Organisation details

Organisational Structure

Ravenshoe Community Centre is an incorporated, not-for-profit body, registered under the Queensland Associations Incorporations Act 1981. The Constitution lists the objects of the organisation, its legal powers, composition of the management collective, office bearers, conduct of elections and general meetings, membership and so on. Copies of the constitution are held in the Community Development Worker’s office and are available to all members and staff of the organisation.

Ravenshoe Community Centre Inc is structured on a collective model with consensus decision- making. This is referred to as the RavCom Collective.

Collectives are organisations that are structured to enhance behaviour based on co-operation, reciprocity, trust and equality. The emphasis is on equal participation by all members of the organisation, sharing of knowledge and skills, consensus decision-making and non-specialisation of roles and tasks.

Ravenshoe Community Centre is managed by a Collective of members and elected office bearers.

Chairperson: Priscilla Clare

Secretary: Riki Gunn

Treasurer: Paul Harris

Executive members: Leeanne Reid

                           Kathy Reardon

    Members: Andrea Porter

There are still vacancies for executive members 

Contact our office bearers through our front desk  0740976726

Collective Principles

Ravenshoe Community Centre is committed to operating on collective and consensus principles, rather than as a hierarchy.  We aim to learn from and share with each other and do what is best for all according to the will of all.  The collective approach encompasses the following features:

  • Distribution of authority to as many people as possible in order to:
    • Prevent monopoly of power
    • Offer the opportunity to take responsibility for specific tasks and thus learn different skills.
    • Those with authority are responsible to the group, which has the ultimate say.
  • Commitment is ensured by delegating tasks to those expressing interest
  • Tasks are allocated to people who feel confident with the responsibility and who can assist others to gain skills in a particular area.
  • Tasks are rotated among individuals on a time basis which prevents –
    • Too long in the job making it one person’s property
    • Too short in the job not giving a person time enough to learn the job well and develop a sense of satisfaction
  • Sharing information and new ideas with the whole group, because information is power and access to information enhances power.
  • Decision-making by consensus.

 

Consensus

  • Consensus is a process through which an entire group seeks out the best decision which all can support.
  • Consensus works well when the well-being and solidarity of a group supersedes individual stances.

 

Process

  • An issue is put to the group as a proposal
  • The issue is discussed, questioned and concerns are raised
  • Differences and similarities are drawn out and encouraged
  • The original proposal is modified and a new proposal is drawn up.
  • The group reaches a decision that can be supported by all, in spite of reservations or differences.

This process may take extra time but the outcome is satisfying and strengthening to the group.

It is possible that the use of the consensus model can create deadlock and frustration.  This is a rare occurrence, but a process is in place to deal with such a situation. 

Appendix - Description of Process

When RavCom Collective fails to reach consensus on an issue, the matter may be carried over for up to six meetings.  If consensus is not achieved at the sixth meeting, the question, matter or resolution shall be decided by a 75% majority of those present.  (Reference RCC Constitution)


 

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