riverland community services
Post on 05-Jan-2016
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RIVERLAND COMMUNITY
SERVICESManaging Risk - Surviving
Extinction
SITUATION – JAN 2010 Small somewhat isolated Centre
280km from Metropolitan AdelaideFour funded programs
NAHA (SAAP) (2.3FTE) ER (Emergency Relief – No funds for staffing) Salvation Army Mission Funding (1.1FTE) Financial Counselling (0.6FTE
Homelessness - 60% of total staffingFinancial Counselling (Funding till June
2011)
STATE GOVERNMENT ENVIRONMENT Commitment to “reforming” the whole
homelessness system (Increased Federal funding)
Intention to reduce the number of homelessness service providers in the region6 NGO’s providing homelessness support
services across the Riverland regionThe “talk” was that they would like to see 2
providers (Generic + Domestic Violence)
RISK ASSESSMENT – EARLY 2010 Current local service delivery was small
& vulnerable in a reform process that includes tenderingSeveral other current providers in the
region had a more extensive suite of services and larger staff pool
Loss of the homelessness funding may jeopardise the capacity to sustain any Salvation Army service capacity
STRATEGY To “partner” with another provider who
had a larger service profile, but would see benefits in joining with usEstablished working relationship with
AcCare When approached they expressed their own
concern about succeeding in the tender process
STEPS FORWARD
Identified benefits for each organisation in a “partnership” (more than just winning the tender)
Both identified an increased probability of success if AcCare was the lead agency in any tender process
Both agencies committed to the relationship being one of “equals”
Confirmed through an MOU, ratified by DHQ
MOU Built on mutual trust and equality in
decision making Allocated key responsibilities
AcCare – Financial AccountabilitySalvation Army – Data reporting
Service delivery governed by development of a “Service Plan” approved by both agencies
MOU Clear structure for management and
implementation of the “Service Plan” A defined meeting and reporting
structure with meetings minuted Defined process for resolution of conflict
or disagreement
JOINT TENDER SUBMISSION Invested time getting agreement on a
model AcCare’s overseas experience
influenced model development Used Salvation Army tender writing
expertise to shape the tender content and format
CELEBRATION
CONSEQUENCES Post tender feedback – best submission Resources available to Salvation Army
for homelessness support almost doubled
Implementation of the new service model shared by the two organisationsSolving implementation issues draws on the
wisdom of both partiesThe strengths of each organisation are
becoming clearer and shaping implementation
PARTNERSHIP PRINCIPLES Importance of networking and joint
working with other agencies Healthy confidence in our strengths Realistic appreciation of risks we face Openness to “partnerships” where we
are not the “lead” agency Capacity to negotiate a partnership that
is based on equity and respect
THE WAY FORWARD Commitment to co-location
Maintain individual agency brandingPresent a unified program presence to the
community Enhance each agencies service delivery
by the cross pollination of ideas Maintain effective communication as the
foundation of the partnership Celebrate milestones together
THANK YOU FOR YOUR ATTENTION
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