research paper-no 73 · research paper-no 73 community-based initiatives: gateways to opportunities...
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Department of Social Security
RESEARCH PAPER-NO 73
COMMUNITY-BASED INITIATIVES:GATEWAYS TO OPPORTUNITIES
A report on the community-basedAction Research Project element
of the Community Research Project
Prepared by Barry Smith and Jeff HerbertStrategic Analysis and Evaluation Branch
Department of Social Security, Canberra, Australia
October 1997
© Commonwealth of Australia 1997
ISBN 0 644 45944 1
This work is copyright. Apart from any use as permitted under the Copyright Act 1968, nopart may be reproduced by any process without prior written permission from the AustralianGovernment Publishing Service. Requests and inquiries concerning reproduction and rightsshould be addressed to the Manager, Commonwealth Information Services, AustralianGovernment Publishing Service, GPO Box 84, Canberra ACT 2601.
This report was prepared by Barry Smith and Jeff Herbert in the Strategic Analysis &Evaluation Branch of the Department of Social Security.
The opinions expressed by the authors do not necessarily represent the views of theDepartment of Social Security and, of course, cannot be taken in any way as expressions ofgovernment policy.
Background
The Community Research Project wasestablished in mid-1994 as part of thecontinuing policy research agenda of theSocial Security portfolio. The Project wasdesigned to test the capacity ofcommunity-based services (includinginformation technology) to enhance theability of people on low incomes to helpthemselves improve their living standardsand so become more self-reliant.
The intention was that the results of theProject would be used in the developmentof strategies giving greater emphasis toself-help, individual initiative, andpartnerships with communityorganisations. The Project was based on aresearch model that emphasised thepractical testing and documentation of arange of approaches.
Components of the CommunityResearch Project
The Community Research Project had twocomponents:• Action Research Projects — 80 projects
funded over a 12-month period to testpractical community-based initiatives'potential to improve the capacity ofpeople on low incomes to helpthemselves by using existing and newcommunity resources; and
• The Community Information Network— an Internet-based informationcommunication system that offeredpeople on low incomes the skills to gainaccess to a broad range of communityand other resources.
Both components of the Project operatedin four geographical research locations:Gympie and surrounds, the northernsuburbs of Brisbane, the northern suburbsof Adelaide, and Tasmania. Thedemographic and economic characteristicsof the research sites ranged from isolatedrural to inner city, urban and high-growthareas. Generally, the geographiccommunities were experiencing highlevels of unemployment, dependence onincome support, and economic decline.They also tended to be geographiccommunities in which disadvantagedcommunities of interest were identifiable;for example, unemployed young people,indigenous people or retired people.
Objectives of the Action ResearchProject component
The Action Research Project component ofthe Community Research Project soughtanswers to four questions:• Does involvement in community-based,
self-help initiatives improve livingstandards?
• Which particular initiatives contributemost to improvements in livingstandards?
• Does the way in which community-based initiatives operate make adifference in achieving living standardimprovements?
• Does access to an electronic informationnetwork (such as the CommunityInformation Network) enhance theefficiency or outcomes, or both, ofcommunity-based initiatives?
Additionally, the research was designed toinform our understanding of the benefitsof the community-based approach toimproving living standards. The approachhad several important characteristics:• It acknowledged the multi-dimensional
nature of living standards.• It was designed to facilitate greater
social participation by low-incomefamilies and individuals, includingparticipation in both the formal andinformal labour markets.
• It emphasised the value of locallymanaged community-based initiatives.
• It encouraged partnerships betweengovernments, communities andindividuals.
• It increased low-income people'scapacity to maximise self-reliancethrough taking opportunities of theirchoice.
The types of projectsThe 80 projects that were funded fell intoa number of broad service types:community development projects,community resource initiatives,information provision services, food andgoods cooperatives, community gardeningventures, information technology trainingventures, reciprocal trade exchanges(LETS), and work- and labour-traininginitiatives. All projects were proposed byindividuals or groups in the research sitesand all were managed and implementedby local people.
Living standard areasEach project group or project sponsor wascontracted to research the project's impact on oneor more of eight living standard areas: 'socialparticipation', 'access to information', 'familyrelationships', 'personal well-being', 'non-cashincome', 'reduced costs', participation in the'informal labour market', and participation in the'formal labour market'. On average, most projectselected to focus on three Of the eight living standardareas.
recorded processes and results from theperspectives of both the project organisers (workersand management) and the project participants.
A case-study analysis was used to examine thequalitative data emerging from each project. Alsoexamined were the long-term sustainability of eachproject, the project's relationship with the fundingand administrative bodies, resource use andmanagement, and interaction with and effects onthe local community.
The 80-case study document became the basis fordeveloping 10 category-analysis working papers,which in turn became the basis for the final report.
• Living standards are multi-dimensional and systemic: a change in one living standardarea may bring about changes in other areas.
• Community-based initiatives offer people on low incomes opportunities and choices fortaking action to improve their living standards.
• Involvement in community-based initiatives can produce living standard improvementsin a range of areas, including participation in the 'formal labour market' and the'informal labour market'.
• Community-based initiatives can generate productive social networks and facilitate there-engagement of people into the life of the wider community.
• The way a community service operates is critical-effective service provision and livingstandard improvements are most likely to occur when a service has some or all of thefollowing characteristics:- user involvement in and ownership of management and planning processes;- facilitates the building of active and diverse social networks;- service delivery attempting to respond to 'expressed' need within the community;- flexibility and responsiveness to changing individual and community needs;- produces tangible and concrete outcomes;- a range of activities that also offer learning opportunities;- small, efficient administrative structures;- a safe and non-threatening operating environment; and- transparent and accountable management practices.
• Encouragement of voluntary involvement in community-based initiatives can be aneffective additional means of helping people on low incomes find new ways ofimproving their personal and family living standards.
Community-based initiatives: gateways to opportunities,report on the Action Research Project component of theCommunity Research Project.
Barry Smithphone 02 6244 6029
e-mail [email protected]
Jeff Herbertphone 02 6244 5988
Social Policy excellence for a better Australia
Living standard areasEach project group or project sponsor wascontracted to research the project's impact on oneor more of eight living standard areas: 'socialparticipation', 'access to information', 'familyrelationships', 'personal well-being', 'non-cashincome', 'reduced costs', participation in the'informal labour market', and participation in the'formal labour market'. On average, most projectselected to focus on three of the eight living standardareas.
Data collection and analysisEach project undertook to collect, at various stagesduring the project, a range of qualitative data that
recorded processes and results from theperspectives of both the project organisers (workersand management) and the project participants.
A case-study analysis was used to examine thequalitative data emerging from each project. Alsoexamined were the long-term sustainability of eachproject, the project's relationship with the fundingand administrative bodies, resource use andmanagement, and interaction with and effects onthe local community.
The 80-case study document became the basis fordeveloping 10 category-analysis working papers,which in turn became the basis for the final report.
Living standards are multi-dimensional and systemic: a change in one living standardarea may bring about changes in other areas.Community-based initiatives offer people on low incomes opportunities and choices fortaking action to improve their living standards.Involvement in community-based initiatives can produce living standard improvementsin a range of areas, including participation in the 'formal labour market' and the'informal labour market'.Community-based initiatives can generate productive social networks and facilitate there-engagement of people into the life of the wider community.The way a community service operates is critical-effective service provision and livingstandard improvements are most likely to occur when a service has some or all of thefollowing characteristics:- user involvement in and ownership of management and planning processes;- facilitates the building of active and diverse social networks;- service delivery attempting to respond to 'expressed' need within the community;- flexibility and responsiveness to changing individual and community needs;- produces tangible and concrete outcomes;- a range of activities that also offer learning opportunities;- small, efficient administrative structures;- a safe and non-threatening operating environment; and- transparent and accountable management practices.Encouragement of voluntary involvement in community-based initiatives can be aneffective additional means of helping people on low incomes find new ways ofimproving their personal and family living standards.
Available from the Community Research Project
Community-based initiatives: gateways to opportunities,report on the Action Research Project component of theCommunity Research Project.
For more information contact
Barry Smithphone 02 6244 6029
e-mail [email protected]
Jeff Herbertphone 02 6244 5988
e-mail [email protected]
Social Policy excellence for a better Australia
The Community Research Project wasestablished in mid-1994 as part of thecontinuing policy research agenda of theSocial Security portfolio. The Project wasdesigned to test the capacity ofcommunity-based services (includinginformation technology) to enhance theability of people on low incomes to helpthemselves improve their living standardsand so become more self-reliant.
The intention was that the results of theProject would be used in the developmentof strategies giving greater emphasis toself-help, individual initiative, andpartnerships with communityorganisations. The Project was based on aresearch model that emphasised thepractical testing and documentation of arange of approaches.
The Community Research Project had twocomponents:• Action Research Projects — 80 projects
funded over a 12-month period to testpractical community-based initiatives'potential to improve the capacity ofpeople on low incomes to helpthemselves by using existing and newcommunity resources; and
• The Community Information Network— an Internet-based informationcommunication system that offeredpeople on low incomes the skills to gainaccess to a broad range of communityand other resources.
Both components of the Project operatedin four geographical research locations:Gympie and surrounds/the northernsuburbs of Brisbane, the northern suburbsof Adelaide, and Tasmania. Thedemographic and economic characteristicsof the research sites ranged from isolatedrural to inner city, urban and high-growthareas. Generally, the geographiccommunities were experiencing highlevels of unemployment, dependence onincome support, and economic decline.They also tended to be geographiccommunities in which disadvantagedcommunities of interest were identifiable;for example, unemployed young people,indigenous people or retired people.
The Action Research Project component ofthe Community Research Project soughtanswers to four questions:• Does involvement in community-based,
self-help initiatives improve livingstandards?
• Which particular initiatives contributemost to improvements in livingstandards?
• Does the way in which community-based initiatives operate make adifference in achieving living standardimprovements?
• Does access to an electronic informationnetwork (such as the CommunityInformation Network) enhance theefficiency or outcomes, or both, ofcommunity-based initiatives?
Additionally, the research was designed toinform our understanding of the benefitsof the community-based approach toimproving living standards. The approachhad several important characteristics:• It acknowledged the multi-dimensional
nature of living standards.• It was designed to facilitate greater
social participation by low-incomefamilies and individuals, includingparticipation in both the formal andinformal labour markets.
• It emphasised the value of locallymanaged community-based initiatives.
• It encouraged partnerships betweengovernments, communities andindividuals.
• It increased low-income people'scapacity to maximise self-reliancethrough taking opportunities of theirchoice.
The 80 projects that were funded fell intoa number of broad service types:community development projects,community resource initiatives,information provision services, food andgoods cooperatives, community gardeningventures, information technology trainingventures, reciprocal trade exchanges(LETS), and work- and labour-traininginitiatives. All projects were proposed byindividuals or groups in the research sitesand all were managed and implementedby local people.
ACKNOWLEDGMENTS
The Community Research Project would not have been possible without the supportand cooperation of the many community-based organisations and individuals inQueensland, South Australia and Tasmania that played an active role in the ActionResearch Projects.
The huge scale of the project also required sustained commitment and energy fromthe many departmental officers who were involved, including the team of Area andRegional Office staff who were responsible for the continuing administration of theAction Research Projects and the Community Information Network within therespective research sites.
The category analysis working papers upon which this report this report is basedwere prepared by Jeff Herbert, Brigid Houston, Alan Jordan, Suzi Lodder, MichelleScott and Jenny Strathearn. The case study working papers that formed the basis forthe category analysis were drafted by Alexis Diamond, Dean Gray, Jeff Herbert,Brigid Houston, Kate Ireland, Alan Jordan, Suzi Lodder, Sarah Mugford, JoshephineMuir, Michelle Scott, Jenny Strathearn, Hannah Swanson, Charlie Wickens and CateYoung. Final project documentation was edited by Chris Pirie and Barry Smith. Theproject team gratefully acknowledges the time taken by Tim Field, Paul Fitzgerald,Tim Gilley, David Hobbs, John May, Andrew Norton, Suzanne Roche and RuthWeston to provide comments on and suggestions for the final draft report.
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CONTENTS
v
ACKNOWLEDGMENTS
INTRODUCTION
1 THE MAIN THEMES
Integrated service provision
Living standards as a multi-dimensional concept
Partnerships between governments, families and the community sector
The nexus between opportunity, capacity and choice
Participation in the formal labour market and socially useful activity
The concepts of the 'civil society' and 'social capital'
A complementary approach
Summary
2 THE COMMUNITY RESEARCH PROJECT
Traditional research
The Community Information Network
The Action Research Project
Data collection, analysis and reporting
Other important concepts
Assessing needs
Service-delivery orientation:'consumer-client' versus 'producer-participant'
First-order outcomes and second-order opportunities and outcomes
3 THE PROJECT CATEGORIES
Category 1 development of community resources
Category 2 facilitating access to community resources
Category 3 community skills development
Category 4 consumer cooperatives
Category 5 producer cooperatives
Category 6 reciprocal trade exchanges (LETS)
Category 7 support networks
Category 8 individual case management
Category 9 information technology training and support
Category 10 information technology mini-networks
Data analysis and category reports
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4 COMMUNITY-BASED PROJECTS: SUMMARY OF FINDINGS 27
Living standard outcomes 27
Does involvement in community-based, self-help projects improve livingstandards? 27
Social participation 27
Access to information 29
Reduced costs 30
Non-cash income 32
Participation in the formal labour market 32
Participation in the informal labour market 34
Personal well-being 35
Family relationships 36
Community benefits 37
Summary 39
Service characteristics and living standard outcomes 41
Service characteristics 42
The interrelationship between service characteristics and the capacity toachieve gains in living standard areas 46
Sustainability 52
Information technology, service delivery and living standards 53
5 IMPLICATIONS FOR FUTURE POLICY, PROGRAMS ANDRESEARCH 57
Labour market preparation, training programs, involvement in thevoluntary sector, and rural and provincial development 58
Individual case management and support 59
Community-based programs: government administration and funding 59
Possibilities for continuing research 60
6 CONCLUSION 63
REFERENCES 67
APPENDIX A The 80 Action Research Projects: a description 71
FIGURES
1 Living decently in the national community: a framework 11
2 'Consumer-client' versus 'producer-participant' orientations 19
TABLES
1 Examples of projects that achieved successful outcomes, by category andliving standard area 39
2 The relationship between service characteristics and living standard areaby initiative type 51
INTRODUCTION
The Commonwealth Department of Social Security initiated the Community ResearchProject because it was keen to examine community-based services' potential to enhanceparticular aspects of the living standards of people on low incomes. The project ran fromJuly 1994 to June 1997.
It was anticipated that the Community Research Project would achieve a number ofobjectives, among them the following:
• lead to a more comprehensive understanding of factors affecting living standards;
• enable the identification of services and possible models of service provision thatenhance aspects of living standards;
• inform the debate about the concept of the 'welfare state' and concepts such as'community', 'social inclusion', 'citizenship' and 'living standards'.
There were four elements to the Community Research Project:
• the Action Research Projects, which explored the potential of particular community-based initiatives to improve aspects of the living standards of people on low incomes;
• the Community Information Network, provision of which allowed investigation of theeffectiveness of a computer-based information and communication system in improvingparticular aspects of the living standards of people on low incomes;
• traditional research, including the preparation of a series of background papers, theconduct of a national workshop, and analysis of data from the Australian Living StandardsStudy (Brownlee 1990). These activities were carried out to improve the Department'sunderstanding of the nature of living standards and ways of enhancing them;
• a formal process of data collection, analysis and reporting.
A full description of the Community Research Project can be found in one of theDepartment's research papers, Future Social Provision—the Department of Social SecurityCommunity Research Project (Maher & Smith 1996).
This current report provides an analysis of the data emerging from the Action ResearchProject component of the Community Research Project. Chapter 1 outlines the main themes;Chapter 2 briefly describes the elements of the Community Research Project, including theresearch methods; Chapter 3 describes the project categories; Chapter 4 summarises theproject findings; Chapter 5 discusses the implications of the findings; and Chapter 6 presentsconclusions. Appendix A briefly describes each of the 80 Action Research Projects. Thefindings of the case studies, by category, are presented in detail in a series of categoryanalysis working papers.
The remainder of this introduction sets the context in which the Community ResearchProject was developed.
In the past decade there has been much debate about the nature of social provision inAustralia. Central to this debate has been the role of the social security portfolio, particularly
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since one of the roles of the Department of Social Security is to formulate policy andprogram responses to economic and social changes occurring nationally and internationally.The combined effect of a range of factors—changes in labour market participation and thenature of work; changes in the patterns of family and community life; increasing numbers ofAustralians reliant on government income support; questions about the economic capacity ofnations to maintain and develop income support systems; the impact of globalisation on, andstate intervention in, local markets; continued fiscal restraint; and the demand foraccountability when using public monies—has meant that social security, and othergovernment portfolios, must closely examine the ways in which they assist low-incomefamilies and individuals.
A large amount of research and analysis, both nationally and internationally, has beendirected at evaluating the effectiveness and appropriateness of income support. The primaryresult of this work has been the notion that, although the Department of Social Security andequivalent agencies elsewhere have a mandate to develop policies and programs to alleviatepoverty through the provision of an income-support safety net, they must also developpolicies and programs designed to ensure that people at risk of living in poverty have accessto a range of non-cash goods and services. This includes helping families and individuals onlow incomes to augment their level of self-reliance and the quality of their lives byproviding them with the capacity to make effective use of the full range of 'market, publicand civic' (Cousins 1997, sect. 2.3) resources at their disposal.
This report does not attempt a review of national and international research into andliterature on the role, importance and sustainability of income support. But it does deal witha number of important themes that formed the basis for the Community Research Projectduring its developmental phase. These themes fall within the areas of integrated services, themulti-dimensional nature of living standards, complementary services and the importance ofcommunity-based initiatives in the delivery of such services, and the nexus betweenopportunity, capacity and choice. It also introduces a number of other concepts that served toexpand the framework within which the Community Research Project was developed andwill contribute to the Project's overall research findings.
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CHAPTER 1 THE MAIN THEMES
A number of themes pervade the Community Research Project: integrated service provision;living standards as a multi-dimensional concept; partnerships between governments, familiesand the community sector; the nexus between opportunity, capacity and choice; participationin the formal labour market and socially useful activity; the concepts of the 'civil society'and 'social capital'; and the complementary approach.
Integrated service provision
The Social Security Review of the 1980s confirmed that the social security system alonewas unable to ensure the social and economic well-being of people on low incomes; it calledfor a more integrated model of income support, one that was linked closely to economic,labour market and taxation policies (Cass 1986, p. 12). The review raised the notion ofparticipation by all people in an 'active society', primarily through involvement in the labourmarket. Such involvement, it was argued, led to greater inclusion in the life and activities ofthe wider community. Adoption of the 'active society' approach was an attempt to create anenvironment in which people 'are able to participate in both economic and non-economicfacets of community life to the extent they desire and to the extent which is sanctioned bythe society' (Kalisch 1991, p. 4).
The Social Security Review and subsequent initiatives saw a cross-portfolio approach asnecessary for removing many of the barriers that limit participation in the labour market,particularly for low-income families and individuals. While continuing its important role inthe maintenance of a fair and equitable system of subsistence-level cash payments, theDepartment of Social Security has collaborated with other public sector agencies inimplementing interventionist strategies designed to help people become active, participativemembers of their community, rather than remaining passive welfare recipients (Maher &Smith 1996, p. 5).
The Social Security Review prompted the Department to adopt a broader view of socialprovision—the 'safety net' now meant more than income-support payments, hence theDepartment's introduction in the early 1990s of a range of integrated services. Among theseservices were 'case management' initiatives such as Newstart, the Jobs Education andTraining Scheme, the Disability Reform Package, and financial information services.
Government's adoption of interventionist strategies to facilitate greater involvement ofpeople in an active society is consistent with a theme pursued by the OECD:
The objective of social protection must be to ensure each member of society has thepossibility of an active role in that society. For most people, most of the time, thiswould be achieved through their own work and social activities. The role of publicpolicy in the 1990s must be to design interventions so as to maximise both the numberof people who have opportunities for active social roles, and the duration of their livesover which they can experience such activity (1988b, p. 18).
Unlike the European and OECD interpretation of the citizen's role in an 'active society'(Scherer 1997, p. 5), the Australian interpretation has largely been confined to citizens'participation in the labour market. Nonetheless, both interpretations encompass aninterventionist approach.
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The need for policies to be better integrated and coordinated was recently re-affirmed byEuropean Community institutions, member governments and public agencies, employer andtrade union organisations, and the voluntary sector. They agreed that 'an integrated policyframework must be adopted so as to coordinate the actions of relevant authorities and actorsin all these [employment, training, education and equality] policy sectors' (Cousins 1997,sect. 1.2).
Living standards as a multi-dimensional concept
Recent Australian research (Brownlee 1990; Travers & Richardson 1993; McDonald et al.1995) has stressed that living standards are a function not only of cash income but also ofother economic and 'way of life' (social) factors. Living standards and 'quality of life' havelargely been measured in cash terms, usually based on family or household income levels.1
Such an approach has failed to accurately reflect people's real standard of living, includingthe social, emotional, psychological and physical aspects of personal well-being. Nor has itfully acknowledged the complex and dynamic nature of human systems. McDonald et al.confirmed that living standards depend on many factors, including disposable income andeconomic and social resources (for example, skills development, the pooling of resources,local self-help initiatives, and non-cash benefits and resources).
The Australian Institute of Family Studies has identified at least 14 distinct living standardareas that contribute to individual or family living standards: health, employment, housing,economic resources, transport, education, recreation, the physical environment, communityservices, social participation, political participation, access to information, familyrelationships, and personal well-being (Brownlee 1990, p 55).2 As is discussed in Chapter 2,the Community Research Project focused on eight non-cash related living standard areas.
Although improvements in some living standard areas are best effected by the provision ofcash, it is possible that improvements in other living standard areas can be more efficientlyand effectively brought about through non-cash mechanisms such as public or market sectorservice provision and involvement in community-based ventures and informal economies(for example, reciprocal trade exchanges, cooperative employment enterprises, and foodcooperatives).
Weston et al. report that the interplay between various living standard areas is complex andsystemic (1995). In many instances, a change in one living standard area can have importanteffects on other areas. Similarly, effort channelled into one area can produce very differentand multiple outcomes than if the same effort were channelled into another area. Thisinterplay between effects and living standard areas can be further complicated by factorslinked to the social and geographical environment in which a family or individual lives.Take a simple example. An unemployed person may participate in an education or trainingactivity that enhances their skills (the living standard area of 'education'). This may haveflow-on effects in other living standard areas, such as 'personal well-being' and 'socialparticipation', possibly giving the person confidence to take more steps towards participation
1 Significant anomalies in equity have been amplified by extending this calculation to include 'cashed-outvalues' for areas of government program expenditure (for example, health, education, and child care).The inadequacy of this process is highlighted in an example cited by McDonald et al., whereby aterminally ill patient in a high-cost publicly funded intensive care unit during the last week of their lifewould be deemed to have a high standard of living, all costing factors considered.
2 See Brownlee (1990) McDonald et al. (1995) for discussion of the methodology and rationale used todetermine these areas.
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in the 'formal labour market'. But these gains may be diminished if, on finding employment,the person discovers there is a lack of adequate transport to the place of work or costs areincurred because it is necessary to move to housing that is closer to the place of work.
In accepting that living standards are multi-dimensional, it is logical that a combination ofapproaches is needed to redress the social and economic needs of people on low incomes.The provision of cash-related income support can be productively complemented by otherprograms and activities that focus on non-cash living standard areas.
In relation to living standards and inequality, McClelland argues that in Australia a 'long-term trend to greater inequality in incomes' may be emerging, particularly when comparingfamilies that have no parent in paid work and those that have two parents in paid work. Shesays this has the potential to produce 'a new polarisation in the circumstances andexperiences of children as they grow up ... and to produce markedly unequal life chances forthe children and to reduce social cohesion' (cited in Gilley 1995, p. iii). Reflecting on themulti-dimensional nature of living standards, she continues,
Whether this [inequality] comes about will depend on whether Australia is able tocounteract inequality not only through the tax and social security systems, but throughour health, education and community services. Social spending on these appears tohave been a major protection against the effects of inequality over the 1980s. If this isto remain so, the money must be well spent, not just in terms of value for the dollar,but in terms of its distribution to those who need it most (p. iii).
The World Summit for Social Development, held in Copenhagen in March 1995, made thissame point when it concluded, 'Poverty is a complex and multi-dimensional phenomenon.Its elimination requires an integrated, inter-sectoral and multi-faceted approach.' Thisapproach to 'people centred sustainable development' requires that governments facilitate anenabling environment, greater social mobilisation, participation and partnerships,decentralisation of decision making, and the integration of social development goals intooverall planning (United Nations Development Programme 1995, p. 3).
Partnerships between governments, families and the community sector
The International Year of the Family in 1994 provided a forum for discussing social provisionfor families and individuals in Australia. The National Council for the International Year ofthe Family concluded that social provision should occur in a framework of partnershipsbetween individuals, families, and the private and public sectors. The Council's final report togovernment proposed an approach to social provision that was flexible in responding to thechanging needs and roles of families. It suggested that such a response should involve cross-sectoral collaboration between all spheres of government and the private and communitysectors. Social provision, it argued, should also recognise the links between the privateresponsibilities of families and individuals and the public responsibilities of governments andthe community:
... there is a closely integrated relationship between families' work of care and nurtureon the one hand, and workplaces, employment structures, education, communityservices and the processes of government on the other hand. The 'private' sphere offamily and the public sphere of social, economic and political institutions are notseparate, but intrinsically related (National Council for the International Year of theFamily 1994, p. 272).
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The European Union's New Directions in Social Welfare conference also highlighted theimportance of local community and government partnerships in building capacity to respondto changing social and economic circumstances (Cousins 1997, sect. 5.3).
The Industry Commission's 1994 inquiry into social welfare organisations noted thatAustralian society has benefited greatly from the social and economic outcomes achieved bycommunity-based activities and initiatives. The Department of Social Security and othergovernment agencies have played an important part in recognising, encouraging andresourcing community-development initiatives aimed at responding to specific local orregional needs.
Individuals and communities engage in a wide range of community activities with varyingdegrees of government support. Among them are specific-purpose welfare services,cooperatives, neighbourhood centres, self-help groups, advocacy services, and informationcentres. Generally, the way that community-based services are set up and managed enablesthem to respond quickly and effectively to changing regional or local circumstances, placingownership of outcomes in the domain of local service providers and participants. Thecapacity to respond locally to community needs can empower individuals and wholecommunities (both geographical and common interest).
Internationally and in mainstream Australia, however, community-government servicepartnerships have tended to be seen in terms of welfare or the social wage, rather than asproviding access to networks that offer opportunities for participation in many areas of life(see Cousins 1997, ch. 5), including the formal labour market and socially useful activities forwhich some recognition is received or payment is made.3
The potential effectiveness of cross-sectoral partnerships in reducing the marginalisation ofunemployed people and increasing opportunities for participation in the formal labour marketwas demonstrated by a pilot program conducted by the Combat Poverty Agency in Irelandbetween 1991 and 1993 (Craig 1994, Harvey 1994). The program tested an area-basedresponse to long-term unemployment, whereby local communities were directly involved inplanning and implementing a range of projects that focused on training and education,enterprise and job creation, and changing community attitudes about long-term unemployedpeople. More importantly, the project built partnerships across all levels of service provisioncommunity agencies, local government, the national government, and unemployed peoplethemselves. The results show that when targeting the needs of unemployed people in specificgeographical regions, substantial outcomes in formal labour market participation can beexpected if a community-government partnership approach is used.
The nexus between opportunity, capacity and choice
A mature society is characterised by the availability of a diverse and comprehensive range ofopportunities for citizens to enhance their living standards and their level of self-reliance.Among these opportunities are access to goods, services, and other social and economicresources that can be used to engender a greater sense of well-being and improvements in livingstandards. Although access to some of these opportunities is obtained through participation inthe formal labour market, the multi-dimensional nature of living standards suggests that theyalso exist in other settings or systems and can be reached through other avenues.
3 The Community Development Employment Project for Aboriginal communities is an exception. Therecently proposed 'work for the dole' scheme for young people could be another exception. The actualimplementation processes and outcomes of these initiatives should, however, be considered in the contextof the discussion of 'opportunity, capacity and choice' in this report.
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But, as Scherer and the Conference of the Irish Presidency of the European Union note,access to opportunities is not evenly distributed in most societies: 'The problem from apublic policy perspective is that the proper boundaries of public concern are unclear: how isisolation resulting from individual choice to be distinguished from isolation imposed by lackof opportunity?' (Scherer 1997, p. 5).
People who are socially excluded experience an accumulation of deprivation causedby unemployment, often compounded by family, local community, housing and healthproblems. The outcome of such multiple deprivation is a system where people live onthe margins of society (Cousins 1997, sect. 2.2).
Furthermore, the existence of opportunities does not guarantee an improvement in livingstandards. Individuals and families require the 'capacity', or capability, to fully maximise thepotential of the opportunities available to them, if these opportunities are to be translatedinto enhanced living standards (Sen 1992).
The concept of individual 'capacity' is complex: full analysis of its meaning is beyond thescope of this report. For the purposes of this discussion, however, 'capacity' can beunderstood as an interplay between various personal and systemic attributes that influencethe extent to which an individual is able to contribute to, and derive benefits from, theprivate and public social and economic resources available in society. A range of personalattributes might include wisdom, skills, knowledge, the ability to learn, health status, self-esteem, emotional affect, self-efficacy, social interactivity, levels of social capital, perceivedsocial valuations of oneself, and access to capital or other material resources. Systemicattributes relate to social roles and expectations, the provision of social services andfacilities, and the manner in which and extent to which a society encourages and facilitatesaccess and participation in its various institutions and community life.
It is also generally accepted that a fundamental feature of a democratic society is the notion of'choice'. Citizens can choose to participate or withhold or to produce or consume, or, in mostcases, a combination of both. A consumer's ability to make an informed choice to useparticular goods or services is determined by the relevance, appropriateness, affordability andperceived usefulness of the goods or services. The capacity to choose freely from a range ofopportunities is at the heart of self-determination and dignity in a democratic civil society.
The work of researchers such as Sen (1992) highlights the need to examine ways in whichthe capacity of people on low incomes can be enhanced to maximise their ability tocapitalise on opportunities that will lead to improvements in living standards and self-reliance. It must also be acknowledged that, regardless of the number of opportunities thatare available, unless they are freely chosen (rather than enforced or dictated) the scope forenhancing capacity will probably be limited and of short-term value.
Programs that do not hold a citizen's right to choice as a central tenet risk becomingmechanisms for social control, responding to interests and agendas other than thedevelopmental needs of those for whom they were devised.
The concept of opportunity-capacity-choice is particularly pertinent to the emerginginternational debate about 'mutual responsibility' (sometimes referred to as mutual orreciprocal 'obligation') in social provision. In Australia the debate is in its early stages, and anumber of matters are yet to be clearly defined, articulated or justified in policy circles—whether the obligation will be multi- or uni-directional, whether it will be agreement based,
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whether Australia will choose the 'no choice—punitive conditions' line that appears to havebeen adopted in a number of US states or adopt an approach based more on choice andincentive, whether there is evidence that either the punitive or incentive approaches offerbetter results, what constitutes a socially useful activity in mutual obligation terms, whetherthe term 'mutual obligation' best describes the policy activity under consideration, and so on.
All this suggests, however, that there is a potentially broader role for government agenciessuch as the Department of Social Security in helping low-income families and individuals toimprove their quality of life by increasing their capacity and scope to make informed, butfree, choices about making the most of the full range of market, public and civicopportunities at their disposal.
Participation in the formal labour market and socially useful activity
In an economic environment where the demand for paid work is greater than the supply, andwhere emphasis is placed on labour market participation as a means of inclusion in theactive society, there are strong arguments for re-examining the definition of 'work'. Cappoand Cass (1994) have proposed a definition of 'work' to include any form of participationthat is socially useful from the point of view of private and public welfare. They suggest thatsuch a broader definition might include voluntary work in community-based services andactivities and caring for dependents.
Volunteers, unpaid workers and carers have always played an important role in the socialand economic development of Australia. The rewards for participation in the informal, orunpaid, labour market go well beyond economic factors; among them are consequentialbenefits such as skills development, social interaction, improvements in self-esteem, and asense of satisfaction. Exposure to voluntary work can equip people for participation in theformal labour market, often through creating links with networks that may lead toemployment. But, as discussed, to maximise societal and personal benefits frominvolvement in socially useful activity and social networks—including activity for whichthere is 'payment'—such involvement should, where possible, be encouraged throughinformation and incentives and be freely chosen, rather than being imposed or enforced.
An initiative of the 1996-97 Federal Budget has increased the potential for recipients ofDepartment of Social Security pensions and benefits to broaden their involvement involuntary community activities. It allows unemployed people to choose to spend more timein voluntary work while they are in receipt of unemployment benefits. This change is beingsupported by the establishment of a referral service for volunteers and training assistance toorganisations using voluntary workers. The importance of this initiative lies in the fact that itlegitimises the value of the contributions made by the voluntary community sector, whilerecognising the importance of supporting individuals' choice to retain the social networksthat can help them enter or re-enter the formal labour market.
The concepts of the 'civil society' and 'social capital'
Many of the themes discussed in this chapter are being considered in the context of thedebate about what constitutes a 'civil society' and the value or importance of 'social capital'(see, for example, Cappo & Cass 1994; Cox 1995; Latham 1996, 1997; Norton 1996, 1997;Onyx 1996; Pixley 1993a, 1993b; Salvaris 1995).
At the heart of the debate is discussion of the roles and responsibilities of individuals,
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families, community groups or associations, corporate bodies, and government in contributingto national life and the institutions of society. The debate often focuses on questions about thebest way to create a civil society, including what 'institutions' should be included in such asociety. Which institutions are considered to be 'in' and which are considered 'out' oftendepends on the philosophical starting point of the proponent (Norton 1997). Norton suggeststhat the main philosophical frameworks tend to be 'free market liberalism' and'communitarianism' (p. 2), the former tending to favour no or limited state intervention thatis, no or very few government-owned and -run institutions or services and the lattersupporting the provision of a diverse range of government-owned and -run services.
The philosophical starting point aside, however, there appears to be agreement that a civilsociety should provide the secure context in which citizens can make choices aboutopportunities to develop and maintain their quality of life. Burnley puts it well: 'Civiccitizenship is about participation of people in the life of the community. And this has to beabout belonging. And there have to be incentives and reasons for people to participate and tofeel that they belong to the community' (1994, p. 21).
Concepts used freely in the 'civil society' debate are citizenship; inclusion; the capacity andfreedom to contribute to the democratic, social, economic and cultural practices of both thelocal and the national communities; appropriate levels of state intervention; the right to abasic standard of living and well-being; mutual obligation between individual citizens andthe wider community; human dignity; and people's interdependence.
Opportunities for social participation and a sense of inclusion in society are often identifiedas essential factors in defining us as social beings; they are also fundamental to democracyand at the heart of the civil society. Individuals in the civil society need to feel that they aremore than components of the market or units of an economic equation: 'It is widelyunderstood that when people feel they are part of a society, that they are able to contribute toand are valued by that society, their general quality of life and sense of well-being isenhanced' (Hartley 1995, p. 1).
The concepts of the civil society and social inclusion are also important elements of the IrishAnti-poverty Strategy, the OECD social policy agenda, and the approach adopted by theEuropean Foundation for the Improvement of Living and Working Conditions (seeDepartment of An Taoiseach 1995, Cantillion et al. 1996, Cousins 1997, Ball 1994).
Some commentators in Australia suggest that a number of recent social and economic trendsappear to restrict full participation by some sectors of society, leading to feelings of loss ofcontrol, marginalisation and social exclusion (Cox 1995). Among these trends are changes inthe labour market (higher levels of unemployment and of long-term unemployment forcertain groups) and employment patterns affecting people's level of involvement in thelabour market (casual or piecework as opposed to permanent or continuous attachment to awork community); changes in family structures and a weakening of social and family ties;greater individualisation of community life, leading to a diminution in communityattachments; and disillusionment with some aspects of the political process. The impact ofthese trends remains to be determined.
Related to the broader 'civil society' debate is the question of the importance and role ofsocial capital. Norton states that social capital differs from the actual institutions andservices that constitute a civil society. He says, 'Social capital involves a wider range of
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social ties than does "civil society'" and that the social aspect of social capital exists 'in thestructure of relations between persons and among persons. The capital aspect is that theseare relations with productive capacity, that like human or physical capital it can be utilised tocreate something of value' (1997, p. 3). Through social participation and interaction,individuals and families build social relations and networks that they then exploit to improveall facets of life, including getting a job, reducing costs, gaining personal or family support,and acquiring information.
In the past much emphasis was placed on the importance of community associations in thecreation of social capital. But this is now being questioned on a number of fronts. Somecommentators appear to be suggesting that the effectiveness of community associations isdiminishing, or may never really have existed (Stewart-Weeks 1997), or has been reducedby being too tightly coopted by government (Latham 1996). It has also been suggested thatwe do not have sufficient evidence to say that there is any pre-eminent setting for generatingsocial capital and that we should recognise a broader range of structures for its creation,including the family and the workplace ('the firm') (Norton 1996, 1997). Others warn thatsocial capital should not be seen as a panacea for social ills, nor is it a replacement for theprovision of public goods and services; that is, it is not an alternative policy response, norshould it be used to justify the devolution of state responsibility for social provision to themarket or community sectors. Portes and Landolt (1996) also warn that social capital can bedestructive when certain social systems and locations lock people into impoverishednetworks. And Putman stresses,
Investments in physical capital, financial capital, human capital, and social capitalare complementary, not competing alternatives. Investments in jobs and education, forexample, will be more effective if they are coupled with reinvigoration of communityassociations (1993, p. 5).
For government, the 'civil society' and 'social capital' debates raise questions about the roleor potential role of agencies such as the Department of Social Security in encouraging thedevelopment of individual, family and community social capital and the inclusion andparticipation of all citizens in the activities of the community. Among these questions arehow does the national community mobilise social capital in such a way that it willcomplement other policy initiatives and will result in people being more independent andself-reliant? And is government undermining social capital? In Australia we are some wayfrom resolving such questions, but at least the debate is being brought into the public arena.
A complementary approach
The themes explored thus far suggest that, as the social security portfolio continues to refinethe policies and programs through which it delivers income support to families andindividuals, there is also an opportunity for the market, government, and community sectorsto develop parallel processes that accommodate the non-cash dimensions of living standards.Such processes would complement and augment the effectiveness of income support as ameans of sustaining people on low incomes while helping these people to become active andmore self-reliant members of the national community.
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Summary
Figure 1 integrates the themes discussed in this chapter into a framework that delineatesbetween private and public responsibilities in relation to social provision. It assumes that aninclusive society is the best means of achieving the objective of living decently in the nationalcommunity and links the multi-dimensional nature of living standards with the interplaybetween opportunity, capacity and choice. It also offers a number of balancing values bywhich initiatives aimed at enhancing living standards can be described and assessed.
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CHAPTER 2 THE COMMUNITY RESEARCH PROJECT
Through the Community Research Project the Department of Social Security sought toinvestigate whether and how community-based initiatives contribute to improvements inliving standards and to gain an understanding of some of processes that might help low-income families and individuals to take action themselves, in the context of the localcommunity, to improve their living standards. The purpose of the research was to gain anunderstanding of the benefits of a particular approach to improving living standards. Theapproach has several important characteristics.
• It acknowledges the multi-dimensionality of living standards.
• It is designed to facilitate greater social participation by low-income families andindividuals, including participation in both the formal and informal labour markets.
It emphasises the value of locally managed community-based initiatives.
• It encourages partnerships between governments, communities and individuals.
• It increases the capacity of low-income people to maximise self-reliance through takingopportunities of their choice.
The Community Research Project was an exploratory initiative with four basic components:traditional research, the Community Information Network pilot, the community-basedinitiatives (the Action Research Project component), and a formal process of data collection,analysis and reporting.4 The focus of this report is the Action Research Project component.
Traditional research
In addition to the Community Research Project background paper (Maher & Smith 1996), thetraditional research literature reviews, secondary data analysis and workshops resulted in fourdiscussion papers: facets of living standards (Weston et al. 1996); the contributions of cashand non-cash elements to the enhancement of living standards (McDonald et al. 1995); socialparticipation and inclusion (Hartley 1995); and information technology and living standards(Newton 1995). These discussion papers contributed to the theoretical background of theresearch and will continue to inform the discussion of the findings of the CommunityInformation Network and Action Research Project components of the Community ResearchProject.
The Community Information Network
The Community Information Network pilot was designed to investigate the utility ofinformation technology, in the form of a computer information network, as a method ofdisseminating information and as a communication and collaboration (social participation)tool for people on low incomes. It also sought to determine the level of assistance needed bypeople on low incomes to develop the capacity to maximise the opportunities offered byinformation technology. Consisting of an Internet Website and a large network of publiclyaccessible personal computers, the Network was to illustrate the extent to which informationtechnology could bring a number of benefits:
4 For a full description of the Community Research Project, see Maher and Smith (1996).
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• generally enhancing access to information for people on low incomes;
• facilitating greater social participation between groups and individuals, with a view tosharing and pooling resources;
• strengthening the community sector's management and delivery of services; and
• better disseminating information related to support and social services in general.
It was hoped that use of the Network would benefit both geographic communities andcommunities of interest. The geographic locations in which the pilot operated were Gympieand surrounds in Queensland, the northern suburbs of Brisbane, the northern suburbs ofAdelaide, and Tasmania.
After operating for 16 months, the CIN public access network closed down in October 1996.The CIN Website (now called the Commonwealth Service Delivery Agency Website)continues to offer a wide range of information for Department of Social Security clients andthe organisations that provide support and services to those clients.
Attachment 1 to Maher and Smith (1996) provides a comprehensive discussion of theCommunity Information Network and its aims and objectives, plus the technical details. Theresults of this component of the Community Research Project are presented in a separatereport.
The Action Research Project
The third component of the Community Research Project involved the funding of 80community-based initiatives spread across the four geographical research locations in whichthe CIN was operating—Gympie and surrounds, the northern suburbs of Brisbane, thenorthern suburbs of Adelaide, and Tasmania.
The demographic and economic characteristics of these research sites ranged from rural toinner city, urban and high-growth areas. Generally, they were geographic communitiesexperiencing high levels of unemployment and dependence on income support andundergoing economic decline. They also tended to be geographic communities in whichdisadvantaged communities of interest were identifiable (for example, unemployed youngpeople, indigenous people or retired people). Details of the community context are providedin the project case study summaries (see Appendix A) and the project category reports. Eachof the 80 projects—at an average cost of $18,208 per project—was funded for about 12months, during which time they tested the potential of particular community-based servicesto improve the living standards of people on low incomes. The Action Research Projectcomponent of the Community Research Project sought answers to four questions.
• Does involvement in community-based, self-help initiatives improve living standards?
• Which particular initiatives contribute most to living standard changes?
• Does the way in which community-based initiatives are delivered make a difference tothe achievement of living standard improvements?
• Does access to an electronic information network (for example, the CommunityInformation Network) enhance the efficiency or outcomes, or both, of community-basedinitiatives?
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The community projects that were funded fell into a number of broad service types:community-development projects, community resource initiatives, information-provisionservices, food and goods cooperatives, community gardening ventures, informationtechnology training ventures, reciprocal trade exchanges (LETS), and work- and labour-training initiatives. All projects were proposed by individuals or groups in the research sitesand all were managed and implemented by local people.
Each project group or sponsor contracted with the Department of Social Security to researchthe project's impact on one or more of eight living standard areas or facets of living standardareas.5 The living standard areas were 'social participation', 'access to information', 'familyrelationships', 'personal well-being', 'non-cash income', 'reduced costs', involvement in the'informal labour market', and involvement in the 'formal labour market'.6 These livingstandard areas were chosen because they were areas that could be integrated into the deliveryof income support, they drew on the Department's strengths and interests and, as far aspossible, they did not significantly duplicate service provision by other areas of government.On average, most projects elected to target three of the eight living standard areas.
The Department administered the projects locally, using departmental project officers basedin Area or Regional offices. These officers were familiar with the research sites and the localcommunity service sector. This effectively resulted in a decentralisation of the Department'smanagement of the project and placed responsibility for day-to-day accountability andcontract-related decisions in close perceptual and geographical proximity to the localcommunity initiatives.
Data collection, analysis and reporting
The fourth component of the Community Research Project involved extensive datacollection, analysis and reporting. Because of the exploratory nature of the Action ResearchProject component of the Community Research Project, it was decided to 'triangulate' themethodology. Both qualitative and quantitative methods were used, not only to enable cross-checking but also to test the measuring and reporting efficacy of the methods andinstruments themselves in research of this type.
One important aspect of the Community Research Project was the partnerships it establishedbetween the Department of Social Security and the Action Research Project organisers forthe collection of data to measure the impact of services and activities on the contractedliving standard areas. Each project undertook to collect a range of qualitative data thatrecorded processes and results, from the perspectives of both the project organisers (workersand management) and the project participants, at various stages during the project; the datawere recorded in quarterly progress reports and project diaries. This information wassupplemented by reports from the Department's field officers who were involved with theproject. Another mechanism used for data collection was focus groups for both managementand project participants.
5 Throughout the Community Research Project documents reference is made to eight living standard areas.In fact, these eight areas are a combination of a number of the living standard areas identified by theAustralian Institute of Family Studies and facets or sub-elements of other of the Institute's living standardareas.
6 See Maher and Smith (1996, p. 82) for an operational definition of the eight living standard areas.
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The progress reports, diaries and management focus groups provided information about thelevel of resources and effort required to develop the initiative and about serviceparticipation, activities, management processes, resource use, and important decisions andevents in the life of the project. The progress reports and the Department of Social Securityproject officers' reports provided a structured assessment of achievements in terms of statedobjectives, tasks, time lines and resource use. The project participant focus groups and semi-structured 'in-depth' interviews described how participants' living standards changed duringand as a result of the project and provided information about participants' level ofinvolvement in developing and running the project.
A case study analysis was used to examine the qualitative data emerging from each of the 80projects. Appendix A provides one-page summaries of each project. In keeping with theresearch questions, the main areas of interest were the identification of services and productsthat contribute to improvements in people's living standards and identification of anypossible links between participants' characteristics, the service-delivery methods and theresults. Also examined were the long-term sustainability of each project, the project'srelationship with the funding and administrative bodies, resource use and management, andinteraction with and effects on the local community. The 80-case study documents becamethe base for the development of the 10 category analysis working papers.
A further survey process was developed to test a quantitative methodology for measuring theliving standard changes that occurred for project participants and to enable comparison withthe qualitative data gathered through the progress reports and focus groups and bydepartmental project officers. The field-experiment design involved measuring the projects'effects on the living standards of individual participants through pre-project and post-projecttesting using a 'living standards instrument' developed by the Australian Institute of FamilyStudies. A quasi-control group of Department of Social Security clients living in the researchlocations but not involved in the Action Research Project was also pre- and post-tested.
The Australian Institute of Family Studies has developed an evaluation of this quantitativeapproach, which provides both an analysis of the data and a critique of the researchapproach and the usefulness of the methodology. The Institute's evaluation makes animportant contribution to the general discussion of measuring living standards and, inparticular, the efficacy of using quantitative living-standard instruments to measure changesacross such a wide variety of community-based initiatives. The evaluation points todifferences between the qualitative and quantitative approaches in terms of the reportedliving-standard achievements of the various initiatives. The difference could in part relate toproblems associated with the quantitative approach.
The quantitative approach proved problematic in a number of areas. The Institute concludedthat the quantitative field-experiment design was suitable for systematically measuring theeffectiveness of most community-based initiatives for which involvement is sustained overtime but that it was in need of considerable improvement. It proposed that a differentstrategy be employed for projects where participants' involvement is transitory and that amore effective quantitative field-experiment living-standards methodology for community-based projects calls for the following improvements, among others:
• a longer period between pre- and post-project tests;
• a much shorter instrument;
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• an instrument that deals only with targeted living standard areas;
• more focused hypotheses;
• greater understanding of the methodology on the part of both project leaders and projectparticipants; and
• less reliance on closed questions.
The Community Research Project was exploratory and sought to discover patterns in thedata that identified community-based projects and categories of projects, and thecharacteristics of these projects and categories, that were likely to improve particular aspectsof living standards. The patterns identified in the qualitative and quantitative data arediscussed in Chapter 4. In view of the Australian Institute of Family Studies' conclusionsabout the quantitative research methodology, only the qualitative data have been used as thebasis for analysis of the Community Research Project's characteristics and outcomes.
Other important concepts
Preliminary analysis of the data revealed several additional important concepts: needsassessment, service delivery orientation, and first- and second-order outcomes. Findings relatedto these concepts are presented in Chapter 4. The concepts are discussed briefly here toprovide a context for the findings, which are based on the analysis of 10 categories of projectcase studies. A general overview of the structure of the category reports is also presented here.
Assessing needs
There is much debate about the most effective ways of identifying needs that warrantcommunity or state intervention and the best ways of intervening to meet those needs. Forexample, Bradshaw's (1972) typology of social needs distinguishes between 'normative','felt', 'expressed' and 'comparative' needs.
• 'Normative' need is what the expert perceives to be need in a particular situation. Theexpert develops desirable or ideal standards and compares them with existing standardsto determine where legitimate needs lie. This method is vulnerable to the expert's valueorientations and may not necessarily lead to congruence with needs identified by othermeans.
• 'Felt' need is need perceived by the subject (the 'needer') and is usually gauged throughresearch such as surveys, interviews and focus groups. It can be difficult for people toidentify their own needs and to separate needs from desires.
• 'Expressed' need, or demand, is felt need that has led to action in the form of a requestfor service. Such requests may range from an individual asking an agency for aparticular service to a group of people lobbying their local elected representative orusing the media to draw attention to an individual's or community's plight.
• 'Comparative' need is detected through observation of the circumstances in whichpeople not in receipt of a particular service have characteristics similar to those ofpeople who do receive the service.
General surveys are often used to determine whether there is an equitable distribution ofservices and comparative analysis is designed to reveal gaps in service provision: this isdiscussed in Chapter 4; see also Culpitt (1992).
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Although each of Bradshaw's categories for analysis pose methodological problems andvalue dilemmas, they do provide a useful framework for examining the relationship betweenneeds assessment and the achievements of the various projects that made up the CommunityResearch Project.
The Community Research Project did not view comprehensive needs assessment as aprerequisite for selecting projects for funding, although applicants were required to providesome evidence to support their assertion that need existed. This meant that new, small andinexperienced organisations could participate and also allowed for initiatives that furtherexplored needs assessment as part of their activities.
Service-delivery orientation: 'consumer-client' versus 'producer-participant'
In the preliminary analysis carried out for Action Research Project it was noted that quite anumber of the community-based initiatives used a 'participatory' approach to achievingimprovements in living standards. It appeared that the ways in which projects engagedparticipants were identifiable and contributed to service development and outcomes. At oneend of the scale, participants appeared to be seen simply as consumers of goods andservices; at the other end they were seen to be partners in service development and delivery.
Through their work in the American urban-renewal projects of 1960s, Arnstein and Burkedeveloped a model for describing the levels of participant involvement in community action.Arnstein's 'ladder' (1969) describes involvement in community-based activities in terms ofthe concepts of control over and ownership of activities and the results they produced.Levels of participants' involvement vary from 'manipulation', where information is simplyprovided as a direct service, to 'citizen control', where participants determine the very natureof the service. If this model is integrated with the theories developed by Solomon (1976) inher work with oppressed communities, it is possible to extend the concept to describingparticipants at the lower end of the scale, or ladder, as passive 'consumer-clients', whiledescribing those at the higher end of the scale as 'producer-participants'.
Further to this, Hartley's (1995) discussion of social participation and inclusion proposes anumber of features of services and activities that are more likely to involve users as'producer-participants':
• participants' control of decision making;
• flexibility to respond to participants' needs;
• responsiveness to local needs;
• a sense of mutuality and common purpose in terms of the aims of the venture;
• observable benefits;
• the capacity to produce new networks or build on existing ones;
• the opportunity to learn new ideas and skills;
• cultural and linguistic diversity;
• inclusiveness; and
• a range of activities and tasks within the context of the activity.
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In discussing the findings of the Community Research Project's endeavours and the projectcategories, the project team has taken account of the project developers' orientation vis-a-visthat of potential participants. The terms 'consumer-client' and 'producer-participant' areused and are based on the concepts identified by Arnstein (1969) and Solomon (1976).Figure 2 attempts to synthesise the various approaches.
Figure 2 'Consumer-client' versus 'producer-participant' orientations
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First-order outcomes and second-order opportunities and outcomes
The preliminary analysis of the qualitative data revealed that, in the main, the variousprojects reported achievements, or outcomes, for individuals.
One set of outcomes focused on immediate resolution of crises the direct solving ofproblems; provision of information, advice or referral in order to deal with specificproblems; and skills development to prevent a particular problem occurring or recurring.Such outcomes were reported to be instrumental in preventing a serious deterioration inliving standards and a subsequent increased demand for services.
The second set of outcomes seemed to focus more on providing an opportunity that could becapitalised on or converted into a tangible benefit at a later date. In the main, these includedcapacity building, incorporating the development of skills, improvements in self-efficacyand self-esteem, and the provision of opportunities whereby social capital could begenerated or new networks could be established.
In some instances it was reported that the first set of outcomes could lead to improvements inareas other than those initially targeted. For example, the development of self-confidence couldlead a person to engage in community networks and activities; learning to use a computermight help a person find employment; improving interpersonal skills may lead to better familyrelationships. Thus the qualitative data seemed to suggest that there were immediate tangibleoutcomes, future opportunity outcomes, and flow-on or 'spin-off' outcomes.
During the 1970s, the Mental Research Institute of Palo Alto, California, put forward a setof theories that attempted to describe various processes that could lead to change inmaladaptive and dysfunctional human systems (Watzlawick et al. 1974). The 'interactionalview', as it became known, argued that change could occur at two distinct levels. 'First-order' change would result in the possible resolution of an immediate crisis but would havelimited scope in preventing the recurrence of the crisis or developing the individual's orfamily's capacity to resolve it. In contrast, 'second-order' change would act on the 'nature ofthe problem itself and the individual's or family's response to it, equipping those involvedwith a range of new skills and strategies for dealing with a similar situation should it occuragain. Second-order change led to empowerment and greater confidence in confrontingcomplex situations.
The Mental Research Institute's perspective offered a framework that could be adapted todescribe the outcome patterns observed in the Community Research Project qualitative dataand to explain the perceived link between opportunities that occur through participation inmany community-based activities and the capacity of people on low incomes to take actionto enhance their living standards. The qualitative data seemed to suggest that participation incommunity-based activities could provide 'entry-level', or 'first-order', outcomes and'second-order outcomes' and/or 'second-order opportunities'.
In the context of the Community Research Project, 'first-order outcomes' refers to goods andservices that a participant in a community-based project receives to resolve an immediateneed or crisis. First-order outcomes are generally situation specific and consumable within ashort time. An example is a person obtaining a supply of baby products at reduced or no costwhen their income and cash reserves will not cover the cost of the products.
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First-order outcomes may in turn lead to a range of choices for achieving second-orderopportunities or second-order outcomes. Through learning new skills, linking into newnetworks or extending existing ones, or obtaining additional resources, individuals mightenhance their capacity to improve living standards in other areas or extend their avenues ofparticipation in community life, including the formal labour market. This process may occuras a result of participants engaging with new social networks or communities of interest andmay improve access to a wider range of first-order outcomes. A second-order opportunitywill usually produce measurable second-order outcomes only if participants choose toexploit the potential offered by the opportunity. The referral of a person to a financialcounselling service is an example that shows the distinction between first-order outcomes,second-order opportunities and second-order outcomes. The person might use the service torespond to the pressing demands of a creditor for an overdue payment. The service couldnegotiate with the creditor on the person's behalf and arrive at an extension of time on thepayment. This would represent a first-order outcome. It may also be recommended that theperson continue their involvement with the service to develop a longer term strategy forcoping with previously unmanageable debt. Such an offer of assistance would represent asecond-order opportunity. Should the client choose to pursue this option, the resultingdevelopment of budgeting, negotiation and life-management skills would represent asecond-order outcome.
The development of second-order opportunities and outcomes is often shaped by the contextof wider social systems and the community in which the individual functions. For peopleliving in a community that is experiencing economic growth, second-order opportunitiesrelated to the formal labour market would probably be abundant. For people living incommunities where labour market opportunities are limited, second-order opportunitiesrelated to the formal labour market would be limited, so real second-order opportunities inthis setting are more likely to be connected with enhanced capacity to cope in limitingcircumstances learning new skills to increase opportunities for reducing living costs orengaging in productive activities. For communities, second-order opportunities offered bycommunity-based initiatives may not be related to the creation of new labour markets butrather be related to the development of improved social cohesiveness between divergentdemographic sectors or the generation of new responses to community-wide problems.
The discussion in Chapter 4 of the potential for projects and categories of projects to achieveimprovements in living standards further explores the notions of first-order outcomes andsecond-order opportunities and outcomes. It should be noted, however, that in many cases itis difficult to determine the extent to which second-order opportunities were capitalised onand resulted in lasting second-order outcomes for participants. The 12-month researchperiod was barely sufficient to track qualitative data about life choices and theirconsequences, particularly since many of the smaller projects took much of the researchperiod to establish an operational infrastructure. Nevertheless, there are many projects inwhich first-order outcomes and second-order opportunities and outcomes were observed anddocumented.
The emergence of this pattern of outcomes and opportunities suggests the need for additionalresearch. Does the differentiation of outcomes and opportunities stand up to detailedresearch? If it does, are there some types of projects that consistently deliver multiple levelsof outcomes and opportunities? And, in the longer term, are the results of such initiativesmore lasting, resulting in consistently higher levels of individual living standards?
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As part of this research process, the discussion in Chapter 4 applies the framework of first-order outcomes and second-order opportunities and outcomes to an analysis of each of theeight living standard areas targeted by the Community Research Project 'socialparticipation', 'access to information', 'family relationships', 'personal well-being', 'non-cash income', 'reduced costs', involvement in the 'informal labour market', andinvolvement in the 'formal labour market' as they apply to each of the 10 categories ofprojects.
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CHAPTER 3 THE PROJECT CATEGORIES
Each of the 80 community-based projects funded as part of the Community Research Projectwas placed into one of 10 categories representing a broad service type (see Appendix A).The number of projects in each category ranged from four (category 10) to 16 (category 2).The 10 project categories were as follows:
• category 1—development of community resources
• category 2—facilitating access to community resources
• category 3—community skills development
• category 4—consumer cooperatives
• category 5—producer cooperatives
• category 6—reciprocal trade exchanges (LETS)
• category 7—support networks
• category 8—individual case management
• category 9—information technology training and support
• category 10—information technology mini-networks.
Category 1—development of community resources
The six projects in category 1 used a community-development approach to establish orexpand a community-based centre or resource. These centres or resources would become thebasis for facilitation of collective action to improve access to opportunities in the communityand to enhance the self-help capacity of both communities and individuals. Four of the sixprojects were located in geographical communities that were experiencing structural change,economic decline, social reorganisation, rapid population growth, or a combination of thesethings. Examples of projects that best represent this description are Lorinna communityresource centre and St Marys community contact centre. Two projects in the categorytargeted communities of interest identified as experiencing social exclusion, disadvantage,limited life options, or a combination of these things. Tresca community shop is a goodexample of this type of project.
Category 2—facilitating access to community resources
The 16 projects in category 2 sought to enhance the living standards of individuals andcommunities by facilitating access to information, resources and opportunities. Projectsadopted a variety of approaches, including the establishment of information-orientedshopfronts, training programs aimed at teaching new skills, and the development ofcommunity resource databases. The projects usually targeted people on low incomes;examples are the Food Sense project and Nanango youth and family support service.
Category 3—community skills development
The 10 projects in category 3 aimed to provide opportunities for people to learn new skillsthrough courses, job sampling, or on-the-job training linked to the development of volunteerservices or other community-based projects. It was expected that this would lead to an
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increase in both individuals' and communities' capacity to meet identified needs across thetargeted living standard areas. Examples of projects in this category are Funky Business,Circle of Friends and Women Taking Action.
Category 4—consumer cooperatives
This category of seven projects, based to varying degrees on cooperative principles—forexample, as identified by the International Cooperative Alliance (1996)—enabled projectparticipants to gain access to resources at reduced cost through collective bulk buying, grouppurchasing, or sharing resources. The projects did not produce or manufacture goodsthemselves; there were tool and equipment pools, purchasing and retail cooperatives, and acredit cooperative. Examples of projects in this category are the bargain centre for babies'gear project and the Gympie savings and loans group (One additional project in thiscategory withdrew before any activity was undertaken.).
Category 5—producer cooperatives
The 13 projects in category 5 promoted teamwork and cooperative approaches tocollectively produce and market expertise or goods and services and to generate cash incomeor goods for project participants. The projects involved community gardens and agriculturalcooperatives, cottage industry and market-based enterprises, service-oriented ventures andemployment services. The target groups were young people, farming families, people withsevere physical and intellectual disabilities, Australians from diverse cultural and linguisticbackgrounds and people on low incomes. Examples of projects in this category are 'NuevosHorizontes' and Tasman producers cooperative.
Category 6—reciprocal trade exchanges (LETS)
The five projects in category 6 sought to establish community-based schemes for peoplewanting to exchange goods and services without using money. LETS schemes are generallybased in a defined locality, are democratically organised, independent, non-profit schemes,and adopt a local 'currency' around which trade occurs. Generally speaking, the LETScurrency does not circulate, is created by members offering goods or services on whichanother member places value, has no value outside the circle of membership, and essentiallyrepresents 'units of account'. Northern LETS is an example of the projects in this category.
Category 7—support networks
The five projects in category 7 facilitated the establishment of networks between people whoshared similar support needs. They aimed to reduce social isolation and to promoteempowerment, self-help, achievement of individual goals, and the development of continuingsupport mechanisms in the community. Individuals would be linked together for mutual andvocational support, access to information and skills development. Friday Women's Group andGrandparents Caring for Kids are examples of the projects in this category.
Category 8—individual case management
The five projects in category 8 established initiatives that aimed to help people identifypersonal needs and problems and then plan strategies to meet their needs and resolve theirproblems through supportive client-centred case-management services. The projectsdeveloped interventions that focused on changing the individual's behaviour or the
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individual's immediate environment, or both. Groups targeted by the projects wereindigenous women, victims of crime, new parents, carers, young people and people on lowincomes. The Gympie financial counselling service and the Aboriginal court-support projectare examples of the projects in this category.
Category 9—information technology training and support
The eight projects in category 9 provided training in the use of information technology toorganisations and individuals. The purpose was to enhance project participants' capacity toobtain information and communicate with others. The projects offered basic training in theuse of PCs, and in the use of the Community Information Network (including the Internet)in particular. Seniors on Line and the YAGS communication project are examples of theprojects in this category.
Category 10—information technology mini-networks
The four projects in category 10 used information technology to establish collaborativenetworks aimed at enhancing the living standards of individuals within select communitiesof interest. Each project adopted innovative approaches to facilitating participants' use ofPCs that were networked through the Community Information Network. The categorytargeted people with physical and intellectual disabilities, carers, women on low incomesand farming families. Examples of the projects in this category are Northern RegionDisabilities Compnet and Networking Carers through Technology.
Data analysis and category reports
The case studies developed for each of the community-based projects were analysed toenable the presentation of findings for each category of projects'. Each category report hasthree basic parts. The first part provides an operational definition of the category, aconceptual overview of the subject matter considered by the projects in that category, and abrief description of each project in the category. The conceptual overview is not meant to beexhaustive: the intention is to provide the reader with a basic review of concepts emergingfrom the literature and their application to the Community Research Project. The second partof each category report deals with two questions—Does involvement in community-basedself-help projects improve living standards? Which of the initiatives contributed most toliving standard changes? The findings in this second part are presented in terms of the livingstandard areas targeted by the projects in each category and it is here that the notions offirst-order outcomes and second-order opportunities and outcomes are considered. The thirdpart of each category report deals with one question—Does the way in which community-based initiatives are delivered make a difference to the achievement of living standardimprovements? The notions of client-consumer and producer-participant are discussed here.2
The overall findings from the 10 categories of projects are drawn together in Chapter 4.
The 80 projects are summarised by category in Appendix A.Copies of the category reports are available from the Department of Social Security on request.
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CHAPTER 4 COMMUNITY-BASED PROJECTS: SUMMARYOF FINDINGS
Living standard outcomes
The following discussion treats each of the four research questions as they relate to theliving standard outcomes achieved by projects in categories 1 to 8 and 10. Category 9—information technology training and support—is discussed more fully in the CommunityInformation Network pilot report; three of the eight projects in this category offeredactivities other than specific IT training and support and are therefore included in thediscussion that follows.
It should be noted that two of the 80 projects were terminated early by mutual agreementbecause of difficulties in fulfilling contractual obligations. A third project was amalgamatedwith another project in the same category, also by mutual agreement. These projects areexcluded from the discussion.
Does involvement in community-based self-help projects improve living standards?
The Community Research Project data support the proposition that involvement incommunity-based initiatives enhances the capacity of people on low incomes to makeimprovements in the targeted living standard areas.
Qualitative data show that participation in 59 per cent of the 72 projects under discussionwas likely to produce observable benefits in a range of living standard areas. Forty (56 percent) of the projects reported achieving substantial living standard gains, 19 (26 per cent)reported that they were successful in achieving some living standard gains, and 13 (18 percent) appeared to have only minimal effects on targeted living standard areas.
The data suggest that the ability of community-based initiatives to contribute toimprovements in living standards is dependent on a relationship between the targeted livingstandard areas and the service-delivery mechanisms used to effect change.
First-order outcomes and second-order opportunities and outcomes for each living standardarea are discussed in the remainder of this section.
Social participation
First-order outcomes
For the majority of categories, reported first-order outcomes in the living standard area of'social participation' were opportunities to meet new people in the context of a social orproductive activity. Such links may not necessarily lead to the establishment of longer termnetworks, but it was generally reported that the projects provided a means for sociallyisolated people to interact with other people. Participants would meet new people for theperiod of their involvement in the project, even though contact may have ended after theirproject involvement ended (usually for practical reasons). For example, for disabled peopleinvolved in a number of projects, social participation became an adjunct to more formalinteractive activities such as community care. In these cases, social participation usuallyoccurred around a concrete activity such as gardening or arts and crafts.
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Projects in categories 1, 3 and 5 (development of community resources, community skillsdevelopment, and producer cooperatives) and some projects in category 4 (consumercooperatives-the retailing and credit cooperatives rather than the tool libraries) were projectsin which high first-order outcomes in the area of social participation occurred forparticipants. Most projects funded in these categories offered a variety of activities throughwhich participants could meet new people and maintain social contact. Specific projects thatreported substantial first-order outcomes were Funky Business, Women Taking Action, StMarys community contact centre, Tasman producers cooperative, Hadspen communityaccess point, Mole Creek Community Information Network, Radioactive, the bargain centrefor babies' gear project, and the Gympie savings and loans group. Similarly, category 10projects provided opportunities for individuals and families to communicate with each othervia information technology; Networking Carers through Technology and Northern RegionDisabilities Compnet are good examples.
As noted, the community gardening ventures and consumer cooperatives provided a contextin which participants could socialise while working towards a common goal. For manyparticipants this may not have led to continuing involvement in new social networks; rather,the projects offered a forum in which to learn and practice social skills with a broad range ofpeople. Among these projects were the community garden project, Tyenna Valleycooperative garden, and the Creative Work project.
The data indicate that a majority of projects had the capacity to generate first-orderoutcomes in the area of social participation. So long as a group of people remained involvedin project activities, the context existed for social contact and interaction with other people.
Second-order opportunities and outcomes
The establishment of continuing social networks with the capacity to generate social capitalwas an important component of second-order opportunities in the living standard area of'social participation'. It was reported that second-order outcomes occurred when sociallyisolated people became linked with networks of people who exchanged information, ideas,goods and services, and personal support. Such networks often continued beyond the boundsof project activities and led to the development of strong communities of interest.
Projects in categories 1, 5, 6 and 10 (development of community resources, producercooperatives, reciprocal trade exchanges, and information technology mini-networks)produced substantial second-order opportunities and outcomes in the living standard area of'social participation'. The day-to-day activities of most of the projects in these categoriesrelied heavily on the establishment and maintenance of effective social networks. Examplesof projects that used social networks as a means of enhancing service delivery are Lorinna,Tresca, St Marys, Pomona LETS, Northern LETS, Nuevos Horizontes, Tasman producerscooperative, Creative Living, Circle of Friends, and Networking Carers through Technology.
The exchange of goods and services within a reciprocal trade exchange arrangement (forexample, Northern LETS) could not operate in the absence of strong networks betweenparticipants.
For the projects in category 1 that operated in small and often fragmented communitiesexperiencing either economic decline or rapid demographic change, social networks becamea central mechanism through which the second-order outcome of greater community
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cohesiveness could be achieved. This appeared to apply particularly to smaller and olderrural communities. Individual participants were linked into other networks operating in thetarget community, leading to productive engagement in the life of the wider community.This was particularly evident in the Lorinna and St Marys projects.
Projects in category 10 facilitated second-order opportunities that enabled groups of carersto build strong supportive networks through information technology. Participants in severalof the projects in this category achieved second-order outcomes by maintaining a high levelof contact with each other via on-line communication and reported a greater sense ofbelonging and improved self-confidence.
The category 5 projects that were based in geographical communities or strong communitiesof interest used project activities to extend and develop social networks. In turn, thestrengthened social networks enabled the projects to more effectively deliver services anddevelop human resources. Tresca, Bunya Bridge and Radioactive are projects that sought todevelop strong social networks between project participants or the local community, or both,as an outcome of project activities.
Access to information
First-order outcomes
First-order outcomes in the living standard area of 'access to information' usually involved aparticipant obtaining information related to an immediate and specific need or circumstance.The value of the information obtained was largely situational and may have had limitedapplication in dissimilar circumstances. A participant, for example, may obtain informationabout a local community legal service in order to meet a specific 'one-off' legal need.
Many projects across all categories reported first-order outcomes in the living standard areaof 'access to information'. They distributed information via brochures, information booklets,resource databases, static displays and telephone referral. Projects in category 2 (facilitatingaccess to community resources) proved particularly effective in disseminating informationabout local and regional resources and in linking participants to services relevant to animmediate need. For example, one project distributed about 2000 brochures and informationbooklets and referred participants to over 105 other services. The category included severalprojects that developed citizens advice bureaus and community information centres.
Fifteen of the 16 category 2 projects reported first-order outcomes in the living standard areaof 'access to information'. The information disseminated varied but generally covered a widerange of subjects—transport, family law, accommodation, employment, small disputes,consumer rights, domestic violence, emergency relief providers, training programs, and so on.
Other projects from other categories that were particularly effective in facilitating first-orderoutcomes in the living standard area of 'access to information' were the Food Sense projectand the Nanango youth and family support service. The Bunya Bridge project was effectivein researching and distributing information about the establishment of a producerscooperative and effective farming practices.
Several of the projects in category 1 (development of community resources) also played animportant, but slightly different role in disseminating information. The approach of such
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projects usually involved building a strong local awareness of services offered by existingagencies. Most of the projects in this category operated drop-in centres that were used as thepredominant medium for distributing information to project participants. Lorinna, St Marysand Tresca are examples of projects that used community centres as a forum for communitydevelopment-oriented activity.
The use of information technology (the Community Information Network) by projectsacross all categories was a good additional mechanism for acquiring information.Participants and service providers were able to use it to seek information relevant to localand regional services, hobbies and interests, employment opportunities, skills development,and family or personal well-being. Projects in categories 9 and 10 (information technologytraining and support and information technology mini-networks) adopted a particular focuson facilitating participants' access to information through the use of PCs. This was usuallycoupled with training and practice in the use of information technology to acquire and assessthe relevance of information to needs or circumstances.
Second-order opportunities and outcomes
Second-order opportunities in the living standard area of 'access to information' enabledindividuals to broaden life choices, learn new skills, and improve their capacity to generateimprovements in other living standard areas. The information acquired was generallyapplicable to a range of life situations and was usually linked to other living standard areassuch as participation in the 'formal labour market', 'personal well-being', 'familyrelationships', 'reduced costs' and 'non-cash income'.
Projects in categories 1, 3 and 8 (development of community resources, community skillsdevelopment, and individual case management) demonstrated the capacity to generatesecond-order opportunities in the living standard area of 'access to information'. Many ofthese projects provided participants with training opportunities in a supportive and dynamicenvironment. Referrals to other agencies or services would occur in a context of continuingcontact, support and follow-up, with the approaches tailored to the needs of each participant.Among the projects that adopted this approach were Lorinna, Tresca, St Marys, the Gympiefinancial counselling service, Bunya Bridge, the Aboriginal court-support project, FunkyBusiness, Circle of Friends, and Women Taking Action.
These projects offered participants a range of training and learning opportunities in areassuch as parenting, labour market skills, budgeting, cottage industry manufacturing,marketing and presentation, personal development, and trade-related skills. The degree towhich these second-order opportunities led to second-order outcomes depended largely onthe extent to which participants chose to become involved in project activities and, to somedegree, may not be manifest until well into the medium or longer term. The time frame ofthe research did not allow for measuring these longer term outcomes through eitherqualitative or quantitative methods.
Reduced costsFirst-order outcomes
First-order outcomes in the living standard area of 'reduced costs' involved projectparticipants' gaining time-limited access to goods or services at a reduced cost. Reducedcosts enable people to increase the amount of goods or services they are able to acquire. For
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example, a family is able to budget for a more nutritious diet through access to goods atreduced cost, even though their take-home income does not increase. The savings may,however, not be long term or continuing. A person buying a cheap bag of fruit from amarket, for example, makes a saving that is available only so long as the market continues tooperate and so long as the individual is able to capitalise on the opportunity. A person willnot necessarily learn new skills or be linked into social networks as a result of havingpurchased products or services at reduced cost.
The category of projects that appeared most effective in delivering first-order outcomes inthe living standard area of 'reduced costs' was category 4 (consumer cooperatives):participants were able to obtain a wide range of items at considerably reduced cost as aresult of the bulk-buying capacity of the project. They bought groceries, baby products, fruitand vegetables, and furniture that they may not have been able to afford on the commercialmarket. Examples of projects offering these types of savings are the bargain centre forbabies' gear project and the young people's furniture cooperative. Similarly, projects in thiscategory that operated tool and equipment libraries (the Gympie tool library, for example)provided participants with access to cheap or free equipment to complete house repairs,learn new skills, and maintain fledgling business enterprises.
Three projects in category 5 (producer cooperatives-Tasman growers cooperative, thecommunity enterprise employment project and Nuevos Horizontes) produced smallquantities (in terms of total consumption) of fruit and vegetables, firewood and marketproduce. These projects were also able to generate substantial gains in other living standardareas such as 'social participation' and participation in the 'informal labour market'.
The category 6 (reciprocal trade exchanges) projects—particularly Pomona LETS andNorthern LETS—enabled participants to exchange goods and services using a token localcurrency. They could exchange labour or assets for commodities that otherwise would costmoney. This resulted in reported cash savings, with the potential over time to reduce theoverall cost of living for participants.
Second-order opportunities and outcomes
The capacity to reduce costs on a continuing basis is at the core of the second-orderopportunities in the living standard area of 'reduced costs'. Participants would either learnnew skills, enabling them to produce a particular commodity or to adopt strategies designedto reduce costs, or gain access to a continuing supply of goods or services. Again, theevolution of a second-order opportunity into a measurable second-order outcome was largelydependent on the extent to which a participant was able to exploit the opportunities providedby a project. This seemed to hinge on the project's capacity to provide continuing support tothe participant and the sustained involvement of the participant in social networks.
Projects that were able to produce substantial and continuing second-order gains in theliving standard area of 'reduced costs' usually provided participants with new skills inbudgeting or the production of goods and services for personal consumption, sale orexchange. The categories of projects that demonstrated gains in this living standard areawere category 4 (consumer cooperatives), three projects in category 5 (producercooperatives—Tasman growers cooperative, Creative Living and Nuevos Horizontes) andthree projects in category 1 (development of community resources—Lorinna, Tresca and StMarys). The Nuevos Horizontes project, for example, provided participants with the
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capacity to continue producing fruit and vegetables at reduced cost. Similarly, the Lorinnaproject's development of an alternative energy grid offered the possibility of long-term costsavings for residents.
Non-cash income
First-order outcomes
First-order outcomes in the living standard area of 'non-cash income' provided projectparticipants with time-limited access to goods and services on a non-cash basis. The livingstandard area is closely related to the 'reduced costs' living standard area and usually waseffective only for the period of a participant's sustained involvement in non-cash relatedproject activities. The range of commodities falling within the parameters of non-cashincome is diverse; in the case of the Community Research Project, the majority ofcommodities that were obtained by participants were comparatively small—food, firewood,clothing, gardening, child care, furniture, and so on.
The projects that achieved first-order outcomes in the 'non-cash income' living standardarea were in categories 1,4,5 and 6 (development of community resources, consumercooperatives, producer cooperatives, and reciprocal trade exchanges); for example, PomonaLETS, Northern LETS, the community enterprise employment project, Food Sense,Elizabeth and Munno Para food cooperative, Gympie tool library, Lorinna, Tresca, thebargain centre for babies' gear, Tasman producers cooperative and Nuevos Horizontes.
Second-order opportunities and outcomes
Continuing access to non-cash income relied heavily on the existence of a combination ofactive social networks and centralised brokerage. People needed access to a forum thatenabled the exchange of goods and services. The projects' ability to provide long-termaccess to non-cash income (a second-order outcome) of varying types was to some extentnot demonstrable during the funding period: many projects took almost 12 months simply toachieve a functional level of establishment and were, to varying degrees, dependent on theacquisition of funding for some recurrent operating costs.
In spite of this, the data suggest that projects in several categories had the potential to offerparticipants continuing access to non-cash income. Creative Living, Tasman producerscooperative, Nuevos Horizontes, Northern LETS, and the Gympie savings and loans groupappear to have the greatest potential to generate continuing access to non-cash income.
Participation in the formal labour market
First-order outcomes
First-order outcomes in the 'formal labour market' living standard area representedoccasions where involvement in a project offered paid employment, usually on a casual orpart-time basis. Through this paid project work individuals gained valuable work experienceand learnt new skills relevant to advancement in the formal labour market. A majority offirst-order formal labour market outcomes involved the employment of participants tocomplete a particular task or perform a role, such as landscaping, gardening, collecting andprocessing firewood, administration, and attending to a shopfront. In most cases theemployment was highly dependent on the continuing operation of the project or theacquisition of funding through labour market programs.
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Many projects, across all categories, used Community Research Project funds to employproject-development or -facilitating staff, mainly part time. Many projects also used theCommunity Research Project funds to obtain additional funding through government labourmarket programs. This additional funding provided the opportunity, particularly in rurallocations, to employ staff, usually casually or part time, for periods ranging from three to 12months.
A number of projects in category 5 (producer cooperatives) employed participants toperform actual project activities, such as woodcutting or landscaping. Some participants inmarket-oriented projects were able to operate small business enterprises that produced smallamounts of cash income. This relied to some extent on continuation of the administrativeand organisational infrastructure provided by the project. Creative Living, for example, putconsiderable effort into organising, maintaining and promoting the local markets throughwhich participants could operate their stalls. Other projects that reported first-order livingstandard gains in the 'formal labour market' area were Dial a Shredder, Tasman growerscooperative, Creative Work and Telecontracting. In each of these projects there werereported examples of participants successfully gaining paid employment as a directconsequence of involvement in project activities; some even established small businessenterprises.
Second-order opportunities and outcomes
Second-order formal labour market opportunities were those that provided participants withgreater choice in relation to continuing labour market involvement, taught skills relevant tolabour market participation, and helped participants determine career paths.
In a number of instances, participants established a small business enterprise that, whileinitially dependent on the resources and infrastructure provided by the project, had thepotential to become economically and organisationally autonomous. This was the case forseveral small ventures in categories 1 and 5 (development of community resources andproducer cooperatives).
While providing an opportunity for immediate participation in the labour market throughemployment by the project, many activities offered by projects also had the capacity toequip participants with skills appropriate to finding work in the wider community. Therewere many instances, across all categories, of participants using their experience with theproject to gain permanent employment elsewhere.
Projects in categories 1, 3, 4 and 5 (development of community resources, community skillsdevelopment, consumer cooperatives, and producer cooperatives) provided participants withtraining and experience that was directly applicable to the formal labour market. Thisoccurred particularly in the areas of administration, training, promotion and financialmanagement. Among the projects that were successful in helping participants enter theformal labour market were Telecontracting, Nuevos Horizontes, Tresca, the tool libraryprojects, Creative Living, Women Taking Action, Funky Business, and St Marys.
For target communities experiencing depressed or declining economies, particularlygeographic rural communities, Community Research Project initiatives often attracted newsources of labour market funding to the community. This occurred, for example, in theSt Marys and Tasman growers cooperative projects. Several projects reported the
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development of small ventures that had benefited from access to the resources provided bythe projects. The increased access to skills and resources resulted in the establishment ofnew small businesses, examples of which are a toy- and garden-ornament manufacturingenterprise that employed three people, a specialty paper-making venture, a small surf-skibusiness, and a number of ventures producing goods for sale through local markets.
Another 'spin-off' benefit of the projects was the focusing of community effort on devisingstrategies for regional growth and employment. At least two communities were able toattract tourists to the area as a result of project activities—primarily markets selling locallymade arts and crafts. People were also provided with access to a broader range ofinformation about training opportunities that were available at the local, regional andnational levels.
Participation in the informal labour market
First-order outcomes
Volunteer involvement in community-based initiatives can offer people on low incomes aproductive and useful level of engagement in activities that counter some of the long-termeffects of unemployment or welfare dependency. At the very least, a person can becomeinvolved in community initiatives as an alternative or 'stop-gap' measure to findingemployment, particularly in communities experiencing a decline in labour marketopportunities. This principle was recognised in the 1996-97 Federal Budget initiative thatbroadened the scope for recipients of Department of Social Security payments to becomeinvolved in community-based activities on a voluntary basis. For many people whoparticipated in projects funded as part of the Community Research Project, involvement inproject activities was transitory and essentially offered a productive level of activity andsocial participation while other life options such as employment, education and trainingwere being pursued.
Project categories 1 to 5 (development of community resources, facilitating access tocommunity resources, community skills development, consumer cooperatives, and producercooperatives) reportedly offered participants such a level of involvement. Typical projectswere Tasman growers cooperative, Tyenna Valley cooperative garden, Creative Work, thecommunity garden project, the bargain centre for babies' gear project, Elizabeth and MunnoPara food cooperative, the tool library projects, Creative Living, Tresca, Radioactive, andSt Marys. Participants in these projects were offered activities ranging from gardening toproducing arts and crafts, small courses and training programs, and maintenance of projectfacilities.
Second-order opportunities and outcomes
Second-order opportunities and outcomes in the living standard area of participation in the'informal labour market' offered participants 'spin-off' benefits as a direct consequence ofinvolvement in project activities. Among the benefits were the opportunity to develop skillsappropriate to the formal labour market, links to new social networks, and outcomes in otherliving standard areas such as 'reduced costs', 'non-cash income', 'social participation' and'personal well-being'.
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It was reported that many participants in projects in categories 1 to 5, and category 6(reciprocal trade exchanges), acquired skills in administration, facilitation, community-development processes, small business management, communication and promotion, andinformation technology. A number of people were reported to have found paid employment asa direct consequence of their project involvement (see also 'formal labour market'). Amongthe projects that generated strong informal labour market opportunities were Tasman growerscooperative, Nuevos Horizontes, Creative Living, Creative Work, the community gardenproject, Northern LETS, Pomona LETS, Tresca, Tyenna Valley cooperative garden, the JordanRiver garden care cooperative, Nanango youth and family support service, Gympie citizensadvice bureau, Circle of Friends, Women Taking Action, and Funky Business.
For other participants, particularly in projects in categories 1, 3, 5 and 9 (development ofcommunity resources, community skills development, producer cooperatives, andinformation technology training and support), involvement in project activities became ameaningful and productive means of social inclusion. They would become volunteers in aproject as a way of 'giving something back to the community', filling 'idle' hours (forexample, during retirement), for personal development, or to meet new people. This alonerepresented an important second-order outcome. Seniors on Line is a good example.
Personal well-being
First-order outcomes
First-order outcomes in the living standard area of 'personal well-being' were stronglylinked to the living standard areas of participation in the 'informal labour market' and 'socialparticipation'. They generally represented improvements in self-esteem, confidence andwell-being related to accomplishments arising from involvement in project activities—completion of a course, meeting new people, receiving positive feedback from a personalcontribution, finding 'something new to do', having input into a decision-making process,and so on. Such outcomes may, however be time limited and occur only during the period ofinvolvement in the project activity.
Projects across all categories reported examples of improvements in participants' personalwell-being. Involvement in social networks, productive tangible activities, trainingprograms, and the actual establishment of the project were all reported to have producedgains in personal well-being for many participants. Examples of projects that reported suchgains are Telecontracting, Northern Region Disabilities Compnet, Networking Carersthrough Technology, Grandparents Caring for Kids, St Marys, Tresca, Radioactive, Seniorson Line, and Creative Living.
Second-order opportunities and outcomes
Second-order opportunities in the living standard area of 'personal well-being' were againclosely linked to social participation and involved participants in learning new strategies andskills to remedy personal shortcomings or dysfunction. Generally, the knowledge gained wasapplicable to a range of emerging life circumstances, resulting in second-order outcomes.Similarly, the establishment of structured support networks and self-help initiatives betweenpeople in a particular community of interest (for example, carers) provided newopportunities for coping with limitations imposed on them, and for enhancing self-efficacy.
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Categories 1, 7, 8 and 10 (development of community resources, support networks,individual case management and information technology mini-networks) reported thestrongest gains in second-order opportunities and outcomes in the living standard area of'personal well-being'. Projects in these categories were more likely to report instances ofsocially isolated and marginalised people becoming linked to supportive networks, theestablishment of appropriate referral services, and the development of forums through whichpeople with a common concern could obtain personal support and encouragement.
The personal-development courses provided by projects across several project categorieswere largely successful in exposing participants to new ideas in areas such as conflictresolution, parenting, self-development, life planning and career choice. Qualitative datafrom focus groups suggest that many participants applied the knowledge acquired throughsuch courses to achieve second-order outcomes such as improved self-confidence, bettercommunication skills, increased motivation, and a desire to participate more fully incommunity activities.
Examples of projects that reported substantial second-order gains in the living standard areaof 'personal well-being' are Telecontracting, Northern Region Disabilities Compnet,Networking Carers through Technology, Grandparents Caring for Kids, St Marys, Tresca,Radioactive, Seniors on Line, Circle of Friends, Friday Women's Group, the Aboriginalcourt-support project, Tasman growers cooperative, Nuevos Horizontes, and Creative Living.
Family relationshipsFirst-order outcomes
First-order outcomes in the living standard area of 'family relationships' usually resultedfrom project activities that were family focused and in which people of all ages couldparticipate. A no-cost 'family fun day', for example, would provide an occasion on whichfamilies could meet with other people. As such, first-order family relationship outcomeswere usually social in nature and did not generally result in changes in the functioning of afamily system. Complex family relationship difficulties are not able to be dealt with througha transient community-based activity. In some ways, these family relationship-orientedactivities appear to have acted simply as a 'pressure valve', to temporarily relieve stressgenerated by embedded family crises or difficulties.
The projects in categories 1 and 5 (development of community resources and producercooperatives) in particular offered a range of activities that were family oriented-casual get-togethers, fund-raising activities, children's markets, arts and crafts activities, and large-scaleannual events. Among the projects that offered such activities were Hadspen, St Marys,Tresca, Mole Creek, Lorinna, Tasman growers cooperative, Nuevos Horizontes, andNetworking Carers through Technology.
Projects across several categories also offered child-care services so that parents couldbecome involved in project activities. Apart from significantly increasing projectparticipation, such services often provided young parents on low incomes with anopportunity have time away from the demands of caring for children.
Most of the category 6 (reciprocal trade exchanges) projects offered discounted membershiprates for families. Similarly, the projects in this category traded a range of goods andservices related to family relationships, including child care and toys.
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Second-order opportunities and outcomes
Second-order opportunities in the living standard area of 'family relationships' were thosethat were able to offer constructive and lasting support to families. This may involve either astrengthening of the functional patterns or dynamics within a family organisation or aresolution of dysfunctional patterns or dynamics. In some cases, second-order changes inthis living standard area may have occurred as a result of helping a family to cope betterwith a member's disability or illness. The enhanced ability to cope arising from a second-order opportunity may not have been realised until the family system faced a crisis orcontinuing difficulty and was able to respond to it with constructive new strategies.
Projects in the category 1 (development of community resources), and particularly projectsin categories 7 and 8 (support networks and individual case management) offeredparticipants learning opportunities in family-related areas such as parenting, conflictresolution and communication. In most cases, family-support professionals from the localcommunity were used as trainers. Some projects in these categories also attempted torespond to family crises involving domestic violence or child abuse. A number of projects incategories 2, 3 and 10 (facilitating access to community resources, community skillsdevelopment, and information technology mini-networks) developed systems of supportedreferral that had the capacity to offer participants new resources in resolving family conflictor strengthening existing patterns of effective functioning. Among the projects that adoptedsupportive or referral approaches were Tresca, Hadspen, Mole Creek, Grandparents Caringfor Kids, Networking Carers through Technology, Ffarmnet, the Aboriginal court-supportproject, Northern Region Disabilities Compnet, Gympie citizens advice bureau, St Marys,Circle of Friends and Friday Women's Group.
Projects in categories 9 and 10 (information technology training and support and informationtechnology mini-networks) established social networks between project participants thatoffered support and assistance in a range of family-related areas, including caring for thesick and disabled, parenting skills, and relationship building.
Community benefits
As noted, a number of projects funded under the Community Research Project providedbenefits to the communities in which they operated—increased social cohesion, theprovision of community facilities, training programs, a basis for attracting governmentfunds, strengthened community identity, coordination of efforts for the development ofcommunity and regional initiatives, and so on. Community benefits seemed to be moremarked in bounded communities, including rural and provincial geographic communities,particularly those with few or diminishing community services and facilities.
Projects in categories 1 to 5 (development of community resources, facilitating access tocommunity resources, community skills development, producer cooperatives, consumercooperatives, and reciprocal trade exchanges) in particular produced clear benefits for theircommunities. As noted, many projects operated in communities experiencing depressedeconomies and a decline in formal labour market opportunities. For communities establishedaround a major industry that has weakened or disappeared—such as rural communitieswhere primary industries are in decline or market and public services are being withdrawn—or for communities with no underlying industrial base, formal labour market opportunities
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are a finite commodity. Employment opportunities might be generated in service industries(tourism and hospitality, restaurants, service stations, and so on) or tertiary industries (health,education and welfare), but the capacity of the formal labour market to provide jobs for allemployable people in the community often appears to reach saturation point.
Although the formal labour market in the local area may not be able to generate new oradditional opportunities there still exists a range of possibilities for the generation of jobopportunities through secondary industries and other alternative areas. In the case of theCommunity Research Project, reported possibilities included the establishment ofcommunity gardens, cheap retail outlets, community centres, infrastructure for theorganisation of 'whole of community' events, new small business ventures, touristattractions (including markets), tool libraries, the maintenance of public property (such ascommon greens), labour market training and other courses and, for one project, a reliablealternative source of household energy. Examples of projects that exploited such possibilitiesare St Marys, Lorinna, Tasman growers cooperative, Tyenna Valley cooperative garden, andZillmere and Gympie tool libraries.
Many projects across all categories, but particularly in categories 1 and 8 (development ofcommunity resources, and individual case management), played a major role in impartingnew skills and improving existing practices in the local community. Reports show thatindividual project workers gained experience in developing funding submissions,networking, management and accountability, liaison and referral, and supporting people withhigh levels of need. Communities of interest also developed better processes for dealingwith community problems; for example, a direct consequence of the Aboriginal court-support project was a reduction in the overt levels of violence in the community and a morestreamlined response to confronting family violence and youth crime.
Other projects in categories 1 and 8 attempted to mitigate tensions between differing sectorsin the community (for example, long-term residents and new arrivals) and to developactivities that would build community cohesion and cooperation. This occurred particularlyin the cases of the St Marys and Lorinna projects.
St Marys organised a range of activities that drew people together and fostered a sense ofbelonging through participation in community-based activities. The drop-in centre attractedresidents to a common meeting place and was very important. For Lorinna, building themicro-energy grid and establishing the local markets resulted in an observable increase intrust between disparate groups and helped to develop a positive image of the community.Several aspects of the Lorinna project, particularly the markets and the establishment of theResidents and Ratepayers Association and the Lower Olivers Creek Energy Trust, providedopportunities for reconciliation and constructive discussion and collaboration betweenvarious interests within the community.
Existing businesses also benefited from access to project resources such as facsimilemachines, photocopiers, computers and the Community Information Network. This wasparticularly evident for projects in category 1.
In one larger rural community, the Gympie area, the provision of access to informationtechnology directly contributed to the development of a 'critical mass' of demand for suchtechnology. This new interest led to the provision of services by a major Internet serviceprovider, which had previously assessed the Gympie market as not viable.
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Summary
Table 1 shows examples of projects that achieved successful outcomes, by category andliving standard area. It highlights the finding that certain categories of community-basedinitiatives appear to have greater potential for improving particular aspects of livingstandards. It also shows that within categories specific initiatives were reported to haveachieved more substantial outcomes. The implication of these findings for policy andprogram development is that if one wants to bring about particular living standard changesthrough community-based initiatives it would be efficacious to target certain categories ofinitiatives and specific initiative types within those categories. For example, if improvedparticipation in the formal labour market is the living standard area to be targeted throughcommunity-based initiatives, categories 1, 2, 3 and 4 (development of community resources,facilitating access to community resources, community skills development and consumercooperatives) are more likely to achieve this objective.
Table 1 Examples of projects that achieved successful outcomes, by category andliving standard area
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Living standard area
Social participation
Access to information
Category
Development of community resources
Community skills development
Consumer cooperatives
Producer cooperatives
Reciprocal trade exchanges (LETS)
Information technology training and support
Information technology mini-networks
Development of community resources
Facilitating access to community resources
Community skills development
Individual case management
Information technology training and support
Examples of projects
Lorinna community resource centreTresca community shop
Funky BusinessCircle of Friends
Gympie savings and loans groupBargain centre for babies' gear
Tasman producers cooperativeCommunity garden projectNuevos Horizontes
Northern LETSPomona LETS
Seniors on LineThe communication projectTraining in information technology
Networking Carers through TechnologyNorthern Region Disabilities Compnet
Tresca community shopSt Marys community contact centre
Food SenseNanango youth and family supportservice
Women Taking ActionFunky BusinessCircle of Friends
Financial counselling serviceAboriginal court-support project
Seniors on LineThe communication projectTraining in information technology
Table 1 (Cont.) Examples of projects that achieved successful outcomes, by categoryand living standard area
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Living standard area
Reduced costs
Non-cash income
Formal labour market
Informal labour market
Category
Consumer cooperatives
Producer cooperatives
Reciprocal trade exchanges (LETS)
Development of community resources
Consumer cooperatives
Producer cooperatives
Reciprocal trade exchanges (LETS)
Development of community resources
Community skills development
Consumer cooperatives
Producer cooperatives
Development of community resources
Facilitating access to community resources
Community skills development
Consumer cooperatives
Producer cooperatives
Reciprocal trade exchanges (LETS)
Information technology training and support
Examples of projects
Bargain centre for babies' gearZillmere and Gympie tool libraries
Tasman growers cooperativeNuevos HorizontesCommunity enterprise employmentproject
Northern LETSPomona LETS
Lorinna community resource centreTresca community shop
Bargain centre for babies' gearGympie tool library
Neuvos HorizontesTasman growers cooperativeCommunity enterprise employmentproject
Northern LETSPomona LETS
Tresca community shopSt Marys community contact centre
Women Taking ActionFunky Business
Zillmere and Gympie tool libraries
TelecontractingTasman growers cooperativeDial a ShredderCreative Work
RadioactiveTresca community shop
Nanango youth and family supportservice
Circle of FriendsWomen Taking Action
Bargain centre for babies' gearElizabeth and Munno Para foodcooperativeZillmere and Gympie tool libraries
Tasman growers cooperativeNeuvos HorizontesCreative Living
Northern LETSPomona LETS
Seniors on LineCooloola CIN Training
Table 1 (Cont.) Examples of projects that achieved successful outcomes, by categoryand living standard area
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Service characteristics and living standard outcomes
An analysis of the data from all projects funded under the Community Research Projecthighlights a number of service characteristics whose interrelationship either enhances orlimits the capacity of a project to achieve improvements across the living standard area orareas targeted by that project. The following discussion focuses on the service characteristicsthat pertained in varying degrees to all projects. The discussion is in two parts. The first partprovides a brief description of a number of service characteristics that emerged during theanalysis. The second part discusses how particular groups of project categories incorporatedthe service characteristics and the relationship between the incorporation of thecharacteristics and reported gains in living standards.
Living standard area
Personal well-being
Family relationships
Community benefits
Category
Development of community resources
Support networks
Individual case management
Information technology mini-networks
Development of community resources
Community skills development
Producer cooperatives
Support networks
Individual case management
Information technology mini-networks
Development of community resources
Facilitating access to community resources
Community skills development
Consumer cooperatives
Producer cooperatives
Reciprocal trade exchanges (LETS)
Individual case management
Examples of projects
Tresca community shopSt Marys community contact centre
Friday Women's GroupGrandparents Caring for Kids
Aboriginal court-support projectCarer Community Links
Northern Region Disabilities CompnetNetworking Carers through Technology
Tresca community shopMole Creek community centre
Circle of Friends
Nuevos HorizontesTasman growers cooperative
Grandparents Caring for KidsFfarmnet
Aboriginal court-support projectCarer Community Links
Networking Carers through TechnologyNorthern Region Disabilities Compnet
Lorinna community resource centreSt Marys community contact centre
Nanango youth and family supportserviceClarence Plains information network
Women Taking ActionCircle of Friends
Zillmere and Gympie tool librariesBargain centre for babies' gear
Tasman growers cooperativeTyenna Valley cooperative garden
Northern LETSPomona LET
Aboriginal court-support project
Service characteristics
A number of service characteristics emerged as pertinent in varying degrees to all projectsfunded under the Community Research Project: needs analysis; transparent and participativedecision making; a range of activities; tangible outcomes; a flexible approach; nurturinghuman resources; opportunities and processes for networking; activities linked to skills andknowledge development; a safe, non-threatening environment; small, efficient, accountableand transparent administrative structures; and 'seeding' funding as opposed to recurrentfunding.
Needs assessment
The processes used to assess the needs of the target group and the local community emergedas a critical factor in the achievement of project outcomes. Projects used a variety ofmethods to assess need, from formal consultations, community meetings and surveys tosimple assumptions about the nature and needs of the target group. Local community andtarget group needs were usually 'assessed' (surveys, consultations and community profiles),'guessed' (based on the knowledge and assumptions of existing agencies and serviceproviders) or 'expressed' (activities initiated by representatives of the actual target group), orusing a combination of these methods. The project data suggest that the method used toidentify need is closely related to the capacity of a project to engage and 'nurture' a humanresource base and attract participation in project activities.
Similarly, a service's capacity to adapt to changing needs3 in the target group and in the localcommunity appeared to be a critical factor in the service's ability to remain relevant to andaccepted by the community and to retain participants' involvement.
Transparent and participative decision making
Projects varied in the extent to which participants were directly involved in both day-to-dayand longer term decision making. Some projects operated around a producer-participantmodel of management—responsibility for project functioning and for outcomes was borneby a committee that was representative of the project target group. Other projects adopted aclient-consumer approach based on a direct service-delivery model-responsibility for projectmanagement lay with a sponsoring body or committee of 'experts' and there was limitedinput from project participants. Yet other projects used a combination of these approaches,seeking input from project participants while also relying on support from a sponsoring bodyor paid staff through a committee structure.
A range of activities
Some projects offered an extensive range of activities that sought to cater for participants'varying needs. In these cases, participants were encouraged to decide which projectactivities they wanted to be involved in, the extent of their involvement, and the degree towhich they interacted with other project participants. For example, some projects offeredaccess to a cheap supply of goods or services, provided information and referral services,and promoted a range of labour-market or skills-development training programs. Othersfocused on delivering a specific service, such as information dissemination.
Needs can change for a number of reasons: participants may develop as a result of project activities andtherefore develop new needs or they may express 'real' needs when a rapport with the service providerdevelops.
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3
A range of activities was important for some, but not all, types of projects in responding tothe diverse needs and capacities of participants. Many projects offered entry-level or task-oriented activities that were not intensive or demanding and enabled people to discoverpersonal strengths and build the confidence to become involved in other more engaging anddevelopmental project activities.
Tangible outcomes
Projects varied in the extent to which they produced tangible outcomes for participants. Aparticipant's involvement in some projects would guarantee the acquisition of new goods orservices-ranging from fresh produce to cash or a new career opportunity—even if only to alimited degree. Other projects largely involved themselves in administrative and proceduralmatters and were less likely to produce tangible outcomes; in these cases, participants'involvement largely related to 'outputs', such as the number of people through the door or thenumber of brochures distributed. The personal outcomes for participants were not addressed.
A flexible approach
Many projects were very flexible in responding to the changing nature and context ofparticipants' needs. Some demonstrated an ability to adapt to new and unforeseen targetgroup changes (a different demographic group, for example) and adopt new approaches toimplementing project activities that best catered for the emerging needs of the target groupat any particular time. Among the factors to which projects were required to respond werethe literacy levels, cultural backgrounds, support needs, financial capacity and emotionalstability of participants. Among the environmental influences were the weather, interactionwith other agencies (such as the then CES), unexpected catastrophes (for example, the PortArthur tragedy) and their effects on geographic or interest communities.
Other projects adopted a more rigid service-delivery model that was largely unable to adaptto participants' changing needs and circumstances. Participants in these projects wereusually required to conform to a set of predetermined criteria for involvement and projectactivities proceeded regardless of levels of user interest.
Developing human resources
The extent to which a project was able to 'tap into', recruit or 'nurture' a group of peopleappeared critical to the achievement of living standard outcomes. There were severalinterlinked dimensions to the human resource base of most projects: an existing core groupof people who were personally or professionally committed to the project concept; the skilllevels of paid staff; methods of staff recruitment; and support from a sponsoring body orexisting agencies.
An existing core group
Some projects were initiated by an existing core group of people representative of theproject target group; other projects were developed through collaboration between existingservices and agencies; others had little or no pre-existing natural support base at the project-proposal or -development stage.
The existence and type of the core group appeared to influence the way in which and thereason why projects engaged paid staff, volunteers and participants in the delivery of
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services. Most projects employed staff, but the role definitions between volunteers andparticipants largely functioned on a project-by-project basis. Some projects—usually thosethat operated from established community centres—used people with continuing and regularinvolvement in the service to provide services for the project voluntarily, effectively actingas unpaid workers. For these projects, questions occasionally arose about the appropriatenessof engaging volunteers in more specialised support areas such as counselling and crisisintervention. Other projects made no distinction between the roles of volunteers and project'participants'. Most projects did, however, liaise closely with a management committee(often via a sponsoring body), which usually had a largely voluntary membership.
The skill levels of paid staff
Depending on the nature of the project, the skill levels of paid staff and project coordinatorsbecame an important factor in a project's capacity to generate outcomes across livingstandard areas. The effect of workers' ability to perform tasks that required particularexpertise—such as building networks between participants and in the wider community,facilitating involvement, promoting the project, complying with funding and accountabilityrequirements, and gauging the needs of the target group—tended to vary across projectcategories. For some projects, an understanding of the community-development approachand its varying methodologies proved crucial.
Similarly, the importance attached to supporting and training volunteers (for those projectsthat distinguished between volunteers and participants) varied from project to project. Someprojects identified volunteers as a dynamic resource, devoted funds and energy to in-serviceeducation and support, and attempted to generate diverse roles and responsibilities for the'informal labour market' participants. Other projects that relied on voluntary staff adoptedinformal, unstructured processes for supporting the volunteers. These usually centred aroundday-to-day contact with paid staff and other social networks.
A small number of projects made direct reference to training offered to members of theproject management committee. These projects organised opportunities for committeemembers to gain skills and knowledge in administration, financial accountability, promotion,conflict resolution, and human resource management. For those projects supported by asponsoring body, it is probable that management committee members received training andsupport through the sponsoring body rather than the Community Research Project-fundedinitiative.
Methods of staff recruitment
The extent to which a project was able to recruit and retain staff, volunteers and participantswas often an important factor in the achievement of project outcomes. Most projectsrecruited staff and volunteers from the local community, providing a strong base of localknowledge and extending the networks within which service provision occurred. Projectsused a variety of methods to attract particpants—advertising, brochures, articles in the localmedia, stalls, demonstrations, and so on—but the most effective methods were usually wordof mouth and referrals from local networks. As is discussed later, the extent to whichparticipants and volunteers were involved in management of the project was sometimes animportant factor in their continuing involvement. This, however, was not the case forprojects that were transient in nature and did not require sustained involvement, particularlyprojects offering an attractive or useful direct service such as counselling, tool lending orcheap goods and services.
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Support from a sponsoring body or existing agencies
The original funding proposals for many of the 80 projects were developed with the supportand assistance of a sponsoring body, usually an existing incorporated community-basedorganisation. The role of sponsoring bodies varied, ranging from simply providing legalcoverage under incorporation to full support and administrative coordination andmanagement; for example, one large non-government sponsoring body absorbed projectactivities and funds into a larger pool of activities and funds originating from many differentprograms. In some cases the sponsoring body shared staff with the project; other sponsoringbodies used project funds to extend the scope of successful existing activities.
Opportunities and processes for networking
Some projects attached particular importance to the need to establish good networks withother agencies and service providers operating in their locality. For these projects,networking became a crucial aspect of day-to-day functioning and provided the basis forreferrals, information dissemination, and the sharing of resources.
Similarly, some projects developed processes to encourage participants to network bothwithin the scope of project activities and within the wider community. This was seen as animportant factor in achieving individual outcomes, particularly in the living standard areas of'social participation' and 'access to information'.
Other projects operated on a largely 'stand-alone' basis: networking was not judged to becrucial to successful functioning. In most cases, these were smaller projects that did not havestrong existing links in the target communities.
Activities linked to development of skills and knowledge
Many projects viewed project activities as a means of imparting to both participants andstaff new and enhanced skills. Activities occurred in a training or learning environment thatsought to empower people through teaching skills that would have application beyond theperiod of involvement in the project. Some projects emphasised a link between training andsocial participation and adjusted training schedules to maximise participants' opportunitiesto build new networks and interact with other people.
A safe, non-threatening, supportive environment
Accessibility was critical for many projects. Hours of operation, the availability of publictransport, location within the community, visibility, and perceptions of the project environsall influenced the capacity of projects to generate outcomes. The provision of reliable andprofessional child-care services was seen by some projects as a necessary adjunct to projectactivities.
Small, efficient, accountable and transparent administrative structures
Projects varied greatly in the nature of the systems they established to administer programfunds and manage day-to-day operations. A large number of projects established small butefficient administrative systems—often staffed by people employed under labour marketprograms—aimed at expending minimum effort to effectively fulfil funding requirementsand maintain financial accountability. Another large group of projects relied on the
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established management systems of sponsoring bodies to bear some of the burden offunding-related administration.
Several projects placed strong emphasis on operational matters such as accommodation,bookkeeping and administrative procedures. It could be argued that this was to the detrimentof project outcomes. Some of these projects had barely established themselves by the end ofthe 12-month funding period, so it could also be argued that for some types of initiativesthere is a need for access to 'seeding' funding for a longer developmental period.
'Seeding' funding as opposed to recurrent funding
The majority of projects were able to achieve outcomes with the funding provided throughthe Community Research Project. Community centres were established, a variety of activitieswere completed, and significant gains made were across living standard areas. Some projectswere, however, unable to continue operating after project funding came to an end. Those thatdid continue functioning received funding from other sources, were an extension of theactivities of an existing agency with independent funding, or were able to achieve financialautonomy during the 12-month funding period. Not many projects fell into the last category,and even they would benefit from small amounts of funding to meet recurrent costsassociated with the maintenance of facilities and information technology systems.
The interrelationship between service characteristics and the capacity to achieve gainsin living standard areas
Despite the categories into which projects were originally grouped, three broad community-based initiative types emerged from the analysis of project data: initiatives with a community-development focus; support networks; and individual case management. Patterns also emergedin the relationship between project characteristics and the projects' capacity to deliver first- andsecond-order outcomes. The following discussion considers the project characteristics (asdiscussed) across these three broad initiative types and, in doing so, identifies particular criteriathat are critical to the effective delivery of services to people on low incomes.
The three broad initiative types took in the following project categories:
• community development-oriented initiatives-development of community resources,facilitating access to community resources, community skills development, consumercooperatives, producer cooperatives, and reciprocal trade exchanges (LETS);
• support networks-support networks and information technology mini-networks; and
• individual case management services-individual case management.
Community development-oriented initiatives
Community development-oriented initiatives that reported substantial gains in the targetedliving standard areas—particularly 'social participation', 'access to information' andparticipation in the 'informal labour market'—tended to exhibit the following characteristics.
• They provided a range of activities.
• They adapted activities to meet the changing needs of participants.
• They aimed to produce 'here and now' tangible outcomes.
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• They assessed need by using both service users' and local providers' knowledge.
• They employed staff with high-level skills in community development.
• They focused on social participation as a major component of project activity.
• They viewed training activities as an opportunity for participants to gain new skills.
• They established and maintained strong links with other agencies.
• They nurtured a strong human resource base.
• They had small and efficient administrative systems.
• They encouraged participants to take on the role of producer-participant.
Good examples of projects that displayed these characteristics are the Lorinna communityresource centre, the Gympie savings and loans group, Tasman growers cooperative, NuevosHorizontes, Funky Business, the Nanango youth and family support centre, Circle ofFriends, Women Taking Action, Northern LETS and, to a lesser extent, the communitygarden project. All these projects developed mechanisms for encouraging participants'ownership of the 'project package' and, in most cases, were instigated by people who wererepresentative of the project target group. Major decisions were made by participants and theprojects adapted rapidly to changing needs and circumstances. All the projects emphasisedsocial participation as a way of achieving gains in other living standard areas.
Tresca community shop also achieved substantial gains in the targeted living standard areas.The project placed strong emphasis on all the characteristics listed, although with slightlyless emphasis on encouraging participants to take on the role of producer-participant. Thiswas possibly a consequence of the project being located in a well-established communitycentre with effective management and administrative systems. The project did, however,seek to encourage participants' involvement in management.
The pre-existence of a core group of potential participants was not a consistent factor in theestablishment of these projects, although most of them originated either from representativesof the target group or from service providers with close and continuing contact with thetarget group (usually through an advocacy role). Nevertheless, most of the projects had anorientation or processes that facilitated the development of a core group during thedevelopmental phase of the project. All the projects did rely on project staff possessing high-level skills, particularly in facilitation, advocacy, promotion and administration.
All of these projects appear to have operated using small and efficient administrativestructures, with strong but varying degrees of support from sponsoring bodies or other localagencies. All of them networked effectively in the local community and, in some cases, withother similar ventures nationally and internationally. Participants were usually drawn to theproject via referral, word of mouth, or other activities already occurring in the larger agency.
All of the projects envisaged project activities as providing training opportunities forparticipants and, in most cases, supplemented project activities with structured trainingprograms. The projects operated in environments that were familiar and comfortable toproject participants. In many cases, participants were able to become involved with theproject through activities that were non-threatening and non-demanding and that were aimedat building self-confidence—activities such as producing arts and crafts, attending socialevents, short training programs and discussion groups.
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With the exception of Nuevos Horizontes, all these projects' locations were easily accessibleto participants who relied on public or shared transport. Many of the projects offered childcare as an adjunct to project activities.
Although the majority of these projects were sustainable after Community Research Projectfunding came to an end, recurrent funding would help them with continuing maintenance.Most projects were well established and fully functional within the 12-month funding period.
In contrast, projects of this initiative type that failed to achieve substantial living standardgains did not place strong emphasis on many of the characteristics listed. In the main, theseless successful projects tended to operate on a direct service-delivery model based on'assessed' or 'guessed' needs, with limited participant involvement in project management.Some of these projects were unable to achieve sufficient autonomy from their sponsoringbody and were often overshadowed by the objectives of the larger organisation.Nevertheless, several of them achieved substantial first-order gains in the living standardareas of 'formal labour market', 'non-cash income', 'reduced costs' and 'access toinformation'.
Support networks
Projects of the support network initiative type that reported substantial first- and second-order living standard gains—particularly in the areas of 'social participation', 'personal well-being' and 'family relationships'—all placed strong emphasis on the production of tangible'here and now' outcomes as a result of participant involvement. Most of them alsoemphasised the ability of staff to adapt to the changing needs of participants, themaintenance of strong links with existing agencies, the need for skilled staff to coordinateand manage programs and, to a lesser extent, the development of broad range of projectactivities and a safe, non-threatening environment. Examples of such projects are the FridayWomen's Group, Grandparents Caring for Kids, Northern Region Disabilities Compnet, andNetworking Carers through Technology.
Most of the projects of this initiative type were proposed by established community agenciesthat maintained close contact with the project target group. The existence of a core group ofpeople involved in the development of the proposal therefore did not appear to be critical.Successful projects were based on a clearly articulated assessment of need derived throughcontinuing contact with a target group; for example, survivors of domestic violence, carers,and foster parents. Recruitment of participants usually occurred through referral from otheragencies or service provider networks.
The activities of the successful projects largely involved the facilitation of support groupsand other self-help endeavours. Most of these activities were guided or supported by skilledstaff and, although users did not assume the role of producer-participant, user involvement inthe shaping of courses and group directions was encouraged. In one sense these projectsoffered a direct service by virtue of the structure in which activities took place; in anothersense they sought to empower participants by placing strong emphasis on pursuing themesnominated by the participants. In such a context the skill levels of paid staff appeared to becrucial to achieving a balance between activities that were relevant to participants and alsoaimed to meet a need determined by the agency as a result of contact with the 'collective'target group.
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Most of these projects established and maintained strong links with local agencies for thepurposes of referral and information dissemination. All used social participation to helpparticipants improve their personal well-being.
All the support network projects directed effort to establishing a safe, non-threateningenvironment in which participants could feel comfortable in engaging in project activities.For example, one project recognised that the home environment was the most appropriateand least threatening environment for carers of people with severe disabilities or illnessesand so used homes as the service location.
With the exception of Northern Region Disabilities Compnet and Networking Carersthrough Technology, all the projects were sustainable to some extent after project fundingcame to an end. This is largely a consequence of their location within existing agencies oractive local networks. Recurrent funding would be necessary if the same levels of outcomeswere to be produced by the IT-based projects: it would be needed to cover costs associatedwith access to the Internet and computer support and maintenance.
The two support network projects least able to report living standard gains adopted a directservice-delivery focus and were based on a 'guessed' assessment of the extent of needexperienced by the target group. Both these projects were unable to adapt to the changingneeds and circumstances of participants and experienced instability in the levels of participantinvolvement. Further, both of them placed users in the role of consumer-client, and neitherdeveloped mechanisms for networking with other local or regional service providers.
Individual case management services
Projects of the individual case management initiative type that reported substantial gainsacross targeted living standards areas-particularly 'access to information', 'personal well-being' and 'family relationships'—placed emphasis on assessing local needs, providing arange of activities, adapting activities to the changing needs and circumstances ofparticipants, developing strong links with other agencies (particularly for referral),promoting self-determination through project activities, employing staff with skill andexperience (particularly in counselling, network building and group facilitation), using socialparticipation to promote personal growth, and producing tangible 'here and now' outcomes.Examples of projects exhibiting such characteristics are the financial counselling service,Carer Community Links and the Aboriginal court-support project.
Although by its very nature the case-management model involves some form of directservice, the successful projects of this initiative type nevertheless encouraged participants topursue self-determination and empowerment through maximising opportunities forinvolvement in and control over the structure of the services that were delivered. Participantswere involved in determining the matters dealt with in training programs and wereencouraged to influence the direction of support provided through one-to-one services. Sofar as is possible within this service-delivery framework, participants assumed a role closerto the producer-participant end of the continuum.
All of the successful projects of this initiative type either occurred within the context ofexisting agencies or received substantial support from a network of other agencies and serviceproviders. One project was proposed by a peak body with strong links to the target group;another developed from a recognition of need at the local level. These links provided an
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effective basis for referral and the building of support networks. A majority of participantsbecame involved in the projects through referral from an existing agency or service.
The skill levels of paid staff were critical to the success of these projects. Workers needed tohave high-level skills in counselling, problem solving, group facilitation and makingappropriate referrals, and they needed to be able to empathise with the target group.
All the projects sought to operate in safe, non-threatening environments that werecomfortable, accessible and familiar to participants. Although all of them were sustainable tosome extent beyond Community Research Project funding because they were absorbed byother services, recurrent funding would be required so that the skilled staff essential for thedelivery of quality outcomes could be employed.
The projects of this initiative type that reported that they were unable to achieve significantliving standard gains were largely directive in nature, were unable to adapt to the changingneeds and circumstances of participants, did not aim to produce tangible outcomes, and werenot based on a recognised or articulated need. Nor were they established around existinggroups of service users or providers.
Summary
Table 2 summarises the relationship between service characteristics and living standardareas, by initiative type. It highlights the finding that the types of community development-oriented initiatives appear to have greater potential for improving particular aspects of livingstandards. It also shows that individual initiatives that adopted certain service characteristicswere reported to have achieved more substantial outcomes. The implication of these findingsfor policy and program development is that if one wants to bring about particular livingstandard changes through certain types of community-based initiatives (for example,community development-oriented projects) it would be efficacious to ensure that theindividual initiatives exhibit a majority of the identified critical characteristics.
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Table 2 The relationship between service characteristics and living standardareas, by initiative type
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Initiative type
Communitydevelopment-oriented projects
Support networks
Individual case
Predominant livingstandard areas
Social participation
Access to information
Formal labour market
Informal labour market
Social participation
Personal well-being
Family relationships
Access to information
Personal well-being
Family relationships
Service characteristics
A range of activities, adaptedactivities to meet the changingneeds of participants, producedtangible 'here and now' outcomes,assessed need using both serviceusers' and local providers'knowledge,employed staff with high-levelskills in community development,focused on social participation asa component of project activity,training activities provided anopportunity for participants togain new skills,established and maintained stronglinks with other agencies,nurtured a strong human resourcebase,small and efficient administrativesystems,participants took on role ofproducer — participant
Strong emphasis on producingtangible 'here and now' outcomes,adapted to the changing needs ofparticipants,strong links with existingcommunity agencies,effective referral mechanisms,skilled staff to coordinate andmanage programs and providespecialist services, a broadrange of project activities,a safe and non-threateningenvironment
Lccally assessed needs,a range of activities,adapting activities to the changingneeds and circumstances ofparticipants,strong links with other agencies(particularly for the purposes ofreferral), emphasis on self-determination, skilled andexperienced staff (particularlyin counselling, network buildingand group facilitation),social participation as a mechanismfor personal growth,tangible 'here and now' outcomes
Typical projects
Lorinna community resource cecentre
St Marys community contactcentre
Gympie savings and loansgroup
Tasman growers cooperative
Nuevos Horizontes
Funky Business
Nanango youth and familysupport service
Women Taking Action
Northern LETS
Community garden project
Friday Women's Group
Grandparents Caring for Kids
Northern Region DisabilitiesCompnet
Networking Carers throughTechnology
Financial counselling service
Carer Community Links
Aboriginal court-support
Sustainability
The extent to which initiatives were sustainable after the 12-month seed funding periodcame to an end varied across the three initiative types. Factors affecting sustainability largelyrelated to the need for continuing resources to sustain staffing levels and meet day-to-dayoperational costs.
Projects with a direct service orientation, as in the support network and individual casemanagement initiative types, are by their very nature largely dependent on recurrent fundingto employ qualified and skilled staff and to provide suitable operating environments. Someof these projects were able to use the 12-month funding period to prove the need for andefficacy of their initiative and thus attract sufficient funding from other sources to ensuretheir continued operation. Others were able to continue in a reduced form because theirsponsoring organisations could absorb the most successful aspects of the project into theiroverall operation. Similarly, projects that were an extension of the activities of a fundedagency were sustainable in whole or in some altered form. For example, recent follow-upwith one organisation that sponsored three projects revealed that the sponsor was soimpressed with the success of the projects that it had reorganised its resources to continue tooffer the services the projects developed.
The projects with the greatest potential for sustainability—independent of substantialexternal funding—were mainly in categories 1 and 5 (development of community resourcesand producer cooperatives), although there were also some projects in category 4 (consumercooperatives). These included the gardening and producer cooperatives that were able todevelop a commercial or productive infrastructure within the funding period and a numberof the community centres, such as Lorinna and Nuevos Horizontes. Initiatives such as theserely heavily, however, on the existence or development of a core of volunteers to continueperforming routine operational and administrative functions.
For many of the projects a stable source of development funding over a number of years—say, three years—would provide for continuing maintenance of equipment, access toinformation technology and training of volunteers; it would also enable the development ofmechanisms for generating the small amounts of funds needed to cover recurrent operatingcosts. The typical pattern of use of funds would be smaller expenditure in the early stages onset-up, promotion and recruitment, a bulge in the middle when most activities are beingorganised and staff are becoming involved, and a tailing-off in the third stage as the projectbecomes established and begins to generate funds for maintenance and sustainable operation.
Within the 12-month project funding period, reciprocal trade exchange (LETS) projects thatwere able to develop a 'critical mass' of members—estimated to be about 60 to 100,depending on the diversity of goods and services offered and sought—and offered a range ofexchange items were largely sustainable.
In contrast, the tool and equipment libraries, operating on a direct-service model, did notappear to be sustainable without introducing a hire-fee regime or having support from otheragencies such as a local government body.
All the IT-based projects would require funding to sustain access to the World Wide Web viacommercial Internet service providers and to provide for equipment and software upgradesand continuing user support and training.
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Information technology, service delivery and living standards
The Community Research Project was a unique piece of exploratory work in that it coupledaccess to information technology with the delivery of services through community-basedinitiatives. All the projects were provided with Community Information Network PCs. Eachterminal was equipped with a modem enabling access to the World Wide Web and loadedwith word-processing, database and spreadsheet software. Most of the projects did useinformation technology but the level of use varied. For some community gardening projectsthe access sites were remote from the activity sites and information technology wastherefore not much used by project participants.
The project reports show that information technology supported many of the projects inachieving their living standard outcomes, particularly in the areas of 'access to information'and 'social participation'. The role and impact of information technology on the livingstandard areas is discussed in detail in the report on the Community Information Networkpilot (The Community and Information Technology), but there are a number of observationsworth making here about the effect of information technology both on individual projectparticipants and on the capacity of community-based initiatives to deliver services to peopleon low incomes. It must be kept in mind that, as with any new technology, individuals' andgroups' ability to maximise use is a developmental process that takes time. As theCommunity Information Network pilot was coming to a close many projects reported thatthey were only just beginning to obtain maximum benefit from the technology.
Outcomes for agencies
Several aspects of access to information technology improved projects' capacity to performcore business tasks.
Information technology substantially broadened the information base available to projectworkers attempting to respond to the needs of project participants. Project staff andcoordinators in many projects across all categories used the technology to obtain informationrelevant to the development of the project and the interests of participants. Staff often playedan intermediary role by searching the Internet for information relevant to participants' needs.Subjects included government programs and eligibility information (including Departmentof Social Security information), parenting, domestic violence, adult education, familywelfare, chronic illness, health education, and project-related topics such as gardening, artsand crafts, and management processes. The Community Information Network became animportant supplement to other sources of information and communication processes.
A number of projects were able to use information technology to develop and strengthen tieswith professional networks and other agencies sharing common objectives. Project staff andvolunteers used the technology to communicate on-line with workers operating in similarsettings regionally, nationally and internationally. Information and ideas were exchanged ontopics such as management practices, group processes, counselling and crisis intervention,the support of people with a disability or a chronic illness, program development, evaluation,needs assessment and promotion.
Through access to the Community Information Network and the IT training provided as partof the Community Research Project support package, many project staff, volunteers andparticipants reported that they had gained skills in the use of information technology and
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associated software, including word-processing software, spreadsheets, databases and Internetbrowsers. All projects were required to use information technology to compile reports and,after varying periods taken in familiarisation with the system and resolving technicaldifficulties, most projects reported that the system streamlined administrative and reportingtasks and was a useful management tool. A large number of projects integrated informationtechnology into their continuing administrative, planning and reporting functions.
The Community Information Network itself often acted as a means of attracting participantsto a project. This was strengthened by the open-access context in which the Networkoperated in communities: it provided non-threatening and 'neutral' opportunities for peopleto interact with the project, often leading to their involvement in other project activities.Through the provision of informal IT training and support, project staff and volunteers wereable to establish rapport with potential project participants.
A large number of project staff and volunteers were themselves low-income earners. Forthese people the Community Information Network offered free access to the Internet and theopportunity to learn valuable skills in the use and application of information technology.
Outcomes for project participants
In the living standard area of 'access to information', project participants used theCommunity Information Network to obtain information about a wide range of subjects andpersonal interests-genealogy, adoption and fostering, arts and crafts, music, alternativetechnologies, gardening, cooking and nutrition, child rearing, illness and disability, legalmatters, fruit-cake baking, travel, recycling, health and well-being, and so on. Through theprocess of obtaining information from on-line sources, participants also gained knowledgeof, insight into, and skills in the use and application of computers and software.
Project participants also reported substantial gains in the living standard areas of 'socialparticipation' and 'personal well-being'. They used information technology to communicatewith other on-line users with similar needs or interests. This resulted in the emergence of'virtual', or on-line, communities that focused on matters such parenting, caring for peoplewith illness or disabilities, and the prevention of domestic violence. For example, theNetworking Carers through Technology project established an on-line community of peoplewho shared similar life circumstances. By using e-mail through computers located in theirhomes, the carers were able to communicate, share experiences and frustrations, and receivesupport from others.
There are many instances of information technology acting as a medium through whichproject participants could relate to each other in a safe and controlled environment.Participants would initially be drawn to the Community Information Network by itspotential to provide a wide variety of information, and in the process they would meet otherpeople and begin to be linked to new social networks.
This was particularly evident with Seniors on Line and the 'senior surfers' group associatedwith the housing for older people project. Both these projects sought to train elderly peoplein the use of PCs and the Internet. Social participation often became an important incentivefor continuing involvement and was adopted as a strategy for training others in the use ofinformation technology. Apart from formal training, participants helped each other use thesystem, resulting in the development of social networks and supportive friendships.
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The benefits of involvement are illustrated by the case of one elderly man. He had suffered adebilitating illness and felt diffident about any social interaction that involved people otherthan his partner or immediate family; he had resisted previous attempts to involve him inrehabilitation or social activities. Through a gradual introduction to a highly personalisedand flexible training program over which he had considerable control, the man began tointeract with a group of peers, eventually gaining enough confidence to assume a role in theproject as a trainer.
Participants across all projects also used e-mail to communicate with family and friends,providing avenues of social contact for people who were socially or geographically isolated.
Through the Community Information Network some project participants gained importantlife skills at reduced cost. Free access to a computer at a local community access pointmeant that people did not have to make large outlays for equipment and the costs associatedwith upgrading and connection to the Internet. Many people using the Network could nothave afforded to buy home computing equipment. Similarly, participants gained access totraining in the use of the information technology; this was provided free or at minimal cost,resulting in a substantial saving compared with training programs available through thecommercial education market.
For some participants, experience and training with the Community Information Networkled directly to enhanced skills, which resulted in employment in the local community.People used the Network to read on-line job advertisements (which led to careeropportunities for several participants), to prepare resumes and job applications, and to obtaininformation about establishing small business ventures. Primary producers involved withsome projects used the Network to obtain information about farming and horticulture. Insome cases, this helped people adapt their farming practices to deal with poor environmentalor economic conditions.
Apart from the obvious difficulties associated with the phase-in of new systems and the needfor continuing training and help-desk support, access to information technology wasundoubtedly a productive tool for delivery of services by the initiatives funded under theCommunity Research Project. Further, the technology became an additional mechanismwhereby people on low incomes were able to effect change across a number of livingstandard areas, particularly 'access to information' and 'social participation', two importantelements in the generation of social capital.
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CHAPTER 5 IMPLICATIONS FOR FUTURE POLICY,PROGRAMS AND RESEARCH
The findings of the Community Research Project support the assertions that local,community-based initiatives have the capacity to facilitate productive change for people onlow incomes across a number of living standard areas and that living standard areas aresystemic and multi-dimensional.
The Project also highlighted areas in which community-based initiatives add value to thegeographic communities within which they operate, particularly smaller, boundedcommunities such as rural or provincial towns. This confirms the conclusion of theEuropean Union's Conference:
The conference highlighted the importance of building the capacity of localcommunities to respond to changing social and economic circumstances. The need forlocalised responses ...to changing conditions has been widely accepted and capacitybuilding should play a key role as part of these localised responses (Cousins 1997,exec. summ.).
The Community Research Project data suggest that value was added to communities inseveral ways:
• resourcing, rebuilding and strengthening of communities;
• generation of social capital;
• integration of marginalised individuals arid groups into the wider life of the community,including the formal and informal labour markets; and
• encouraging and facilitating greater self-reliance and autonomy for people on lowincomes and helping people to improve their overall levels of material well-being.
As noted, the extent to which community-based initiatives are able to achieve gains in livingstandard areas and community benefits is dependent on the interplay between servicecharacteristics.
The observations in this chapter about the way the Community Research Project addedvalue to communities in part reflect conclusions arising from recent research conducted bythe Brotherhood of St Laurence (Gilley 1995). The Brotherhood tested an Australianadaptation of the 'resource-based approach' developed in the United States. It worked withsmall groups of people on low incomes to identify unmet needs and strategies to best meetthose needs, focusing on the appropriateness of various service-delivery models. In theresearch report Gilley noted,
the [approach] tested in this project has some additional elements: a focus onprevention, a much greater emphasis on self-determination by consumers other thanthrough their capacity to pay, and a holistic focus on the range of services required.Unless rationing devices take into account these broader issues, services may becomemore fragmented, neglect prevention and be less responsive to the situations of thosewith little capacity to pay (1995, pp. 32-3).
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The findings of the Community Research Project and the Brotherhood of St Laurence'sresearch have direct implications for government in seeking to develop policies andprograms aimed at fostering service delivery by the community sector. Analysis of the datafrom the Community Research Project highlights critical service characteristics applicable tocommunity-based programs of interest to the Commonwealth Government that targetspecific areas such as the labour market, mutual responsibility, voluntary activity,development of community skills, self-help, and rural and provincial development.
Labour market preparation, training programs, involvement in thevoluntary sector, and rural and provincial development
The projects that reported the greatest gains in living standard areas of 'access toinformation', 'social participation', and 'informal' and 'formal labour market'participation—including equipping participants with skills useful for gaining employment—were those that fell within the community development-oriented projects initiative type.Such projects would also appear to have the greatest potential for the generation of socialcapital, which could lead to greater involvement of people on low incomes in the life of thewider community, including participation in the formal labour market. Exemplary projects ofthis type shared a number of critical service characteristics:
• provision of a range of activities to meet the diverse needs of individuals in the definedtarget group;
• the capacity to adapt project activities to account for the changing needs of participants-needs can change as a result of individuals developing through participation ininitiatives and needs can emerge once individuals are comfortably engaged in aninitiative;
• staff skilled and experienced in a range of community development-related activities,including needs assessment, consultation, networking and promotion;
• demonstrated potential to produce tangible living standard outcomes;
• needs assessed through a combination of expertise, local knowledge and input frompotential service users;
• management processes that are transparent and, where possible and appropriate,encourage high levels of participant ownership of project directions, activities andoutcomes;
• facilitation of learning opportunities, skills development and training programs linked toproject activities;
• strong links with the community networks of service providers;
• the capacity to efficiently manage funds and resources; and
• a focus on mechanisms that promote social participation and, where appropriate, thedevelopment of a sustainable human resource base.
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Individual case management and support
Projects of the support networks and individual case management initiative types that weremost able to achieve gains in the living standard areas of 'access to information', 'socialparticipation', 'personal well-being' and 'family relationships' exhibited a strongcommitment to the following service characteristics:
• needs assessment based on both the experience of local service providers and inputfrom the target group;
• provision of a range of service-delivery activities maximising participants' choice andcontrol over their level of involvement at any time;
• the capacity to adapt to the changing needs and circumstances of participants;
• tangible 'here and now' outcomes;
• a strong human resource base consisting of staff who are skilled in counselling,facilitation and networking and who have a good understanding of the needs of thetarget group;
• strong links—possibly including sponsorship arrangements—with existing agencies andsupport from service providers;
• a focus that promotes self-determination, autonomy and user involvement in the wayservices are delivered;
• a safe, accessible and non-threatening environment;
• the promotion of social participation as a means of achieving personal change anddeveloping support networks; and
• the capacity to establish effective mechanisms for referral and informationdissemination.
Community-based programs: government administration and funding
Feedback on the administration model adopted for the Community Research Projectprovides useful information about the development and administration of community-basedprograms by government. As noted, the Department of Social Security administeredCommunity Research Project initiatives locally, using departmental project officers based inregional or State offices. A distinct advantage of this is the level of familiarity each of theoutposted officers had with the research sites and the local community service sector. Iteffectively decentralised the Department's management of the project and placedresponsibility for day-to-day accountability and contract-related decisions in close perceptualand geographical proximity to the projects.
Adopting a focus on qualitative outcomes as a means of evaluation allowed for thedocumentation of a range of information and processes that would not have been evidenthad more traditional 'output-oriented' evaluation techniques been used. The qualitativemethodology (involving structured reports, focus groups and diaries)—although open torefinement and continuing development—was able to highlight individual, family andcommunity changes in a multi-dimensional systemic context. As noted by the AustralianInstitute of Family Studies, this would not have been possible had an approach based solelyon quantitative measurement been used.
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In spite of all the outcomes discussed in this chapter, it became evident through theCommunity Research Project that a 12-month 'seed' funding period was not long enoughfor many projects to clearly define their roles, identify and engage target groups, anddevelop effective infrastructure. Should government opt to fund a program that rests oncommunity-based initiatives, the data suggest that funding should occur in a three-yearfunding cycle. A schedule of payments could be devised to provide a supply of funds, withperiodic payments tied to the achievement of predetermined milestones or outcomes in theearly developmental, core activity, and later maintenance phases of the initiative. Similarly,funding processes and guidelines should be flexible enough to recognise and accommodatechanges in the needs and circumstances of communities and target groups.
Many community-based initiatives would also benefit greatly from additional funding forthe training and support of paid staff, volunteers and members of management committees.The nature of training would vary according to service delivery orientation, but severaltraining areas are of consistent relevance to all projects funded under the CommunityResearch Project:
• the delineation of roles between the management committee, workers, volunteers andparticipants;
• avoiding worker 'burn-out' and overload;
• recognition of the distinction between the functions of community workers andspecialised qualified staff, particularly in relation to some legal and family counsellingareas—this includes the skill to recognise when referral of a project participant to aspecialised agency is appropriate;
• financial, legal and administrative accountability and personal liability, particularly inthe handling of public monies; and
• use of information technology in the community sector's delivery of services.
Possibilities for continuing research
The Community Research Project primarily attempted to respond to four research questionsrelated to the capacity of community-based initiatives to affect the living standards of peopleon low incomes. As the Project proceeded it became evident that a range of other questionscould not be adequately dealt with under the existing scope of the Project-questions aboutsocial provision; the generation of social capital; the respective roles of and partnershipsbetween the public, market and community sectors in service provision; and the nature ofliving standards in a Western free-market economy. Many questions warrant further research:
• the possible roles, functions, efficacy and difficulties of the community sector under acompetitive purchaser-provider model of social provision;
• the relevance and role of participation in the informal labour market in the context ofmutual obligation—some forms of voluntary involvement are more appropriate thanothers—and the service delivery parameters and protocols accompanying voluntaryinvolvement;
• a controlled study of the importance of participant 'choice' in community-basedinitiatives and the results of this for both agencies and the participants;
• the capacities of the public, market and community sectors in generating social capital;
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further testing, development and refinement of the concepts of 'first-order outcomes','second-order opportunities', and 'second-order outcomes', with an emphasis onqualitative, outcome-based evaluation;
further testing, development and refinement of the process of change from consumer-client to producer-participant and its relationship to community-based service outcomesand the generation of social capital; and
the potential of community-based initiatives to facilitate access to the formal labourmarket and to increase material well-being.
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CHAPTER 6 CONCLUSION
Summary of aims
The Action Research Project component of the Community Research Project sought toinvestigate the potential of community-based initiatives to enhance the capacity of people onlow incomes to take action themselves to improve their living standards. Two other themeswere also considered in the context of the research:
• that living standards seem to be multi-dimensional (McDonald et al. 1995); and
• the 'value' of cash payments distributed through an income-support system could besupplemented by the provision of complementary non-cash services and benefitsdelivered at the local community level (Maher & Smith 1996).
Summary of findings
Analysis of the Action Research Project data affirms the assertion that involvement incommunity-based initiatives does provide additional opportunities for people on lowincomes to choose to take action to enhance their living standards.
The data also provide strong support for the notion that living standards are multi-dimensional and systemic in nature. It was observed that changes could be effected in arange of living standard areas and that a change in one living standard area (either animprovement or a deterioration) was highly likely to produce changes in other livingstandard areas. For example, improvements in the living standard areas of 'access toinformation' and 'social participation' were seen to generate second-order opportunities andoutcomes in living standard areas such as 'formal' and 'informal labour market'participation, access to 'non-cash income', 'family relationships' and 'personal well-being'.In attempting to describe this systemic effect, the project team adopted a terminology thatdescribed primary living standard changes as 'first-order outcomes' and subsequent orassociated secondary and tertiary changes as 'second-order opportunities and outcomes.'
The Project also demonstrated that the capacity of community-based initiatives to achieveimprovements in living standard areas was enhanced by the manifestation of a number ofcritical service characteristics. Outcomes were more likely to be achieved where projects hadsought to integrate a majority of the following characteristics into the operational frameworkof service delivery: consultative needs analysis; a range of activities; tangible outcomes; aflexible approach; nurturing human resources; opportunities and processes for networking;activities linked to skills and knowledge development; a safe, non-threatening environment;small, efficient, accountable and transparent administrative structures; access to a package ofboth 'seeding' funding and some recurrent funding (as opposed to seeding funding only);and transparent and participative decision making.
In relation to transparent and participative decision making, the ways in which projectsengaged participants were identifiable and were observed to contribute to servicedevelopment and outcomes. At one end of the continuum, participants appeared to be seensimply as consumers of goods and services; at the other end they were seen to be partners inservice development and delivery. The nature of user involvement at each of the poles onthis continuum were respectively described by the project team as the roles of 'consumer-
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client' and 'producer-participant'. When functioning in the latter role, participants were mostlikely to have control of decision making, to share a sense of mutuality and commonpurpose, to be able to create new networks or build on existing ones, and to function in aninclusive environment that encouraged cultural and linguistic diversity.
Integration of a substantial number of the key service characteristics into the operationalframework of a community-based initiative enabled the initiative to contribute to thecreation of productive social networks and improvements in living standards and wasreported to have helped people on low incomes choose to participate more fully in the lifeand resources of the wider community.
The Community Research Project data suggest that as Australia continues to refine theprograms through which it delivers income support to families and individuals there is anopportunity for the public, market and community sectors to further develop complementaryprocesses that maximise the benefits of the non-cash dimensions of living standards. Suchcomplementary processes increase the effectiveness of income support, while helping peopleon low incomes to live 'decently' (Travers & Richardson 1993) as more active and self-reliant members of the national community.
Relevance to current debates
During the data collection phase of the Project, it became evident that the Project also hadthe potential to contribute in some ways to debates occurring around other questions such ascivil society and the generation of social capital; self-provision; mutual obligation; theinterrelationship between individuals and families and the public, community and privatesectors in the maintenance of living standards; and the nexus between opportunity, capacityand choice.
The project team's review of the literature highlighted in particular the re-emergence of thedebate about the role and value of community-based initiatives or associations in thedevelopment of social capital and the enhancement of community, as distinct fromindividual, living standards. In the context of the Community Research Project, the conceptof 'social capital' has been used to describe the living standards-related 'productive capacityof social ties or relationships between and among people' (Norton 1997). Researchers suchas Stewart-Weeks suggest that voluntary organisations either are examples of social capitalat work or are,
[a] post-modem romance ...a meaningless yearning for fuzzy notions of communityand authenticity which we might expect in a Nescafe ad. In that sense, perhaps thecurrent fascination with voluntary organisations is little more than another example ofthe agonising discovery that the modern flight from the crushing parochialism of thefeudal village and the closed community based on exclusions and intolerance hasovershot the mark and, in the process, destroyed the instincts and skills on which arobust habit of association and voluntary social action rely (1997, p. 6).
The findings of the Community Research Project add weight to the assertion that in generalterms many community-based initiatives, particularly those with producer-participantorientations, are examples of 'social capital at work'. Additionally, the research indicatesthat particular community-based initiatives provide opportunities for increased self-helpthrough the creation and exploitation of social capital and a greater capacity to obtain and
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use private, public, market and civic resources. In particular, initiatives that fell within the'community development of resources' category seemed to be more effective in generatingsocial capital between project participants and within target communities. It has also beenreported that community-based initiatives are an important way of building the capacity oflocal communities, particularly rural communities, to respond to changing social andeconomic circumstances.
Broader implications
The Community Research Project demonstrated that the promotion of voluntaryinvolvement in community-based initiatives can be an effective additional means of helpingpeople on low incomes to find new ways of improving their personal and family livingstandards. Given a balance of critical service characteristics, community-based initiativesprovide an important mechanism whereby partnerships can be built between the private,public and community sectors. The Community Research Project demonstrated thatcommunity-based initiatives can offer more opportunities and greater choices, which in turncan enhance the capacity of all citizens, particularly those on low incomes, to participateconstructively in Australian society and, in doing so, live more 'decently'.
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Travers, P & Richardson, S 1993, Living Decently: material well-being in Australia, OxfordUniversity Press, Melbourne.
69
United Nations Development Programme 1995, Poverty Eradication—a policy frameworkfor country strategies, UNDP, New York.
Watzlawick, P, Weakland, J & Fisch, R 1974, Change—principles of problem formation andproblem resolution, WW Norton & Company Inc., New York.
Weston, R, Millward, C & Lazzarini, V 1995, Facets of Living Standards, Report to theDepartment of Social Security, Australian Institute of Family Studies, Melbourne.
70
Appendix A
The Action Research Projects:a description
71
72
Action Research Projects, by category
73
Category 1
Category 2
Category 3
Category 4
Development of community resourcesLorinna community resource centreTrescaRadioactiveHadspen community access pointSt Marys community contact centreMole Creek information network
Facilitating access to community resourcesGympie citizens advice bureauKingaroy citizens advice bureauGraham House information centreMary Valley community information centreFood SenseA casual labour cooperativeNanango youth and family support serviceHousing for older peopleEarly literacyGreening your HomeA buying service for whitegoodsFrom Unemployment to Small BusinessA community information shopClarence Plains information networkA transport networkA housing-assistance project
Community skills developmentFunky BusinessNorthern youth marketsPeer education and personal growthFollow the LeaderBefriendingWomen taking ActionCircle of FriendsHorizons job-training programA hobby groupA street alternative
Consumer cooperativesElizabeth and Munno Para food cooperativeA young people's furniture cooperativeA bargain centre for babies gearJordan River garden care cooperativeGympie savings and loans cooperativeZillmere tool libraryGympie tool library
767778798081
83848586878889909192939495969798
100101102103104105106107108109
111112113114115116117
74
Category
Category
Category
Category
Category
Category
5
6
7
8
9
1C
Producer cooperativesTyenna Valley cooperative gardenCreative LivingA community enterprise employment projectTasman growers cooperativeBunya Bridge growers cooperativeCherbourg sewing and screen-printing enterpriseCreative WorkTelecontractingA community garden projectWynn Vale community gardenNeuvos HorizontesDial a ShredderGreen ThumbsNorthern area food cooperative
Reciprocal trade exchanges (LETS)Wondai LETSPomona LETSNorthern LETSScottsdale LETSDeveloping LETS
Support networksFfarmnetYoung parents in educationFriday Womens GroupWomen against ViolenceGrandparents Caring for Kids
Individual case managementCarer community linksFinancial counsellingAn Aboriginal court-support projectA support service for new parentsParticipating to Live
Information technology training and supportInfoshareA communication projectSouthern CIN team supportCommunity action network trainingUnited Way NorthSeniors on LineCooloola CIN trainingTraining in information technology
Information technology mini-networksHorizonsNorthern Region Disabilities CompnetNetworking Carers through TechnologyRural women and the Community Information Network
119120121122123124125126127128129130131132
134135136137138
140141142143144
146147148149150
152153154155156157158159
161162163164
Category 1Development of
community resources
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LORINNA COMMUNITYRESOURCE CENTRE
Project aim The project aimed to set up acommunity contact centre that would actas a focus for a range of communityactivities and give local residents ameeting place. It sought to establish aninformation base on possible avenues ofsupport for community projects, todevelop a program to enhance computerliteracy, link people with othercommunities and give them access toinformation via the CommunityInformation Network, to develop a localenergy transfer system, to facilitate thedevelopment of community resources, andto establish an alternative electricity grid.
Research site Lorinna is a very isolatedrural community west of Deloraine inTasmania; it has just over 100 residents.Cheap land in the 1970s attracted'alternative lifestylers' to the area, andthese people now make up the majority ofresidents. The project was initiated bypeople who would be identified asalternative lifestylers. There aredifferences of view between these peopleand other residents, many of whom areinvolved in the timber-logging industry.
Funding period July 1995 to July 1996
Living standard areas 'Reduced costs','access to information', 'socialparticipation', 'non-cash income' and'informal labour market'
Target group All community residents
Background Lorinna does not haveaccess to the mainstream electricitysupply, so the community decided togenerate its own power using alternativetechnologies. The Community ResearchProject provided funding for thedevelopment of a community centre andthe alternative power grid. Thecommunity hall would be connected to thepower grid, allowing the CommunityInformation Network to be run, as well as
other activities, bringing the communitycloser together.
Major project activities• conversion of an old school building
into a community centre;• construction of a micro-energy grid;• development and production of a
community newsletter;• establishment of community markets;• running social activities.
Management structure There was a smallmanagement team. Deloraine CommunityHouse Inc. acted as sponsor in the initialstages, before the Lorinna Residents andRatepayers Association Inc. wasestablished.
Resources The budget was about $18 500.The main expenses were the establishmentof the energy grid, which was partly fundedby residents, and renovations to thebuilding to be used as the communitycentre and CIN site (90 per cent).
Achievements• A community resource centre was
established.• The alternative energy grid provides
substantial cost savings.• The markets provide access to low-
priced goods, decreasing the need totravel to Deloraine and beyond.
• The Community Information Networkprovides access to public librarycatalogues, weather reports, areas ofinterest, e-mail, newsgroups, andgovernment and educationalinformation.
• Skills—market operations, informaltraining, development of a play group,project management and relatedreporting requirements, and so on—were enhanced.
• The project brought a sense of cohesionbetween sectors of the community thathad previously been at variance.
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TRESCA
Project aim The project aimed to establisha central community-based retail outlet, toencourage collective action, and to providean opportunity for people on low incomesto reduce their cost of living by exchangingproduce and labour. The emphasis was onself-help and building sustainable skillswithin the community.
Research site The project was run at theTresca Community Centre in Exeter, a ruralcommunity about 24 kilometres north-westof Launceston, Tasmania. The CommunityCentre services much of the West TamarValley, including Riverside, Greens Beachand Flowery Gully.
Funding period April 1995 to April 1996
Living standard areas 'Non-cash income'and 'formal labour market'
Target groups People on low incomes,unemployed people, sole parents, andpeople with disabilities
Background The Tresca CommunityCentre, which has been in existence forthree years, operates out of premises builtin 1909. A high-profile communitymember initiated the application forCommunity Research Project funding toextend the range of activities offered at theCommunity Centre by transforming an oldgarden shed at the rear of the property intoa retail shopfront.
Major project activities• established and operated an 'op shop'
staffed by volunteers from 10am to1pm, Monday to Friday;
• conducted 29 recreational andvocational training courses with over330 participants-crafts (such as quilting,basic drawing, stained glass, lead-lighting and pottery), dressmaking, firstaid, starting your own business,computers for beginners, an introductionto Microsoft Works, and so on;
• coordinated the sale at the op shop ofgoods (particularly craft goods)
produced in training courses;• facilitated the exchange of produce and
labour through a book exchange, barterboards and involvement in the WestTamar LETS;
• established an emergency volunteerroster in response to communitydemand;
• established specific support groups inresponse to community user needs-thePost-natal Depression Support Groupand the Optimum Weight SupportGroup, for example.
Management structure A team of threepeople coordinated the project, the op shopand the Community Information Network-all relatively autonomous tasks. The teamwas accountable to the Tresca CommunityCentre management committee.
Resources The budget of about $19 000allowed for the employment of two part-time community shop coordinators and adevelopment and research planner (72 percent). Other major expenditure items werecapital equipment and accommodation (28per cent).
Achievements• The project established the op shop, a
wide range of courses, a volunteeropportunity, a LETS and other services.
• Existing community networks wereextended.
• Social cohesion between groups ofpeople on low incomes and the widercommunity was improved.
• A number of volunteers found paid part-time employment as a result of theirexperience in the op shop.
• An opportunity for access to a variety oflow-cost products was created.
• A range of community skills weredeveloped.
77
RADIOACTIVE
Project aim The project aimed to set upand test a focused, customised andparticipatory approach to extending thebenefits of community radio to people withrestricted life options. It also sought toprovide a friendly, accessible space inwhich project participants could meet, toplan and work on projects and gain accessto information. The project would conductthree training intakes in the area of publicbroadcasting, refurbish a meeting room atthe radio station for use as a drop-in space,provide opportunities for participation innon-broadcasting areas of the radio station,and implement a computer-based systemfor linking volunteers with jobs.
Research site The project was based atCity Park Radio in Launceston, Tasmania.
Funding period August 1995 to August1996
Living standard areas 'Socialparticipation', 'access to information' and'informal labour market'
Target group People with restricted lifeoptions, particularly long-term unemployedyoung people
Background City Park Radio is a non-profit community radio station run entirelyby volunteers. The station's philosophy is'to encourage community participation inthe preparation and presentation of locallyrelevant radio programs for the purposes ofpromoting and encouraging music,literature, science and art for theinformation, education and amusement ofthe community'. The application forproject funding reflected an intent by thestation to extend further into thecommunity what it perceives as thebenefits of participation in publicbroadcasting.
Major project activities
• promoting the project, using flyers,networking with local community
organisations and on-air advertisements;• an induction and training program,
providing an overview of the skillsneeded to participate in communityradio;
• 'buddy' training—specific training forpotential radio announcers;
• development of a drop-in space byrefurbishing an existing room;
• establishment of a database to linkvolunteers with employment andtraining needs;
• involvement of participants incontinuing activities of City Park Radio.
Management structure Projectmanagement and administration were theresponsibility of City Park Radio'smanagement committee, although the workwas largely done by the projectcoordinator.
Resources The budget was about $20 000.The main expenditure items werepersonnel (74 per cent) and operating costs(15 per cent).
Achievements• There were four intakes and, in all, 40
people were trained.• Participants interacted with other
volunteers through shared involvementin radio station activities.
• New social networks were developed.• Skills in the use of information
technology were enhanced.• Information gathered on-line via the
Internet was used in radio presentations.• Participants developed radio station
skills that were used to improve labourmarket outcomes-two participants foundwork.
• The number of volunteers at City ParkRadio increased by twenty-one.
78
HADSPEN COMMUNITYACCESS POINT
Project aim The project aimed to establisha community access point that would liftcommunity spirit and reduce feelings ofgeographic isolation by improving accessto information and technology through anewsletter, the Community InformationNetwork, training sessions and theprovision of resources, and by conducting asurvey of community needs.
Research site The village of Hadspen isabout 15 kilometres west of Launceston,Tasmania. The Hadspen area has grownrapidly in recent times, but there has beenno equivalent growth in infrastructure.
Funding period June 1995 to November1996
Living standard areas 'Socialparticipation' and 'access to information'
Target groups Families, sole parents andwomen
Background The project proposal wasinitiated by the Hadspen CommunityCommittee, a group that emerged from apublic meeting held to discuss variouscommunity concerns about their local area.The Committee became aware of theCommunity Research Project through acontact in the local council and saw theopportunity to survey community needs,establish a community access point (orresource centre) and provide residents withaccess to information technology.
Major project activities• establishment of a community resource
centre in Hadspen;• a community survey—70 responses
received, some of them entered into acomputer program by surveyrespondents;
• an introduction to and training in the useof information technology;
• provision of a range of resourcematerial—including information on
writing job applications and resumes;• establishment of networks with other
community and governmentorganisations.
Management structure The project wasmanaged by the community access pointcommittee, the members of which were allinvolved in the initial development of theproject. Committee members all held full-time jobs, which limited the number ofhours they could spend on projectactivities. The committee reported to theHadspen Community Committee, whichhad formal responsibility for the project.The resource centre was staffed by a part-time paid worker and volunteers.
Resources The budget was about $20 000.The main expenditure items werepersonnel (54 per cent) andaccommodation (27 per cent).
Achievements• The centre was established and was
sustainable in the medium term withlocal government support.
• Local community organisationsimproved their self-sufficiency throughaccess to the centre's resources.
• Residents had access to a centralinformation source.
• Senior residents developed new socialnetworks, breaking down isolation.
• School students expanded their socialnetworks and shared their schoolexperiences with others.
• Students' school performance improved.• Participants learnt computer skills.• At least two people who used the
Community Information Network beganfull-time work during the project period.
• Volunteers were recruited.
79
ST MARYS COMMUNITYCONTACT CENTRE
Project aim The project aimed to establisha community-based resource and servicecentre to provide a range of informationservices, to encourage, plan and coordinatecommunity initiatives, and to improvesocial integration and participation bydeveloping the skills of communityresidents.
Research site St Marys is a small ruralcommunity close to the east coast ofTasmania. It is 1-2 hours' drive fromLaunceston. The community contact centrebenefited from being in the main street ofthe town.
Funding period May 1995 to May 1996
Living standard areas 'Personal well-being', 'social participation' and 'access toinformation'
Target groups Employed low-incomeearners, unemployed people, young people,and people receiving income support
Background The project proposal wasinitiated by the St Marys Association forCommunity Development; it reflected theaims of the Association and more generallythe aims of residents who wanted to redressthe economic and social decline occurringin St Marys. St Marys has a shrinkingemployment market and a high proportionof people reliant on income support. It wasenvisaged that in this environment acommunity contact centre would enhanceliving standards for both individuals andthe community. The Association hadreceived funding from other governmentsources to help it with economic-growthinitiatives.
Major project activities• promotion and networking-advertising
and creating links with otherorganisations and service providers;
• planning and activities-St Marysmarkets, a Christmas parade, bingo, andso on;
• a drop-in centre-chats, meetings and aninformal forum for ideas;
• a training facility-computer courses,business information sessions, and soon;
• an information and resource centre-government information, touristinformation, and the CommunityInformation Network;
• an outlet for visiting services such as theDepartment of Social Security;
• job information and exchange-labourmarket programs, CES information, andso on.
Management structure The project wasaccountable to the management committeeof the St Marys Association forCommunity Development and providedregular reports to that committee. The staffof the centre, and in particular the part-timeproject coordinator, made decisions aboutday-to-day project activities.
Resources The budget was about $20 000.The expenditure items were part-timecoordinator wages (about 60 per cent),operating costs (30 per cent), andequipment (10 per cent).
Achievements• Information about local community
resources was disseminated.• Community access to regional support
and development agencies wasimproved.
• Community well-being and morale wereenhanced by resourcing activities withbroad community appeal-for example,the markets, LETS and the Christmasparade.
• Links between project participants andlabour market opportunities wereenhanced.
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MOLE CREEK COMMUNITYINFORMATION NETWORK
Project aim The project aimed to establish acommunity resource centre to test the effectsof such a service on the living standards ofpeople in the Mole Creek area. It sought toencourage innovative, self-help based,collaborative responses to the needs ofpeople on low incomes. The resource centrewould act as a focal point for residents.
Research site Mole Creek is an isolatedrural community about 25 kilometres westof Deloraine and about 60 kilometres fromLaunceston, Tasmania. The community ischaracterised by 'tight' social networks-some members of the community see thisas resistance to change-and an overall lackof community services. Residents who are'new' to the area and people who havebeen in the area for several decades oftenhave differeing views.
Funding period September 1995 toNovember 1996
Living standard areas 'Personal well-being', 'formal labour market', 'access toinformation', 'social participation' and'family relationships'
Target groups People on low incomes,unemployed people, and women
Background The project was initiated by agroup of people on low incomes who sawthe Community Research Project asproviding an opportunity for self-help andcommunity development. The originalproject proposal sought to providetechnology and information services, but itwas envisaged that in time a communitycentre would develop from this smallbeginning.
Major project activities• establishment of a resource centre—
finding, renovating, and setting upaccommodation;
• setting up the centre as an informationbase, serving the community throughprovision of government and other
literature and referrals;• promoting the centre, using poster
displays, mail-outs, flyers, and so on;• establishing a Friday night youth group;• entertainment-based activities such as
line dancing and a fund-raising trivianight;
• establishing networks with other localservice providers;
• re-establishing the project in a newlocation towards the end of researchperiod—the new location was moresuited to community-centre andassociated activities;
• applying for government grants to ensurethe continuation of the resource centre.
Management structure There was noincorporated local organisation so theproject was sponsored by DeloraineCommunity House Inc. A centralisedmanagement model was used, with themajority of decisions made by themanagement committee. In general,participants were not involved in primarydecision making, although a group ofyoung people were given the opportunity toestablish a youth subcommittee with scopefor making decisions.
Resources The budget was about $22 500.The main expenditure items wereequipment (47 per cent), operating costs(27 per cent) and wages (22 per cent).
Achievements• The resource centre was established
then relocated.• A youth committee was formed.• A Friday night youth group was
organised.• People received training in computer
skills.• Mothers and children dropped in to the
centre on Friday afternoons to spendtime with each other.
The project focused more ondevelopmental and process activities andwas less intent on changing livingstandards.
81
Category 2Facilitating access tocommunity resources
82
GYMPIE CITIZENS ADVICEBUREAU
Project aim There are a range of servicesavailable in the Gympie district, but theyeach provide specific and individualinformation. The citizens advice bureauaimed to bring information on communityresources, support groups, and otherservices together in one place and toprovide advocacy and referral advice forlegal, taxation and consumer affairsmatters.
Research site The project was based inGympie, which is about two hours' drivenorth of Brisbane, Queensland.
Funding period May 1995 to May 1996
Living standard area 'Access toinformation'
Target group People on low incomes
Background The project proposal wasinitiated by Centreplace. Incorporated in1987, Centreplace provides a focal pointfor a range of community activities. It hadidentified a need for a central agency tocollate local information about existingresources and self-help groups but hadneither the time nor the resources to do thejob itself. The Action Research Projectafforded the opportunity to implementideas that had been considered for sometime and to promote and extend the scopeof a small existing service.
Major project activities• recruitment of a project worker and
setting up of administrative systems;• contacting agencies and services for
resources;• promotion—posters, ABC radio, the
community announcement sections ofseven publications, and word of mouth;
• information provision, referral andadvocacy—advocacy became the mosttime intensive aspect of the project;
• organisation of a suicide-preventionworkshop.
Management structure Two part-timeproject coordinators worked consecutively.They were responsible for day-to-daymanagement and were accountable to theCentreplace coordinator and managementcommittee, who provided assistance,supervision and support throughout theproject.
Resources The budget was about $12 000.The main expenditure items were wages(38 per cent) and operating costs (36 percent).
Achievements• Seventy-five individuals or
organisations contacted Centreplace forreferral assistance in the research period.
• Effective advertising of the advocacyservice attracted people who may nothave approached a 'traditional welfareservice'.
• The project coordinator, staff andmanagement committee felt that theyhad developed skills, knowledge andconfidence in relation to informationand referrals.
• Participants were provided withinformation, which improved theircapacity to engage in communityactivities.
• Centreplace played a linking rolebetween services and between servicesand clients.
83
KINGAROY CITIZENS ADVICEBUREAU
Project aim The project aimed to meet acommunity need for a central place toobtain information on services and groupsthat are available in the South Burnettregion of Queensland, particularlyKingaroy. A need to provide practicalsupport for local self-help or supportgroups was also identified. The projectsought to develop a pool of volunteers, sothat the need for a paid worker would bereduced by the end of the project.
Research site The citizens advice bureauwas located in a health centre in Kingaroy,which has a population of about 7 000people and is about two hours' drive north-west of Brisbane, Queensland.
Funding period January 1996 toDecember 1996
Living standard areas 'Access toinformation' and 'social participation'
Target groups All residents and self-helpand support groups in the South Burnettregion
Background A group of people met in1994 to discuss the possibility of setting upa community centre. The group learned ofthe Community Research Project,developed a proposal, and determined theservice directions. The group becameincorporated as the South BurnettCommunity Information and ResourceAssociation and formed the executivemanagement committee.
Major project activities
• setting up the bureau-purchasingequipment and obtaining informationmaterials from government departmentsand community organisations andgroups;
• recruiting volunteers and training themin the use of information technology;
• promotion-radio, posters, articles in thelocal newspaper, and word of mouth;
• providing information about andreferrals to services, groups andactivities in the Kingaroy region;
• providing administrative assistance tocommunity and self-help groups-photocopying, word processing anddesk-top publishing;
• producing and distributing a monthlynewsletter;
• applying for further funding.
Management structure All day-to-daydecisions were made by the part-timeproject coordinator. Major managementtasks were carried out by the executivemanagement committee, which was madeup of representatives of the bureau'smember organisations.
Resources The budget was about $20 000.The majority of funds were allocated tostaff salaries (69 per cent).
Achievements
• The citizens advice bureau wasestablished.
• The bureau became an easy point ofcontact for people in search of localservices, particularly health services.
• The bureau provided information onexisting services and helped peoplemeet others with similar interests.
• Being located in the health centre, thebureau enabled the feeding andchanging facilities to be opened fromMonday to Friday.
• Support groups received practicaladministrative support, relieving theburden on particular people in thosegroups.
• Members of the community becameinvolved in events organised by thebureau-a wine-tasting trip, a family funnight, a trivia night, and so on.
• Information, particularly about healthissues and services, was obtained fromthe Community Information Network.
84
GRAHAM HOUSEINFORMATION CENTRE
Project aim The projected aimed todevelop an information centre with anadvocacy and referral service, includingaccess to printed information andinformation obtained on-line through theCommunity Information Network. It alsosought to develop a register of peoplewilling to be volunteers and a register ofcommunity organisations requiringvolunteers; the purpose was to link the two.
Research site The project operated fromGraham House, a community house inMurgon, which is a small rural centre about200 kilometres north-west of Brisbane,Queensland. It is a communitypredominantly of people on low incomesand with a high proportion of indigenousAustralians. Racial tension is common.During the research period the area'slargest employer had to dismiss 600workers.
Funding period September 1995 toSeptember 1996
Living standard areas 'Access toinformation' and 'social participation'
Target groups The aged and women
Background The project was initiated bythe Graham House committee. It was notan extension of existing services offered byGraham House, but it did enhance thecentre's viability.
Major project activities• establishment of an information centre-
information was available in the form ofpamphlets and brochures andparticipants were encouraged to seek outinformation on-line;
• a referral service-counselling,community health and support groups;
• court advocacy;• establishment of a volunteer roster-not
as successful as had been anticipated.
Management structure The projectcoordinator, a community developmentworker and a secretary-treasurer wereresponsible for management of project. TheGraham House management committeeappeared to have little understanding of theCommunity Research Program and itsaims.
Resources The budget was about $21 000.Most of the funds were spent on thecoordinator's salary (60 per cent).
Achievements• Many members of an isolated
community were introduced toinformation technology, thus improvingaccess to information and socialparticipation, both on-line and at thecentre.
• Volunteers improved their labour marketskills and some of them found paidemployment.
• People who made use of project were inthe main people who had had someprevious contact with Graham House.
85
MARY VALLEY COMMUNITYINFORMATION CENTRE
Project aim The project aimed to establishan information centre and operate anequipment-lending pool, to alleviate thecost and inconvenience of purchasing orhiring equipment. The tools required wereoften not available for commercial hire andnewcomers to the area did not have thecontacts to borrow equipment from otherlocals. The information centre was toexpand the current resources and improveaccess to information for residents.
Research site Dagun, a small hobby-farmand established farming community ofabout 50 households, is about 20kilometres south of Gympie, Queensland.The information centre is in Dagun butservices both Dagun and Amamoor, whichhas about 100 households. The centre alsoprovides convenience goods and is the mailpick-up point.
Funding period October 1995 to October1996
Living standard areas 'Socialparticipation, 'access to information' and'reduced costs'
Target group All people on low incomes
Background The project was initiated bythe Dagun Fruitgrowers CooperativeAssociation Ltd, which was seeking tocater for the changing needs of the area.There had been an increase in landsubdivisions, bringing many new people tothe community, and a decrease in thenumber of full-time farmers. TheCooperative wanted to become morerelevant to the needs of a changingcommunity.
Major project activities• development of the information
centre—contact was made with agenciesand government departments to acquireresources;
• development of the equipment-lendingservice—the community was consulted
in setting up the service and for thepurchase and borrowing of equipment;
• provision of information technology andPC training;
• promotion—school newsletters,letterbox drops, newspaperadvertisements and open days.
Management structure There were anumber of volunteers in the project, but thepart-time project coordinator and, to asmaller degree, the part-time cooperativemanager had prime responsibility formanagement.
Resources The budget was about $12 000.The main expenditure items wereequipment (about 70 per cent) and wages(22 per cent). The wages were dividedbetween the project coordinator and thecooperative manager, on the basis of thehours they actually worked.
Achievements• The centre became a meeting place.
People met with others, learnt about thedistrict and began to feel a part of thecentre and the wider community.
• The community now has access to agood store of equipment to carry outwork for schools, churches, and so on.
• Access to tools has meant that jobs aredone effectively and efficiently. Peoplewould otherwise 'make do'.
• The project was important in removingresentments between the newer andolder residents.
• Participants were able to find from theCommunity Information Networkinformation that would not otherwisehave been available to them.Information was very useful in helpingpeople to make important farmingdecisions.
86
FOOD SENSE
Project aim The project aimed to helpparticipants choose foods suitable for ahealthy diet, through delivering workshopson nutrition, teaching participantsbudgeting skills and how to make informedfood choices to suit their budget, holdingdiscussions to tailor the content anddirection of each workshop to meet theparticipants' needs.
Research site The project was located inthe Nundah and Chermside suburbs ofBrisbane, Queensland.
Funding period May 1995 to June 1996
Living standard areas 'Access toinformation' and 'reduced costs'
Target groups Low-income parents, singlemen and young people
Background The Queensland branch ofthe Australian Nutrition Foundation wasthe sponsoring body for the Food Senseproject. Over the years the Foundation hasbeen involved in a number of projectssimilar to Food Sense, with church groups,the unemployed, aged pensioners, andhomeless young people. These projectswere funded by Queensland Health. A wishto continue delivering nutritionalworkshops to low-income communities ledthe Foundation to apply for ActionResearch Project funding.
Major project activitiesThe core project activity was running FoodSense workshops for people on lowincomes.
Management structure The projectcoordinator, a qualified dietitian, workedon a contract basis for the AustralianNutrition Foundation and prepared anddelivered all the workshops run as part ofthe project. An executive director, aFoundation employee, was involved withthe project to give direction on the terms ofthe contract, provide guidance with coursecontent and selection of resource materials,
and check financial statements. Thecoordinator reported to the executivedirector on a regular basis. The Foundationalso provided financial managementsupport.
Resources The budget was about $20 000.Two-thirds of this was for the coordinator'ssalary (68 per cent) and the balance wasallocated to operating costs.
Achievements• Twenty-eight workshops were held and
were attended by 108 people in total.• Participants received a range of
information on topics such as foodhygiene, labelling, nutrition, costs,budgets and food preparation.
• Participants reported they were able tomake savings of between $5 and $30 intheir weekly cost of living.
• Many participants reported eatinghealthier foods.
• Participants enjoyed the opportunity todiscuss their situation with others in asimilar situation; for example, feedingchildren and babies and shopping forone.
• Participants reported benefiting fromcontact with other people.
87
A CASUAL LABOURCOOPERATIVE
Project aim The project aimed to establisha community-based casual labourcooperative in the northern suburbs ofBrisbane. It sought to give unemployed andunderemployed people the opportunity tohelp themselves through a cooperativelyoperated casual labour pool. A database ofmember details was to be established andthen matched against casual labour needs.A coordinator was to be paid for sixmonths, to recruit members, and to helpdevelop the project as a self-sustainingcooperative.
Research site The project was located inthe Nundah and Chermside suburbs ofBrisbane, Queensland.
Funding period August 1995 to March1996
Living standard area 'Formal labourmarket'
Target groups Unemployed andunderemployed people
Background The project proposal wasinitiated by Sandgate Community TrainingCentre Association Incorporated. Closureof the Association resulted in negotiationsfor Futures Skillshare to adopt the proposaland subsequently run the project. Labourexchanges have been explored through anumber of Australian and internationalinitiatives in the past two decades. Theproposed cooperative structure of thisproject differentiated it from otherprograms operated by governmentorganisations.
Major project activities• promotion to recruit potential
cooperative members;• canvassing employers to encourage
them to use the services of thecooperative;
• development of a database to storemembers' details;
• matching participants to job vacancies;
• regular meetings to involve all membersin decision making;
• information sessions for participants.
Management structure The projectcoordinator had a high level of autonomyand support from Futures Skillshare in themanagement and planning of the project.The sponsoring body made available acommunity development worker to assistthe coordinator.
Resources The budget was about $20 000.The main expense was the coordinator'ssalary and on-costs (75 per cent). Theremainder was spent on equipment andother operating costs.
AchievementsIn the sixth month the project came to anend: there was no immediate prospect ofself-sustainability and funding for thecoordinator's salary had expired. The goalof establishing a worker cooperative wasnot accomplished. The project developed aservice that provided training andemployer-awareness activities andenhanced the ability of participants to findpaid employment.
Two people became involved in job-creation programs, four people found long-term casual work, one person began full-time study, and six people found full-timeemployment. Although the model ofservice delivery that emerged from theproject differed from that originallydetailed in the proposal, outcomes for thetarget group were achieved at a placementcost of $1 560 per person.
88
NANANGO YOUTH ANDFAMILY SUPPORT SERVICE
Project aim The project aimed to set up astreetfront youth centre to provideinformation and referral services and todevelop further projects for young people.The project was to be as participatory aspossible-to empower young people andinvolve them in the running of the centre.
Research site The project was located inNanango, about 15 minutes' drive fromKingaroy, which is about two hours' drivenorth-west of Brisbane, Queensland.
Funding period September 1995 toOctober 1996
Living standard areas 'Socialparticipation' and 'access to information'
Target group Young people in Nanango
Background Before the Action ResearchProject there were no youth services inNanango. The need for such services wasexpressed by a cross-section of thecommunity-young people themselves, theirfamilies, the high school, the shire council,and community organisations. The resultsof studies done by the State Governmentconfirmed the need. Some localprofessionals formed a group, the NanangoYouth Issues Strategies Group, whichprepared the application for the ActionResearch Project. Initial service directionswere decided in consultation with thecommunity, including young people. Theproject had a high level of communitysupport from the very beginning.
Major project activities• employment of a coordinator;• establishment of the centre—preparation
of site, a naming competition, and soon;
• provision of information, referral andcounselling services and advocacy;
• workshops and three youth forums;• organisation of recreational activities
and the establishment of social clubs—
games, trips, video nights, and so on;
• compilation of a needs-analysis report;• recruitment and training of volunteers—
training to become youth committeemembers.
Management structure The projectcoordinator was responsible for day-to-daydecisions. A management committee madeup of young people and adults wasresponsible for major decisions.
Resources The budget was about $24 000.The main expense was the coordinator'ssalary (70 per cent).
Achievements• Over 180 individuals used the centre
and more than half of them made use ofits resources at least twice a week.
• The Internet provided information thatwas otherwise difficult to obtain.
• The centre was identified as a safe andopen place where a person would belistened to.
• The profile of young people was raisedin the community.
• There were successful interventionswith people at risk of suicide.
• Eighteen young people were helped tofind accommodation.
• New friendships were made and tensionbetween some of the groups wasreduced.
• Many young people receivedinformation and advice about furthertraining and education.
• Police reported a decrease in juvenileoffending.
• Many centre users reported increasedself-esteem and a more positive outlook.
• A number of people found work as aresult of involvement in the project.
• Of the nine volunteers, all found jobs orbegan studying.
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HOUSING FOR OLDERPEOPLE
Project aim The project aimed to providean information database on localaccommodation, care, and other servicesrelevant to older people. The Chermside-Aspley-Nundah ComputerisedAccommodation System (CANCAS)database was to be available as hard copyand in electronic form, locally and via theCommunity Information Network. Thedatabase would facilitate matching of olderpeople's needs and circumstances withavailable accommodation types.
Research site The project was sited at theoffice of Nundah Council on the Ageing(Queensland) and covered the Chermside,Aspley and Nundah suburbs of north-eastBrisbane, Queensland.
Funding period April 1995 to May 1996
Living standards areas 'Access toinformation', 'personal well-being' and'reduced costs'
Target group Older people on lowincomes
Background The Council on the Ageing(Queensland) is a community-based bodyinvolved with policy development,consultation, service delivery and advocacyfor older people. It was regularly receivingfrom older people and their relativesrequests for information about housingoptions. The Action Research Program wasdeveloped in response to that need. TheCouncil also hosted a CIN local accesspoint.
Major project activities• establishing the database—involving a
survey of older people and contact withservice and accommodation providers;
• promotion of the database;• helping service users—database access
and referral;• establishing a CIN user group ('senior
surfers')—training in information
technology and use of the CommunityInformation Network, mutual supportand social activities.
Management structure CANCAS was runby a housing officer. Management andfinancial administration were provided byCouncil on the Ageing (Queensland) staffand volunteers. The project's direction andreview were contributed to by a steeringcommittee (including Council on theAgeing management) and a user referencegroup (the housing officer and three seniorsurfers who were looking for housing). TheSenior Surfers Club was managedcollectively by members.
Resources The budget was about $23 000.The main expenses were salaries (54 percent) and operating costs (43 per cent).
Achievements• Users were informed of choices that
they were not previously aware of.• Whilst contact with CANCAS may not
lead to an immediate decision,participants were armed with thenecessary knowledge.
• Referrals were made to related services,such as health and community servicesand support for the frail aged.
• Users were able to discuss their optionsand difficulties without feelingpressured to make a decision.
• Senior surfers' participation in groupactivities—such as CIN and Internetuse, training and social events—increased relationship building andsocial links for group members, familyand friends, and members of the on-linecommunity.
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EARLY LITERACY
Project aim The project aimed to supportparents in developing better reading andwriting skills in their children. It sought toachieve the following:
• support people in developing greaterreading and communication skills;
• provide a greater knowledge ofcommunity sources of information,particularly libraries and bookshops;
• provide transport for excursions toplaces such as libraries;
• provide parenting skills in linking adultswith children through selecting andreading books;
• encourage the development of a supportgroup for parents;
• impart knowledge and skills to giveparents greater confidence whendiscussing children's education witheach other and school staff;
• assess links between literacy andlanguage and parenting.
Research site The project was located inSalisbury, a suburb about 30 kilometresfrom the central business district ofAdelaide, South Australia.
Funding period August 1995 toSeptember 1996
Living standard areas 'Access toinformation', 'family relationships' and'personal well-being'
Target group Parents on low incomes
Background The project conceptoriginated from the principal of a primaryschool in the Salisbury area. Beforeapplying for Community Research Projectfunding, the principal ran a trial in 1994,involving a small group of parents in north-east Adelaide. The group consisted of 12parents who met on a regular basis todiscuss literacy barriers and ways ofovercoming them.
Major project activity• a weekly parent literacy and computer
training program.
Management structure Volunteercoordinators organised meetings andadministered the project. The projectworker was responsible for managementdecisions. The school principal had littleinvolvement in the project and concludedthat this had a large impact on the project'sinability to succeed.
Resources The budget was $4 500. Themain expenditure was on operating costs(94 per cent). Project activity was less thananticipated and a budget surplus resulted.
Achievements• Children enjoyed the fact that their
parents spent time reading with them.• Better relationships were developed
between some parents and the school.• Some participants developed skills in
computer use.
The project was based on a perceived needand a service model that had worked in adifferent community, but it failed toconduct most activities and appeared toresult in a greatly decreased opportunity forchange. There were nine workshops with29-odd participants.
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GREENING YOUR HOME
Project aim The project aimed to offer acommunity-based environmental advisoryservice ('green audits') for people on lowincomes. It was intended to helphouseholders save money, to improvehouseholders' health', and to raise theirlevel of self-reliance and confidence. Itwould offer participatory involvement(including training courses, home audits by'green advisors' and group membership)and direct benefits to people through publicdemonstrations and home audits.
Research site The project was located inModbury, a northern suburb of Adelaide,South Australia.
Funding period April 1995 to June 1996
Living standard areas 'Access toinformation' and 'reduced costs'
Target group All people on low incomesin the northern suburbs of Adelaide
Background Before the application forfunding the project coordinator wasinvolved with a small voluntary group, theGully Environment Network, which hadbeen operating for several years,distributing leaflets on environmentallyfriendly practices and holding monthlyworkshops. The project was to formaliseand extend the Network. An essentialassumption of the project proposal was thatpeople would respond better to 'green'issues presented through practicaldemonstrations. It was proposed to test thisby conducting public demonstrations ofcost-saving household practices andtraining people to become 'green advisors'and conduct home audits.
Major project activities• two seminars—to recruit trainees and
group members and to promote the'green audit' service;
• 22 training sessions for participants tobecome 'green advisors';
• 10 home audits;
• demonstrations at schools and shoppingcentres and for church groups.
Management structure The volunteerproject coordinator was responsible foradministration and management. Theproject was sponsored by Tea Tree GullyCouncil.
Resources The budget was about $4 000.Of this, 56 per cent was spent on operatingcosts; that is, the 'green advisor' trainingprogram and payments to 'green advisors'.The remaining funds were returned to theDepartment of Social Security at theconclusion of the project. (A hundredaudits had been allowed for in the budgetbut only 10 were conducted.)
Achievements• The project provided a means of
disseminating environment-relatedinformation to members of thecommunity.
• The coordinator's commitment resultedin enthusiasm from trainees, whobecame socially involved and activewith the project.
• The project educated participants aboutinexpensive 'green' options available tothem.
• Ten audits were conducted.• There was a great deal of interest in
information provided in pamphlets andat the seminars, but people seemedreluctant to invite strangers into theirhomes.
• A reduction in chemical use in homeswas reported, contributing to betterhealth and personal well-being througha safer living environment.
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A BUYING SERVICE FORWHITEGOODS
Project aim The project aimed to establisha buying service, helping people find thebest deal on major electrical and householdgoods, and a 'whitegoods galore' service,whereby people on low incomes wouldhave access to a pool of low-costwhitegoods. These goods could be placedon lay-by, and help with budgeting couldbe provided. The project sought to providepeople with information on consumerrights and increase consumer buyingpower, to provide people with greaterchoice, and to reduce the costs of majorelectrical items for people on low incomes.
Research site The project was based at theOld Rectory, an Anglican CommunityServices centre situated in Salisbury, anorthern suburb of Adelaide, SouthAustralia.
Funding period July 1995 to July 1996
Living standard areas 'Access toinformation', 'personal well-being' and'reduced costs'
Target group People on low incomes inSalisbury and surrounding areas
Background The Anglican Parish ofSalisbury asked Anglican CommunityServices to analyse the need for humanservices in the Salisbury area. One of theneeds identified was for a communitycentre; this was later based at the OldRectory and a range of services wasoffered. A whitegoods service hadsuccessfully operated in southern Adelaide,and it was anticipated that a similar servicecould be established for the Salisbury area.
Major project activities• purchase and sale of low-cost, non-
damaged, second-hand whitegoods;• a phone-in buying and information
service;• other activities related to the project
conducted as a part of the widerAnglican Community Services
activities—financial counselling,training of volunteers, and so on.
Management structure AnglicanCommunity Services controlled the project;it managed the financial and administrativeaspects and the Old Rectory had littlecontrol over the budget. This resulted in theOld Rectory project group having difficultymaking day-to-day decisions.
Resources The budget was about $20 000.The main expenditure items wereequipment (62 per cent) and operatingcosts (30 per cent).
Achievements• The project was based on a perceived
need and a service that had worked inanother setting.
• The project provided almost 300 peoplewith information on cheap whitegoods.
• People who came into contact with eachother through the project developedfriendships.
• Project volunteers reported animprovement in their communicationand social skills.
The whitegoods, although at a reducedcost, were still too expensive for those inthe target group and few goods were soldto that group.
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FROM UNEMPLOYMENT TOSMALL BUSINESS
Project aim The project had five mainaims:• to research, develop and distribute a
friendly, accurate, comprehensive andup-to-date booklet covering all thecommonly asked questions about settingup a small business;
• to develop a local register of possiblebusiness ventures;
• to refer individuals and groups totraining in setting up a business;
• to provide support for individuals andgroups setting up a business;
• to research, develop and implement alocal mentor system and refer people toit.
Research site The project was to belocated at the Mersey Business EnterpriseCentre, which operates in the township ofDevonport, on the north-west coast ofTasmania.
Funding period September 1995 toSeptember 1996
Living standard areas 'Access toinformation' and 'access to the formallabour market'
Target group Unemployed people
Background The Mersey BusinessEnterprise Centre was established in 1992to provide a wide range of services topeople wanting to establish a business.Among the services were casemanagement, training, referral andfinancial planning. The Centre aimed tosupplement these services by producing abooklet explaining how to set up a smallbusiness while adhering to the eligibilityrequirements of the Department of SocialSecurity. In the project negotiations it wasagreed that the Centre would extend theproject scope to include development of abusiness enterprise register, provision ofsupport and training, and the developmentand implementation of a local businessmentoring system for unemployed people.
Major project activities• publication and distribution of a booklet,
From Unemployment to SmallBusiness—1 000 copies distributed at nocost to unemployed people throughbusiness enterprise centres throughoutTasmania, others provided at cost priceto organisations throughout Australia;
• little done to establish the register oflocal business enterprises;
• training and support are part of thenormal daily business of MerseyBusiness Enterprise Centre-noadditional activities were undertaken;
• business mentoring developed andundertaken by another organisation-theMersey Business Enterprise Centremade referrals to it.
Management structure The manager ofthe Mersey Business Enterprise Centre wasresponsible for the project.
Resources The budget was about $22 000,to be spent on salaries (50 per cent) andoperating costs (50 per cent).
AchievementsProduction of the booklet was the onlytangible outcome, but the information inthe booklet soon became dated.
There is insufficient information to showwhether or not the booklet led to animprovement in people's living standards.Various Mersey Business Enterprise Centreworkers expressed strong support for thepublication.
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A COMMUNITYINFORMATION SHOP
Project aim The project aimed to developa community information shop for Sorellmunicipality. It would operate from acentral shopfront and would seek toprovide an information data bank, access toagency representatives on a one-to-onebasis, a meeting place for communitygroups, and a local employer and employeeregister.
Research site The project was based in thetown of Dodges Ferry, in Sorellmunicipality, east of Hobart, Tasmania. Thearea has many settlements of between 20and 50 people; there are two larger centres,Sorell and Midway Point.
Funding period October 1995 to October1996
Living standard area 'Access toinformation'
Target group People on low incomes
Background A survey in 1993 identifiedthe need for information about availableservices and actual service delivery.Discussions between representatives oforganisations and the Sorell Councilsupported the development of a service tomeet this need.
The Community Research Project allowedthe Council to advance this plan. Themanager of a council-owned facility wasresponsible for the project proposal andbecame the project coordinator.
Major project activities• establishment activities—shopfront
rented and fitted out, organisationscontacted to obtain information, and soon;
• promotion—word of mouth, posters,business cards, flyers, newspapers andnewsletters;
• links with organisations to provideservices at the shopfront—for example,the CES faxed a daily list of vacancies;
• provision of access to office resources—for example, fax, computer andphotocopier;
• provision of a meeting venue forcommunity groups.
Management Project staff and members ofthe Sorell Council were responsible forproject management. Sorell Council actedas sponsor and contractor.
Resources The budget was about $23 000.The main expenditure items were wages(40 per cent) and operating costs (40 percent). The sponsoring body providedadditional resources.
Achievements• Services were used almost 900 times.• At least six people found employment
as a result of information displayed atthe shop.
• Community groups and individualsreported cost savings for travel and useof administrative resources.
• The information shop became acommunity centre for regular users.
• Access to administrative facilitiessupported the operation of a smallbusiness.
• Meeting rooms that were previouslyunavailable to community groups wereprovided.
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CLARENCE PLAINSINFORMATION NETWORK
Project aim The project aimed to establisha community information network,providing a local access point for a widerange of information. The project alsosought to encourage members to participatein community projects, to coordinate andfacilitate community projects, and toencourage the development of networksbetween community groups.
Research site The project was based in theClarence Plains area, about 20 minutes'drive from the central business district ofHobart, Tasmania. The area has fewcommunity services and there are highlevels of unemployment and dependenceon income support.
Funding period May 1995 to May 1996
Living standard areas 'Access toinformation' and 'social participation'
Target group The community
Background At a public meeting in 1994it was agreed that local community actionwas needed to resolve local problems.Improved communication and knowledgewere seen as prerequisites for effectiveaction. The Clarence Plains InformationNetwork was to be established to meet thisneed. A steering committee was appointedand it proposed aims and objectives, whichwere ratified at a subsequent publicmeeting. The offer of Community ResearchProject resources came at an ideal time inthe development of the informationnetwork-the project offered funding and aphilosophy that matched the steeringcommittee's aims, processes and goals.
Major project activities• collecting and collating information;• information provision and referral;• providing a community resource
service—access to administrativeresources, assistance with resumepreparation and promotion ofcommunity activities;
• supporting new groups—such asLandcare and the Howrah Hills CareGroup;
• individual advocacy—accompanyingpeople to court or the Department ofSocial Security offices;
• community action—communityconsultations, meetings, petitions, andso on.
Management structure The projectcoordinator was responsible for day-to-daymatters. Other management tasks werecarried out by committee members. Rolesand responsibilities had been clearlydefined and appointments to positionsmade before the project began.
Resources The budget was about $22 000,most of which was spent on operating costs(51 per cent) and wages (29 per cent).
Achievements• The information network was used over
2700 times (including repeat users).• The network acted as advocate for
individuals and the community(proactive work in connection with asewerage plan).
• Advocacy services were used by a smallgroup of people.
• The network became a valuable agent incommunity consultations, respected byboth the community and the localgovernment. Community and localgovernment representatives participatedin meetings, on advisory boards, and soon—the community felt it had a voice.
• Network users referred family andfriends to the network for assistance.
• The network was a valued service andits continuation was supported by localgovernment in the medium term.
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A TRANSPORT NETWORK
Project aim The project aimed to empowerthe community and increase its capacity forself-improvement through theestablishment of a transport network anddatabase. The project sought to collectpersonal transport information to enter intothe database, to provide a transport networkand service to link car owners withpassengers, and to provide the communitywith information about other local servicesand resources.
Research site The project was located inOatlands, in the Midlands of Tasmania.
Funding period June 1995 to June 1996
Living standard areas 'Access toinformation', 'social participation' and'reduced costs'
Target group People on low incomes inOatlands and surrounds
Background The project concept wasdeveloped by a youth worker associatedwith the Southern Midlands Women'sGroup. The worker concluded from herwork with young people in the area thatlack of transport was a major concern. Thenetwork was to involve communities fromthe Northern Midlands and CentralHighlands municipalities. The project wassponsored by SMILE-Southern MidlandsInitiatives for Local Enterprises Inc.
Major project activities• conducting a survey of local residents to
determine transport needs and offers oftransport sharing;
• developing a transport network databaseto enable residents to establish carpools;
• organising community meetings todiscuss transport and other local serviceissues;
• providing a community information andassistance service for people in theOatlands area.
The core activity was to be the transport
network, but insufficient responses to andproblems associated with car poolingresulted in the project focusing more on theinformation provision service and lobbyingabout service provision (including publictransport).
Management structure Decision makingwas a joint exercise involving the youthworker and the Southern MidlandsWomen's Group management committee.Membership of the management committeeincluded representatives of local businessesand organisations.
Resources The budget was about $20 000.The main expenditure items were wages(72 per cent) and operating costs (22 percent).
Achievements• People became aware of transport
concessions and entitlements that wereavailable for them.
• A change in the Launceston-Hobart bustimetable was negotiated, resolving alongstanding problem.
• The information service centre became ameeting place for the community.
• Residents, including the managementcommittee, reported the development ofimportant new networks.
The achievements were in the main a resultof the information-provision service, ratherthan the transport network.
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A HOUSING-ASSISTANCEPROJECT
Project aim The project aimed to create anemergency-accommodation and housing-vacancy database to help clients makebetter informed housing choices. Theproject would allow for inspection ofpremises. Participants would be betterinformed about their housing rights andoptions. The project would also link withother housing groups through a housingnetwork to maintain an up-to-date databaseof accommodation available in the area.
Research site The project was located inHobart, Tasmania.
Funding period June 1995 to June 1996
Living standard area 'Access toinformation'
Target group People on low incomes andwithout dependent children
Background The project proposal wasinitiated by the Housing Assistance Project,which was established in 1979 to helppeople make the financial and emotionaltransition from crisis to safety,independence and self-sufficiency. It wasinitiated through Shelter Housing Action(Tas) Inc. and received funding from thatorganisation until July 1993. Since then,the Service has continued to expand, withfunding received from programs run by theDepartment of Community and HealthServices. It is now incorporated. Theproject was an extension of the existingservice—developing an electronic versionof written records and making it directlyavailable to clients.
Major project activities• establishing a database with information
about housing options for service users;• networking with individuals and other
housing services for information to enterinto the database;
• providing basic computer training forusers;
• carrying out property inspections.
Management structure The role of projectworker was shared by two people, eachworking part time. All project activities,decision making and administration wereoverseen by the Housing Assistance Projectmanagement committee, to which projectcoordinators reported regularly.
Resources The budget was about $21 000.The items of expenditure were wages (50per cent), equipment (25 per cent) andoperating costs (25 per cent).
Achievements• An electronic housing database was
created.• At least 53 clients found
accommodation as a direct result ofusing the database.
• Database users were able to obtaindetails of a variety of housing optionsand other useful information (tenancyrights, bonds, and so on).
• Information options and propertyinspections increased people's sense ofownership and power over housingoptions.
• Participants increased their socialnetworks through e-mail.
• Participants had the opportunity todevelop skills in informationtechnology.
• Information on subjects other thanhousing was also obtained via theCommunity Information Network.
• People reported being able to obtain up-to-date information on topics of interest.
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Category 3Community skills development
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FUNKY BUSINESS
Project aim The project aimed to helpyoung people develop confidence and theskills to bring their business ideas andcreative initiatives to fruition. It sought toprovide the following:• personal and practical support in
developing creative ideas andcooperation with other young people informulating projects;
• opportunities to learn new skills throughworkshops in personal development,motivation, self-confidence and lifeskills;
• access to resources to help developbusiness concepts;
• information and expertise to gainemployment skills;
• other support services available throughthe Gympie-Widgee Youth Service;
• access to the 'Funky Business' premises.
Research site The project was located inGympie, which is about two hours' drivenorth of Brisbane, Queensland.
Funding period April 1995 to May 1996
Living standard areas 'Formal labourmarket' and 'informal labour market'
Target group Long-term unemployedyoung people
Background The Gympie-Widgee YouthService was incorporated in 1984. Sincethen it has provided a support service foryoung people in the Gympie region,helping them find accommodation andemployment, learn new skills, and developsocial and support networks.
The Service had previously receivedgovernment funding to operate a number ofyouth projects and had established a broadnetwork of contacts in the local youthscene and with other service agencies.
Major project activities• providing personalised assistance to
encourage young people to developbusiness ideas;
• a number of small, successful businessenterprises, including the production andsale of photographic greeting cards, tie-dyed children's garments and fruit saladand a massage business;
• a wide range of workshops to provideyoung people with personaldevelopment training.
Management structure The project wasfacilitated and led by a part-time, largelyautonomous coordinator. The turnover ofcoordinators during the course of theproject led to some managementdifficulties but did not prevent successfuloutcomes for participants.
Resources The budget was about $22 000.The expenditure items were wages (40 percent), rent (35 per cent) and equipment andbusiness materials (25 per cent). Inhindsight, funds allocated for businessmaterials were not sufficient, restrictingopportunities for new ventures.
Achievements• A number of viable small craft-based
businesses were established.• Young unemployed people were linked
into local support networks.• Young people were equipped with
business skills.• Young people's capacity to participate in
the formal labour market wasaugmented.
• Participants' communication, conflict-resolution, teamwork and managementskills were enhanced.
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NORTHERN YOUTHMARKETS
Project aim The project aimed to helpyoung people set up and manage a numberof youth markets in the Salisbury area. Itsought to do the following:
• generate interaction between youngpeople and other members of the localcommunity;
• promote a positive image of youngpeople;
• improve young people's incomesthrough alternative forms ofemployment;
• link young people to other local industrynetworks;
• encourage participation in communitydevelopment.
Research site The project was based inParalowie House in the suburb ofSalisbury, which is about 30 kilometresfrom the central business district ofAdelaide, South Australia.
Funding period August 1995 to December1996
Living standard areas 'Socialparticipation' and 'formal labour market'
Target groups Past, present and potentialparticipants in enterprise courses funded bythe Department of Employment, Education,Training and Youth Affairs and otherunemployed young people
Background The project was initiated bythe Northern Metropolitan YouthAssociation Committee. It provided anopportunity to submit proposals on specificactivities as part of a Northern YouthStrategy. The concept of the markets was toprovide an outlet for goods and servicesproduced by young people and to presentan opportunity to obtain skills andexperience in setting up and managing themarkets. Contract negotiations resulted inchanges to the target groups, the number ofmarkets and the locations of the markets.
Major project activities• recruitment of young participants and
formation of a market group;• planning and market-skills
development—a youth marketscommittee was formed and decided ontypes of stalls, charges to stall holders,and so on, and was trained in calculatingand counting out change;
• promotion—flyers, billboards, aletterbox drop, school talks and radio;
• two markets held.
Management structure The projectcoordinator, the youth managementcommittee and the Northern MetropolitanYouth Association Committee managed theproject, which operated under the umbrellaof the Youth Association Committee. Staffchanges and responsibility for a number ofother projects made management complexand problematic.
Resources The budget was about $19 500.Community Research Project funding wasone part of the overall funding of theAssociation. The main expenditure itemswere wages (49 per cent) and operatingcosts (40 per cent).
Achievements• Fifty-seven young people were involved
in setting up and managing the markets.• At least 250 people attended the
markets.• Participants noted the project's positive
atmosphere. Young people felt includedas a part of a 'big family'.
• There was a sense of accomplishmentafter successfully holding the markets.
• Two people obtained employmentthrough the project.
• Extensive media coverage portrayed thepositive initiatives of young people.This contributed to greater acceptance inthe wider community.
• There was a high level of networkingfor members of youth managementcommittee—with business people,politicians and members of the media.
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PEER EDUCATION ANDPERSONAL GROWTH
Project aim The project aimed to traincommunity members as communityeducators and to train peers in personaldevelopment. An advisory committeedeveloped an education package for use intraining 20 to 30 community members inpersonal development. A number of thosetrainees received further training astrainers. This provided opportunities forskills development and exchange(communication, conflict resolution,assertiveness, self-esteem, negotiation andgoal setting) and for generating communitylinks. It was a pyramid approach todeveloping community skills.
Research site The project was coordinatedfrom the Davoren Park Community Centre,which is in an isolated and impoverishedarea of Elizabeth, a northern suburb ofAdelaide, South Australia. Most workshopswere held at the Centre but some were heldat other sites (such as TAFE).
Funding period May 1995 to June 1996
Living standards areas 'Socialparticipation' and 'personal well-being'
Target group People on low incomes,especially those with low levels of literacy
Background The Davoren ParkCommunity Centre is a community-basedservice provider delivering counselling andliteracy tuition. The project proposal wasinitiated by the Centre's director and theliteracy worker. It had been observed thatwith improved literacy, other personalbenefits emerge (empowerment and self-esteem, for example).
Major project activities• development of the education package;• training of peer educators, who were
members of the project advisorycommittee;
• promotion and recruitment;• peer educator-facilitated workshops (for
example, on personal development)based on the needs of trainees.
Management structure The project wasinitially managed by a paid coordinator andlater by a volunteer coordinator andpublicity officer, who was supported by theDavoren Community Centre director, thefinancial adviser and another staff member.Training workshops were facilitated by apool of 10 volunteer peer educators whocontributed to the direction anddevelopment of the project.
Resources The budget was about $17 000.The main expense was wages (70 per cent).
Achievements• Four of the 10 peer educators moved on
to being trained as family andcommunity services volunteers.
• Community links and support networkswere established for the 14 participants.
• Participants learnt techniques for copingwith difficult life experiences andcircumstances, within a group-learningcontext that reinforced support networksand community links.
• Training activities gave participantsbetter access to information—includingcommunity services, personaldevelopment and other educationopportunities.
• People were able to use conflict-resolution and communication skills intheir family relationships.
• One participant gained full-timeemployment.
• Two participants returned to full-timestudy.
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FOLLOW THE LEADER
Project aim The project aimed to helpparents establish mutual-support groupsthat would then provide networks forpeople in similar circumstances. Courseswould be run in personal development andleadership skills. The project sought toorganise and manage small groups fortraining and group development, to providelocal information and resources andinformation on how to use the CommunityInformation Network effectively, and toprovide participants with employment,education and training options.
Research site The project was located inElizabeth, a northern suburb of Adelaide,South Australia.
Funding period September 1995 toSeptember 1996
Living standard areas 'Access toinformation', 'social participation' and'personal well-being'
Target group Women on low incomes
Background The sponsoring body-LoneParent Family Support Services-hadpreviously run a skills-developmentprogram (Life Skills) and hoped to build onlessons learned from that program. Asurvey of the Life Skills participantsrevealed that support-group meetings werea 'high priority'. The project's trainingprogram for the support groups was basedupon the Life Skills program and wasfurther developed in consultation with theNorthern Suburbs Family Resource Centre.
Major project activities• recruiting people and running three
group-support training courses;• increasing participants' self-esteem and
encouraging personal development;• empowering participants to become
leaders or 'supporters' in their owncommunity.
Management structure Management ofthe project was split three ways: the project
coordinator; the president of Lone ParentFamily Support Services; and the executivecommittee of Lone Parent Family SupportServices. For day-to-day decisions, theproject coordinator contacted the president,who gave approval between monthlymeetings. In the fourth month of theproject an administrator was appointed tooversee the project on a day-to-day basisand to supervise the project coordinator.
Resources The budget was about $8 500.The main expenditure items were wages(63 per cent) and operating costs (36 percent). There was a budget surplus—someitems originally budgeted for wereprovided free of charge—and about $900was returned to the Department of SocialSecurity at the conclusion of the project.
Achievements• Twenty people participated in the
training courses.• A sustainable core group developed—
training courses would continue aftercessation of Department of SocialSecurity funding.
• Three members have offered to join theexecutive committee, help with fund-raising, and take leadership roles forother courses.
• Friendships were formed—people metregularly outside of the project and thechildren of those people also met.
• Three participants started part-timestudy; one took up part-time work.
• Participants felt they had gained morecontrol over their lives (for example,one became a netball coach) andattributed this to an increase inconfidence as a result of the project.
• Group members began to join othercourses (such as cooking andcomputers).
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BEFRIENDING
Project aim The project aimed to establisha 'befriending' service for the GeorgeTown community. 'Befrienders' were toprovide personal and emotional support toother residents of George Town, especiallyon an after-hours basis. The project alsosought to establish a support group, so thatpeople had an opportunity to work throughdifficulties such as grief, lack of self-esteem and depression.
Research site George Town is on themouth of the Tamar River, about 60kilometres north-east of Launceston,Tasmania. It experiences high rates ofsuicide and unemployment.
Funding period June 1995 to June 1996
Living standard areas 'Personal well-being' and 'social participation'
Target group All people on low incomesin George Town
Background The project proposal wasinitiated by the coordinator of GeorgeTown Neighbourhood House, which wasincorporated in 1988. It was an extensionof the services provided by theNeighbourhood House and was designed tocomplement other professional services inGeorge Town. It was developed in responseto an identified community need for anafter-hours support service.
Major project activities• promoting and recruiting volunteer
befrienders;• three Life Link training courses for the
befrienders;• establishing a network of befrienders
working in the community;• establishing a roster for the befrienders
and advising local services of thecontact phone number;
• producing a handbook for thebefrienders, to establish protocols andguidelines;
• developing and facilitating a weeklypersonal-support group;
• organising a course on conflictresolution.
Management structure The project wasmanaged by the Neighbourhood Housecoordinator and committee and the projectcoordinator.
Resources The budget was about $7 000.The main expenditure items were wages(57 per cent) and operating costs (31 percent).
Achievements• Eleven people were trained as
befrienders; six of them becamebefrienders.
• Clients of the befriending service wereprovided with personal support andpractical assistance on a continuingbasis.
• Participants in the self-help group wereable to explore their personal needs andproblems in a safe and supportiveenvironment and develop appropriatestrategies to deal with those needs andproblems.
• Group members were able to developfriendly and supportive networks.
• Befrienders increased their confidence,self-esteem and sense of self-worth bybeing able to help others.
• The community of George Town hadaccess to an after-hours support service.
• The Neighbourhood House gainedcredibility—more people used itbecause of the project.
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WOMEN TAKING ACTION
Project aim The project aimed to establisha training and skills-development programfor women. The training emphasisedcommunity development and was to beprovided in two streams, one emphasisingself-confidence and self-esteem and theother emphasising pre-vocational skills. Atthe completion of each training session, theparticipants were to become involved in acommunity project. A manual recordingthe training process was to be produced, sothat the program could be replicated.
Research site The project was located inthe Women's Room, a facility establishedby local women; it is based on theprinciples of community development andis part of Bridgewater NeighbourhoodHouse. Bridgewater is a small town about35 kilometres north of Hobart; it isdescribed as a low-income housing estatearea. It is said that the community suffersfrom an attitude that a move there is 'onlytemporary', but for most, particularlywomen, this is not the case.
Funding period May 1995 to May 1996
Living standard areas 'Personal well-being', 'social participation' and 'access toinformation'
Target group Women on low incomes
Background The project was initiated bythe Women's Room and the sponsor bodywas the Jordan River Service Inc. Thisarrangement was a partnership between theBridgewater and GagebrookNeighbourhood Houses.
Major project activities• a hands-on training approach;• a Crafty Capers group—women
received training in a range of crafts,from each other, project coordinatorsand other facilitators. Activities includedcandle-making and lead-lighting, anditems were sold in the Bits and Piecesshop and at other community events;
• the Bits and Pieces shop—a group ofparticipants set up and ran a second-hand clothing and craft shop;
• Scribblings newsletter—a number ofparticipants were instrumental increating and distributing a monthlycommunity newsletter to more than3 400 homes.
Management structure The project wasinitially managed by three part-time staff;as it developed, responsibility moved to theparticipants, who took control and ran theproject.
Resources The budget was about $20 000.The main expenditure item was wages (77per cent).
Achievements• Three groups and a number of new
services were established.• Participants' self-confidence increased
because they had control over what theywere doing, were trying new things, andwere developing strong social supports.
• Friendships and social networksdeveloped—a number of participantswho were normally alone at Christmasshared that time with other participants.
• Women had a number of new sources ofaccess to information—Scribblingsnewsletter, the Community InformationNetwork, and contact with the Women'sRoom and the Neighbourhood House.
• The community had access to low-costgoods through the second-hand shop.
• Women felt a sense of achievementmaking and selling high-quality craftgoods.
• A number of women went on to furtherstudies and developed skills in desk-toppublishing.
705
CIRCLE OF FRIENDS
Project aim The project aimed to developa system and an environment in whichpeople who were geographically andsocially isolated or otherwise experiencinghardship could offer each other practicalsupport, friendship and information. Peopleseeking support would be invited to join anetwork that offered mutual support andpromoted a self-help approach rather than aservice-dependency approach.
Research site The project operated fromDeloraine House, a community centrelocated in the township of Deloraine, 60kilometres west of Launceston, Tasmania.
Funding period May 1995 to July 1996
Living standard areas 'Socialparticipation', 'access to information','family relationships' and 'personal well-being'
Target group People on low incomes inthe Deloraine-Westbury area
Background Workers at Deloraine Househad been receiving from families andindividuals regular requests for a range ofpractical support measures. Anecdotalevidence suggested that newcomers to thearea—often attracted by the prospect of a'natural' lifestyle—lacked family andsocial networks. Changes in the ruraleconomy had also seen long-time residentsexperience hardship and family breakdown.
Similar circumstances in the region 20years earlier had led to the creation of asupport network similar to the Circle ofFriends. The Deloraine House coordinator-also a family worker in the area-used herknowledge of the previous network todevelop the proposal for funding under theCommunity Research Project.
Major project activities• house cleaning;• cooking;• offering friendship and social contact;• child minding.
At the end of the funding period there wasa core group of 19 people who regularlyprovided support to individuals andfamilies, usually on a one-off basis butoccasionally up to eight times.
Meals were prepared at 'cook-ups' andfrozen for future provision to those in need.The cook-ups provided practical support,but they were also an opportunity for socialinteraction and information sharing.Informal support- training courses wereconducted and encouraged participants tofocus on resolving their own problems aswell as learning about supporting otherpeople.
Management structure The project groupwas facilitated and led by a part-timecoordinator.
Resources The budget was $20 000. Thebulk of funds was spent on wages (76 percent). $4 301 in unspent funds wasreturned to the Department of SocialSecurity.
Achievements• The project provided a service without
using a direct service-delivery model.• The participatory atmosphere fostered
by the project helped the target grouphelp themselves and their peers toovercome personal difficulties.
• This approach provided practicalsupport for those in need and led toopportunities for personal growth andincreased knowledge about localresources.
• The indirect service-delivery modelcontributed to the service being asustainable, group-based resource forthe community.
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HORIZONS JOB-TRAININGPROGRAM
Project aim The project aimed to providea professional workplace training program,to be run by a tutor, or mentor. It was tooffer training in office duties and smallbusiness administration, includingreception, typing, computing,correspondence, stock organisation, book-keeping, marketing, planning andnegotiation. Training would be offered viawork experience at a local craft shop and acraft cooperative. The craft shop wouldprovide a market for local craftspeople andinfrastructure for the formation of a craftcooperative, thus increasing the income,discounts and buying power of trainees,local craftspeople, volunteers, members ofthe cooperative, and the community.
Research site The project was located inSt Helens Neighbourhood House, in thesmall east-coast town of St Helens,Tasmania. The town has a population ofabout 2000, which expands to about 10 000in the summer months.
Funding period June 1995 to June 1996
Living standards areas 'Formal labourmarket' and 'reduced costs'
Target group Unemployed people withlow skill levels
Background St Helens NeighbourhoodHouse is an established community-basedorganisation. It acts as a local serviceprovider and offers space from which otherservices can operate. Most service users arelow-income or unemployed people andsome had asked for job training.
Major project activities• project development—building
renovations and telephone connections;• craft cooperative activities—
recruitment, links to craft groups andmaterials suppliers, craft work, andsocial, fund-raising and cultural events;
• craft shop activities—sales andpromotion;
• Horizons job training programactivities—informal, low-pressure, one-on-one mentoring, formal grouptraining, work experience andpromotion.
Management structure The project wasrun by a project coordinator, a paid tutor, ormentor, for the Horizons job trainingprogram, an unpaid volunteer craft shopsupervisor and workers, a craft cooperativecommittee, and other project participants.
Resources The budget was about $19 000.The main expenses were for wages (63 percent) and equipment (23 per cent). Theproject relied on volunteer workers,including 700 unpaid tutor hours.
Achievements• Fifty-seven people participated in the
project.• Skills in small-business administration,
office duties, and so on, weredeveloped.
• There were some cost reductions in craftmaterials and goods through bulkbuying and direct sales.
• Project activities (craft afternoons,meetings, formal training, exhibitions,and wine and cheese evenings) andcontact with Neighbourhood Houseservice users, staff and volunteersresulted in the development of newnetworks.
• Participants became involved inactivities they previously would nothave had the confidence to consider-forexample, computer training.
• Three participants improved their part-time jobs by increasing their hours; twoothers found employment as a result oftheir involvement in the project.
• Participants took on voluntarycommunity and relief work.
• Participants increased the range of jobsthey were eligible to apply for.
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A HOBBY GROUP
Project aim Initially the project aimed toestablish a hobby group for retired andunemployed men from diverse cultural andlinguistic backgrounds. Through attendingclasses they were to make and repair toys,which were then to be donated to familiesarriving as refugees. Through this theyhoped to encourage the development ofnew networks, acquire woodwork skills,and help newly arrived refugee families. Agoal developed later in the project was tointroduce Australians from diverse culturaland linguistic backgrounds to computersand information technology.
Research site The project was located atthe Migrant Resource Centre in Hobart,Tasmania. The Centre services the entiresouthern Tasmanian region.
Funding period September 1995 toNovember 1996
Living standard areas 'Socialparticipation', 'personal well-being' and'non-cash income'-" access to information'added later with the change in focus
Target group Unemployed and retiredmen from diverse cultural and linguisticbackgrounds.
Background The project was initiated bythe Ethnic Elderly project officer at theMigrant Resource Centre. It was based onthe 'perceived' need of the target group.The Migrant Resource Centre was thesponsor body and the project was anextension of the services the Centreprovides. The Centre is a community-basedorganisation servicing Australians ofdiverse cultural and linguistic backgroundsin southern Tasmania.
Major project activities• a woodwork training course of 10
weeks, developed in conjunction with aTAFE college;
• a follow-up course, to build on the skillsgained in the first course;
• furniture items made by the participantsas part of the course;
• computer training provided to 47people, in small groups and on a one-to-one basis.
Management structure A paid part-timeproject worker was responsible for all day-to-day decisions. Major decisions weremade by the Migrant Resource Centremanagement committee, whichadministered the project.
Resources The budget was about $14 000.The main expenditure item was salaries (75per cent).
Achievements• Three people were involved in the
woodwork classes. They developedfriendships with each other, woodworkskills, self-confidence and a focus inlife.
• Participants involved in computertraining reported that they developed theconfidence to learn and use new typesof technology.
• The original project was not based onassessed needs and had limited successwith the hobby group. The computerskills activities met expressed needs andwere successful.
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A STREET ALTERNATIVE
Project aim The project aimed to provideskills training (in woodwork, metalworkand welding) and pre-vocational training(such as team building, cooperation,planning and communication skills) to agroup of long-term unemployed peopleaged 16 to 24 years.
Research site The project was located in alow socio-economic suburban area about20 minutes' drive from the central businessdistrict of Hobart, Tasmania. It operated outof a workshop owned by the ClarencePlains Community Centre.
Funding period February 1995 toDecember 1996
Living standard areas 'Socialparticipation', 'personal well-being' and'formal labour market'
Target groups During the project-development period the target groupchanged from long-term unemployedpeople aged 16 to 24 years to unemployedpeople of any age and students (from age14) at risk of leaving education.
Background The project was to build onactivities for people on work orders underthe auspices of the Justice Department. Theoriginal proposal targeted Hobart's 'streetkids' and was to be sponsored by HobartCity Council, with support from localpolice and the Citizens Youth Club. But theCouncil lost interest and the project wastaken over by the Clarence PlainsCommunity Centre.
Major project activities• several hundred young people contacted
by the CES and offered participation inthe project;
• unemployed people recruited;• in August 1995, recruitment of people
from the local school who were deemedat risk of leaving before the completionof Year 10—the students wereenthusiastic participants (participationremoved them from the school
environment) and a student waiting listwas established.
Management structure The project wasadministered by a full-time coordinator andthe workshop was managed by anexperienced part-time wood- and metal-worker. The coordinator's position wasfilled by a number of different peopleduring the funding period; the Departmentof Social Security project officer assignedto the project also changed a number oftimes. These personnel changes causedmajor disruptions in terms of continuity,reporting, and participant outcomes.
Resources The budget was $22 000. Ofthis, 60 per cent was spent on tools andequipment and 40 per cent was spent onwages. The coordinator's position wasfunded separately by the Clarence PlainsCommunity Centre.
Achievements• Approximately 12 people attended
informal workshops once a week.• Participants made wooden items and
jewellery pieces to keep or to swap.• Project funding ensured that the
Community Centre's workshop now hasa full complement of tools andequipment.
• The Community Centre continues toallow young people access to theworkshop on an informal basis.
• Changes to participants' living standardswere minimal, but participants did learnabout cooperation and increased theirself-confidence.
• Youth workers in the CommunityCentre helped the younger participantsto discuss and work through variousproblems.
The project is an example of a 'good idea'that was poorly researched and not basedon an assessment of needs.
709
Category 4Consumer cooperatives
110
ELIZABETH AND MUNNOPARA FOOD COOPERATIVE
Project aim The project aimed to establisha food cooperative, to redress the lack ofoutlets in the Elizabeth Downs area fromwhich residents could purchase staplefoods at low cost. Through developing acooperative approach it was envisaged thata sense of people helping themselveswould be fostered. The project also soughtto provide educational programs, to be runat the cooperative to promote a healthylifestyle. The program was to includeinformation on nutrition, healthy cookingand budgeting. Members were to takecontrol of the cooperative, leading to itprogressively becoming self-sustaining.
Research site The cooperative ran from ashopfront in Elizabeth Downs, a northernsuburb of Adelaide, South Australia.
Funding period September 1995 toSeptember 1996
Living standard areas 'Reduced costs','access to information' and 'socialparticipation'
Target groups Sole parents and Aboriginaland Torres Strait Islander people
Background The project proposal wasinitiated by workers from the Elizabeth andMunno Para Council. It was a response to astudy, 'Living in the Downs'. There was nosupermarket to buy staple foods at areasonable price.
Major project activities• employment of a project worker;• locating and refurbishing premises from
which to run the cooperative;• establishing and running the
cooperative;• providing a nutrition education program.
Management structure The projectworker was responsible for day-to-dayrunning of the cooperative, in consultationwith a number of volunteers, and answeredto the Munno Para Council. The Council
used a steering committee for overalldecision making. The food cooperative isnot an incorporated body and is answerableto the Council for its operations. It isstaffed by a council employee (thecoordinator); volunteers of the cooperativeare classified as volunteers of the Council.
Resources The budget was $20 000. Ofthis, 65 per cent was spent onaccommodation and 35 per cent onequipment. The project also received about$65 000 from other sources, primarily theMunno Para Council.
Achievements• A cooperative shop was established and
continues to operate.• Participants were able to purchase low-
cost food items from an accessiblelocation. Prices were very reasonable:herbs were often given away and marredproduce was sold cheaply. Further, itemswere available in exact amountsrequired for recipes.
• Members were able to accrue dividendson purchases, which could be used atany time-many saved their dividends forChristmas.
• The coordinator baked food on thepremises, and this led to peopleinquiring about the goods being cooked.Participants were thus introduced tonutrition information in a non-threatening way. Further informationwas available from a carousel ofpamphlets at the cooperative.
• The cooperative fostered an atmospherethat stimulated discussion andnetworking. At the end of the reportingperiod members had access to a placefrom which to purchase low-cost goodsbut were not yet involved in decisionmaking.
A YOUNG PEOPLE'SFURNITURE COOPERATIVE
Project aim The project aimed to establisha second-hand furniture cooperative foryoung people, particularly those who werehomeless or making a transition from thefamily home. Furniture could be borrowedin the short term or purchased cheaply byarranging a low-cost loan.
Increased demand had meant that the usualsources of second-hand furniture hadincreased their prices and items hadbecome too expensive for young people onvery low incomes. The project sought toredress this situation.
Research site The project operated fromHYPO (Housing and Young People'sOutreach), a youth outreach centre based ininner Hobart, Tasmania.
Funding period August 1995 toNovember 1996
Living standard area 'Reduced costs'
Target group People aged 12 to 25 years
Background The project proposal wasinitiated by HYPO, which is a subsidiaryof its sponsor body, Colony 47 Inc. Colony47 was incorporated in 1974 and provides arange of community services.
The furniture pool had been operatingspasmodically for a number of years but,despite a need for this service, its operationhad been limited and ad hoc. HYPO sawthe Community Research Project asoffering an opportunity to develop theservice and put it on a sustainable footingto meet the needs of young people.
A youth worker from HYPO was the primemover for the project. The original servicedirections were decided by youth workersand endorsed by the HYPO managementcommittee and Colony 47.
Major project activities• operation and upkeep of the furniture
pool-two days a week;
• pick-up of donated second-handfurniture;
• delivery of loans and purchases;• promotion—media releases, posters,
letter drops and articles in newspapers.
Management structure HYPO and theproject coordinator met weekly andattended to minor decisions. HYPOreported to its sponsoring body on amonthly basis. Major decisions were madeby the sponsoring body's managementcommittee.
Resources The budget was about $20 000.Most of the funding was allocated to wages(81 per cent). Extensive donations offurniture from the community reducedexpenses.
Achievements• One hundred and thirty-two young
people acquired low-cost furniture andhousehold items.
• Participants commented on theopportunity to create a reasonablycomfortable environment—more thanjust a 'roof over their heads'.
• Participants noted how depressing it wasto walk into an empty flat—'Now wecan ask people around because there is aplace to sit and eat'.
• Young people who received furnituremost often responded by offering towork at the centre or on the project.They reported a sense of achievementand responsibility.
• A sense of community sharing wasengendered. It was reciprocated byyoung people when they returned goodsafter they had finished with them, sothat others could benefit.
The project did not achieve its cooperativegoal.
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A BARGAIN CENTRE FORBABIES' GEAR
Project aim The project aimed to establisha cooperative to reduce the prices andbroaden the range of products for childrenless than 2 years old. This was to includehygiene and nutrition products, a toylibrary and second-hand clothes, toys andequipment.
Research site The centre was located inOatlands, in the Midlands of Tasmania.The area has a dispersed, low-incomepopulation that has been badly affected bydrought.
Funding period April 1995 to August1996
Living standard area 'Reduced costs'
Target group People with young children
Background The project sponsor, SMILE-Southern Midlands Initiatives for LocalEnterprise Inc.-is a community-basedorganisation aiming to coordinatecommunity services and fundingapplications. The Southern MidlandsWomen's Group is a sub-group of SMILE.A registered nurse and midwife and aphysiotherapist involved with the Women'sGroup generated the proposal because theysaw a community need, a lack of localsecond-hand retailers, and restricted andexpensive baby goods. These individualsmanaged, directed and administered theproject.
Major project activities• establishing the bargain centre—site
preparation, recruitment and needsassessment;
• retail activities, including sales, stockingand promotion;
• social participation—development ofcollective resources, op shop, groupstructure and activities such as meetings,op-shopping trips to Hobart and adulteducation.
Management structure Financial and
administrative responsibilities were initiallyborne by SMILE but were transferred tothe Southern Midlands Women's Group,which determined the managementdirection. Later, the paid coordinator andthe volunteer management committee tookover management while an informalcooperative profit-sharing group made upof local church groups and bargain centrevolunteer workers and organisers wasformed.
Resources The budget was about $20 000.The expenses were initial stock (49 percent), operating costs (17 per cent),equipment (15 per cent) and salaries (19per cent). A further $10 014 was spent onpurchasing stock, a telephone connectionand salaries-this was funded through stocksales.
Achievements• An alternative source of baby goods was
established.• The community had access to a broad
range of new and second-hand babyproducts at reduced prices, and with lay-by options, from the local outlet and bustrips to Hobart op shops.
• A resource base was created—women's,children's and young people's healthinformation and workshops, a youthworker, a toy library, a meeting spaceand networks.
• Meetings, op-shopping trips, adulteducation and the formation of aninformal, cooperative, profit-sharinggroup increased social interaction.
• Skills were developed through workingin and organising the Centre.
• Links with other mothers andcommunity services were formed.
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JORDAN RIVER GARDENCARE COOPERATIVE
Project aim The project aimed to establisha community-based garden-tool lendingcooperative, to be run by local serviceproviders, community workers andresidents. It would offer access to tools andresources, enabling 'do it yourself gardencare and maintenance, small-businessdevelopment opportunities, and increasedcommunity pride.
Research site The project covered theBridgewater and Gagebrook areas ofsouthern Tasmania, areas characterised by abroad-acre housing estate, highunemployment and crime rates, and a highproportion of single-parent families. Theproject was administered by the UnitingChurch, with equipment storage andmanagement meetings occurring atBrighton Council.
Funding period September 1995 toSeptember 1996
Living standard areas 'Socialparticipation' and 'reduced costs'
Target group Low-income people,especially single parents and mothers withyoung families in the Jordan River HousingEstate
Background The project was initiated bythe Bridgewater Community Health Centresocial worker and a member of the localDepartment of Correctional Services. Theaim was to meet the demand for gardeningequipment from people ineligible for theCorrectional Services garden-maintenanceservice. Bridgewater Community HealthCentre is a community-based organisationproviding health and social welfareservices.
Major project activities• purchase and tagging of equipment and
training of the service coordinator;• service promotion, using articles and
flyers;
• management committee meetings andnetwork links;
• lending and maintenance of tools.
Management structure The project wasrun collectively by a group of local serviceproviders. There was a limited contributionfrom the service coordinator and serviceusers through service-use questionnaires.Among the service providers were theBridgewater Community Health Centre, theDepartment of Correctional Services,Brighton Council, the Uniting Church, theJordan River Family Support Unit, theYouth Activities Centre and the AnglicanChurch.
Resources The budget was about $12 500.The main expenses were equipment (47 percent) and part-time wages (40 per cent).Brighton Council provided funds foraccommodation, on-costs and financialmanagement. Members of the managementgroup devoted many unpaid hours to theproject.
Achievements• A tool-lending service was established.• People using the service saved on the
hire, purchase and repair costs of gardenequipment, particularly mowers,enabling maintenance and work thatafforded opportunities for furthersavings through planting vegetablegardens.
• Participants felt relieved at not having torepeatedly ask to borrow from family,friends or neighbours.
• Participants reported pride in thechanged appearance of their homes anda growing pride in their neighbourhood.
• Participants reported greater security,independence and confidence, and reliefand pleasure in being able to do theirown garden work or use a low-costgarden-labour service.
• Family relationships benefited.• One of the coordinators found full-time
employment.
114
GYMPIE SAVINGS AND LOANSCOOPERATIVE
Project aim The Gympie Savings andLoans Group aimed to facilitateparticipation in a low-fee, interest-freesavings and loans scheme. It sought to dothis by encouraging involvement in theGroup, facilitating the identification ofpersonal needs and goals, and developingsavings and loans strategies to reduce coststhrough access to alternative sources offinance.
Service delivery was to be flexible andspecific, particularly in relation to thedesign of savings plans, repaymentschedules, and the loan-application process.Transactions within the service werelargely based on trust and strengtheningrelationships between project participants.
Research site The project was located inGympie, about two hours' drive north ofBrisbane, Queensland.
Funding period April 1995 to May 1996
Living standard areas 'Socialparticipation', 'personal well-being' and'reduced costs'
Target group People on low incomes
Background The Gympie Savings andLoans Group existed before ActionResearch Project funding and sawparticipation in the Project as a means ofconsolidating and extending its operations.The initial savings and loans cells werebased around existing social networks atErin House women's refuge, theCentreplace Community Centre,community housing, and LETS.Continuing support from Centreplace wascrucial to the Group's success.
Major project activities• a minimal-fee, interest-free savings and
loans program;• regular monthly business meetings;• special monthly Group gatherings;• fund-raising activities;
• reciprocal referrals between the Group,the financial counselling service, andCentreplace;
• recruitment and promotion throughflyers, newspaper advertisements,posters, 'guest spots' and socialnetworks.
Management structure The Group wasorganised into four cells linked to existingsocial networks. Each cell had a leader, oneof whom worked as the group coordinator.Decisions were made collectively by cellleaders. Members participated through theircell leaders or by attending meetings.
Resources The budget was about $3 500.The main expenditure item was operatingcosts (78 per cent).
Achievements• Strong links between participants
developed through involvement inregular business meetings and socialgatherings.
• One woman was able to buy a car andso keep her job and transport herchildren to school.
• One woman was able to start her ownbusiness.
• One member was able to purchasefurniture.
• One member was able to pay for carregistration.
• One member was able to afford a travelticket.
• One member was able to buy babyequipment for an expected child.
• One member could pay unexpectedbills.
• People felt that they had more control oftheir lives—they did not have to keepturning to family members for financialassistance.
• Members' confidence and skills wereenhanced.
• Links to further education werefacilitated.
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ZILLMERE TOOL LIBRARY
Project aim The project aimed to establisha low-cost tool library, to provide low-income people with access to tools andequipment they would otherwise be unableto use because of financial and personalcircumstances.
Research site The research site coveredthe Brisbane suburbs of Zillmere, Boondalland Taiguni, which are characterised by ahigh proportion of housing commissionhomes, a low level of services, and atransient population. The project wascoordinated from a workshop connected tothe North-east Community SupportGroup's premises in Zillmere.
Funding period September 1995 toSeptember 1996
Living standard area 'Reduced costs'
Target group Low-income people,including long-term unemployed people
Background The North-east CommunitySupport Group operates a communitycentre for long-term unemployed peopleand sole parents. It sponsored the project.
Major project activities• establishing the project—clarifying legal
responsibilities, employing a facilitator,developing lending and data-collectionprocesses and locating a secureworkshop;
• buying, checking, tagging and engravingtools and equipment;
• promotion-word of mouth, communityorganisations, brochures, newsletters,and so on;
• tool library activities—tool andequipment lending and maintenance andrecord keeping;
• attempts to develop a volunteer service-user group, or 'borrowers club'.
Management structure The tool librarywas run by a paid part-time facilitator. ASupport Group worker researched legalresponsibilities, provided assistance and
facilitated the formation of the service usergroup. The Support Group's managementcommittee was responsible for decisionsand financial management and SupportGroup volunteers and staff helped withbookings and hiring. The project receivedlimited assistance from a small number of'borrowers club' members.
Resources The budget was about $21 000.The expenses were for tools and equipment(69 per cent), salaries (16 per cent) andoperating costs (15 per cent). Maintenanceof tools was not included in the budget andwas covered by hiring fees.Accommodation rental of $1 000 wascovered by the Support Group.
Achievements• Twenty-one individuals or families used
a service providing safe, low-cost orfree tool and equipment hire andmaintenance, with the tool rangedetermined by participants' needs.
• A number of long-term unemployedpeople developed small businessenterprises, for dress-making, gardenmaintenance, car maintenance, treelopping, and so on.
• Home maintenance tasks werecompleted rather than overlooked.
• Participants borrowed video cameras torecord their children and other familyevents.
• Group activities using tools were linkedto family, friends and local communityorganisations—Creative Work, Youthand Community Combined Action, awomen's group and a boxing club.
• People gained satisfaction by using toolsto fulfil self-identified goals and plans.
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GYMPIE TOOL LIBRARY
Project aims The project aimed to reduceparticipants' costs by facilitating thelending of tools that are usually unavailableto low-income people because of the costof their purchase or hire. The tool librarywould also provide mini-manuals andtraining in tool use. Access to the toollibrary would enable low-income people todo their own home and gardenmaintenance.
Research site The project was located in asmall room of the former Gympie Hospital.Gympie is about two hours' drive north ofBrisbane, Queensland.
Funding period July 1995 to July 1996
Living standard area 'Reduced costs'
Target groups Initially low-incomerecipients of Department of Social Securitypayments; later expanded to include abroader range of low-income people
Background The project application wasinitiated by the manager of the GympieSkill Centre, a community-basedorganisation that has operated since 1980.The Centre has a history of serviceprovision to low-income people in theGympie community and specialises intraining courses. As well as the tool library,the Skill Centre was running six othercommunity services or projects andmanaging a budget of $2 million. The toollibrary was considered a lesser priority.
Major project activities• establishing the tool library—
employment of a coordinator,preparation of the site, and the purchase,checking and marking of equipment;
• tool library activities—registration, toolborrowing (especially lawn mowers andbrushcutters), maintenance and recordkeeping;
• promotion—word of mouth, tool lists,flyers and posters.
Management structure The project was
managed by the Gympie Skill Centre. Aproject coordinator ran the tool library. Theperson responsible for organising the toollibrary was employed through Jobskills forthe first six months of the project; after thatthe position was shared by the Skill Centreaccountant (project organisation) and ahandyperson (lending of tools).
Resources The budget was $20 000. Themain expenditure item was tools (81 percent). The project coordinator's salary waspaid by the Gympie Skill Centre.
Achievements• Improved home maintenance made
environments safer.• There was an opportunity to develop
skills in using tools.• Home environments and family
relationships improved and parentstaught their children about using tools.
• Employment and small-businessopportunities were developed—at leastthree people were able to gainemployment by having access to thetools.
• Participants helped one another carryout work (such as car maintenance),thus building networks.
A lack of public transport meant that thetool library could be used only by peoplewith their own vehicles.
777
Category 5Producer cooperatives
118
TYENNA VALLEYCOOPERATIVE GARDEN
Project aim The project aimed to developa cooperative community garden. It soughtto provide access to fresh produce forresidents of an isolated community whootherwise were required to travelconsiderable distances. The main aimswere to provide produce by and forvolunteers at little or no cost, to generatesufficient produce to have a saleablesurplus, to generate income for thecommunity, to increase the opportunity forpaid employment, and to act as a catalystfor social participation.
Research site The project was situated inMaydena, a small town in the upperDerwent valley, in the western highlands ofTasmania.
Funding period January 1996 toDecember 1996
Living standard areas 'Socialparticipation' and 'reduced costs'
Target group People on low incomes inMaydena
Background The project was initiated bytwo members of the community, who wenton to become the secretary and thetreasurer of the management committee.One of them had seen an advertisement forthe Community Research Project andtogether they decided the original servicedirections of the project.
The project was sponsored by the MaydenaCommunity Council, now known as theMaydena Community DevelopmentAssociation Inc. A cooperative committeewas formed to oversee the project.
Major project activities• preparation of land—clearing and
building hothouses;• planting over 14 varieties of vegetables
and small flowers;• establishing and maintaining a tool-
lending library;
• promotion—newsletters, a letterboxdrop, a logo competition, and word ofmouth.
Management structure The cooperativecommittee took on all managementresponsibilities. At some stages of theproject relations between the sponsor body,the management committee and thevolunteers were strained but this wasgradually resolved.
Resources The budget was about $19 500.The main expenditure items wereequipment (77 per cent) and operatingcosts (20 per cent).
Achievements• The community garden, including open
land, hothouses and sheds, wasestablished and planting was done.
• Produce was to be available in early1997.
• Volunteers reported great satisfactionand pride in seeing their hard workcome to fruition, despite delays causedby poor weather and other constraints.
• One participant commented on thechance to learn new skills—forexample, fence building.
• Social interaction was particularlyimportant to new residents.
• Volunteers have formed a social groupand meet regularly.
• Community projects were undertaken—mowing of community parks, and so on.
119
CREATIVE LIVING
Project aim The project aimed to involvemembers of the community in localenterprise opportunities, includingexpansion of the Burnie city markets,developing a LETS scheme, andestablishing a food cooperative to operatefrom the markets. (A furniture-recyclingproject replaced the food cooperativebecause health regulations prevented thecooperative from proceeding.)
Research site The project was located atthe Creative Living Centre in Burnie, onthe north-west coast of Tasmania. Burniehas a population of about 22 000;unemployment is high and particularlyaffects young people.
Funding period August 1995 to August1996
Living standard areas 'Non-cash income','personal well-being', 'reduced costs' and'access to information'
Target groups Young people, unemployedpeople, people with disabilities, and peopleon low incomes
Background Staff of the Creative LivingCentre became aware of the opportunityoffered by the Community ResearchProject and developed a proposal. Projectactivities were designed to reduce the costof living for low-income residents ofBurnie. The Creative Living Centre wasestablished in 1993. Originally funded torespond to the needs of young people inBurnie, it now attracts a wider clientele.
Major project activities• fortnightly markets selling second-hand
furniture, craft goods and produce—stallholders trained in pricing, marketingand presentation;
• formation of North West LETS, a groupof 26, bartering items such as child care,tutoring, gardening, administrative tasksand cleaning;
• a furniture-recycling project—newproducts such as chairs, bowls, tables
and billycarts created through recyclingold materials.
Use of the Community InformationNetwork was a drawcard for the Centre-users would often then become involved inother project activities.
Management structure Management wasbased on a team approach: all participantswere involved. It was found necessary tohave a team director and throughout theproject this position was held by the full-time project coordinator. The project wassponsored by Community, Training andEducation Centres (Tasmania) Inc.
Resources The budget was about $20 500.The main expenditure item was salaries (77per cent).
Achievements• Three new services were established.• Stallholders developed confidence and
skills. One went on to do a course inbusiness management, then found full-time employment.
• People who had skills in woodworkwere able to pursue this interest—theyhad been unable to do so previouslybecause of tool costs. They were alsoable to teach others.
• Many low-cost items were availablethrough the markets.
• A number of people took up furtherstudies.
• Valuable information about employmentand training was obtained from theCommunity Information Network.
• Many friendships were formed.• One person was offered the opportunity
to display his woodwork in galleries inTasmania.
720
A COMMUNITY ENTERPRISEEMPLOYMENT PROJECT
Project aim The project aimed to providea low-cost, volunteer-run firewood serviceand a free furniture-removal service using acollectively owned truck. People on lowincomes could not afford wood or electricheating or vehicles for furniture removal.The project sought to reduce costs andimprove the spending power of serviceusers. Volunteers would receive job-skillstraining and labour market opportunities.
Research site The project was based inTasmania's Rokeby — Clarendon Valearea, which experiences cold winters, highfuel-wood prices ($75 to $100 a tonne and$10 for delivery) and a lack of affordablefurniture-removal assistance. It has amobile population, with 2 000 housingcommission homes, most of which havewood heating. The project was coordinatedfrom a rented housing commission house.
Funding period September 1995 toSeptember 1996
Living standards areas 'Reduced costs'and 'informal labour market'
Target group Department of SocialSecurity health care card holders (includingunemployed people and pensioners)
Background The Community EnterpriseEmployment Project is a community-basedorganisation with employment-creation andeconomic-development aims. It provides arange of rural and social services such ashorse agistment, market gardening, lawnmowing, household repairs, aneighbourhood centre and second-handclothes sales. This project was to be anextension of its services.
Major project activities• wood-cutting training for five volunteers
(first aid, chain saw, forklift and truckoperation and maintenance, postsplitting and general land care) andwork experience with two oldervolunteer mentors experienced in woodcutting;
• wood cutting on approved local sites;• free wood delivery at $20 per half-tonne
plus in $10 lots, with optional splittingand stacking or wood in exchange forlabour;
• a free self-help furniture-removalservice when the truck was not beingused for wood gathering or delivery.
Management structure Project activities,finances and administration were managedby the project management committee; onemember was employed as the part-timeproject coordinator. Project activities wereprimarily carried out by a core group ofseven volunteers.
Resources The budget was about $13 000.The main expenses were for tools (67 percent) and wages (24 per cent).
Achievements• About 340 loads of wood were sold.• There were nine furniture removals.• There were significant cost reductions
for direct service users and volunteers(including people able to exchangelabour for wood).
• Project wood enabled people to heattheir homes during the winter months.
• Five volunteers gained labour marketskills and experience through theproject. Two people obtained full-timeemployment; others applied for work.
• The community organisation has asustainable resource (the truck and thechain saws).
727
TASMAN GROWERSCOOPERATIVE
Project aim The project aimed to developa fruit and vegetable growers cooperativethat would provide access to business andtechnical advice and an equipment pool.The project sought to improve members'incomes through establishing a localproducers cooperative and market outletsfor local produce, to provide access toproduction equipment that members wouldotherwise need to buy, and to facilitate thedevelopment of networks betweenmembers of the cooperative.
Research site The project was located onthe Tasman Peninsula, a reasonablyisolated rural area of south-easternTasmania.
Funding period September 1995 toSeptember 1996
Living standard areas 'Socialparticipation', 'non-cash income', 'formallabour market' and 'access to information'
Target group People on low incomes inthe Tasman Peninsula area
Background The project was initiated byPACE (Peninsula Action for CommunityEnterprise Incorporated), which wasestablished in 1993 and involves localpeople in formulating a strategic plan fordeveloping local enterprises.
The idea for the project emerged from a'Future Directions' conference, held in1993. A need for local production of craftsand produce was identified, a workingparty was established, and the CommunityResearch Project proposal was submitted inlate-1994.
Major project activities• employed two part-time workers, a
project coordinator and a Jobskillstrainee;
• established the cooperative committee;• established and maintained market
gardens;
• promotion—word of mouth, localnewspapers, newsletters and a radiointerview;
• a tool pool established and maintained;• working bees, meetings and planning
days;• stalls held at markets to sell crafts and
produce.
Management structure The cooperativeexecutive committee made all majordecisions at monthly meetings. The projectcoordinator made all day-to-day decisions.Cooperative members were welcome at themonthly meetings.
Resources The budget was about $22 000.The expenditure items were for operatingcosts (53 per cent) and equipment (47 percent).
Achievements• Sixty people became members of the
cooperative.• Market gardens were established and
further developed by cooperativemembers.
• At least 20 people gained supplementaryincomes from the sale of goods atmarkets.
• Project participants were provided withtraining in a variety of agriculturaltechniques—for example, herb growingand organic farming.
• High-school students developed theirown market garden; the proceeds weredonated to the parents and friendsassociation.
• The tool pool allowed two members toset up their own businesses, inlandscaping and paving.
• Two members began making and sellingchildren's swings and have had toinvolve a third member to keep up withdemand.
• Fifty members are regularly involved insocial events and have their own soccerteam.
• Two Jobskills workers used the toolpool to help build nine greenhouses.
722
BUNYA BRIDGE GROWERSCOOPERATIVE
Project aim The project aimed to form aprimary producers cooperative to grow andprocess Asian and speciality vegetables forthe domestic market. The cooperativewould establish a shared storage andprocessing facility and promote theexchange of resources, knowledge, labourand skills. A shared resource base wouldincrease participants' access to information,enable cooperative production, encouragesharing of equipment, facilitate bulkbuying, increase members' income, andfacilitate access to the paid labour market.Mary Valley Plantation would contributeexpertise gained from its experience in theproduction of specialty crops.
Research site The garden site was at MaryValley Plantation, Noosa, Queensland.Other agricultural industries in the region,particularly pineapple farms, had beenbadly affected by near-drought conditionsand water shortages. A large proportion ofthe local cattle and sheep industries hadrelocated to other regions.
Funding period April 1995 to July 1996,although the project was terminated bymutual agreement in April 1996
Living standard areas 'Reduced costs','formal labour market' and 'access toinformation'
Target groups Low-income farmers andunemployed landowners
Background The project application wasinitiated by the horticultural manager of theMary Valley Plantation, an innovativeenterprise producing Asian and specialityvegetables using minimum-handlingprocesses and multiple harvesting of youngand mature vegetables to ensure freshness.It was thought that combining efforts andresources with other small growers-whocould use the same processing technology-would be one way to expand this businessand include other farmers. Produce was to
be marketed to local and regionalrestaurants. Asian vegetables were suited tothe local soil type and climate and requiredless water.
Major project activities• a horticultural workshop on marketing
minimally processed vegetables;• pre-cooperative group meetings and
discussions;• clarification of legal and financial
matters;• land preparation and crop planting;• promotion—marketing, networks with
local chefs, restaurateurs and retailers.
Management structure The project wassponsored by Erin House and managed bykey project organisers, who received someassistance from prospective cooperativemembers. A Jobskills office administratorcarried out some project administrationtasks.
Resources The projected budget was$22 000. The main expenditure wassolicitors' fees. The bulk of funds wasreturned to the Department of SocialSecurity.
Achievements• Participants received information on
cooperative business and legal matters,alternative crops, and harvesting andhandling methods suited to currentclimatic and market conditions.
• Participants worked on developing thecooperative and product concepts.
• A cooperative was registered after theproject ended. It attracted funds fromother sources and is now a functioningbusiness.
Setting up the legal side of a cooperativecan be a lengthy process not suited to shortfunding time frames.
123
CHERBOURG SEWING ANDSCREEN-PRINTINGENTERPRISE
Project aim This project aimed to establisha sewing and screen-printing businessspecialising in Aboriginal artwork.Participants were to be people who hadalready completed sewing and screen-printing courses at TAFE. They were toreceive training in marketing and financingand would be able to work with otherpeople and be self-employed on a part-timebasis.
Research site Cherbourg is an Aboriginalsettlement in the South Burnett region ofQueensland. It has an estimated populationof 2 000 and limited facilities: residentsmostly have to travel elsewhere to obtaingoods and services. Living conditions arepoor and exacerbated by violence,substance abuse, poor school retentionrates, unemployment and a high suiciderate.
Funding period November 1995 toSeptember 1996
Living standard areas 'Socialparticipation' and 'formal labour market'
Target group Low-income Aboriginalwomen
Background The project was initiated bythe Cherbourg Community Council financeofficer, who had heard about theCommunity Research Project from aDepartment of Social Security projectofficer. The finance officer concluded thata number of local needs, identified atcouncil meetings, warranted attention:• a lack of Community Development
Employment Project places for women;• local goods for a new gift shop;• development of Aboriginal art;• design and production of uniforms for
council employees.
Major project activities• appointing the project worker;
• organising screen-printing and sewingcourses, to be run at Cherbourg TAFE;
• promoting the TAFE courses.
Management structure There was noeffective project management system. Theproject coordinator received assistancefrom the Department of Social Securityproject officer and the local communitycouncil provided minimal supervision.
Resources The budget was $21 000.
Achievements• Eight people began the screen-printing
course; one (the project worker)completed it.
• The project worker reported that he hadthe opportunity to gain experience inusing information technology and inorganisational, negotiation and planningskills, and that he was able to explorehis artistic abilities.
The idea for this project did not come fromthe community, and little or no attempt wasmade to consult the community about itsneeds. It was inappropriate to emphasisescreen-printing skills, with no considerationof other things affecting participants' lives.Nothing was produced for sale and thebusiness was not established.
124
CREATIVE WORK
Project aim The project aimed to developenterprise skills by establishing a plant-propagation shade house, which would beused to develop skills in the propagation ofherbs and seedlings and the cultivation offlowers. The project sought to developskills and knowledge in the establishmentof a community enterprise, developmarketing skills, encourage the use ofcommunity networks and resources, andengender a sense of community.
Research site The project was situated at acommunity centre in Zillmere, a northernsuburb of Brisbane, Queensland.
Funding period September 1995 toSeptember 1996
Living standard areas 'Socialparticipation', 'informal labour market' and'reduced costs'
Target groups Recipients of social securitypayments and other people on low incomes
Background The proposal was initiated bythe North-east Community Support Group,a community centre receiving fundingthrough the Supported AccommodationAssistance Program and from othersources. The Support Group's previousinvolvement with a community gardenproject had identified a group of long-termunemployed people. One of the needs ofthis group was for training in nursery,marketing and business skills. The ActionResearch Project was seen as an avenue fordeveloping these skills.
Major project activities• employment of a project coordinator;• promotion—newspaper, letterbox drop
and word of mouth;• preparation of the land, planting and
erection of the shadehouse;• propagation and potting of herbs and
other plants;• weeding the gardens.
Towards the middle of the project the core
group changed: members of the initialgroup left because they found employmentas a result of the project. The second groupwas predominantly made up of people witha disability and, because of their specialneeds, the shadehouse could not bemaintained. The focus of the project thenchanged to a community garden aimed atsocial participation and communityintegration.
Management structure The projectcoordinator was responsible for day-to-dayactivities. A voluntary managementcommittee was responsible for managingthe project.
Resources The budget was about $10 500.The expenditure items were wages (45 percent), equipment (30 per cent) andoperating costs (25 per cent).
Achievements• Members of the initial group (including
the project coordinator) gained paidemployment through participation in theproject.
• One participant was offered training bythe CES to obtain a horticulturecertificate.
• For the second group of participants thecommunity garden provided a safespace in which people could interact andoffered a sense of personal achievementthrough involvement in a productivemainstream community venture.
125
TELECONTRACTING
Project aim The project aimed to placepeople with a disability in home-basedemployment using personal computers todo word and data processing and basicbookkeeping for business clients. Theproject sought to deliver marketing,technical, personal and employmentsupport for participants, using electroniclinks, mentors and manuals.
Research site Project activities werecoordinated from the Brisbane,Queensland, office of and electronicallyfrom the coordinator's home. The researchsite covered metropolitan Brisbane. Afteran initial pilot, Department of HumanServices and Health funds extended theproject to include rural areas.
Funding period May 1995 to May 1996
Living standard areas 'Access toinformation' and 'formal labour market'
Target group Unemployed people withsevere physical disabilities and highpersonal-care support needs
Background Epic is an establishedcommunity-based organisation withextensive networks and experience inservice provision for people with severephysical disabilities, who are oftenprecluded from participation in the formallabour market because of their personal-care needs, employer attitudes, transportand work program deficiencies, andfragmentation of employment-supportprograms. The main employment servicesavailable to this group-CompetitiveEmployment Training and PlacementAgencies and the CommonwealthRehabilitation Service-do not providehome-based work opportunities usinginformation technology. This projectsought to investigate the potential of home-based IT employment.
Major project activities• marketing and recruitment of employers
and participants;
• provision of access to electronic workresources (equipment and software) andtraining;
• employment and personal-care support,including contract negotiation andadvocacy.
Management structure Initially, theproject was run by a coordinator withfinancial, marketing and management skillsand project direction was provided by theEpic manager and program manager. Epicunderwent a management restructure.Using Department of Human Services andHealth funds to expand the initiative, twomarketers, a quality assurance officer andan overall program coordinator wereemployed and the position of coordinatorbecame more focused on client support.
Resources The Action Research Programbudget was about $20 050; the mainexpenses were equipment (31 per cent) andsalaries (59 per cent). The Department ofHuman Services and Health provided$40 000 to extend the project to includepeople from its target group and a further$13 000 in recurrent funds to expand theproject.
Achievements• Employers' awareness of the capacity of
people with a disability to participate inthe labour market was enhanced; theybecame aware of a different approach tomeeting the needs of people with adisability.
• Nine people with a disability improvedtheir capacity to negotiate withemployers for flexible workingarrangements that met their needs.
• Nine people found employment.• Participants were able to use
information technology to buildnetworks and so participate in IT-basedsocial activities.
726
A COMMUNITY GARDENPROJECT
Project aim The project aimed to bringpeople on low incomes together and toreduce some of their weekly shopping costsby enabling them to grow their own fruitand vegetables and swap surplus produce.This was to be achieved through theemployment of a coordinator who wouldfacilitate the preparation of garden space,encourage group decision making andnetworks, and ensure the availability ofnecessary gardening resources andinformation. The coordinator was to be anexperienced community worker whoadopted a cooperative learning approach.
Research site The community garden waslocated at the Wooloowin Centre inBrisbane, Queensland. The Centre is alarge institution providing accommodationand a work centre for intellectuallydisabled people, as well as a church andconvent. Project administration was locatedat Futures Inc. Skillshare in Kedron. Thesuburbs of Kedron and Wooloowin lackservices and there is limited access topublic transport.
Funding period May 1995 to June 1996
Living standard areas 'Non-cashincome', 'formal labour market' and'reduced costs'
Target group All people on low incomes
Background The project proposal wasinitiated by Futures Inc. Skillshare. Theproject was supported by Futures, theMercy Centre, Creative Work Zillmere andCity Farm. Futures had previouslyconducted a horticulture course, and it wasthought that the development of acommunity garden would contribute topractical learning.
Major project activities• allocating individual plots to
participants for growing their own fruitand vegetables;
• gardening activities—preparation,
planting, weeding, pest control,composting, maintenance andharvesting;
• social activities—participants formednew relationships and networks,supported one another, sharedinformation and produce, bartered,received referral, support, informationor contacts from the coordinator, andbecame involved in group decision-making processes.
Management structure On a day-to-daybasis the project was managed by theproject coordinator, who receivedadministrative support from FuturesSkillshare. Access to land, storage spaceand gardening guidance were provided bythe Mercy Centre. Participants wereinvolved in decision making on matterssuch as gardening, promotion and futuredirections.
Resources The budget was about $20 500.The main expenditure item was for wages(84 per cent).
Achievements• A community garden was established.• Participants gained access to fruit,
vegetables and flowers, which theyshared and bartered.
• Participants were able to meet people,build relationships, support one another,be involved in group decisions, andcreate links with networks that facilitategreater social cohesion and offer accessto work and education opportunities.
127
WYNN VALE COMMUNITYGARDEN
Project aim The project aimed to establisha community garden, to be operated on acooperative basis, providing a self-helpopportunity for participants and enablingthem to obtain information about nutrition,health and environmental matters as well asgardening skills. The project was tobecome self-managing within the fundingperiod.
Research site The garden was located in arelatively affluent area of Adelaide'snorthern suburbs (possibly precluding useby some people on low incomes). Publictransport was not easily accessible. Theland itself-virgin soil that was extremelyhard in summer and boggy in winter-required extensive conditioning to beuseful for growing produce.
Funding period July 1995 to July 1996
Living standard areas 'Socialparticipation', 'personal well-being' and'reduced costs'
Target group People on low incomes
Background A small community group,committed to the community gardenconcept and in the process of negotiationswith the City of Tea Tree Gully Council,submitted a proposal to establish acommunity garden on council landadjacent to the Wynn Vale CommunityHouse. It was anticipated that up to about40 participants would each tend a plot,growing vegetables and possibly seedlingsfor their own use or for sale. Council staffwere to provide training in decisionmaking, conflict resolution, meetingprocedures and technical areas such as soilmanagement and pest control.
Major project activities• fortnightly committee meetings to
determine what was required toestablish the garden;
• promotional activities—largelyunsuccessful in attracting the targetgroup;
• digging trenches, installing irrigationpipes, using a rotary hoe to breakground, and preliminary preparation ofraised garden beds-this was done by agroup of unemployed people, under theNew Work Opportunities scheme;
• members of the existing group installingtaps, others planting out 400 native andfruit trees;
• laying out of 15 garden plots;• leasing of seven plots—three to
individuals and four to the neighbouringprimary school.
Management structure Administrationand facilitation were done by a council-employed community development officer,who was employed for a very limitednumber of hours each week. Only herpersonal commitment to the projectensured any outcomes at all. A committeeof 'participants' perceived themselves asproviders of expertise only. There wasconflict between committee members inconnection with areas of personal expertiseand notions of project ownership anddirection.
Resources The budget was about $12 000.Many items were donated. The project wasvery small in scale and in terms of whatwas developed the budget appeared to begenerous.
Achievements• The community garden was established
and a valuable community resource nowexists.
• Seven plots were planted but no producewas harvested during the fundingperiod.
• Social participation occurred, althoughmany participants had pre-existing andwell-developed networks.
128
NUEVOS HORIZONTESProject aim The project aimed to involvemigrants in an agricultural cooperative,offering an opportunity to develop andshare skills in horticulture and businessmanagement (including record keeping,meeting procedures, networking andmarketing). Involvement in the projectwould link participants to a 'community ofinterest' and provide opportunities forexperiencing alternative cooperative andcollective aspects of the formal labourmarket.
Research site The cooperative was locatedin the predominantly low socio-economicstatus suburb of Munno Para, in northernAdelaide, South Australia.
Funding period May 1995 to June 1996
Living standard areas 'Socialparticipation', 'personal well-being' and'formal labour market'
Target group Australians from diversecultural and linguistic backgrounds—asmall group of potential cooperativemembers, drawn from the local ElSalvadorian community, had beenestablished before the receipt of projectfunding
Background The director of the MunnoPara City Council CommunityDevelopment Team and the grant-in-aidworker from the Federation of SpanishSpeaking Communities of South Australiawere instrumental in initiating the projectproposal and in subsequentimplementation. Both people wereexperienced in working with the Spanish-speaking community and were aware of theproblems facing Australians from diversecultural and linguistic backgrounds—particularly limited opportunities andlimited access to resources for developingsmall businesses. Language barriers and alack of capital were also identified assignificant impediments to theestablishment of small business ventures.
The cooperative used commercialgreenhouses to grow vegetables for sale atlocal produce markets.
Major project activities• agricultural and business training;• marketing and sale of produce;• establishment of a working, legal
cooperative;• horticulture-planting, weeding, pest
control, harvesting, and so on.
Management structure The managementcommittee consisted of project participantsand was assisted by both the Munno ParaCity Council and the Federation of SpanishSpeaking Communities of South Australia.
Resources The budget was about $22 000.This proved inadequate to cover totalproject expenditure, which was about$29 000. The main expenses were forongoing costs (78 per cent) and equipment(18 per cent). Unforeseen expenses weremet through profits from the sale ofproduce and council funding. The grant-in-aid worker provided interpreting serviceson a voluntary basis.
Achievements• Patterns of social isolation were broken
by the development of group cohesion,a common focus, and links to family,friends, markets and communityagencies.
• Skills development and experienceresulted in more informed decisionmaking and planning and developmentof a group spirit, individual confidence,motivation, and a sense of usefulness.
• The development of a collectiveresource and skills base (information,network links, skills and experience)resulted in a self-sustaining legalcooperative and increased labour marketopportunities.
729
DIAL A SHREDDER
Project aim The project aimed to establisha small, self-supporting cooperative orcollective enterprise that would provideemployment for a group of long-termunemployed people who would travel topeople's homes and shred garden materials,newspapers, and so on, to provide mulch.
Research site The project operated fromthe Elizabeth Mission, a site administeredby the sponsor, Anglican CommunityServices, in the northern suburbs ofAdelaide, South Australia. The Mission isclose to a regional shopping precinct andpublic transport is readily available. Thesuburb of Elizabeth is characterised byeconomic disadvantage, high levels ofunemployment and public housing.
Funding period September 1995 toSeptember 1996
Living standard area 'Formal labourmarket'
Target group Long-term unemployedpeople
Background Anglican CommunityServices sponsored two CommunityResearch Projects at the Mission premises:the Green Thumbs project (see next page),was subsumed by Dial a Shredder.
Major project activities
After initial difficulties in developing acooperative base it was decided the projectshould be run as an enterprise, with anumber of Jobskills trainees employed fulltime and others associated with the Missionemployed on a casual basis. Instead ofproviding a service to private homeowners, the group tendered for and woncontracts to landscape and maintainproperties (such as nursing homes) ownedby Anglican Community Services. Theconsiderable revenue returned by theenterprise after payment of employeewages was used by Anglican CommunityServices, rather than distributed to
cooperative members. A gardening coursewas run by Para West adult campus as partof the project but links betweenparticipants in the course and employees ofthe gardening enterprise seemed tenuous.
Management structure A coordinator,working out of the Elizabeth Mission,facilitated the project with the assistance ofa works manager, who coordinated thetendering process. These people wereanswerable to Anglican CommunityServices management—at times the twogroups had differing views.
Resources The budget was about $16 000but this was supplemented by theabsorption of assets from the GreenThumbs project and by a private sectordonation from Levi Australia. The sponsorbody also supplemented the budget byproviding staff and premises. Theexpenses were equipment (56 per cent),wages (24 per cent) and operating costs (20per cent).
Achievements• The project resulted in the establishment
of a profitable enterprise providingemployment for about six long-termunemployed people.
• Workers and trainees had theopportunity to interact with others—atbarbecue lunches, and so on.
• Workers and trainees increased theirself-esteem and skills.
• Revenue earned by the sponsor bodywill probably benefit others who use theorganisation's services.
130
GREEN THUMBS
Project aim The project aimed to extendthe existing Elizabeth Mission communitygarden and develop a cooperative gardenthat would provide cooperative memberswith access to home-grown fruit andvegetables. Members would be able toproduce their own goods and barter andsell surplus produce. Involvement incooperative activities, including trainingand gardening, would facilitateparticipation in other aspects of the formallabour market.
Research site The project was located atthe site of an earlier Anglican CommunityServices project, the Elizabeth Missioncommunity garden, in the northern suburbsof Adelaide, South Australia.
Funding period September 1995 to April1996—the project was terminated after thefirst quarter
Living standards areas 'Non-cashincome' and 'formal labour market'
Target group People on low incomes,particularly social security recipients andunemployed people
Background The project was one of threeproposals initiated by AnglicanCommunity Services—Elizabeth Seniorson Line (see category 9) and Dial aShredder (see previous page) were theother two. Anglican Community Services,a welfare organisation receiving fundingfrom a range of sources, noted that marketresearch was done to ensure the feasibilityof the Green Thumbs project. Acooperative approach was to be adoptedbecause of its empowering nature.
Major project activities• establishment of retail and hothouse
sites, including construction work andpurchase of equipment and plants;
• plant and herb production for retail saleto support Dial a Shredder landscapingactivities;
• establishment of a project group
composed of three cooperative membersand four Dial a Shredder participants;
• cooperative meetings.
Management structure A full-time paidcoordinator was responsible formanagement and administration.Cooperative members contributed todecision making through cooperativemeetings. The sponsor became primarilyconcerned with establishing Dial aShredder as a viable landscaping enterpriseproviding local employment. Other projectfunds and participants, including those ofGreen Thumbs, were absorbed into Dial aShredder.
Resources The budget was about $11 000.Of this, the project received $6 445. Themain expenses were salaries andequipment. Other funds supported Dial aShredder. About 16 per cent of the budgetwas returned to the Department of SocialSecurity when the project was terminated.
Achievements• The project did not achieve its
objectives because there was not a callfor both the Green Thumbs and Dial aShredder projects: the two projects werecombined by mutual agreement. Incomefrom the sale of plants and landscapingwas channelled into Dial a Shredderrather than being distributed amongmembers of the cooperative.
• The garden and hothouses werecompleted.
• Landscaping plants were grown.
131
NORTHERN AREA FOODCOOPERATIVE
Project aim The project aimed to establisha food cooperative, to provide equitableaccess to food items at a reduced cost. Theproject also sought to provide informationabout nutrition and budgeting and todiscourage reliance on emergency foodrelief.
Research site The cooperative was tooperate in the Salisbury area, about 30kilometres north of the central businessdistrict of Adelaide, South Australia.
Funding period May 1995 to April 1996
Living standard areas 'Reduced costs'and 'access to information'
Target group People on low incomes inthe Salisbury area
Background The project proposal wasinitiated by the Northern MetropolitanAboriginal Council and a coordinator fromthe Enfield Community Food Centre wasto act as a mentor for the Council. It wasestimated that some 200 people would beinvolved with and benefit from thecooperative. Approximately 15 volunteerswould need to be recruited and trained.
Major project activitiesNo major project activities occurred. Afterfailing to secure a particular location forthe project, organisers were unable to agreeon or secure any other location.
Management structure A committee wasformed but committee members wereunable to reach agreement on projectaccommodation. It was decided not tocontinue with the project when negotiationson the preferred location fell through.
Resources The budget was about $20 000.The main expenditures were to beequipment and stock (72 per cent). Allfunds were returned to the Department ofSocial Security.
AchievementsBecause of the early termination of theproject, nothing was achieved. There werethree main reason for this: the difficulty insecuring premises; the departure ofcommitted key people; and an apparentlack of community support for the project.
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Category 6Reciprocal trade exchanges (LETS)
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WONDAI LETS
Project aim The project aimed to establisha LETS to operate in the Queensland shiresof Wondai, Kingaroy, Murgon andNanango. Rather than cash, participantswere to use a notional currency that hadvalue only within the membership of thescheme. Members were to provide goodsor services in return for the notionalcurrency, then 'spend' the currency byobtaining goods or services from othermembers. The scheme was designed toenable participants to significantly reducetheir cash outlays. The unit of currency isusually regarded as equivalent to, but notconvertible to, a dollar.
Research site The project was based in theformer court house in the small town ofWondai, between Gympie and Kingaroy,about two hours' drive north of Brisbane,Queensland. The area under considerationhad a population of about 25 400.
Funding period July 1995 to July 1996
Living standard areas 'Personal well-being' and 'informal labour market'
Target groups Low-income, unemployedand disabled people in particular, althoughmembership would be open to anybodywho wished to join
Background The project was initiated bythe Wondai Community EnterprisesAssociation, an incorporated body thenfunded to establish the Wondai telecentre.
Major project activities• advertising through public meetings and
extensive publicity in the local area,although much of the recruitmentresulted from personal contact betweenmembers and prospective members;
• social activities and market trading,including some trading with otherLETS;
• attempts made to secure theparticipation of local businesses andcommunity organisations.
Management structure Project fundingprovided for one part-time salary; othermembers recruited into the office teamwere paid in LETS units. The team wasformally responsible to the generalmembership, but it experienced difficultyinvolving members in decision making.
Resources The budget was about $19 500,of which 40 per cent was spent on salariesand 49 per cent on operating costs.
Achievements
Membership reached 60 or a little more.The aim of serving a population dispersedover a wide area proved unrealistic, andattempts to involve local organisations andbusinesses were unsuccessful. After thefunding period the LETS incorporatedseparately and secured rent-free tenure of ashopfront and dwelling at Wooroolin,between Wondai and Kingaroy, but manymemberships were not renewed. Theremaining active members were, however,hopeful that the LETS would be self-sustaining and expand.
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POMONA LETS
Project aims The project aimed toestablish a LETS for the residents ofPomona.
Research site The project was based inPomona, a small town between Noosa,Gympie and Nambour in southernQueensland. The main local industrieswere farming and timber. Some newcomershad been attracted by the availability ofcheap housing and small properties, butemployment opportunities were limited.
Funding period April 1995 to June 1996
Living standard areas 'Personal well-being' and 'informal labour market'
Target groups Anyone who wasinterested, but the project was expected tobe most attractive and of most benefit topeople on low and very low incomes, ofwhom there were many in the localcommunity
Background The project was initiated by asole parent who had engaged in simplebarter to supplement her income and who,having learned of LETS, recognised it as abetter alternative. She collected interestedpeople and became coordinator during thefunding period.
Major project activities• recruitment through extensive publicity
in the local area;• administrative procedures adopted, with
slight modification, from the large andactive Maleny LETS;
• market trading organised;• some participation of local businesses;• limited trading with neighbouring
groups.
Management structure Project fundingprovided for a part-time salary for thecoordinator; members assisting in theadministration were paid in LETS units.The coordinator was responsible through acommittee to the general membership, andthe LETS incorporated at the end of the
period. The project was originallysponsored by the Federal Community HallCommittee.
Resources The budget was about $19 000,of which 33 per cent was spent onequipment, 29 per cent on the coordinator'spart-time salary and 38 per cent onoperating costs.
Achievements
The aim of the project was to have 100members in the first six months and 200 bythe end of the funding period, which wouldhave been an exceptional achievement for anew LETS. As it was, membership rosefairly steadily to sixty. Members werepredominantly on social security paymentsor other low incomes and spoke of both thematerial benefits and the personalsatisfaction they derived from the project.Pomona LETS appeared to have goodchances of survival and growth.
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NORTHERN LETS
Project aims The project aimed to reviveand further develop a LETS.
Research site The project was based in theOld Rectory, an Anglican CommunityServices centre in Salisbury, a northernsuburb of Adelaide, South Australia.
Funding period May 1995 to May 1996
Living standard areas 'Personal well-being' and 'informal labour market'
Target groups Recipients of social securitypayments and other low-income people inthe local community, although membershipwould be open to anybody who wished tojoin
Background The project was initiated bytwo people active in SALETS (the LETSAssociation of South Australia), who wereconcerned that previous, unresourcedattempts to develop a LETS in northernAdelaide had been largely unsuccessful.SALETS was an incorporated body andacted as sponsor of the project.
Major project activities• recruitment through extensive
promotion of the LETS concept in thelocal area and through contact made andmaintained with other localorganisations;
• trading and administrative proceduresdeveloped throughout the region, usingfour networked PCs and LETSsoftware;
• members helped to acquire the skillsand experience needed for continuingmanagement of the system;
• trading, both between individuals and atLETS markets—members could trademore widely (both in the State andnationally) through SALETS.
Management structure Project fundingprovided for two part-time salaries to bepaid in the developmental phase; membersrecruited into the continuing officeadministration team were paid in LETS
units. The administration team wasresponsible to the general membership.
Resources The budget was about $20 000.The main expenses were wages (59 percent) and operating costs (27 per cent).
Achievements• At the end of the funding period there
was a core membership of over 100,which included family memberships.
• An estimated 250 individuals wereinvolved in trading and administrationover the 12 months.
• There were good prospects forcontinuation of the scheme and forgrowth.
• The value of goods and services tradedduring the period was estimated to wellexceed the developmental funding.
• Members reported significant increasesin social networks and other personalbenefits.
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SCOTTSDALE LETS
Project aims The project aimed toestablish a continuing and self-managinglocal employment and trading system forresidents of the Dorset local governmentarea.
Research site Scottsdale is a small townabout an hour's drive north-east ofLaunceston, Tasmania. The main localindustries are agriculture and forestry.
Funding period July 1995 to June 1996
Living standard areas 'Reduced costs'and 'non-cash income'
Target groups Any local residents wishingto participate
Background The project originated withthe sponsoring body, Scottsdale communityhouse, an incorporated body supported bythe Tasmanian and local governments.Some bartering already occurred in thearea, and a few people associated with thecommunity house had expressed interest informing a LET system. An initialenrolment of 100 families was anticipated.
Major project activities• promotion through the local press and
radio, leaflets and posters;• meetings with local community groups.
Management structure Staffing was toconsist of one paid part-time worker butunderspending allowed for the temporaryemployment of a second. Formal controlwas exercised by the community housecommittee; staff regarded themselves asresponsible to members through generalmeetings. Separate incorporation was notcontemplated.
Resources The budget for the project wasabout $7 500. Of this, 59 per cent wasspent on wages, 26 per cent on equipmentand 15 per cent on operating expenses.
AchievementsThe response to promotional activities wasdisappointing, and the withdrawal and
delayed replacement of the first paid part-time worker and the subsequentreorganisation of the project were serioussetbacks. Recruitment later improved andmarket trading began but activity levelsremained low.
The local community did not embrace theproject and inexperience probably led tosome mistakes being made andopportunities missed.
Scottsdale LETS survived, although with avery small active membership, and wasable to go at least some way towardsachieving its original objectives.
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DEVELOPING LETS
Project aim The project aimed to facilitatethe creation of and links between LETSorganisations in Tasmanian communitiesthat expressed an interest in the concept.
Research site In theory, the project wouldtarget the whole of Tasmania, although theTasLETS coordinator worked fromDeloraine. He would visit any communityexpressing an interest in LETS with a viewto helping it establish a system.
Funding period July 1995 to July 1996
Living standard areas No specific areas-generally, promotion of social developmentand enabling members to obtain goods andservices they could not otherwise afford
Target groups Members of all existingLETS organisations in Tasmania andgroups wishing to establish suchorganisations
Background The project was initiated byTasLETS (the Tasmanian Association ofLET Systems) and principally by thecoordinator, who had extensive experienceof LET systems in Tasmania and theUnited Kingdom.
Major project activities• visiting interested groups, explaining
LETS to them and, if they decided toproceed, helping them to establishsystems by- providing a consultancy service,- facilitating the use of information
technology to assist in efficientadministration (record keeping,accounting and provision ofdirectories),
- enabling members to trade withintheir own system or with anyTasLETS affiliate.
Management structure The project wassponsored by Community Training andEducation Centres (Tasmania), anincorporated body that provided financialmanagement. Day-to-day management wasthe responsibility of the coordinator.
Resources The budget was initially about
$21 000, but additional funds were grantedto purchase a file server. Total funds cameto $29 900, although not all of this wasspent. The main expenditures were wages(about 45 per cent) and equipment (35 percent).
AchievementsThe project did not achieve its main aims.The coordinator expressed disappointmentwith the responses of both existing LETSand groups that had shown interest. Theinformation system did not come intooperation in the manner envisaged withinthe project period.
The coordinator remained convinced of theproject's potential usefulness butconcluded, 'The immediate future forTasLETS ... is not exciting and no majorgrowth is expected.'
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Category 7Support networks
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FFARMNET
Project aim The project aimed to establisha rural support network for farmers whohad been affected by disability or injury, tohelp them stay on their farms. It sought tolink farmers and farm families affected byinjury or disability for mutual support, tocoordinate and maintain a database ofvolunteers to help farm families in theevent of an injury or disability affectingfarm viability, and to facilitate linksbetween the community and rural, healthand welfare services.
Research site The project was based in theSouth Burnett region, a rural area abouttwo hours' drive north of Brisbane,Queensland.
Funding period May 1995 to September1996
Living standard areas 'Socialparticipation' and 'access to information'
Target group Farmers and farm familiesaffected by injury or disability
Background The impetus for the projectcame after a person had been on a researchtrip to the United States. He was inspiredby work being done to help farmers stay ontheir farms after they had been affected byinjury or disability. Assistance includedmodification of equipment and help withthe transition to a new business. Afterconsultation with disabled farmers in theSouth Burnett region a project proposalwas developed. A second person, who hada focus on community development andwas a disabled ex-farmer, becameinvolved. These two people were the primemotivators for the initiative and decided onthe original directions of the project.
Major project activities• promotion and networking-contact with
farmers and agencies, newsletters, aradio interview, an article in a magazineand an open day;
• recruitment of volunteers-through theCommonwealth Rehabilitation Service,Landcare, the fire brigade, and so on;
• Community Information Networktraining;
• assistance to farmers and their families.
Management structure Projectmanagement was kept simple and informal.The two project initiators managed day-to-day and administrative activities byconsulting each other and volunteers(where appropriate).
Resources The budget was about $13 500.The expenditures were for basic officeequipment (80 per cent) and operatingcosts (20 per cent).
Achievements• Twenty-four farmers and families
received help. The extent of that helpdepended on individual cases, butincluded the following:- linking farmers with others with
similar injuries or disabilities;- providing emotional support;- planting crops and selling stock;- maintenance and clearing of land;- modifications to equipment or
innovative use of equipment;- providing information about farm,
legal, health and welfare matters.• Participants used the Community
Information Network to obtaininformation on a variety of vocationaland recreational topics.
• Extensive networks were developedlocally, nationally and internationallyusing the Community InformationNetwork and individual databases.
• Two of the volunteers foundemployment as a result of involvementin the project.
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YOUNG PARENTS INEDUCATION
Project aim Working from an establishedcommunity centre, the project aimed todevelop a support group for sole parents,particularly very young women. It soughtto enhance personal development and peerinteraction, as well as provide the supportand resources required for a return tosecondary or tertiary education.
Research site The project was based in thesuburb of Zillmere, in northern Brisbane,Queensland.
Funding period June 1995 to July 1996
Living standard areas 'Socialparticipation', 'access to information' and'personal well-being'
Target group Sole parents, particularlyyoung women who had prematurely leftmainstream education because they hadbecome mothers
Background The project, which wasmodelled on a similar one run by the NewSouth Wales Government, was submittedby the North-east Community SupportGroup, an established community centre.Other organisations in the local area alsosaw the need for such a program and whenthe original proposal was submitted theSupport Group was in contact with anumber of young women who fitted thetarget-group profile. By the time the projectwas under way a year later, however, theGroup had lost contact with the originalwomen and had to recruit participants fromthe wider community.
Major project activities• employment of a coordinator, who
promoted, established and managedproject;
• use of the Community InformationNetwork facilitated access toinformation by the coordinator andparticipants;
• 10 workshops dealing with self-esteem,clay modelling, child safety and budget
gift-making.
The target group was transient andeducational development was a long-termrather than an immediate priority for them.The project focus moved towards theprovision of Internet training, which wasprovided to around 20 women who did notfit the target-group profile.
Management structure A coordinator ranthe day-to-day project activities, supportedby representatives of local agencies andsupervised by staff from the North-eastCommunity Support Group.
Resources The budget was about $19 500.About 80 per cent of this was spent on thecoordinator's salary.
Achievements• Participants were able to discuss
problems with people in similarsituations.
• Participants reported greater self-confidence and self-esteem.
• Some information was obtained fromthe Community Information Networkand from discussions with the projectcoordinator.
Overall, the project did not succeed indeveloping a continuing peer-supportnetwork for young sole parents seeking tofurther their education. Participants hadlittle social interaction with each otherbeyond the workshop activities. Directservice provision brought some benefits forsome participants.
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FRIDAY WOMEN'S GROUP
Project aim The project aimed to facilitatethe transition of clients of women's sheltersback into the community by providing afollow-up service at a crucial period in thewomen's lives. It sought to provide weeklyparticipative educational workshops andaccess to the Community InformationNetwork, by helping to develop socialsupports and networks, by empoweringwomen to make informed decisions abouttheir lives, by increasing their computerskills, and by encouraging them to findinformation for themselves.
Research site The project operated fromErin House, a women's refuge in Gympie,which is about two hours' drive north ofBrisbane, Queensland.
Funding period March 1995 to July 1996
Living standard areas 'Socialparticipation', 'personal well-being','access to information' and 'familyrelationships'
Target group Past and present residents ofErin House
Background Erin House Inc. is a smallcommunity-based organisationincorporated in 1985. Its staff hadidentified the need for follow-up supportfor women in the post-crisis phase. Theproposal for Friday Women's Group wasinitiated by staff at Erin House.
The original service directions weredetermined by the women themselves. Thiswas combined with the agency'sassessment that the service should helpwomen to reintegrate into the community.
Major project activities• 40 workshops held—assertiveness, body
image, natural therapy, parenting, AIDSawareness, music and dance therapy,and so on;
• two group meetings held to discuss thegroup's future and participants' futures;
• two newsletters and three information
letters produced and distributed bygroup members;
• participation in community activities;• participants' use of the Community
Information Network.
Management structure The group wasfacilitated by two workers who werealready employed by Erin House.Management roles and responsibilitieswere blurred: there had been no originaldecision on a management system. TheCommunity Research Project projectofficer helped with management tasks.
Resources The budget was about $14 500.The main expenditure item was salaries (75per cent).
Achievements• Workshops provided information and
skills to make positive life-changedecisions and gave participants anopportunity to take care of themselves.
• Peer support was enhanced by theopportunity to share experiences withwomen in similar situations and fromsimilar backgrounds.
• Dance and music workshops wereempowering—deeply held feelingscould be expressed safely.
• Participants became more aware ofcommunity resources and services.
• A number of women joined a computerskills-development group.
• An informal child-care group wasinitiated by the participants.
• A number of women foundemployment—they attributed this tobeing in the group.
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WOMEN AGAINST VIOLENCE
Project aim The project aimed to developa support and action group for and bywomen who had experienced domesticviolence. The project sought to decreasethe sense of isolation that violated womenfeel, to help people learn about the effectsof living with violence, to exploreproblems that arise for sole parents, todevelop a lobby group for services forpeople who have experienced domesticviolence, and to allow the group to affiliateand be involved with similar existinggroups.
Research site The project was located inElizabeth, which is a suburb about 30kilometres from the central business districtof Adelaide, South Australia.
Funding period August 1995 to August1996
Living standard areas 'Socialparticipation', 'access to information' and'personal well-being'
Target group Initially women who hadexperienced domestic violence and wishedto be involved in an action group; asubsequent change in the project's focusmoved the target group to all women.
Background The community developmentworker of the Northern Suburbs FamilyResource Centre initiated the project andthe Centre sponsored it. The Centre wasinterested in developing a group that wasself directed and not dominated byprofessionals.
Major project activities• promotion of a domestic violence
workshop (flyers delivered to localagencies and services and newspaperarticles published)—one womanattended the workshop (five women hadenrolled).
The project focus changed to CommunityInformation Network training, leadershipskills and the role of women in society; this
change was based on discussion with theproject committee. The target group waschanged to 'all women', with the followingresults:• six workshops providing CIN training;• three CIN workshops for staff at
Midway Road Community House;• an eight-week course in computer
training and personal growth.
Management structure The projectadvisory committee, made up ofprofessional workers from sixorganisations, was the primary decision-making body. Contributions from othergroups were relayed by the communitydevelopment worker.
Resources The budget was about $17 000.The expenditure items were wages (50 percent), operating costs (30 per cent) andequipment (20 per cent).
Achievements• Participants were able to use
information technology to obtaininformation on community resourcesand services and recreational interests.
• The project provided a social outlet—itencouraged participants to join othergroups and courses.
• Participants gained confidence frommastering PC-related skills.
Initial objectives were not realised-theproject was not based on an assessed needand did not use a planned community-development approach.
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GRANDPARENTS CARING FORKIDS
Project aim The project aimed to set up aself-help group for grandparents who werethe primary carers of their grandchildren. Itsought to provide mutual support, skillsdevelopment, a reduction in isolation, andaccess to information to facilitate linkswith other networks.
Research site The project was based in thenorthern part of Elizabeth, which is asuburb about 30 kilometres from thecentral business district of Adelaide, SouthAustralia.
Funding period April 1995 to June 1996
Living standard areas 'Familyrelationships', 'access to information' &'social participation'
Target group Grandparents who were theprimary carers of their grandchildren
Background The idea for the project aroseat a conference held by the Council on theAgeing in South Australia. Further, at aworkshop with a number of professionalsfrom the Elizabeth area common themes todo with the needs of grandparents who areprimary carers of grandchildren wereemerging. This led to the formation of asteering committee and a support group,based on a social-planning model. Thetarget group was not involved in thisplanning, and a poor response was theresult. It was decided a 'grass roots'community process would work better. Thesubsequent Community Research Projectwas based on self-management andempowerment.
Major project activities• employment of project facilitators, who
changed during the course of theproject;
• fortnightly support and discussionmeetings;
• social excursions, which includedchildren;
• developing strategies to deal with groupdynamics-part of this was a 'groupskills' training session;
• promotion-a letterbox drop, newspaperarticles, word of mouth, a brieftelevision segment, posters, a display atthe local shopping centre, anddiscussions with pre-school and child-care staff;
• recording of participants' oral histories.
Management structure The paid part-timeproject facilitator was responsible for allmanagement decisions.
Resources The budget was about $11 000.Expenses were wages (40 per cent),operating costs (40 per cent) andequipment (20 per cent).
Achievements• This was a mutual-support group.
People felt less alone and had anenvironment in which to talk andreceive support-there were 13 members.
• Participants obtained new skills andknowledge-using informationtechnology, disciplining children,facilitating group activities, andimproving children's diets.
• Participants reported improvedrelationships between family members.
• Three social excursions provided anopportunity for grandparents andgrandchildren to have fun together.
• Participants reported a sense of groupempowerment—they now had a voice—and lobbied agencies and politiciansabout gaps in service provision andentitlements.
• A network with local agencies wasestablished.
• A strong sense of cohesion developed—people supported each other, helpedwith transport and shopping, and so on.
• Recording oral histories was veryempowering—someone was interestedin their lives.
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Category 8Individual case management
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CARER COMMUNITY LINKS
Project aim The project aimed to provideindividual-carer case management. Thisincluded guidance, referral, and a part-timephone and home-visit support service.Links with family, social networks, clubsand services would be facilitated.
Research site The project was based at theQueensland Council of Carers, Camp Hill.The service was offered to people in theNundah-Chermside area of Brisbane,Queensland.
Funding period April 1995 to May 1996
Living standards areas 'Socialparticipation' and 'personal well-being'
Target group People caring for others witha physical, intellectual or psychiatricdisability and who were referred by localservice providers
Background The Queensland Council ofCarers is an established community-basedorganisation representing and acting onbehalf of individuals and families withcaring responsibilities. It is interested inmatters such as defining 'caring', service-provision models, life transitions, thedeterioration of the person being cared for,emotional stress, and the vulnerability ofcarers. The Action Research Project soughtto extend the range of services-resourcecentres, community development workers,support groups and the Respite OptionsProject-available to carers.
Major project activities• provision of counselling to individual
carers—for example, grief counsellingafter the death of the person in theircare;
• assistance in re-integrating carers intothe community—networking, referralsto counselling, and respite care services,for example;
• advocacy services provided to carers,including people caring for childrenwith disabilities;
• service delivery—home visits, telephonecontact, and group counselling.
Management structure On a day-to-daybasis the project was managed by a part-time social liaison officer, who was assistedby a fourth-year social work student. Theproject was sponsored by the QueenslandCouncil of Carers.
Resources The budget was about $22 000.The main expense was the part-time liaisonofficer's salary (79 per cent). TheQueensland Council of Carers subsidisedthe liaison officer's salary and helped withadministration costs.
Achievements• Stress, anxiety, depression, exhaustion
and burn-out were alleviated bycounselling and referral. Participantsvalued the opportunity to talk abouttheir problems—services often focusedon the person being cared for.
• Advocacy on behalf of carers increasedthe number of respite hours available tothem.
• Participants re-established links withfamily and friends.
• Carers' reluctance to seek out help wasovercome by the liaison officeraccompanying them on their first visit toservice providers.
• Carers met others in similar situations—they supported each other.
• Links with recreational and vocationaltraining and activities and communityservices were provided.
The frailty of some elderly carers and thelack, fragmentation and strict eligibilitycriteria of services available to carerslimited the project's success. This wasespecially evident for carers of childrenwith disabilities.
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FINANCIAL COUNSELLING
Project aim The project aimed to providea financial counselling and consumeradvice service for people in the Gympiearea. It sought to empower people to makeinformed decisions about their financialsituation, to develop awareness andencourage use of community networks, totrain other service providers to develop awider source of resources for thecommunity, and to enhance communityawareness.
Research site The project was based at theGympie and District CommunityCentreplace. Gympie is about two hours'drive north of Brisbane, Queensland.
Funding period May 1995 to May 1996
Living standard area 'Access toinformation'
Target group People on low incomes inGympie and surrounds
Background The proposal was initiated bythe Gympie and District CommunityCentreplace, in operation since 1987. Therehas long been a need for financialcounselling services for people on lowincomes and Centreplace has lobbied forsuch services for some time. Welfareworkers in Gympie have supported thiscall. The Federal Bureau of ConsumerAffairs had identified Gympie as a servicepriority area. Centreplace was seen as theappropriate agency: there is a strongcommunity acceptance of the agency and itwas the venue for many activities, sopeople were able to visit the buildingwithout feeling the stigma that is oftenattached to specific agencies. There was tobe a focus on individual empowerment.The project was based on an establishedfinancial-counselling service model.
Major project activities• employment of a financial counsellor;• promotion of the service in newspapers
and by radio;• counselling and advocacy services for
123 individuals or couples—more thanhalf of them requiring three or moresessions;
• 10 training sessions for welfareprofessionals, the general public andtargeted groups.
Management structure The project wasmanaged by the Centreplace coordinatorand committee. Day-to-day activities weremanaged by the financial counsellor.
Resources The budget was about $22 000.Most of this was devoted to salaries (78 percent), but the budget is not an accuraterepresentation of actual costs: the sponsorbody provided additional resources, forboth salary and administrative costs.
Achievements• One hundred and twenty-three
individuals or couples receivedcounselling focusing on specificproblems.
• Local service users were taught basicskills in budget planning.
• Local service users were encouraged topass information on to family andfriends.
• A local resource base of people able toprovide basic financial planning advicewas developed.
• For many participants costs werereduced through the process ofdeveloping a budget.
• There was a sense of relief andreassurance that financial problems wereable to be, and were, dealt withpractically.
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AN ABORIGINAL COURT-SUPPORT PROJECT
Project aim The project aimed to developa court-support and legal-advice service. Itsought to improve knowledge about legalprocesses, court proceedings, family law,and domestic violence and to improveindividuals' sense of empowerment andintegration by providing support andguidance in court proceedings.
Research site The project was based inCherbourg, an Aboriginal community inthe South Burnett region of Queensland.The population is about 2 000; the locationis characterised by limited facilities andservices and poor living conditions.
Funding period September 1995 toOctober 1996
Living standard areas 'Access toinformation' and 'personal well-being'
Target group Aboriginal people living inand around Cherbourg
Background The project proposal wasinitiated by the Barambah AboriginalCommunity Care Agency, which wasestablished in 1981 as a child-care centrebut in 1993 became an incorporatedgeneral community agency. Before theproject, limited legal assistance was beingprovided, but there was great demand forit, particularly in relation to domesticviolence, juvenile offenders and theirfamilies, and custody and access.
Major project activities• service promotion and networking—
newspaper articles, radio, and liaisonwith local solicitors and other agencies;
• employment and training of the projectworker—workshops and informationsessions and training with a solicitor;
• individual and family counselling;• four legal workshops and two
community meetings;• individual and family court-support
services—advocacy, obtaining and
delivering information, informing clientsabout legal matters, negotiating,transporting, liaising with otheragencies, and so on.
Management structure The projectcoordinator and the coordinator of theCommunity Care Agency were responsiblefor day-to-day decisions. The Agency'scommittee is in daily contact with staff.Agency decision making is oftenconducted informally on a consensus basis,but the executive committee makes allmajor decisions. Project directions weredecided by the project coordinator, basedon discussions with staff, the committee,other agencies and the community. Theywere also determined by the capacities ofstaff and assessment of community needs.
Resources The budget was about $19 000,which was considered adequate. Theproject coordinator worked many unpaidhours, however, and the Agency providedadditional support. Expenditure was wages(60 per cent), equipment (20 per cent) andoperating costs (20 per cent).
Achievements• Forty-one clients were helped: 39 had a
successful legal outcome and for twoproceedings were continuing.
• Cherbourg police attributed a reductionin personal and community violence tothe Agency's work.
• Agency staff noted that people whowould previously have resorted toalcohol and violence now considered theconsequences of their actions, discussedtheir feelings and explored moreeffective ways of dealing with theirproblems.
• The Agency's reputation and credibilitywere enhanced. People felt there was asafe place to go and talk and come upwith achievable, fair plans of action.
148
A SUPPORT SERVICE FORNEW PARENTS
Project aim The project aimed to developa support and referral service for newparents in the Sorell municipality, toencourage parents to use services toprevent isolation and dysfunction. Theproject sought to provide support andadvice through a telephone service, ahome-visit program and support groups, toprovide practical assistance by establishinga children's clothing pool, to help parentsenhance their communication skills and soimprove access to services, and to developparents' IT skills so that they could obtaininformation from the CommunityInformation Network.
Research site The project was based at theMidway Point Neighbourhood Centre.Midway Point is one of the larger towns inSorell municipality, Tasmania.
Funding period May 1995 to June 1996
Living standard areas 'Socialparticipation' and 'access to information'
Target groups New parents, parents with ababy under 12 months old, and parents newto the municipality
Background A welfare worker in theMidway Point area developed the idea forthe project. This worker had dealt withcrises that could have been avoided withearlier support, so she organised a meetingwith fellow professionals; the need for theproposed service was confirmed. TheMidway Point Neighbourhood Houseagreed to sponsor the project. The projectinitiator took up a position of familysupport worker at the centre before theproject began and was subsequentlyappointed project coordinator: it wasdecided that the worker's two rolescomplemented each other.
Major project activities• establishing contact with parents—
presentations, word of mouth,networking with other agencies,telephoning, and so on;
• establishment and maintenance of atelephone advice and referral serviceand home visits;
• three information sessions, with a focuson accident prevention and health;
• group activities—a baby gym, beachwalks and lunches for parents new tothe area;
• production and distribution of anewsletter.
Management structure The projectworker was responsible for all aspects ofthe project.
Resources The budget was about $15 500.69 per cent of this was allocated to theproject coordinator's salary and 29 per centto operating costs.
Achievements• Fifty-seven women and families used
the service.• About six participants were linked to
other local services and activities.• A number of parents began to meet each
other informally outside of the project.• Participants reported feeling included in
the community by receiving thenewsletter and participating in groups.
• Participants reported that they feltsupported through the regular telephonecontact.
• The Neighbourhood House hasdeveloped an interest in the needs ofnew parents and supports thedevelopment of continuing activities.
149
PARTICIPATING TO LIVE
Project aim The project aimed to developa number of neighbourhood groups forunemployed and underemployed youngpeople. The groups were to meet weekly.The project sought to provide peer support,to develop individual and collective actionplans focusing on obtaining employment,to provide training in communication andlife skills, and to encourage the first-trainedgroup of participants to lead other groups.
Research site The project operated fromthe Salisbury Parish Centre. Salisbury is anorthern suburb of Adelaide, SouthAustralia.
Funding period September 1995 toSeptember 1996
Living standard areas 'Access toinformation', 'social participation','informal labour market' and 'formallabour market'
Target group Young people aged 18 to 25years who are unemployed, underemployedor studying.
Background The sponsoring organisationis a branch of the Australian YoungChristian Workers Movement Inc., which isconcerned about changes in the nature,organisation and availability of work andthe effects of such changes. TheCommunity Research Project provided anopportunity for the Movement to extend itsusual outreach and support activities.
Major project activities• employment of a paid project worker;• promotion and networking—
organisations, parish priests, Catholicpeople, youth groups and schools;
• a home-visiting program to recruitgroup members;
• a flyer produced and distributed topromote training in using theCommunity Information Network;
• training in CIN use;
• a review group—the project coordinator,
his supervisor and three students—formed and met three times to discussstudy and work.
Management structure The projectworker was responsible for all but financialmanagement. Finances were theresponsibility of the Australian YoungChristian Workers Movement.
Resources The budget was about $12 000.Seventy-two per cent of it was allocated tothe part-time project worker's salary.
Achievements• The project failed to achieve its
objectives—it was not based on anidentified need and the project workerwas not able to effectively use theplanned community-development andcase-management approaches.
A small number of people received trainingin using and used the CommunityInformation Network. They were able toincrease their confidence and skills and toobtain State and federal governmentinformation.
150
Category 9
Information technology trainingand support
151
INFOSHARE
Project aim The project aimed to reducethe feelings of alienation experienced bypeople on low incomes by developingcommunity-based activities to increase theflow of information, social interaction andideas. It sought to establish an 'Infoshare'centre as a venue for meetings, theproduction of a local newsletter,workshops, training in use of theCommunity Information Network, and theprovision of information resources.
Research site The project was located inthe coastal farming community ofUlverstone, in northern Tasmania.
Funding period June 1995 to June 1996
Living standard areas 'Access toinformation' and 'social participation'
Target group All people on low incomes
Background The project proposal wasinitiated by the manager of the LevenTraining Centre, an establishedcommunity-based centre. The impetuscame from a recognition that geographicisolation from government and community-based services can lead to marginalisationof individuals, especially those on lowincomes.
Major project activities• a series of workshops on topics such as
first aid, parenting skills, homemaintenance, budget fashions andconsumer rights;
• a bi-monthly newsletter, produced byproject participants;
• IT and PC training and use, inUlverstone, Burnie and Devonport.
Management structure Five people wereinvolved in administering and managingthe project: one of the Centre's full-timeworkers was responsible for CIN training,production of the newsletter, arrangingworkshops, finance and budgeting; twopart-time workers were responsible foroffice and clerical support; a full-time
worker later replaced the part-time workersand was responsible for clerical support,poster design, and helping with makingappointments; another part-time workerwas responsible for overall coordinationand carriage of the project. There was alsoa large volunteer group.
Resources The budget was about $20 500.The main expenses were operating costs(62 per cent) and wages (26 per cent).
Achievements• IT and PC training was provided to
about 64 people who because ofisolation or financial restrictions maynot normally have been able toparticipate.
• About 10 people attended each of thefour workshops.
• The newsletter was distributed to 6 000households.
• Participants found lifestyle workshopsinformative and enjoyed meeting withothers after the workshops.
• Volunteers gained skills in thedevelopment of a newsletter, includingdesign and layout, research anddecision-making skills.
• E-mail was widely used for socialcontact and interaction with others.
• Information was obtained from theCommunity Information Network-onsubjects such as health and recreationalinterests.
• Participants gained a sense ofachievement as they developed theirskills in the use of informationtechnology.
752
A COMMUNICATIONPROJECT
Project aim The project aimed to providecomputer training, produce a sport andrecreation guide, and establish 'YAGSRAGS' (a second-hand shop) for youngpeople in St Helens. It sought to providecomputer training for young people (theprimary aim), to encourage personalgrowth, to enhance workforceopportunities, to develop networks withother young people, and to createinformation leaflets for people in thecommunity.
Research site The project was sponsoredby St Helens Neighbourhood House. StHelens, on the east coast of Tasmania, hasa population of about 2000, which expandsto about 10 000 in the summer months.
Funding period June 1995 to June 1996
Living standard areas 'Formal labourmarket' and 'access to information'
Target groups Initially young people, butlater expanded to include all people on lowincomes in the St Helens area
Background YAGS (the Youth AccessGroup), an existing group, sought to extendits services through Community ResearchProject funds. YAGS was originally set upas a drop-in centre for young people in StHelens; it is a sub-service of St HelensNeighbourhood House and operatedindependently but under the managementof the Neighbourhood House. The YAGScommittee had been discussing options fora new direction and developed the projectin response to a perceived need forcomputer training.
Major project activity• training in the use of computers,
including an introduction to softwareapplications and touch typing.
Other planned activities-such as theproduction of the sport and recreationguide and the establishment of .YAGS
RAGS, the second-hand shop, did notcome to fruition.
Management structure The projectcoordinator was responsible for all day-to-day decisions and reported to the YAGScommittee on a regular basis. All majormanagement and direction decisions weremade by the YAGS committee.
Resources The budget was about $16 500.The main expenditure items were salaries(43 per cent) and equipment (45 per cent).
AchievementsThe target group and activity focuschanged as it became evident that theperceived target group did not exist andthere was no call for some activities. Thefollowing results were achieved when thetarget group was expanded.• Twenty-two people received intensive
and continuing computer training.• Five people obtained full-time
employment.• All participants obtained a variety of
information through their use of theCommunity Information Network.
• A self-employed participant now helpswith the bookwork.
• New social networks developed fromcourse contacts.
• Participants developed IT skills andwere able to explore the potential ofinformation technology.
153
SOUTHERN CIN TEAMSUPPORT
Project Aim The project aimed to providetraining for CIN users, local access pointhosts and other network users in Hobartand areas to the south, to use theCommunity Information Network to itsmaximum potential. Training would beprovided in a safe environment wherepeople were able to become more confidentwith modern technology.
Research site The project operated fromITeC, within the Royal HobartShowgrounds, Tasmania.
Funding period July 1995 to July 1996
Living standard areas 'Access toinformation' and 'social participation'
Target group People on low incomes
Background Anglicare Tasmania is thesponsor organisation under which ITeCoperates. ITeC is a community-basedorganisation incorporated in 1991; it hasbeen providing computer training for thelast 15 years. Southern CIN Team Supportwas a new project undertaken by ITeC.
The impetus for the project came out of arecognition of the need to enhance users'capacity to obtain information, to breakdown fears of information technology, andto develop skills in the use of informationtechnology and computers more generally.
Major project activities• promotion-visits to local access point
and Action Research Project sites,newspaper advertising, posters andbrochures, and a display at a show;
• training for local access point andAction Research Project hosts in theHobart area;
• providing a help desk and follow-upsupport for trainees.
Management structure Initially themanager of ITeC was responsible foroverall project management. The trainerattended to administrative duties and
training and support but assumedmanagement responsibility after themanager of ITeC resigned. The project ranfor nine months rather than twelve.
Resources The planned budget was about$22 080. Of this, about $12 000 was spent;the balance was returned to the Departmentof Social Security. Seventy-three per centof the $12 000 was spent on wages.
Achievements• One hundred and fifty people, most of
them referred by the Department ofSocial Security project officer, receivedtraining.
• Participants commented on an increasein their IT skills.
• The Community Information Networkwas found to be a valuable source ofinformation otherwise unavailable in thelocal community.
754
COMMUNITY ACTIONNETWORK TRAINING
Project aim The project aimed to trainlocal access point hosts and members ofthe community in effective use of theCommunity Information Network. It wouldgive people access to, and experience in,the use of information technology, provideAction Research Project and local accesspoint sites with the opportunity to use theCommunity Information Network to itsmaximum potential, improve the capacityof people to obtain information, anddevelop the skills of the trainers.
Research site The project was based atGlenara Training Centre, on the outskirts ofLaunceston, Tasmania. It provided trainingat sites in the Launceston area as well astowns and municipalities up to 200kilometres away.
Funding period July 1995 to July 1996
Living standard areas 'Access toinformation' and 'social participation'
Target group People on low incomes inLaunceston and surrounds
Background The proposal was initiated byan employee of Glenara, with the supportof the Glenara board, after seeing anadvertisement for the Action ResearchProject and the Community InformationNetwork in the local paper. The projectwas an extension of Glenara's existingservices. The sponsoring body wasGlenara, a registered company with thestatus of a public benevolent institution. Itprovides services to outlying areas in theform of a rural youth information serviceand IT training.
Major project activities• promotion—word of mouth, radio,
posters and brochures, and e-mail;• delivery of training to local access point
sites and Action Research Project hostsin the Launceston and northern ruralarea;
• provision of CIN training to individuals
in the Launceston and northern ruralarea;
• continuing support and follow-up visitsto those who had received training;
• incorporation of CIN training in thecomputer courses offered at Glenara.
Management structure The project waspredominantly managed by the projectcoordinator and the trainer, both employeesof Glenara. The general manager ofGlenara was always kept informed ofprogress. As the sponsor body, Glenaraprovided extensive support through theproject.
Resources The budget was about $16 500.The main expenditure item was salaries (92per cent).
Achievements• Two hundred people received training.• Participants were able to use the
Community Information Network tolocate information on areas of interest.
• Remote-area residents were able toobtain information to assist in or begintheir studies—this included schoolchildren and mature-aged people.
• Participants from diverse cultural andlinguistic backgrounds were able toobtain information in their ownlanguage; such a facility was otherwiseunavailable to them.
• The Community Information Networkwas a source of contact with family andfriends.
• E-mail was used extensively—peoplewere able to establish social contactwith people all over the world.
• Literacy skills were improved.• The profile of Glenara was raised.
755
UNITED WAY NORTH
Project aim The project aimed to providetraining in information technology and toestablish networks in the local community.By using the Community InformationNetwork, the project sought to empowerindividuals through the capacity to obtaininformation, to encourage the formation oflocal interest groups, to facilitatenetworking between local communitygroups, and to encourage volunteer'compumentors' to help others use theCommunity Information Network.
Research site The project was based atUnited Way North, a community-basedorganisation in Elizabeth, which is anorthern suburb of Adelaide, SouthAustralia.
Funding period July 1995 to August 1996
Living standard areas 'Access toinformation' and 'social participation'
Target groups Employed people on lowincomes and unemployed people
Background The project proposal wasinitiated by United Way SA North Inc., anorganisation based on an internationalservice-delivery model and that operatesunder different names in differentcountries. Its mission is to increasepeople's capacity to care for one another; itis a non-religious, non-politicalorganisation dedicated to financiallysupporting the community. The executiveofficer of United Way North saw theCommunity Research Project as anopportunity to extend its services, toestablish in the local community a networkof IT users and so promote the ethos ofUnited Way.
Major project activities• setting up the project—preparation for
training, installation of IT equipment,and so on;
• promotion—production of pamphletssent to 600 groups on the United Waymailing list;
• provision of training in the use of theCommunity Information Network forcommunity members and localorganisations.
Management structure The projectcoordinator (the executive officer of UnitedWay) and a volunteer from United Waywere wholly responsible for projectmanagement.
Resources The budget was about $17 500.The main expenditure item was local areanetwork equipment (60 per cent) andwages (27 per cent).
Achievements• Over 200 people were trained to use the
Community Information Network.• Participants networked in 'communities
of interest'.• Participants established on-line
friendships locally and overseas.• People who were not normally able to
afford IT and PC training were able touse the technology and training.
• The project developed and supported agrowing interest in the use ofinformation technology among serviceproviders in the area.
756
SENIORS ON LINE
Project aim The project aimed to empowerolder people by providing training ininformation technology in an established,non-threatening learning environment. Thetraining would be based on adult educationprinciples, and a 'peer tutoring' approachwould be used to enhance living standards.The project also sought to improve projectparticipants' knowledge of communityresources and opportunities through accessto computer-based information networksand on-line community services, tofacilitate interactive communicationbetween participants and other on-linecomputer users, and to encourageintegration of project participants into thewider community and foster socialparticipation by enhancing their self-esteemand sense of empowerment, primarilythrough the development of familiaritywith information technology.
Research site The project was located inElizabeth, a northern suburb of Adelaide,South Australia.
Funding period April 1995 to May 1996
Living standard areas 'Access toinformation', 'social participation' and'personal well-being'
Target group People over the age of 50years
Background The proposal was initiated byAnglican Community Services andmodelled on a similar project operatingfrom Flinders University. The impetuscame from 'spill over' demand from theFlinders program and the recognised needin the local community.
Major project activitiesThe project provided training in the use ofPCs and associated information technology,including basic computer knowledge andword-processing packages. Training in theuse of the Community InformationNetwork was provided as part of the PC-based program.
Management structure Seniors on Linewas managed on a day-to-day basis by acoordinator, who was supported by avolunteer social worker, a team ofparticipant volunteers, and a staff memberwho was employed by AnglicanCommunity Services as a receptionist.Major decisions were made by theAnglican Community Servicesmanagement committee, with input fromthe project management committee.
Resources The budget was about $15 000.The expenditure items were equipment (45per cent), wages (35 per cent) andoperating costs (20 per cent).
Achievements• One hundred people were trained and
250 people were on a waiting list.Trainees became trainers, orcompumentors.
• Interaction between course participantsand other on-line users in the localcommunity was facilitated.
• Project participants' confidence, self-esteem and skills were improvedthrough interaction and training in PCand IT use.
• A sustainable training facility wasprovided.
• People were able to interact in a friendlysocial context and establish newnetworks, both on-line and face to face.
757
COOLOOLA CIN TRAINING
Project aim The project aimed to providetraining to 'compumentors' (volunteer PCand IT skills trainees), who would thenprovide training to members of the publicin the effective use of the CommunityInformation Network. The project soughtto give people from the Cooloola andSouth Burnett regions the opportunity toexplore information technology, to givethose people the skills and capacity toeffectively use the Community InformationNetwork, to generate interest ininformation technology, and to break downpeople's fear of computers.
Research site The central project site wasthe Cooloola Regional DevelopmentBureau in Gympie, two hours' drive northof Brisbane, Queensland.
Funding period February 1996 toDecember 1996
Living standard areas 'Access toinformation' and 'social participation'
Target group All people in the Cooloolaand South Burnett regions
Background The Cooloola RegionalDevelopment Bureau applied forCommunity Research Project funding butwas not successful. The Bureau managernevertheless maintained an active interestin the Community Information Networkand was supported by the Department ofSocial Security to develop an IT trainingand support service as a part of the CINtraining and support strategy.
Major project activities• development of the training package;• recruitment of compumentors;• training of the compumentors
(continuing);• advertising for and recruiting trainees;• training people in the Cooloola and
South Burnett regions.
Management structure The Bureaumanager had overall responsibility for the
project. The project trainer and the assistantcoordinator were responsible for day-to-day decision making. The manager andcoordinators were all involved in overallmanagement; there was no participantinvolvement.
Resources The budget was about $22 000.The main expenditure item was wages (65per cent) and equipment (20 per cent).
Achievements• In all, 125 training sessions were
provided and 365 people attended—some came more than once.
• People in rural regions were given theopportunity to explore a current andwidespread source of information.
• Compumentors gained experience andskills in effective ways to train othersand began training staff and clients ofcommunity organisations.
• An independent service provider issetting up, to meet the need forinformation technology generated by theCommunity Information Network.
• CIN users were able to interact andestablish social contact with a range ofpeople, both locally and internationallythrough using the Network.
758
TRAINING IN INFORMATIONTECHNOLOGY
Project aim The project aimed to providetraining and support for users of theCommunity Information Network, toenable people to obtain information aboutservices available in the community. It alsosought to foster links with other peoplewith similar interests, by employing atrainer and project officer to providetraining, follow-up support and seminars,and to establish a user-network supportmechanism (compumentors).
Research site The project was based atNorthside Skillshare in Northgate, a suburbof Brisbane, Queensland.
Funding period August 1995 to August1996
Living standard areas 'Access toinformation' and 'social participation'
Target groups Sole parents and women
Background The project was initiated byNorthside Skillshare, an established centrethat provided training for unemployedpeople. The impetus came from the beliefthat people on low incomes are deniedopportunities to use modern informationtechnology and that this bars them fromobtaining information and gaining the skillsnecessary to improve their standard ofliving.
Major project activities• provision of CIN training and support to
users of Northside Skillshare, otherorganisations, and members of thegeneral community;
• development of a compumentornetwork.
Management structure The project wasmanaged by a coordinator, who wasprimarily responsible for day-to-daytraining and promotion. Responsibility foradministration was shared with anotherSkillshare staff member, who also oversawfinancial matters. Two compumentorsprovided volunteer support.
Resources The budget was about $15 500.The expenditure items were wages (70 percent) and operating costs (30 per cent).
Achievements• Fifty-five CIN training sessions were
provided for a total of about 300 people.• Participants reported how valuable it
was for people on low incomes to haveaccess to information technology.
• Older participants have used e-mail toestablish links with others.
• A 'senior surfers' group was formed.• Compumentors took on the role of
continuing support and training for anumber of community organisations.
159
Category 10Information technology
mini-networks
160
HORIZONS
Project aim The project aimed to helpdisabled people who were part of aninstitution to obtain information by usinginformation technology. It sought toempower people, promote independenceand enhance participation in thecommunity. Community InformationNetwork computers were to be installed inthree service areas and staff and serviceusers would be provided with training inthe use of information technology.
Research site The project was based at anumber of Endeavour Foundation facilitiesin the Gympie and Kingaroy areas, sometwo hours' drive north and north-west ofBrisbane, Queensland.
Funding period November 1995 toNovember 1996
Living standard areas 'Socialparticipation', 'personal well-being' and'access to information'
Target group People already using theservices of the Endeavour Foundation.
Background The project was developed asan extension of the services provided bythe Endeavour Foundation, a community-based organisation providing services forpeople with an intellectual disability. Theproject arose out of a discussion between aDepartment of Social Security projectofficer and an Endeavour Foundationworker. Information was passed on to theEndeavour Foundation coordinator, whowas interested in information technology.The proposal was initiated by the servicescoordinator of the Cooloola - South Burnettbranch of the Foundation. Negotiationsfocused on the networked PC requirementsof the clients and the organisation.
Major project activities• employment of a project coordinator;• computer training for Endeavour
Foundation staff;• personalised support and training in
using the Community Information
Network. This varied for each projectsite—some training was informal, othertraining was incorporated in individuals'programs.
Management structure The EndeavourFoundation managed the project.
Resources The budget was about $12 500.The main expenditure item was computerequipment and software (about 85 percent).
Achievements• Computer users felt that their new IT
interest made them part of 'regularsociety'—they were able to discusscomputers with family and friends.
• Persistent PC use was reported ashaving improved fine motor skills.
• PC users stated that they could nowwrite 'legible letters' and communicatewith others at an adult level.
• Reading improved as users foundinformation that was of interest to them.
• At least one resident demonstratedpreviously unrecognised literacy skillsusing a keyboard—impaired fine motorskills had prevented him writingmanually.
• A user with an acquired head injuryfound information about the injury andrealised he was not alone with thecondition.
• E-mail allowed correspondence with fanclubs and pen pals-the building of on-line networks.
161
NORTHERN REGIONDISABILITIES COMPNET
Project aim The project aimed to empowermainly housebound people with disabilitiesby providing them with access to andtraining in information technology. A PCwould be located in each participant'shome and training would be continuing,provided by an employed consultant. Theproject sought to provide networkingopportunities through access to e-mail,bulletin boards and newsgroups, to increaseaccess to a wide information base, toenhance participants' computer skills, toreduce isolation, and to provide anopportunity for participation in acommunity activity.
Research site The project was based inand around the suburb of Salisbury, about30 kilometres from the central businessdistrict of Adelaide, South Australia.
Funding period July 1995 to June 1996
Living standard areas 'Socialparticipation', 'access to information','family relationships' and 'personal well-being'
Target group Twenty people withdisabilities in Salisbury and surrounds
Background The project proposal wasinitiated by the City of Salisbury, whoseAged and Disability officer was aware ofan existing community scheme wherebypeople with disabilities could borrow PCsbut could not make good use of thembecause no training was provided. Duringconsultations with disadvantaged groupsthe City of Salisbury became aware thatthere was a significant number of peoplewith disabilities in the area and that thesepeople wished to be more involved in thecommunity. The project offered a way oftesting information technology's role fordisabled people and of meeting communityneeds.
Major project activities• employment of a training consultant;
• recruitment of potential participants;• selection of participants by a panel of
three—a council representative, acommunity representative and thetraining consultant;
• installation of networked PCs inparticipants' houses;
• continuing training and support forparticipants and their families andfriends.
Management structure The project wasmanaged on a day-to-day basis by theproject coordinator and the consultant. TheCity of Salisbury had overall administrativeresponsibility.
Resources The budget was $18 000. Themain expenditure items were wages (70 percent) and equipment (20 per cent). TheDepartment of Social Security provided 20PCs and network connections. $3 000 inunspent funds was returned to theDepartment.
Achievements• Participants made extensive use of e-
mail, establishing links with individualsand groups both locally and overseas.
• A participant established a spinalsupport group with 100 members.
• Information on disabilities andtreatments was frequently obtained viathe Community Information Network.
• Participants could obtain informationfrom home—this was particularlyimportant for those with restrictedmobility.
• Participants valued being able to assistfamily by obtaining information forthem.
• Participants enjoyed being able toengage in discussions about informationtechnology—it became a focus forshared interests.
• Personal interests were pursued.• A participant did a computer course
following involvement in the project.• Informal and formal labour market work
resulted from project involvement.
162
NETWORKING CARERSTHROUGH TECHNOLOGY
Project aim The project aimed to providea group of mainly housebound carers withaccess to information technology. It soughtto reduce isolation and to increase access toinformation, social supports and other moreformal services. The aims were to be metby providing Community InformationNetwork training combined with self-helpmeetings.
Research site The project was based inElizabeth, Salisbury and surrounding areas.These suburbs are about 30 kilometresfrom the central business district ofAdelaide, South Australia.
Funding period August 1995 to August1996
Living standard areas 'Socialparticipation', 'personal well-being' and'access to information'
Target group Carers in the northernsuburbs of Adelaide
Background The director of the CarersAssociation of South Australia Inc.proposed the project. For some time shehad been considering the possibility ofusing information technology for carers butcosts had prohibited taking the idea anyfurther. The Community Research Projectprovided an opportunity to test thepotential benefits of informationtechnology. The director was the primemotivator in determining the project'soriginal directions and she oversawactivities for the duration of the project.
Major project activities• employment of a part-time project
worker;• recruitment of project participants;• provision of group support and training
meetings every three weeks;• one-to-one training for 10 participants in
their homes.
Management structure The project
worker was responsible for day-to-daymanagement. Overall, the project wassupervised by the director of the CarersAssociation.
Resources The budget was about $19 000,which proved adequate because theDepartment of Social Security providedadditional infrastructure and computerequipment. The main expenditure itemswere wages (60 per cent) and operatingcosts (30 per cent).
Achievements• The support group developed and
cohesion occurred quickly. This wassaid to be due to the fact thatparticipants had a commonexperience—caring.
• Participants developed networks andshared transport to support-groupmeetings.
• Friendships developed, amongparticipants and with people from allover the world via e-mail.
• Knowledge of computers increasedfamily communication—children andparents had a common interest.
• Carers felt a sense of achievement inbeing able to use informationtechnology.
• Many participants reported a feeling ofempowerment in gaining access to thelatest information on medicaltechnology—'I can talk to doctors froma position of power'.
• Participants were able to obtaininformation on recreational pursuits.
• Participants reported that the Internetprovided 'exciting diversions in anotherwise difficult life'.
• One participant is investigating theestablishment of a home-based businessusing computer skills developed as aresult of the project.
163
RURAL WOMEN AND THECOMMUNITY INFORMATIONNETWORK
Project aim The project aimed to establishnetworks between geographically isolatedrural women through the use ofinformation technology and thedevelopment of a 'mini IT network'. Aselected group of women would beprovided with CIN computers in theirhomes and would receive training andsupport. The CIN sites would also becomefocal points for the establishment of localnetworks. The project sought to encourageparticipants to join other groups, to provideaccess to other information, and toencourage participants to enter formaleducation and training and develop newbusinesses.
Research site The project was based inrural Tasmania. Some participants livedclose to towns or cities; others were moreisolated.
Funding period October 1995 to October1996
Living standard areas 'Socialparticipation', 'access to information' and'personal well-being'
Target group Twenty selected participantsfrom farm families in rural Tasmania
Background The project was initiated by aTasmanian Department of Primary Industryand Fisheries project officer, who, whilststudying for a Master's degree, wasinvolved in e-mail discussions with peoplein isolated places. The project was formallyproposed by Tasmanian Women inAgriculture and was sponsored by theTasmanian Fanners and GraziersAssociation.
Major project activities• selection of participants;• employment of a part-time project
worker to provide CIN training andsupport, to set up a workspace, toestablish administration processes, andto develop a Web page;
• training provided at 17 sites;• formation of a reference group.
Management structure The projectworker was responsible for managing theproject. Apart from being responsible foradministration, the Tasmanian Farmers andGraziers Association project coordinatorprovided limited input.
Resources The budget was about $21 500.The main expenditure item was the projectworker's salary and travel expenses (about80 per cent).
Achievements• The potential of the project was not
fully realised within the project timeframe. Adoption of new technology,even by an established group, takestime—longer than the 12 months of thefunding period.
• Participants reported being able toobtain information on farm business—for example, one woman researched anew method of dry-wrapping silage andsaved the farm about $2 000.
• Information on a range of other subjects,including recreation and entertainment,was obtained.
• One participant was able to return towork using the Community InformationNetwork as an important work tool.
• A number of participants reported thatthey joined new social and farm-business networks.
• A number of participants reported aboost in self-confidence as they becameinformation sources for others in theirfamily and the community.
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