Community Power Structures on Victoria's Raymond Island
This paper examines the controversy over the proposal to link Raymond Island, Victoria to the mainland through construction of a bridge, to replace the current ferry service. The proposal is linked to the development of the island for the tourist industry, part of a broader restructuring of rural space and livelihood in Australia. Key players in the controversy over the bridge (which continues to this day) include the Bairnsdale Shire Council, the Victorian State government and its instrumentalities and a variety of local political action groups, formed in response to the development proposal. The paper suggests that the conflict over development gives pointers to the future direction of political activity in rural areas.
About : Kay Gravell Qualifications
Bachelor of Arts - Melbourne University 1975 Diploma of Social Studies (Social Work) Melbourne University 1975 Master of Social Sciences (Social Policy) Charles Sturt University 1995
Since 1975 Kay Gravell has worked in the areas of public welfare, community health and academia. She has extensive experience in direct social work practice, professional supervision, senior management, project management and education and training. Kay worked from 1975 until 1990 with the Department of Human Services Victoria in a range of positions including direct practice and management in Protective Services, project management and regional manager. From 1990 to 1996 she was employed as a lecturer in the School of Social Sciences with Monash University where she taught both on campus and distance education students in the Bachelor of Social Welfare course. She developed several subjects incorporating detailed distance education course material with a speciality in social policy. She also developed a Post Graduate Diploma course in Human Service Management. From 1996 to 1999 Kay was employed in project management position with the Department of Human Services where she managed many service development and evaluation projects and a major million dollar service redevelopment of the regional Client Services Division. This involved the establishment of the first regional Internal Business Unit for Client Services within Department of Human Services. Kay was employed in an executive management position with Lakes Entrance Community Health where she managed a broad range of family, youth and community services. She managed a major organisational change process and extensive service development doubling the program budget in 3 years. Skills
Kay has a somewhat unique mix of skills in : • direct practice, • senior management, • project management, • service development, • professional supervision, • research, • education and training.