WORKING TOGETHER
AN EXPLORATION OF TAKING CHARGE OF CHANGE IN THE COMMUNITY
SERVICES SECTOR
DRIVERS OF CHANGE
•
EXPONENTIAL INCREASE IN GOV EXPENDITURE
•
EXPECTATIONS FOR PUBLIC ACCOUNTABILITY
•
COMPLEX COMPLIANCE AND REGULATION
•
GOVERNMENT OUTSOURCING OF RISK
•
FEWER, LARGER PROVIDERS EMERGING AFTER TENDERING
•
PRODUCTS, PRICE POINTS AND VALUE PROPOSITIONS
•
WORKFORCE AND ESCALATING WORKFORCE COSTS
•
PRODUCTIVITY – WHAT IS IT, IN OUR SECTOR?
DRIVERS OF CHANGE (2)
•
ADOPTION OF ‘MARKET’ IDEOLOGY, LANGUAGE AND PRACTICES
(BIGGER, FEWER? VALUE FOR MONEY?)
•
REVIEWS, SECTOR REGULATION CHANGES, SLOW PACE OF RED TAPE
REDUCTION
•
GOVERNMENT’S DESIRE TO REFORM US
•
OUTDATED GOVERNANCE AND PROGRAM MODELS
•
CLIENT DIRECTED PURCHASING
•
REQUIREMENTS TO INNOVATE
•
SMALLER MARGINS, REDUCED CAPACITY TO INVEST
•
FUNDING CUTS AND PRODUCTIVITY TARGETS
PAST ADAPTIVE CHANGES IN QUEENSLAND
FUTURES FORUM
QUEENSLAND COMMUNITY SERVICES SECTOR CHARTER
QUEENSLAND COMPACT
FAIR LEVEL OF FUNDING PROCESS (AND ITS OFFSPRING)
MEASUREMENT CONTINUUM OF INPUT-OUTPUT-OUTCOME-IMPACT
COMMUNITY SECTOR INVESTMENT FRAMEWORK
IMPLEMENTATION OF QUALITY STANDARDS
COMMUNITY DOOR (information on Working Together is very relevant
now)
STRENGTHENING NGO’S
SINGLE SERVICE AGREEMENT / BETTER SERVICES BILL 2011
REGULATORY SIMPLIFICATION PLAN/CONTRACT MANAGEMENT REVIEW
HARMONISATION OF QUALITY STANDARDS
SKILLS QUEENSLAND’S STRATEGIC INVESTMENT FUND
SUSTAINABILITY & NEXT STAGES OF ADAPTION
•
•
•
•
•
•
•
•
OWNING THE OVERALL REFORM AGENDA
SHAPING STRUCTURAL REFORM
DRIVING REGULATORY REFORM AND REDUCING ALL
ADMINISTRATIVE OVERHEADS
DEFINING PRODUCTIVITY IN OUR CONTEXT
NEW ALLIANCES, PARTNERSHIPS, COLLABORATIONS AND MERGERS
A FOCUS ON THE ‘BUSINESS OF THE BUSINESS’ WHILE KEEPING
THE CLIENT AT THE CENTRE OF PURPOSE
FIND A REGULATORY FRAMEWORK THAT ENCOURAGES INNOVATION
STRONGER BUSINESS TO BUSINESS COLLABORATION AROUND
BEST PRACTICE
SOME CONSIDERATIONS FOR WORKING TOGETHER
• THE KEY DRIVERS OF CHANGE – IN THE SECTOR AND IN
YOUR ORGANISATION
• ORGANISATIONAL READINESS FOR WORKING TOGETHER
(NOT ONLY COLLABORATION)
• SELF ASSESSMENT AND PRINCIPLES THAT GUIDE SUCCESS
• UNDERSTANDING THE ROLES OF MANAGEMENT AND
GOVERNANCE IN THE PROCESS
• WHERE ON THE CONTINUUM OF COOPERATION THROUGH
TO MERGER SHOULD YOU BE?
• EXAMPLES OF SUCCESS/MATCHING YOUR NEEDS
• WORKING TOGETHER ON MANY LEVELS
SELF ASSESSMENT- BEFORE CONSIDERING
PARTNERSHIPS/MERGERS/ALLIANCE
•
•
•
•
•
•
•
•
•
•
WHAT IS MOTIVATING YOUR DESIRE TO WORK TOGETHER?
WHAT DO YOU EXPECT FROM THE PARTNERSHIP/MERGER?
CAN YOU KEEP A FOCUS ON MISSION?
DO YOU HAVE A UNITY OF STRATEGIC PURPOSE?
CAN YOUR LEADERS SPEAK WITH ONE VOICE?
HOW SOLID ARE BOARD-MANAGEMENT RELATIONSHIPS?
ARE YOU CURRENTLY IN A CRISIS?
DO YOU HAVE A HISTORY OF SUCCESSFUL RISK-TAKING?
DO YOU HAVE A GROWTH ORIENTATION?
DO YOU KNOW OF OTHER SUCCESSFUL
MERGERS/PARTNERINGS?
SOME EXAMPLES OF WORKING TOGETHER,
STRATEGIES THAT WERE FIT FOR PURPOSE
• VICTORIAN BACK OFFICE BENCHMARKING (COOPERATION)
• QUEENSLAND CHURCH COMMUNITY SERVICE QUALITY
COLLABORATION (COORDINATION)
• URBAN RENEWAL IN NSW
• UNDER ONE ROOF- QUEENSLAND (COLLABORATION)
• QUEENSLAND CEO GROUP- PLACE BASED PARTNERSHIP
• QUEENSLAND CEO GROUP – BUSINESS CASE FOR INDUSTRY
BODY
• WIDE BAY BURNETT COMMUNITY ALLIANCE
• OTHER REGIONAL MERGERS, ALLIANCES
• MANY BUSINESS RELATED MERGERS AND CONSORTIA
• INTERNAL MERGERS – AN INVISIBLE WEALTH OF
INFORMATION
UPDATE ON INDUSTRY BODY CONSULTATION
•
•
•
CHECK COMMUNITY DOOR
READ THE BUSINESS PLAN
ENGAGE IN THE CONVERSATION
Still to add:
•
A sense of where barriers hamper outcomes,
flexibility, etc
• "New ways of working together" / improving
collaboration and coordination
• Early
outcomes
for intervention
people - in 'Rewarding good outcomes'?
• Discussion of risk sharing and compliance
Updated list of proposed themes
All relate to overarching theme of "improving
Putting people at the
centre of service delivery
General approaches to increase choice and engagement for individuals, covering:
• Individual practices, e.g. collaborative practice, strengths-based approaches, individual involvement in
planning
• System approaches, e.g. co-design, co-production, citizen-centric services
Rewarding good
outcomes
How to put into practice what many people/players want – better measurement and use of outcomes
• Some questions will focus on "how do we get better outcomes data and outcomes-based evaluations"
• Will also solicit feedback on mechanisms for rewarding organisations that get the best outcomes
• NB: outcomes-based funding as a specific funding mechanism will be included under "different funding
models"
Refocus funding pools
around people
Government changing its funding pools (i.e. programs) to make more focused on people, as well as
potentially them broader and more flexible
• Focus is less about "is this a good thing?" than "what would it look like and how would we change it?"
• This will also ask "how broad should funding pools be?" and solicit feedback on the risk-compliance
balance
Redefining system
roles and
responsibilities
Different funding
models
Alternative funding
sources
Who does what along the service delivery value chain, covering:
• Who does what in service provision (identify, access, plan, deliver, monitor and review)
• More inclusive approaches to policy development that include providers
Different models for how funds could flow through the system
• Includes questions on client direct funding (and its variants) that were previously in a separate theme
• Also includes questions on different models e.g. area-based funding, consortia, outcomes-based
funding....
Given tight budgets, how to supplement existing funding (esp gov't funding) with other sources
• Includes a broad range of approaches, including use of debt and other social financing approaches
• Need to acknowledge that organisations in the sector are already doing lots of this, and OCS is looking
at it
MORE RESOURCES
•
•
MERGERS, ALLIANCES – ASSESSMENT,STRATEGIES AND
PREPARATION
READINGS AND RESOURCES THAT SIT BEHIND THE GREEN PAPER
• [email protected]