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Riverland Community Services

Riverland Community Services. Managing Risk - Surviving Extinction. Situation – Jan 2010. Small somewhat isolated Centre 280km from Metropolitan Adelaide Four funded programs NAHA (SAAP) (2.3FTE) ER (Emergency Relief – No funds for staffing) Salvation Army Mission Funding (1.1FTE)

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Riverland Community Services

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  1. Riverland Community Services Managing Risk - Surviving Extinction

  2. Situation – Jan 2010 • Small somewhat isolated Centre • 280km from Metropolitan Adelaide • Four 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 staffing • Financial Counselling (Funding till June 2011)

  3. State Government Environment • Commitment to “reforming” the whole homelessness system (Increased Federal funding) • Intention to reduce the number of homelessness service providers in the region • 6 NGO’s providing homelessness support services across the Riverland region • The “talk” was that they would like to see 2 providers (Generic + Domestic Violence)

  4. Risk Assessment – Early 2010 • Current local service delivery was small & vulnerable in a reform process that includes tendering • Several 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

  5. Strategy • To “partner” with another provider who had a larger service profile, but would see benefits in joining with us • Established working relationship with AcCare • When approached they expressed their own concern about succeeding in the tender process

  6. 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

  7. MOU • Built on mutual trust and equality in decision making • Allocated key responsibilities • AcCare – Financial Accountability • Salvation Army – Data reporting • Service delivery governed by development of a “Service Plan” approved by both agencies

  8. 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

  9. 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

  10. Celebration

  11. 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 organisations • Solving implementation issues draws on the wisdom of both parties • The strengths of each organisation are becoming clearer and shaping implementation

  12. 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

  13. The way forward • Commitment to co-location • Maintain individual agency branding • Present 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

  14. Thank you for your attention

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