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The aim of the Youth Connections Program is to engage at risk youth (12-25) in the Horsham Local Government Area and assist them in reaching their goals in increasing self-esteem, increased connection to community, increased pathways to employment, education and community participation through innovative ways of group work, training and networking.

The Youth Connections Worker will develop a pathways model of training, services, activities, community projects and wellbeing that can assist youth in reaching their goals of increased connectivity.

The Youth Connections Worker will assist in developing the project and will develop the pathways model and the activities in co-design with the program participants. Within a detailed program plan they will ensure continuous improvements and project evaluation during and after the project.

To apply or for further information please contact Community Impact Manager, Marieke Dam on 5382 5607 or email marieke@centreforparticipation.org.au

All applications will need a cover letter addressing the key selection criteria and resume to be considered.

Applications close 29th August 2022

Download Position Description.

With isolation, a lack of support services and an ageing population all major issues for people in rural communities, the Centre for Participation is launching a new initiative to help people live independently and stay connected.

MyCareCrew supports older people, those with disability, and people with other health issues to get the extra help they may need to live in their own homes, get around, and participate in their
community.

The Board of the Centre for Participation, has announced a new CEO to lead the local community organisation.

Board Chair, John Martin, said that the Board is excited to announce that long-serving manager, Robbie Millar, will take the helm having acted in the position since the departure of CEO Julie Pettett in 2020.

‘Robbie has led us through a challenging period, and as we emerge from COVID, he has guided us to a stable and strengthening financial position, well placed to continue delivery of our range of services to the community.’

Mr Martin said that ‘Robbie has a strong foundation in community development, and has a vision that will strengthen the role of the Centre for Participation in our region.’

Mr Millar said he was humbled by the board’s endorsement for him to the lead an organisation that has such an impact on the local community.

‘The past two years has been challenging for everyone, including our organisation, and I’m so proud of our team’s ability to work through these challenges to enable us to continue to support our local community,’ he said.

‘We’ve grown opportunities for many marginalised groups and have created meaningful pathways to employment and further education through our Learning and Social Enterprise programs.’

‘Along with taking on new initiatives that are supporting our community, I’m super proud to have grown our standing as a volunteer involving organisation, increasing our volunteers numbers from 82 to 273 during my time as the Acting CEO.’

Mr Martin added that in addition to his formal qualifications, Robbie is highly regarded in the community development sector, including being recognised as a Fellow of several industry and governance organisations.

Mr Millar said he was excited by the opportunity to keep contributing to the Wimmera region and was looking forward to continuing to work with and support the local community.

‘Although we continue to face many challenges, our focus as an organisation hasn’t changed. We’ll keep exploring new ways to open up local opportunities to participate, to help build a thriving, connected and resilient community.’

It’s been another year of making an impact for our local people, organisations and communities.

And in the face of the continuing global pandemic, this impact has never been more important. Through these challenges we’ve really seen why what we do matters, and how a strong, resilient and connected community is crucial – especially in tough times.

Our commitment to opening up opportunities to participate remained stronger than ever, as we explored new directions and built on existing initiatives in our key focus areas: community support, volunteering, learning and partnerships.

In response to changing needs, our on-the-ground work with and for our community shifted. Many volunteers in programs put on hold due to COVID restrictions were keen to assist however they could, with several coming on board to deliver meals to vulnerable people through our Laneway – Cafe without Borders community meal program, transporting people to non-emergency medical appointments, and helping out with essential shopping.

With the impact of volunteering more clear than ever, we continued our work strengthening other volunteer-involving organisations, and promoting the act of volunteering itself. A significant achievement included launching the Think Impact report Volunteering, Participatory Action and Social Cohesion, which examined broadening the scope of the volunteer support sector to build social cohesion. The report sets out how the current national volunteer support infrastructure can transition to better contribute to all dimensions of social cohesion, and will underpin our position as a place-based organisation working to strengthen and mobilise individuals, community groups and organisations to build on our community assets.

‘We’ve really seen why what we do matters, and how a strong, resilient and connected community is crucial.’

Like many organisations, the global disruption of this year also gave us the chance to review all parts of our business with our long-term direction in mind. While any disruption can be difficult to manage, it gave us the opportunity to rethink what we do and finesse our vision for future development and stabilisation, so we can continue to deliver sustainable programs for our community in the years to come.

This review resulted in taking early action across a range of financial measures to offset the effects of losses in the previous financial year, combined with the impact of continuing COVID restrictions.

Measures included ceasing non-financially viable programs, selling non-essential assets, changing the business model for Laneway Cafe, and reviewing expenditure and staffing structures.

Through these steps and the tremendous work ethic of our team, we’ve been able to reduce our liabilities and set the Centre for Participation up to continue to meet the needs of our community in the long-term.

This year also saw the Board and management team further develop our vision for the future through the completion of our 2021–24 strategic plan. It brings together the insights uncovered during strategic planning workshops held in late 2020, exploring where we are now, where we’re going and how we’ll get there.

As we reflect on the year that was and the impact we’ve made, we’re incredibly grateful to our Board, team, volunteers, partners and wider community for their part in making it happen. By building on the impact we’ve made and the stability we’ve achieved, we know we have a strong platform to help us continue to grow and support our community – well into the future.

– Robbie Millar, Acting CEO and Ray Kingston, Chair

To read more about our impact throughout the past year, check out our latest annual report.

2020-21 Annual Report.