Community Wellbeing Model (SMART 100)

Community Wellbeing Model (SMART 100)

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The following SMART 100 profile and the information it contains is a duplication of content submitted by the applicant during the entry process. As a function of entry, applicants were required to declare that all details are factually correct, do not infringe on another’s intellectual property and are not unlawful, threatening, defamatory, invasive of privacy, obscene, or otherwise objectionable. Some profiles have been edited for reasons of space and clarity. More about the SMART 100.

Community Wellbeing Model

This innovation initially came to life when…

After generations of disadvantage in marginalised Australian communities, Evolve director Kerry Grace realised there must be a better way. Kerry met with colleagues in the Nambucca Valley and commenced developing the ‘architecture’ to make significant and sustainable change in the community.

WHAT & HOW

The purpose of this innovation is to…

The Community Wellbeing Model aims to break down disadvantage in a community through a long-term collaborative approach. The model is practical and helps communities to adopt new ways of working together towards common goals.

It does this by…

Keeping real people at its core through governance, provision of timely and relevant services and applying a strengths-based (rather than crisis) approach.

PURPOSE & BENEFITS

This innovation improves on what came before because…

The model promotes ‘conscious’ decision making rather than the ‘knee-jerk’ approach to community planning which is currently prevalent, particularly in disadvantaged communities.

Its various benefits to the customer/end-user include…

Community wellbeing through improved access to relevant and timely services. An empowerment model which steers away from pure crisis relief to a focus on empowerment and growth both for individuals and communities as a whole.

COMPETITIVE LANDSCAPE

In the past, this problem was solved by…

By government at all levels dumping millions of dollars on the head of disadvantaged communities and relying on the implied strength of partnerships and service delivery ability.

Its predecessors/competitors include…

‘Scattergun’ approaches to funding models which may or may not link with broader strategies and planning activities. The Community Wellbeing model takes time — but it is deeply embedded within communities bringing about greater resilience for both individuals and services.

TARGET MARKET

It is made for…

The project has a multifaceted target audience:

  1. government and philanthropists as funding bodies for the product. There would be at least 15 different government entities at a state and federal level who would have capacity to provide adequate funding for the model.
  2. service providers within a community who are required to support the development of the model. In the Nambucca Valley alone, seven service providers are part of this collaboration.

DISTRIBUTION STRATEGY

It is available for sale through…

The product will be promoted through government channels and will be sold either as a whole licence or components of the model as activity-based product (e.g. training sessions, strategic planning and community consultation exercises).

Our marketing strategy is to…

To pilot the Model in the Nambucca Valley, one of the most disadvantaged communities in NSW. The pilot will be evaluated throughout and then promoted to potential clients.

SHOW YOUR SUPPORT…

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  3. Leave a Comment: Anonymous comments excluded*

More about the READERS’ CHOICE INDEX.

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