The first step is to turn your idea into a plan by establishing a shared vision and objectives. This should be high-level (not too much detail) and developed and agreed in collaboration with stakeholders and the community. The vision should cover:

• What outcome you want to achieve (the ‘what’)
• Who the outcome relates to (the ‘who’)
• How the outcomes will be achieved (the ‘how’).

Key actions

• Undertake community engagement in a meaningful way. Identify community needs while managing expectations around scope, purpose and timelines
• Connect with relevant government and non-government stakeholders and undertake stakeholder mapping and analysis. [Search for your local government]
• Formulate objectives that are SMART (specific, measurable, achievable, relevant and time-bound)
• Involve sponsors in the development of key objectives (if possible) or enable them to have oversight
• Communicate the initial vision to the community as early as possible to receive and use their feedback. It should be clear that the ‘initial vision’ is for planning purposes and that the final vision will be shaped and influenced by community.

Outputs and outcomes

• A documented focus and vision for the hub, agreed between all partners
• Partners have clear and agreed expectations on service delivery outcomes to meet organisational responsibilities.

Resources

• [Vision and objectives guide]
• [Stakeholder engagement guide]
• [Communication strategy template]
• [Yarrabilba Family and Community Place case study]
• [Strategy for Social Infrastructure]
• [Best Practice Guide for Social Infrastructure]

Quality stewardship is critical to effective delivery of a community hub. Identify, and give authority to, a passionate and committed partnership team early in the process.

All representatives forming the partnership team are equal and have a leadership stake in the planning and delivery of the hub. Positive and productive relationships between all partners are key.

To help this happen, the roles and responsibilities of each member should be clearly articulated and agreed.

Key actions

• Identify representatives from all partners or stakeholder organisations.
• Establish the lead operating organisation.
• Nominate a project lead to coordinate planning and establish governance arrangements (see ‘Establish good governance’).
• Form a partnership with other organisations that will guide the planning phase.
• Define the shared values and objectives of the partnership.
• Ensure the individual objectives of all partners align with the shared objectives for the hub.
• Identify the contribution each partner will make, and make sure all partners understand their role.
• Set out the rules, procedures and commitments for each partner.
• Secure executive level commitment to the partnership approach.
• Plan for communication and data sharing.

Outputs and outcomes

• A documented partnership agreement.
• A lead organisation is identified for the hub.
• Each partner understands their roles and responsibilities.

Resources

» [Partnership agreement guide]

» [Mediation and conciliation framework]

Design your community hub to facilitate effective service delivery that meets the needs of the community now and into the future. A model of service provides this operational guidance and describes the vision, objectives, guiding principles, rationale and proposed activities across the hub’s establishment and growth phases.

The planning processes around these outcomes should be inclusive and iterative (continuously developed and refined). They will be supported by good relationships between partners and genuine community participation. As noted in [early planning], the community should be engaged early. This ensures that planning targets community needs and meets community aspirations.

Early engagement of an architect or building designer will contribute significantly to the success of your community hub. [Find out more on building design and approvals].

Design considerations

Consider the services and users of the facility:

• What is the model of service? What should be taken into account?
• Who are the users that will be accessing the facility?
• Think about the age, ability, cultural background and other characteristics of the users, as well as the type of programs and services being offered. This will inform the types of spaces needed, e.g. multi-purpose spaces, communal areas, or private clinical or consultation rooms.

Engage with representatives from the target cohort during this process and consider a co-design approach. However, be sure to manage their expectations, especially regarding suggestions that may be unrealistic, out of budget, or incompatible with the hub’s vision or model of service.

Design your community hub and services to adapt to the changing socio-economic needs of the community. Consider:

• future key social infrastructure and services coming online, such as schools or health services
• potential changes in hub operator or core services – what would the impacts be for the use of the space? How can equipment or ICT be future-proofed?
• changes in population, demographics or a major economic shift e.g. industry
• changes in neighbouring suburbs that could change the cohort.

Key Actions

• Use your community knowledge from early planning to develop a preliminary model of service.
• Invite the community and appropriate stakeholders to participate in the planning process. Ensure that the process is adapted to the local circumstances, e.g. holding sessions in a local community hall.
• Develop a communication strategy keep the community informed. Ensure you set expectations around timeline and scope of the infrastructure and services. Be clear about what the hub will not do.
• Use the vision to develop building design and service delivery principles. Consider the day-to-day operations of the hub, e.g. how and when will space be used? What are the access, security and safety requirements?
• Engage an architect to assist with preliminary information on requirements, the timetable, the budget, planning and building approvals and the nature and cost of professional resources required.

Outputs and outcomes

• A communication strategy to keep the community informed.
• A preliminary model of service, including an intervention logic.
• A high-level operational plan.
• A project plan for the construction of the hub.

Resources

» [Model of service guide]

» [Co-design guide]

» [Building design and approval guide]

Good governance is essential and should be established early. This should include a management committee and a risk management framework and agreed rules and operational procedures.

Key Actions

• Identify a governing group by engaging with relevant government, non-government and community stakeholders. This may be a project initiation or steering committee during the planning phase. It may be possible to use (and expand) an existing committee for this purpose
• Identify executive level project sponsors and involve them in development of the project’s key objectives
• Develop objectives, work plans and roadmaps. Identify roles and responsibilities for participating hub partners
• Discussions with potential providers and additional stakeholders should be guided by:
  • the vision
  • the preliminary model of service
• Set guidelines within the governing group around what services and support will be provided within the hub, and what services will be offered or via referral to ancillary providers
• Clarify and confirm decision making roles and responsibilities
• Undertake risk management, e.g. identifying risks, mitigation strategies and a method for ongoing review. This should include the roles of management, leadership and governing groups.

Outputs and outcomes

» Establish the governing group.

» Agree on a set of rules and procedures (e.g. terms of reference).

» Develop a risk management plan.

Resources

» [Governance in the planning phase guide]

» [Committee terms of reference template]

» [Management bodies conversation starter]

» [Risk management conversation starter]

Stakeholders working collaboratively and inclusively sets a standard to translate to operational staff during the establishment phase.

The norms and values will form the basis of a model of care, which sets out a shared philosophy or agreed way of working.

As well as considering what the hub will deliver, it is important to set boundaries and be clear about what the hub will not do, to meet expectations of the community and broader professional networks.

Key actions

• Conduct workforce planning, including:
  • agreeing on key tasks and deadlines
  • identifying the skills and capabilities required to establish and operate the community hub
  • considering operational staff resource requirements, working patterns and logistical costs
  • defining the values for the governing group such as inclusion and equality. These values should align with the focus and vision of the community hub
  • setting expectations around the behaviour of those working in the hub.
• Allow sufficient time to develop an operational plan with project partners. This can be complex, so allow time for discussions, legal advice and mutual agreement. For example, discussions between six project partners around the operator tender process for the Buzz at Yarrabilba took 8 months
• Confirm the personal and organisational commitment of each governing group member
• Consider succession planning for the lifetime of the project
• Identify opportunities to build or harness local capability
• Consider how the people working at the hub will reflect the community
• Incorporate operational activities to support information and data capture to check the hub is on track and demonstrate success (see ‘measurement framework’).

Outputs and outcomes

• An initial model of care
• An initial operational workforce plan
• A facilitation agreement or operational agreement.

Resources

Hub operator conversation starter]

[Hub ownership conversation starter]

[Different ways of working together guide]

Measurement and evaluation means different things to different people, so it’s important for the governing group to be clear and have an approach that's understood by everyone.

Develop a measurement plan after the vision and objectives are confirmed - this will clarify the targets of the hub as well as the methods for tracking and monitoring outcomes.

Key actions

• Work with stakeholders to identify potential outcomes and agree on the best format to demonstrate and report success. Partners will need to be able to demonstrate value to ensure funding support continues
• Consider your baseline data (data that shows your starting point, e.g. current views from community, current community data, etc.)
• Consider what success looks like. What are the indicators, information needs and possible data sources?
• Only measure what is measurable
• What will be captured, how and when? Does this have additional ICT requirements?
• Consider aligning your measurement tool or framework with other ongoing data collection and measurement activities to minimise the burden. What data are your stakeholders already collecting?
• Vary your data sources. Include quantitative methods (e.g. data, registration, census) and qualitative methods (interviews, focus groups, surveys, user feedback)
• Make sure the outcomes align with the planned services and activities
• Develop and confirm a measurement tool or framework to monitor the achievement of results using short-term and long-term indicators of success. Consider an intervention logic approach. You may want to look at literature or frameworks for other hubs for inspiration
• Use practical tools such as the [Result Based Accountability Framework] and [CHaPs Measurement Guidance] to support the process.

Outputs and outcomes

• A measurement plan (including tools for tracking, monitoring and reporting).

Resources

» [Measurement guide]

The funding of your community hub should be sustainable and align with project costs and expected benefits. In the planning phase, the governing group should:

• confirm short-term operational funding
• begin to consider long-term funding models and commitments.

Funding is vital to building your hub. It also supports the other elements of hub delivery, such as collaborative planning with stakeholders, staff attraction and building trust with the community.

Promote the vision and objectives to executive level sponsors and other potential investors who are best placed to . This avoids having to seek funding from other sources (e.g. grants), which may compromise the focus and vision.

Securing medium-term or long-term funding is desirable during the planning phase. However, this can be difficult and cause significant delays. It is an option to proceed with short-term funding to allow time for the hub to demonstrate feasibility and outcomes, which informs ongoing funding negotiation.

Key actions

• Agree on funding principles early in the planning phase. This may include a minimum duration of short-term funding (2-3 years is recommended)
• Ensure funding estimates include realistic costs for personnel whose skills align with the workforce plan
• Identify relevant organisations that will benefit from the hub, based on the target cohort and potential benefits
• Seek input from organisation leaders on funding sources, the timeframe and the conditions
• Explore innovative funding models with the governing group and stakeholders. Consider alignment with organisational vision and priorities.

Outputs and outcomes

• An agreed funding model and plan
• Secured short-term operational funding (2-3 years is recommended).

Resources

» [Funding model conversation starter]