We exist so that communities can be in charge of shaping their own futures.
We don’t just deliver programs and services. We help communities build the skills, leadership and infrastructure to address community priorities, and to create lasting change on their own terms.
While our work began with refugee, migrant and diaspora communities in Melbourne’s West, Southeast and Northwest metropolitan regions, we are developing a broader model for transformative and community-owned social change that can be replicated by other communities experiencing social exclusion and disadvantage.
How We Work
Our work is built on the Collective Inheritance Framework, which is guided by four core values: unity in diversity; open dialogue and mutual understanding; collaboration; and individual and collective empowerment.
We turn these values into action through our four pillars.
Community Capacity Building
Building Leaders at the Grassroots
We support community members to grow the skills, confidence, and experience they need to participate in delivering programs and services - including taking on leadership roles within our governance structures. Learn more
Economic Development
A Shared Model for Financial Prosperity
We incubate and launch co-owned businesses, where profits are shared between business owners , employees and community projects - allowing community members to build their own financial independence while re-investing in their communities. Learn more
Participatory Research
Community-Led Knowledge Generation
We support community members to develop the knowledge and skills they need to play an active role in how research is conducted and used, and ensuring that they participate in setting research priorities, generating knowledge, shaping narratives and influencing the decisions that are made about their communities. Learn more
Intercultural Dialogue
Building Bridges Across Divides
We foster dialogue across generations, traditions and worldviews. We embed traditional culture and spirituality into our work, seeking to draw from a fuller range of human knowledge and wisdom when responding to community needs, and honouring the deeply-held values of our community members. Learn more
An empowerment ecosystem, in action
Here’s what the four pillars - combined - look like in practice:
Leadership & Governance Training: long-term, ongoing skills development for community members to take on leadership and decision-making roles as part of the Central Community Body governance structure
Social Enterprise Start-Up: helping community members launch and manage income-generating projects that build individual financial security while giving back to community causes
Community-Led Research: equipping community members to document local knowledge to influence policy and social discourse
Conflict Resolution and Dialogue Workshops: creating safe spaces to address community tensions and build stronger relationships
Mentoring & Skills Development: accredited and non-accredited training and education opportunities that respond to community learning needs
Advocacy for Collective Impact Models: working with schools, businesses, and government to support community-led social action
Our work is led locally through Central Community Bodies (CCBs) - leadership groups that ensure programs are designed and run by the people they serve. Each CCB follows the same three-part governance model:
Representatives: Community-elected members who speak for local residents, ensure programs and services meet real needs and hold decision-makers to account.
Management: A team responsible for managing and growing programs, partnerships, and daily operations. They work with the Representatives to ensure community priorities are implemented and report to the Trustees for mission alignment.
Trustees: Independent guardians of the mission and core values who appoint the executive team, oversee the governance system, and step in only when needed to protect the integrity of the work.
This structure balances grassroots leadership with professional management and creates clear pathways for community representatives to move into management roles, ensuring decisions are grounded in lived experience and backed by the capacity to deliver.