of efficiency also includes the

sustainable use of natural resources and the protection of the environment.

Continuous

improvement

Continuous improvement processes should be embedded in the

management cycle of a facility. These include planning, implementing,

checking and reviewing work through community consultation, and by the

establishment of performance indicators to guide and monitor continual

improvement.

Table 4: Principles of Good Governance



Governing shared community facilities and integrating

services and buildings can be a challenging process, often

requiring different management strategies to those

traditionally followed.

The key to successfully managing and coordinating these

potentially complex arrangements is good governance,

supported by clearly defined roles and documentation.

1. Governance

Governance relates to the provision of direction and leadership. In most cases, this will be

provided by the facility owner.

For example, in the case of Council owned community facilities, Council is the governing

body. It is therefore Council’s role to provide direction toward the vision for the management

of community facilities and ensure the day-to-day functioning of management is aligned with

organisational goals and that outcomes are being achieved. Generally, the governing body

oversees the functioning of management and plays no role in the operational management

of the facility. However, this is more complex for Council. In some instances Council will

have a lead role to play in both the governance and management of facilities, as well as

managing and delivering services i.e. City of Casey Family and Children’s Centres.

Strategies

Links with the strategic direction of Council and other relevant organisations.

Processes for the allocation of responsibilities.

Shared vision that supports a consensus oriented approach.

Shared decision making processes.

Effective service delivery and efficient use of resources.

Responsiveness to current and emerging community need.

Continuous improvement processes.

Minimum standards

Documented governance framework (such as a Committee Constitution)

Governance &

Management

Checklist



The distinction between governance and management

A shared understanding of the concepts of governance and management is

important.

While these terms tend to be used interchangeably they have distinct and

necessary functions in relation to effective management of community facilities.

2. Management

Management relates to the operational management of community facilities and may or may

not be distinct from the management of services. Facility management is undertaken by the

group of people or individuals given authority by the governing body to administer the facility

and achieve desired outcomes.

Standardised management policy and procedures across facilities are important to

supporting more collaborative work practices. Policies and procedures should be

implemented and reviewed annually. New committee members, staff and volunteers must

be inducted and managers must monitor the implementation of policies and procedures.

Flexibility within standardised policies and procedures

When developing standardised policies and procedures, be sure to include the

required flexibility to accommodate the characteristics of the local community

and/or specific service requirements.

Implementing standardised processes

There are complexities that need to be considered in relation to implementing

standardised processes across established and growth areas.

Fewer challenges are associated with the implementation of new systems in the

growth areas as new facilities don’t have the same level entrenched culture or

practice as those in established communities.

Tips

T ips

Pitfalls



Strategies

Coordinated and equitable approach for facility access and cost including:

Booking procedures.

Hire processes.

Fees.

Access.

Reporting.

Maintenance.

Asset registers.

Minimum standards

Documented policy and procedures that outline roles and responsibilities.

Documented maintenance plan.

Compliance with legislative, regulatory and other policy directions of local, state and

federal government.

Facility management versus service management

There is an important distinction between facility management and service

management.

Each role has different functions that require unique skills.

These requirements should be documented within position descriptions and the

required resources allocated.

Opening Hours

Align the operational capacity of services and programs with facility opening

hours in the case of co-located services and programs so as to manage client

and community expectations.

3. Voluntary Committees of Management

The level of volunteering associated with voluntary Committees of Management is highly

valued by Council and perceived as an important means of creating capacity within the

community.

Tips

Pitfalls



Clearly defined and documented roles and responsibilities are required for all positions paid

or unpaid, professional or voluntary supported by a formal selection process that aligns skills

and interest with role requirements.

A process is required to determine that volunteers have the skills to perform the roles and

tasks being asked of them. Clear documentation of roles and tasks is an important part of

this assessment process, as is the demarcation between voluntary and paid positions. The

role and tasks should inform the skills required, not volunteer availability.

Strategies

Selection process undertaken for the appointment of paid and unpaid staff.

Tasks performed by paid and unpaid staff determined through assessment of required

skill and capacity.

Provision of training for voluntary committee of management members.

Minimum standards

Documented roles and responsibilities for all positions associated with the management

and operation of community facilities.

Participation of volunteers

Participation in the management of a facility should be appropriate to the level

of complexity of the service being provided. Regardless of the management

model adopted, there must be a clear understanding of the roles and tasks

expected to be undertaken by volunteers.

Facility Maintenance

Facility maintenance is the upkeep and replacement of essential equipment and

systems.

Identifying who is responsible for the coordination and cost of maintenance can

often be a source of tension between the owner and occupants of a shared

facility, affecting the delivery of activities or services if it is not clearly identified

or articulated.

Tips

Pitfalls



4. Alternative management models

The challenges faced by all Committees of Management with recruitment of committee

members are significant. This has resulted in Council providing increasing levels of support

as volunteers age, are reduced in number and staff and facility management processes

continue to increase in complexity and responsibility. Sustainability of a management model

is an essential determinant in the appropriateness of a particular option and demonstrates

the importance of the development of alternative management models for the future

provision of community facilities.

The characteristics, advantages and disadvantages of a wide range of legal entities, or

potential management models, are discussed within A Guide to Governing Shared

Community Facilities (2010) listed in the Tools section.

Strategies

Resourcing requirements for CSOs managing facilities on behalf of Council identified.

Consideration of alterative management model options to respond to increasingly

complex requirements associated with staff and facility management.

Minimum standards

Agreed management models sustainable, including resourcing requirements.

Berwick Springs – action research case study

The Berwick Springs Community Room is a newly constructed multipurpose

community room at the Berwick Springs Park Pavilion. The community room

extends the sports pavilion into a wider community facility that will support a

range of activities. The room is shared between the Berwick Springs Sports

Club and the wider community, and is governed through a unique partnership

between the Sports Club and a neighbouring community facility. Integrating

community facilities and sporting facilities is a relatively new concept, thus the

governance model implemented is expected to be used as a test case to assist

with similar facilities across Victoria.

The identification and development of an appropriate governance model for the

Berwick Springs Community Room involved a series of steps including:

o The establishment of a Berwick Springs Community Room Steering Group.

o Research for potential management models.

o Identification of preferred management models.

o Building of partnerships to facilitate the development of the preferred

management model.

o Implementation of the management model.

Challenges

The construction of the Berwick Springs Community Room at the Berwick

Springs Park Pavilion brings together an incorporated sporting facility

Case Study



comprised of a football club, cricket club and netball club, with a new

multipurpose room that aims to be accessible to the wider community, not just

an additional space to be utilised exclusively by the sport club.

With no established governance model for the integration of these facilities, the

funding body (Victorian Government Department of Planning and Community

Development) encouraged the City of Casey to consider more innovative

models beyond that of the traditional Committee of Management.

Learning through action

Berwick Springs Community Room Steering Group

Clarifying roles and responsibilities at these early stages was considered vital

as well as ensuring the most appropriate Council representatives were involved.

Research and identify management models

It was agreed that a carefully developed Terms of Reference would be able to

effectively address the identified challenges associated with this governance

model.

Considering alternative non-traditional models was an invaluable learning

experience derived from the project, with the resulting governance model

having potential to produce better outcomes.

The likelihood of success in implementing any management model is very much

dependent on the potential benefits perceived by partners, thus these must be

clearly communicated, as well as any anticipated challenges, during the initial

planning stages.

Outcomes

Partnerships and the development of the management model

For the management model to be effective, the support of the Sports Club and

Residents Association was important to secure from the early stages of

planning.

Separate Licence agreements clearly outline roles and responsibilities of each

party. Ideally separate agreements should be developed to clarify roles and

responsibilities of each party for similar shared-use facilities..

Facility design will impact the use of shared space thus influencing the most

appropriate management model.

Contingencies for unexpected delays need to be factored into the project plan

i.e. overestimating anticipated time to develop governance arrangements.

All aspects of setting up a community room need to be considered, including

physical components such as furniture and fittings and shared responsibilities

such as cleaning. Consultation with user groups should occur.

Evaluation of the management model

Following implementation it is proposed that the model will be evaluated via a

range of mechanisms at specific points in time. This may include a service user

survey to be conducted at three month intervals for the first twelve months, a

sub-committee focus group to be held following six months of activation, and a

Steering Committee focus group to be held on a quarterly basis at each

Steering Committee meeting. After twelve months a full review should be

undertaken to determine ongoing management arrangements.

Case Study

(Continued)



Useful resources

A Guide to Governing Shared Community Facilities (2010)

A Guide published by DPCD that provides practical information about the

governance of shared community facilities. The Guide outlines a range of tools,

processes and documents that can be utilised to support good governance.

http://www.dpcd.vic.gov.au/__data/assets/pdf_file/0007/50866/A-Guide-to-

Governing-Shared-Community-Facilities.pdf

A Guide to Delivering Community Precincts (2010)

A Guide published by DPCD to support an integrated and consistent approach

for the planning and delivery of community precinct projects that might involve

multiple stakeholders across government and the community. The Guide

provides practical information, including tools and evidence based guiding

principles, across seven key stages from the conceptual and planning stages

through to the delivery and operation.

http://www.dpcd.vic.gov.au/__data/assets/pdf_file/0016/61333/Guide-to-

Delivering-Community-Precincts.pdf

Setting up a Community Managed Not for Profit Organisation (2011)

A Guide published by DPCD that describes the steps and benefits of

establishing community managed services. The Guide outlines key

considerations, tools, resources and good practices for initiating community

managed services for use by both paid staff and volunteers.

http://www.dpcd.vic.gov.au/__data/assets/pdf_file/0004/79204/Setting-Up-a-

Community-Managed-NFP-Organisation-PDF.pdf

Tools

http://www.dpcd.vic.gov.au/__data/assets/pdf_file/0016/61333/Guide-to-Delivering-Community-Precincts.pdf


http://www.dpcd.vic.gov.au/__data/assets/pdf_file/0004/79204/Setting-Up-a-Community-Managed-NFP-Organisation-PDF.pdf

http://www.dpcd.vic.gov.au/__data/assets/pdf_file/0004/79204/Setting-Up-a-Community-Managed-NFP-Organisation-PDF.pdf



8. Partnerships and Collaboration

Partnerships must be embedded within professional practice as part of the core business of

organisations. Partnerships provide the basis for integration, the effective coordination of

existing services and resources, and enhance access to services and responsiveness to

community need.

Context

The following key elements should be incorporated into a partnership approach:

Structured

relationship

building

The complexity and time required for relationship development when

involving multiple partners must not be underestimated. Considering a

structured relationship building approach is necessary to effective

partnerships. In some instances an independent facilitator may have a role

to play in the relationship building process.

Understanding of

partnerships

A clear understanding of what partnerships are and how they can be

developed is required, including strategies to support the development and

maintenance of relationships. For example, building the skills of staff in

partnership development.

Resourcing and

valuing

partnerships

Roles and responsibilities for partnerships should be considered at all levels

of governance with the right level of resourcing and value attached. For

example, strategic partnerships should be built into senior management

roles and responsibilities.

Clearly defined

roles and

responsibilities

Clearly defined roles and responsibilities are important to effective working

relationships, as is the early communication of the potential benefits and

challenges.

Shared principles

The use of shared principles in combination with similar service

philosophies of CSOs provides an effective basis for the management and

delivery of co-located, multiagency and multidisciplinary services.

Documented

decisions and

agreed actions

Documented decisions and agreed actions assist effective communication

with stakeholders and provide a point of reference in the case of dispute or

conflict.

Safe and

supportive

environment

Creating an environment where it is safe to share and talk about core

business in order to determine the true gains associated with partnerships is

important.

Table 5: Key elements of a partnership approach



Effective partnerships are based on trust, which takes time to

build, and requires a planned approach.

1. Establishing a partnership approach

A partnership approach must be embedded in Council’s core business as well as that of

other organisation and/or groups. Relationships must be built first in order to respond to

emerging needs rather than developing the partnership as the need arises or using funding

as the trigger.

Strategies

Commitment to partnership development with Council and across diverse sectors,

services, facilities and the community.

Active support for partnership development at management and operational levels.

Minimum standards

Partnership approach articulated in project briefs, governance frameworks and position

descriptions.

Effective partnerships

Effective partnerships are based on a common understanding and a common

vision for the betterment of the community, rather than available space within a

facility acting as the trigger for the development of partnerships.

Council has a range of well-established partnerships in place, such as those

facilitated through the Best Start initiative, which could provide significant

learning in regards to good practice.

In any relationship it helps if there is a clear understanding about the different

strengths partners may bring to the table and the benefits associated with

partnerships.

Tips

Partnerships & Collaboration

Checklist



2. Partnerships as a means of increasing access to resources

The establishment of partnerships in combination with a strong understanding of community

need is important to increase opportunities within the City of Casey to obtain external

funding. Accessing additional, but scarce funding is essential in continuing to meet the

demands created by the increasing population in the growth areas.

Strategies

Development of innovative funding and grant applications utilising a partnership

approach.

Minimum standards

Evidence based funding applications developed.

Monitoring partnerships

Great value can be gained through informal or formal monitoring of

partnerships. There are evidence based tools to assist this such as the

VicHealth Partnerships Analysis Tool. Regular monitoring will strengthen new

and existing partnerships by allowing discussion about issues and ways

forward.

3. Partnerships to enhance service delivery

There are a number of opportunities for the use of partnerships to strengthen service

delivery to enable effective responses to community need. This might involve the provision

of outreach services in community facilities as well as the enhancement of partnerships

where the physical location of facilities is in close proximity.

There are also important opportunities for other organisations, such as CSOs, to take an

increased role in the management of community facilities.

Strategies

Allocation of space for outreach services.

Increased role of CSOs in community facility management.

Partnership between children’s services and education strengthened, particularly those

in close physical proximity.

Minimum standards

Informal or formal approach to monitoring effectiveness of partnership.

Tips



Strengthening partnerships through information sharing

In entering into partnerships with CSOs it is important that Council has an

understanding of the context these organisations operate within. Understanding

the differing perspectives, constraints and competing challenges will help to

foster positive relationships founded on trust.

Council has significant resources that are not always easily accessible to CSOs

such as: population data; social analysis to support the identification and

monitoring of community need; and an organisation wide capacity for research

related to areas such as economic development, social planning and

community services. These elements are central to ongoing monitoring of

community trends, as well as the measurement of outcomes for the community,

and ultimately play a key role in determining the impact of services and

interventions.

These elements may be shared through partnerships with a variety of groups

and CSOs. The quality of information available about community needs and the

relationships that evolve as a result of sharing resources and important local

knowledge and expertise, often possessed by CSOs, will be greatly enhanced.

CSOs have considerable administrative obligations related to a diversity of

programs and funding streams and associated reporting requirements. Council

may be able to contribute data related to their core functions to assist CSOs in

meeting these obligations that will ultimately be of benefit to all of the

community.

4. Resources associated with a partnership approach

The complexity and time required for relationship development when involving multiple

partners must be recognised. A clear understanding of partnerships and the process for

development is required, including strategies to support the establishment and maintenance

of relationships. The roles and responsibilities of each partnering agency should be

considered at all levels of governance with the right level of resourcing and value attached to

partnerships. For example, strategic partnerships should be built into senior management

roles and responsibilities.

Strategies

Planned approach to relationship building.

Roles and responsibilities documented with the right level of resourcing and value

attached to partnerships.

Minimum standards

Documented plan for the development of partnerships.

Tips



Partnerships with community

Resourcing the management of partnerships is important. Diverse partnerships

are managed by Council that are resourced through different models in

accordance with the particular needs of the key stakeholders.

For example, full time Council liaison officers support the partnerships between

Council and Public Hall Committees of Management, Senior Citizens Clubs and

NHCLCs. Council officers provide a range of resources to support these

groups, such as information, training and liaison within Council.

Useful resources

Shared Facility Partnerships (2007)

A Guide published by DEECD to enhance the partnership between schools,

community, local and state government through good governance. Governance

processes and structures are recommended for the planning, development and

maintenance of shared facility partnerships with a particular focus on the

operational management of the facility.

http://www.eduweb.vic.gov.au/edulibrary/public/propman/facility/sharedfacilities.

pdf

Partnerships Analysis Tool (2011)

A tool developed by VicHealth for organisations entering into or working in a

partnership to assess, monitor and maximise its ongoing effectiveness. It is

designed to help organisations develop a clearer understanding of the range of

purposes of collaborations, reflect on the partnerships they have established and

focus on ways to strengthen new and existing partnerships by engaging in

discussion about issues and ways forward.

http://www.vichealth.vic.gov.au/en/Publications/VicHealth-General-

Publications/Partnerships-Analysis-Tool.aspx

Case

Study

Tools

http://www.eduweb.vic.gov.au/edulibrary/public/propman/facility/sharedfacilities.pdf

http://www.eduweb.vic.gov.au/edulibrary/public/propman/facility/sharedfacilities.pdf

http://www.vichealth.vic.gov.au/en/Publications/VicHealth-General-Publications/Partnerships-Analysis-Tool.aspx

http://www.vichealth.vic.gov.au/en/Publications/VicHealth-General-Publications/Partnerships-Analysis-Tool.aspx



9. Community Engagement and Participation

The value of involving the community in all aspects of facility planning and delivery must be

recognised. Diverse methods tailored to maximise the potential of available skills, interest

and need will ensure the meaningful engagement of the community through early

participation of a wide range of stakeholders.

Context

Community engagement and participation relates to the agencies, groups and individuals

that may play an active role in identifying community need and determining better ways of

working together within specific facilities and across facilities.

Spectrum of public participation

To accommodate the diversity of skills, interest and need, a spectrum of public participation

may be used to support community engagement.

In relation to facilities, the role of the community will vary across the life cycle through

planning, construction, operation and management. In some cases, the public’s role may

be to provide feedback to the project sponsor. In other cases, the public’s role may be

collaborative, partnering with the project sponsor, to jointly address a problem or opportunity.

Differing levels of participation are legitimate depending on the goals, timeframes, resources

and levels of complexity in the decisions to be made.

The International Association of Public Participation (IAP2) Spectrum will assist the selection

of the appropriate level of participation for the community in relation to each level of

governance:

Inform To provide the community with balanced and objective information to assist them in

understanding the problems, alternatives, opportunities and/or solutions.

Consult To obtain community feedback on analysis, alternatives and/or decisions.

Involve To work directly with the community throughout the process to ensure that public

concerns and aspirations are consistently understood and considered.

Collaborate To partner with the community in each aspect of the decision including the

development of alternatives and the identification of the preferred solution.

Empower To place final decision making in the hands of the public.

Table 6: International Association of Public Participation (IAP2) Spectrum



A wide range of mechanisms may be utilised to achieve

stakeholder participation that will be determined by the

purpose of participation and capacity of participants.

Mechanisms may be site specific; municipal wide; sector or

issue based and comprised of the services and groups that

use facilities.

1. Commitment to community engagement and participation

Stakeholder participation is essential to creating a place with spirit and meaning for the local

community. A range of participation options are required.

Options into the future may take a range of forms, including participation in committees and

advisory groups. Alternative mechanisms in line with the capacity and interest of particular

groups may also be promoted such as:

o User representative groups for discussion of operational concerns.

o Advisory groups that act as interim governance groups to support decision making.

o Interest based advisory groups that contribute a particular perspective, such as that

related to the early years.

Strategies

Planned approach to community engagement and participation in all aspects and stages

of the facility lifecycle.

Minimum standards

Documented community engagement plan.

The vision must be shared

Stakeholders need to be involved in forming the vision for the facility, right from

the planning stage. Stakeholders also need to be involved in evolving the vision

over the life of the facility.

Tips

Community Engagement

& Participation

Checklist



2. Alignment of service provision and community need

The effective provision of facilities needs to be based on a strong knowledge of the

community and a flexibility to respond accordingly.

Strategies

Responsiveness to local needs through service planning and provision.

Monitoring of emerging community need.

Increase service capacity through information sharing.

Minimum standards (expected outcomes)

Documented needs analysis.

Documented community engagement plan.

Feedback mechanisms.

Community facilities are a means of meeting community need

The underlying philosophy for the facility should be based on the intent to meet

the needs of the community in the best way possible.

3. Supporting early participation

The City of Casey is committed to the provision of community facilities in growth areas in a

timely manner to meet the needs of residents as communities develop. Of particular

relevance to the growth areas within the City of Casey is promotion of early participation

within community facilities. Early participation provides an opportunity to embed the facility

within the fabric of the community, ensuring it has relevance to the local community through

participation of residents in both the management and use of the facility.

Strategies

Range of communication mechanisms to support the engagement of the community in

relation to early participation.

Opportunities for community engagement and participation beyond involvement in the

governance and management of a facility.

Minimum standards

Interim governance mechanisms established.

Documented communication plan.

Tips



Early participation

Accessibility can also be supported through consultation with the right people at

the right time during the planning process. Advisory groups may be used as

interim governance groups to support decision making.

4. Ensuring the participation of specific groups with particular needs

The participation of diverse groups will strengthen models of community management as

well as ensuring that facilities meet the particular needs of local communities.

Strategies

Participation of diverse groups in the management of community facilities, such as young

people and culturally diverse communities.

Minimum standards

A variety of mediums to engage with the diversity of target groups incorporated into

documented community engagement plan.

Supporting the participation of particular groups

Utilise the learning gained through a whole of Council approach to supporting

the participation of children and their families led by Children’s Services to

strengthen the engagement of other groups with particular needs.

The City of Casey Children’s Plan supports an increased focus on the

participation of children and families. Consultation with children is utilised as

one of six principles within the Plan and will inform the development of a whole

of Council working group led by Children’s Services.

A whole of Council partnership is planned to increase the participation of

children. This will provide significant learning for working effectively across

Council to achieve cultural change in the ways in which the contribution of

children is perceived and valued.

The City of Casey Community Care prepares a diversity plan that expands the

definition of diversity beyond cultural background to ensure access to services

for all. This is a State Government requirement that is used to enhance service

access and participation.

5. Greater utilisation of community facilities

Some community facilities are underutilised whilst others have demand beyond capacity. It

is important that use of available community facilities is maximised. Greater coordination in

the collection, monitoring and sharing of utilisation data will assist in better use of these

types of facilities.

Case

Study

T ips



Strategies

Monitor utilisation rates of community facilities.

Available capacity within community facilities promoted.

Equitable community access to all community facilities.

Minimum standards

Utilisation rate of community facilities analysed.

Intergenerational and multiuse

Family and Children’s Centres have community rooms that are available and

appropriate for a diverse range of users.

The inclusion of community rooms in the Family and Children’s Centres is

reflective of Council’s commitment to early childhood and the associated

required services and programs, such as playgroups; as well as the

commitment to a multi-use of space and an intergenerational approach.

Process to manage demand

Great demand for access to the community rooms within the Family and

Children’s Centres was reported. Processes are in place for the community to

access to community rooms within Family and Children’s Centres. There is a

documented process if a number of services want to use the same time slot.

For instance, requests are considered against the needs of the emerging

community and other local services available in the community.

Tips

Case

Study



Useful resources

The International Association for Public Participation (IAP2)

IAP2 Australasia is a not for profit association advancing the practice of

community engagement. The organisation promotes the values and leading

practices associated with involving the public in decisions that impact their lives.

http://www.iap2.org.au/

Victorian Local Governance Association (VLGA)

A consultation and engagement resource that aims to provide local governments

with the information, tools and support to consult effectively. Information

provided includes:

o Principles that underpin good consultation practice.

o Traditional and innovative methods of consultation.

o Engaging the hard-to-reach groups.

o Consultation planning and process design.

o Consultation strategy development.

http://www.vlga.org.au/Resources/Consultation_and_Engagement.aspx

Tools

http://www.iap2.org.au/

http://www.vlga.org.au/Resources/Consultation_and_Engagement.aspx



10. Building Design

A range of building design elements will enhance a multi-use approach both now and into

the future through supporting integrated service delivery as well as providing a safe and

accessible environment to maximise community participation.

Context

At a municipal level, healthy and sustainable communities are those that are well designed

and safe, with local infrastructure; streets designed for active transport, walking and cycling;

with parks and public spaces for people to meet and interact; places for people to

experience art and culture; and with cycling facilities and public transport.

Through the consideration of health and wellbeing in conjunction with the built environment,

the City of Casey promotes as a priority social inclusiveness and safe communities, where

residents feel part of their local community, engaged and active.

At a local level, a multi-use approach is utilised by the City of Casey to maximise the use of

community facilities and multi-purpose spaces. This multi-use approach means that spaces

are used by a wide range of groups, over different time periods, for different functions. It

also means that spaces can be adapted over the life of the facility in line with community

need.

Community facilities need to be accessible by all people. This means that they should be

located centrally within the community, easily identifiable by users and reachable by multiple

forms of transport, including public transport.

Community facilities need to be accessible by all people. This

means that they should be located centrally within the

community, easily identifiable by users and reachable by

multiple forms of transport, including public transport.

1. Multi-use approach

For the provision of community facilities, a multi-use approach is utilised by the City of Casey

to maximise the use of community facilities and multi-purpose spaces. This multi-use

approach means that spaces are used by a wide range of groups, over different time

periods, for different functions. It also means that spaces can be adapted over the life of the

facility in line with community need.

Building Design

Checklist



Strategies

Use of spaces by a range of groups, over different time periods, for different functions.

Roles and responsibilities associated with shared areas within community facilities

documented.

Minimum standards

Roles and responsibilities associated with shared areas within community facilities

reviewed annually.

Maximising use and function through building design

Family and Children’s Centres are utilised after hours by the community. There

are no built in security mechanisms, such as shutters around the reception

area. This is an intended design feature to indicate to the community that they

are trusted. This is reciprocated by the community through practical acts, such

as management of graffiti that indicate a pride and ownership of the facility.

The foyer spaces within community facilities can be used for a range of uses

that promote social interaction between users, such as exhibition of local art.

The foyer space within a facility is a crucial part of the engagement and

integration process. The space must be inviting and welcoming; warm, social

and friendly. It should be able to accommodate a flexible range of uses and

promote social interaction.

For example, a foyer can act as an exhibition and display which provides a

means for spontaneous and informal interaction between people who may be

waiting to pick children up from a kindergarten session. A tactile wall can also

provide appeal to a wide variety of people.

It is important that shared areas, such as kitchens and meeting rooms, can be

accessed via multiple pathways. This will minimise disruption and support

multiple concurrent uses.

2. Access

In line with Council’s Community Facility Planning Principles, building design features must

support universal access for all. This might include the provision of design elements that

better support a range of specific programs and needs in multipurpose spaces through the

consideration of the intended and potential use of space during facility planning, modification

and renovation processes. This might include generalist elements, such as sound proofing,

storage and office space; as well as specific elements such as wet areas to accommodate

specialist activates, such as art and cultural programs.

Tips



Universal access

Facilities should be designed with a thorough understanding of the diverse

needs within the community so as to enable a universal design that is

accessible for all.

Universal design features will accommodate the needs of a wide range of

groups within the community including children, people with a disability and

older people.

Strategies

Perceptions of accessibility considered through community consultation processes.

Opportunities to better meet community need created through co-location and close

proximity to other sites to be maximised through the provision of physical links, such as

footpaths, to and from as well as within sites with multiple facilities.

Minimum standards

Facility is easily identifiable by users.

Facility is accessible by all forms of transport including walking, cycling, car and, where

possible, public transport.

Taking into account the need for specific design features

Parking is an important design feature that supports access to community

facilities. In particular, stakeholders reported the need for adequate onsite and

disabled parking at Senior Citizens Centres. This was seen as essential for

facilities that are shared between groups that attract large participant numbers.

For example, when the Hampton Park Senior Citizens meet at the same time as

the Bowls Club, members may be required to park offsite. This is challenging for

those with limited physical capacity, such as those members using walking

frames, who can be further restricted during inclement weather conditions.

An important design feature for public spaces, particularly halls, relates to the

floor surface. Some floor surfaces are reported as too slippery while some are

reported as not slippery enough.

3. Space for shared planning and programming

Shared space for different services to work together is an important feature of integrated

facilities. Design elements should include provision of shared space such as meeting

rooms, staff room and other informal spaces where people can interact.

Strategies

Staff of different services working together supported by provision of shared areas, such

as service planning space.

Tips

Tips



Service provision supported by the provision of design features such as removable or

sliding walls.

Wide range of program delivery in local areas through community facilities enabled

through the consideration of the needs of private services as well as community sector

agencies.

Minimum standards

Building design reflects best practice.

Space to support social interaction

The inclusion of a staff room within a community facility provides important

opportunities for informal social interaction that can contribute to better working

relationships.

Flexible use of space

The design of the Hampton Park Youth Information Centre and Library is

aligned with use and functional requirements of each facility, yet its design

features also allow a more flexible use of space, such as removable walls,

multiple waiting areas and shared meeting spaces.

4. Review and reflection

Mechanisms for formal and informal reflection and review are an important component of the

planning and construction of facilities.

Strategies

Systems in place for stakeholder feedback.

Learning in regard to facility provision incorporated into future planning as well as

changes to relevant policy and regulations.

Minimum standards

Learning and feedback incorporated into planning processes.

Tips

Case

Study



Formal review processes

The Children’s Services Department has undertaken a formal review of the last

five kindergartens built to strengths, weaknesses and gaps based on 16

characteristics that were identified as being important to the functioning of the

Centres. Mechanisms for formal and informal reflection and review have been

an important component of the planning and construction of Family and

Children’s Centres.

Increasing the safety and useability of facilities

Safety is an important enabler to participation.

Crime Prevention through Environmental Design (CPTED) principles are based

on the theory that the design of a physical environment can produce

behavioural effects that will reduce both the incidence and fear of crime.

The Safer Design Guidelines for Victoria provide practical design suggestions

for achieving development that is safer and feels safer for the community using

it. The guidelines focus on design that create physically well-connected

neighbourhoods, well defined public and private spaces and improved

surveillance of public spaces.

Useful resources

Crime Prevention through Environmental Design

Crime Prevention through Environmental Design or CPTED (pronounced sep-

ted) outlines a number of building and/or environmental design features to

influence behaviour in relation to:

o Natural access control.

o Natural surveillance.

o Territorial reinforcement.

http://www.police.vic.gov.au/content.asp?document_id=10444

Safer Design Guidelines for Victoria (2005)

The Guidelines have been developed by DSE to assist planners and designers

apply design principles that will improve the safety of the built environment,

minimise the opportunity for crime and promote safe, accessible and liveable

places.

http://www.dpcd.vic.gov.au/__data/assets/pdf_file/0011/41231/Safer_Design_Gu

idelines.pdf

Case

Study

T ips

Tools

http://www.police.vic.gov.au/content.asp?document_id=10444

http://www.dpcd.vic.gov.au/__data/assets/pdf_file/0011/41231/Safer_Design_Guidelines.pdf

http://www.dpcd.vic.gov.au/__data/assets/pdf_file/0011/41231/Safer_Design_Guidelines.pdf



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Brechman-Tousaint, M., & Kogler, E. (2010). Review of international and national

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City of Casey. (2012). Community Facility Planning Principles. Narre Warren, Victoria: City

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City of Casey. (2011). CAPI Consultation Report DRAFT. Incomplete Council Report.

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City of Casey. (2009a). Council Plan. Retrieved November 17, 2011 from


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City of Casey. (2011b). Governance Model for Berwick Springs Community Room. An

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Integrated Community Facilities. Unpublished Council Report.

City of Casey. (2011c). Application form: Support for Community Infrastructure.

Unpublished Council Report.

City of Casey. (2011d). Notes on Community Spaces for Arts use_updated 6 Dec 2011.

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City of Casey. (n.d). Casey Community Resource Centre. A governance and management

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DEECD. (2007). Shared Facility Partnerships. A Guide to Good Governance for Schools

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DEECD. (2008). Evaluation of Victorian children’s centres. Literature review. Melbourne,

Victoria: DEECD.







DEECD. (2010). Kindergarten Cluster Management. Program information for prospective

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DEECD. (2010a). Evaluation of Victorian children’s centres. Framework to support the

establishment and operation of children’s centres. Melbourne, Victoria: DEECD.

DPCD. (2008). Melbourne 2030 Activity Centres and the Role of Place Management. East

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DPCD. (2010). A Guide to Governing Shared Community Facilities. Retrieved November

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Governing-Shared-Community-Facilities.pdf

DPCD. (2010a). A Guide to Delivering Community Precincts. Retrieved November 17, 2011

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Delivering-Community-Precincts.pdf

DPCD. (2011). Setting Up a Community-Managed Not-For-Profit Organisation. A guide to

the steps and benefits. Melbourne, Victoria: Office for the Community Sector.

DSE. (2005). Safer Design Guidelines for Victoria. East Melbourne: Victorian State

Government.

Fine, M., Pancharatnam, (K)., & Thomson, C.. (2005). Coordinated and Integrated Human

Service Delivery Models. Sydney, NSW: Social Policy Research .Centre.

Health Reform Queensland. (2011). Governance versus Management. Information Paper

No.2, June 2011. Retrieved February 21, 2011 from

http://www.health.qld.gov.au/health-reform/docs/govn_mngt.pdf

Growth Areas Authority. (2010). Cranbourne West Precinct Structure Plan. Retrieved

November 16, 2011 from http://www.gaa.vic.gov.au/Precinct_Structure_Plans/

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Draft Clyde North Native Vegetation Precinct Plan). Retrieved November 16, 2011

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http://www.health.qld.gov.au/health-reform/docs/govn_mngt.pdf









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http://www.police.vic.gov.au/content.asp?Document_ID=10444



12. Appendices

Appendix 1: Project plan template

Strategy Action Responsibility Resources Timeline

Documents

Guide to Managing Community Facilities - cmc Consulting and the City of Casey - 19 July 2012