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Developing Throughcare in the ACT an innovative partnership Simon Rosenberg & Melanie Saballa. 1. Community Sector View. Simon Rosenberg Chief Executive Officer, Northside Community Service. Three ways to “do” policy. Consultation Advocacy Partnership

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Developing Throughcare in the ACT an innovative partnership Simon Rosenberg & Melanie Saballa

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Developing throughcare in the act an innovative partnership simon rosenberg melanie saballa

Developing Throughcare

in the ACT

an innovative partnershipSimon Rosenberg & Melanie Saballa

1

Chief Minister & Cabinet Directorate


Developing throughcare in the act an innovative partnership simon rosenberg melanie saballa

Community Sector View

Simon Rosenberg

Chief Executive Officer,

Northside Community Service


Developing throughcare in the act an innovative partnership simon rosenberg melanie saballa

Three ways to “do” policy

  • Consultation

  • Advocacy

  • Partnership

  • - Throughcare as a case study


Developing throughcare in the act an innovative partnership simon rosenberg melanie saballa

  • 1.Policy by Consultation

  • Govt identifies a policy issue

  • Govt develops a draft policy paper for consultation; seeks reaction through forums, submissions

  • Community sector organises its response

  • Govt accepts, adapts or ignores sector input

  • Govt provides feedback on the outcomes – sometimes!


Developing throughcare in the act an innovative partnership simon rosenberg melanie saballa

  • 2.Policy by Advocacy

  • Community sector identifies unmet needs

  • Sector does research, consults internally on the issues and solutions

  • Position developed to present to govt, media

  • Govt accepts, adapts or ignores sector views


Developing throughcare in the act an innovative partnership simon rosenberg melanie saballa

  • 3.Policy by Partnership – “co-design”

  • Community sector – or govt – identifies unmet needs

  • Sector approaches govt – or vice versa – to work on issues and solutions

  • Positions developed; may be joint, separate or both, but with common aims

  • Govt and sector maintain their accountabilities, but work together as far as possible; eg constraints of Cabinet process

  • Ideally, a final policy position emerges that has govt and sector ownership


Developing throughcare in the act an innovative partnership simon rosenberg melanie saballa

  • Community Integration Governance Group (CIGG)

  • 2009: Problem identified: - new ACT prison with rehab and human rights aims, but no planning or coordination of throughcare to help prevent reoffending

  • Seen as whole-of-govt and whole-of-community (WoG/WoC) problem

  • CIGG developed initial policy position on Throughcare, with explicit aim to work with govt on developing the policy, not just discussing service implementation

  • ACT Government responded cautiously but positively

7


Developing throughcare in the act an innovative partnership simon rosenberg melanie saballa

  • CIGG achievements

  • Participation of all relevant sectors - credibility

  • CIGG members agreed to act strategically - not as organisational representatives

  • Comprehensive submission to Prison Review.

  • Cabinet agreement to development of Throughcare Policy collaboratively between ACT Govt and CIGG.

  • Opportunity to brief Cabinet

  • Cabinet signed off on new policy November 2011

  • Joint implementation now underway


Developing throughcare in the act an innovative partnership simon rosenberg melanie saballa

  • What made it work?

  • Trust and openness

  • Role clarity

  • Accountability

  • ‘Selling’ the value of the community sector’s input

  • Patience

  • The Partnership evolved slowly and carefully; seen as genuine

9


Developing throughcare in the act an innovative partnership simon rosenberg melanie saballa

  • What are the risks?

  • Confidentiality breaches

  • Co-option

  • Role confusion

  • Delay

  • Changes to Govt funding commitments

10


Developing throughcare in the act an innovative partnership simon rosenberg melanie saballa

  • What are the benefits?

  • Better informed policy; better programs

  • community sector input at an earlier stage means implementation issues get clearer consideration

  • Particularly useful for ‘wicked problems’ – where WoG/WoC joined up approach is needed

  • Greater understanding of each other’s positions and constraints

  • Enhanced trust & respect; basis for further joint work

  • A practical expression of the Social Compact


Throughcare for offenders a social policy partnership

Throughcare for Offenders A social policy partnership

Melanie Saballa

Senior Manager, Social Policy and Implementation

ACT Chief Minister and Cabinet Directorate


Parameters context

Parameters & Context

  • Policy responses to enduring challenges

  • Co-design and co-production

  • 2011 Hawke Report - ACT One Government

  • Community engagement


Policy history

Policy history

  • Community Inclusion Board activities focus on prisoners and their families- inclusion agenda

  • September 2008, Alexander Maconochie Centre opened

  • Mid-2009 Policy Forum requested CMD map ACT Government Throughcare services (Late 2009 CIGG formed)

  • Policy Forum considered a paper in March 2010. Sought further analysis of available data and research on co-ordination of services across the Throughcare continuum

  • Concept meeting with Corrective Services and CIGG in August 2010, CMD invited & offer to coordinate

  • Three fora (CIGG, ACT Govt, combined), Policy Forum- follow up saw five recommendations evolve.


Developing throughcare in the act an innovative partnership simon rosenberg melanie saballa

Testing the policy path

Commonly the 4th step after considerable work by government

Cabinet process

Essentially brings the consultation forward- expand from engagement to co-design of policy options


Needs

Primary

Prevention

Acute

Forensic

Secure

Specialist

Youth

General

Private

Dental

Mental

Community

Private

Adult

Public

Managed

Social

Transport

Legal

Health

Residential

Alcohol and drugs

Crisis

Effectiveness

Housing

Community

Tenancy advice

Education & training

Governance

Transitional

Inclusion

Expectations , biases and stereotypes

Cohesion

Individual

Gateways (yr 10, 12)

Mentors

Literacy

Employment

Friends

VET, PD

Community services

Case manager

Income

Family

Job services

Skills, training

Centrelink

Advocacy

AMC employment manager and programs

Cultural

Budgeting and financial literacy

Child & family

Needs


Throughcare policy

Throughcare policy

  • Options paper- Seeing it through – options for improving offender outcomes in the community

  • Set of principles and key elements

  • Governance structures

  • Reporting requirements


Outcomes

Outcomes

  • Policy Forum paper yielded across Govt. buy in

  • Cabinet agreed to an extended model of Throughcare

  • 2012-13 Budget- 2 year Throughcare pilot (coordination unit and brokerage funding)

  • Reference Group maintained and Governance Group established

  • Lessons feeding other processes


Enablers

Enablers

  • Community sector voluntary participation and leadership

  • Line agency desire for the change, but limited capacity to lead across government change

  • Leaders with a tolerance for novel design, approaches to policy and uncertainty

  • Committed teams and people

  • Governance structures to support innovation and enable process

  • Geography and scale


Risks and challenges

Risks and challenges

  • Momentum over time

  • Maintaining engagement (Government officers, decision makers and community sector)

  • Focus (big groups, diversity of views)

  • Deliverables- uncertainty of outcomes


Lessons

Lessons

For Government

  • Co-design of policy-across agencies and sectors

  • Expanded thinking - no one entity has the answers

  • Building commitment

  • Currency of goodwill

  • Not just $$ resources


Thank you

Thank you

Simon Rosenberg

[email protected]

www.northside.asn.au

Melanie Saballa

[email protected]

http://www.cmd.act.gov.au/


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