Advertisement

Stewarding Change? A Discussion About the METRO Care Model in Regional Australia

  • Matthew Gregg
  • Éidín Ní Shé
  • Lorelle J. Burton
Chapter

Abstract

METRO Care is a Toowoomba-based not-for-profit organisation and is the community care expression of METRO Church Toowoomba which is in south-west Queensland in Australia. METRO Care partners with the local community offering innovative and targeted outreach programme that complement existing services. This chapter presents a discussion on the METRO Care partnership model highlighting the innovative projects METRO Care has initiated in the community. The METRO Care Street Crews program, a harm minimisation, peer-support street outreach program, operating every Thursday, Friday and Saturday night in the Toowoomba central business district is showcased in this chapter. These programme aim to (a) provide an on-the-ground support network helping young people find effective solutions and support in accessing vital services and (b) reduce alcohol-related behaviours and maintain a safer night precinct. This chapter presents a discussion held by the authors on the focus and work of METRO Care in developing innovative sustainable partnerships in the Toowoomba community and suggests that their programme offer a model for stewarding change in the non-government organisation sector.

Keywords

Alternative models Models Community partnerships Innovation Regionalism 

References

  1. Association of Chief Executives of Voluntary Organisations. (2011). Cuts to the third sector: What can we learn from transition fund application? London: ACEVO.Google Scholar
  2. Bashir, N., Dayson, C., Eadson, W., & Wells, P. (2013). Local business giving: Between the raffle prize and a new source of giving. Centre for Regional Economic and Social Research Sheffield Hallam University. Retrieved June 8, 2017, from http://www4.shu.ac.uk/research/cresr/sites/shu.ac.uk/files/local-business-giving.pdf
  3. Bendell, J. (2006). Debating NGO accountability. New York: United Nations Non-Governmental Liaison (NGLS).Google Scholar
  4. Bourdieu, P. (1986). The forms of capital. In J. G. Richardson (Ed.), Handbook of theory and research for the sociology of education. New York: Greenwood.Google Scholar
  5. Burton, L. J., & Palmer, J. (2016). The Community Futures research programme at USQ: A model for university-community engagement. In C. Pratt (Ed.), The diversity of university-community engagement: An international perspective (pp. 37–46). Melbourne: Asia Pacific University-Community Engagement Network (APUCEN).Google Scholar
  6. Dervin, F., & Korpela, M. (2013). Introduction. In M. Korpela & F. Dervin (Eds.), Cocoon communities: Togetherness in the 21st century (pp. 1–13). Newcastle upon Tyne: Cambridge Scholars Publishing.Google Scholar
  7. Grover, C., & Piggott, L. (Eds.). (2015). Disabled people, work and welfare: Is employment really the answer? Bristol: Policy Press.Google Scholar
  8. Lang, S. (2013). NGOs, civil society, and the public sphere. Cambridge: Cambridge University Press.Google Scholar
  9. Lehal, J. (2011). Big society—A briefing: An overview of the themes, policies, structures and people driving the Coalition’s big idea. Retrieved June 8, 2017, from http://www.younglancashire.org.uk/webfm_send/222
  10. Lenette, C., & Ingamells, A. (2015). Mind the gap! The growing chasm between funding-driven agencies and social and community knowledge and practice. Community Development Journal, 50, 88–103.CrossRefGoogle Scholar
  11. Leonard, R., & Onyx, J. (2004). Social capital in everyday life: Spinning straw into gold. London: Janus Publishing.Google Scholar
  12. Lowndes, V., & Pratchett, L. (2012). Local governance under the coalition government: Austerity, localism and the big society. Local Government Studies, 38(1), 21–40.CrossRefGoogle Scholar
  13. Murtaza, N. (2012). Putting the lasts first: The case for community-focused and peer-managed NGO accountability mechanisms. Voluntas: International Journal of Voluntary and Nonprofit Organizations, 23(1), 109–125.CrossRefGoogle Scholar
  14. O’Dwyer, B., & Boomsma, R. (2015). The co-construction of NGO accountability: Aligning imposed and felt accountability in NGO-funder accountability relationships. Accounting, Auditing & Accountability Journal, 28(1), 36–68.CrossRefGoogle Scholar
  15. O’Dwyer, B., & Unerman, J. (2010). Enhancing the role of accountability in promoting the rights of beneficiaries of development NGOs. Accounting and Business Research, 40(5), 451–471.CrossRefGoogle Scholar
  16. Postle, G. D., Burton, L. J., & Danaher, P. A. (Eds.). (2014). Community capacity building: Lessons from adult learning in Australia. Leicester: National Institute of Adult Continuing Education.Google Scholar
  17. Shaw, K. (2012). The rise of the resilient local authority. Local Government Studies, 38(3), 281–300.CrossRefGoogle Scholar
  18. Smith, M. K. (2007). Robert Putman. The encyclopaedia of informal education. Retrieved June 8, 2017, from http://infed.org/mobi/robert-putnam-social-capital-and-civic-community/#cite
  19. Williams, A., Goodwin, M., & Coke, P. (2014). Neoliberalism, big society, and progressive localism. Environment and Planning, 46(12), 2798–2815.CrossRefGoogle Scholar

Copyright information

© The Author(s) 2018

Authors and Affiliations

  • Matthew Gregg
    • 1
  • Éidín Ní Shé
    • 2
  • Lorelle J. Burton
    • 3
  1. 1.Metro CareToowoombaAustralia
  2. 2.School of Nursing, Midwifery and Health SystemsUniversity College DublinDublinIreland
  3. 3.School of Psychology and Counselling, Faculty of Health, Engineering and SciencesUniversity of Southern QueenslandToowoombaAustralia

Personalised recommendations