The Christian youth-based charity Fusion is selling its town. Poatina, 60 km south of Launceston, Tasmania, borders the Great Western Tier Conservation Area.
Poatina Village has been the ultimate company town, constructed in the 1960s to house the workforce of the Poatina Power Station, and in 1995, the whole settlement was purchased by Fusion. It became an intentional community focused on providing services to young people in need.
“Fusion Australia has made the difficult decision to divest the majority of its property assets in Poatina Village in the state’s central highlands, as part of a community-led transition toward local governance and independence,” says an announcement from Fusion. The staged process will increase the chance that the population could remain the same, but some properties might go to other people.
“The decision comes following a 12-month comprehensive independent consultation program with the local community, including surveys, meetings, advisory groups and anonymous voting.
“The village will be sold in stages, with the Arts centre retained in Fusion Australia’s stewardship for the time being.” UPDATE: A reader has pointed out that there is some sepearely owned properties in the village.
Fusion leader Marty Woods shared with The Other Cheek how Poatina shaped lives: “During the 90s and into the first decade of this century, Poatina increasingly became not just a home to Fusion but a lighthouse for many. As you entered Poatina, the sign read Poatina – the way life was meant to be. That was how it felt. It was alive with a growing school, a program for young people at risk, a training centre for youth workers and the international headquarters of a growing movement. The local council is the biggest advocate for the community. Its impact was felt all over Tasmania, Australia, and increasingly the world.
“It became an international home for Fusion work across the world. We would return our discipleship course, inviting people from many countries where Fusion was working, to taste a community like no other. For many, it was life-changing as people experienced a community not unlike the early church – people sharing life together.
“I recall particularly how Poatina kids growing up in a community just assumed everyone would be friendly. When they would leave to go into other Tasmania communities, they would say hello to everyone. That is all they knew.”
Fusion’s CEO, Patrick Witcombe, said he acknowledged the emotional and complex nature of the decision, and the organisation remained committed to transparent and compassionate communication with the community throughout the transition.
“Ultimately, we needed to make a decision to ensure Fusion Australia can maintain its long-term charitable purpose through responsible asset management, while minimising disruption to the village and enabling continuity, where possible, for community activities,” Mr Witcombe said.
“This option received the strongest overall endorsement following the 12-month consultation period, with a clear majority of the community indicating its support for selling the assets and forging a new future for Poatina.”
Mr Witcombe said the residential properties would be sold via local agents, in packages, or through private negotiation, and would be released in stages to avoid market saturation and support resident stability.
“Non-residential properties, including the Chalet and service station, have been marketed for sale as ongoing enterprises, and the Chalet is currently under offer,” he said.
“A window for packaged property proposals from residents, charities, and businesses will remain open through late 2025 to early 2026, and individual offers will also be considered to ensure no opportunities are missed.
“Unsold properties will be listed with business brokers from April 2026.”
Mr Witcombe said Fusion was currently reviewing the future of the arts centre in Poatina. “As part of Fusion’s national strategy, the Poatina Arts is being assessed for alignment with the organisation’s evolving mission, particularly its focus on supporting young people aged 12–25,” he said.
“Following consultation with volunteers and supporters, the arts leadership team has expressed interest in exploring independence from Fusion. This input is being carefully considered, and a decision will be made later this year.”
Tasmanian local Walter Abetz adds more detail
Thank you for this article on Poatina. No, I have not become normal – I am still a Christian! It is the inhabitants that make a town, My wife and I bought a house in 1997 when the town was abuzz with young men and women training to be youth workers.
The sections quoted from Fusion tend to give a false impression to the uninitiated reader. Yes, Fusion bought the Village from the Hydro-Electric Commission in 1995, but sold off most of the 50 or so brick veneer houses to private owners. Fusion retains 5 one- bedroom units, 6 three bedroom houses and a two-story (two-bedroom) mountain chalet.
The Village was set up as a Body Corporate by Fusion. Initially it owned 100% of the real estate, it now owns about one third of the Village, when counting the “public” buildings like the motel/restaurant, the workshops, community hall, former school buildings, general store/post office, and the land the Golf Club has leased from Fusion, etc. Fusion cannot sell “the Village”, simply their assets in the Village. The fact that Fusion’s assets are part of a Strata Scheme places restrictions on buyers, restrictions buyers should be aware of. The loose language around selling “the village” grates on residents who own their private properties.
The transition from a Fusion town to a “normal” town started around 2012, log before the consultation in 2024. The closure of Capstone College in the early 2020s completed the exit of Fusion’s youth work in Poatina. As Marty Woods pointed out, an amazing history of changed lives. Some of the good work with international graduates continues on a personal basis, as Fusion Australia Ltd had to abandon the overseas work because of increasing complexities for international travel and financial transfers.
Dependence on government funding brings with it compliance constrains that are time consuming. Volunteering is becoming “professionalised”. The world has changed in the last thirty years, as has the nature of Fusion’s work.
I sympathize with Fusion. It is no fun to be stuck with assets that no longer serve the purpose of the organization.
Image: Poatina. Image Credit: ourtasmania.com.au
Thank you for this article on Poatina. No, I have not become normal – I am still a Christian! It is the inhabitants that make a town, My wife and I bought a house in 1997 when the town was abuzz with young men and women training to be youth workers.
The sections quoted from Fusion tend to give a false impression to the uninitiated reader. Yes, Fusion bought the Village from the Hydro-Electric Commission in 1995, but sold off most of the 50 or so brick veneer houses to private owners. Fusion retains 5 one- bedroom units, 6 three bedroom houses and a two-story (two-bedroom) mountain chalet.
The Village was set up as a Body Corporate by Fusion. Initially it owned 100% of the real estate, it now owns about one third of the Village, when counting the “public” buildings like the motel/restaurant, the workshops, community hall, former school buildings, general store/post office, and the land the Golf Club has leased from Fusion, etc. Fusion cannot sell “the Village”, simply their assets in the Village. The fact that Fusion’s assets are part of a Strata Scheme places restrictions on buyers, restrictions buyers should be aware of. The loose language around selling “the village” grates on residents who own their private properties.
The transition from a Fusion town to a “normal” town started around 2012, log before the consultation in 2024. The closure of Capstone College in the early 2020s completed the exit of Fusion’s youth work in Poatina. As Marty Woods pointed out, an amazing history of changed lives. Some of the good work with international graduates continues on a personal basis, as Fusion Australia Ltd had to abandon the overseas work because of increasing complexities for international travel and financial transfers.
Dependence on government funding brings with it compliance constrains that are time consuming. Volunteering is becoming “professionalised”. The world has changed in the last thirty years, as has the nature of Fusion’s work.
I sympathize with Fusion. It is no fun to be stuck with assets that no longer serve the purpose of the organization,