Opening DOOrs ThrOugh parTnerships - SNAICC · Opening DOOrs ThrOugh parTnerships ... that...

Secretariat of National Aboriginal and Islander

Child Care

Opening DOOrs ThrOughparTnershipsPractical approaches to developing genuine partnerships that address Aboriginal and Torres Strait Islander community needsApril 2012

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Secretariat of National Aboriginal and Islander Child Care SNAICC acknowledges the significant time and expertise that the following organisations have contributed through their participation in the case studies that inform this report. SNAICC appreciates their support. Aboriginal Child, Family and Community Care Secretariat New South Wales Association of Children’s Welfare Agencies Australian Literacy and Numeracy Foundation Berry Street Victoria Dalaigur Pre-‐School and Children’s Services Gippsland and East Gippsland Aboriginal Cooperative Gippsland Lakes Community Health Hume Moreland Integrated Family Services Alliance Larrakia Nation Aboriginal Corporation National Association for Prevention of Child Abuse and Neglect New South Wales Department of Family and Community Services Save the Children UnitingCare Gippsland Victorian Aboriginal Child Care Agency Victorian Department of Human Services Wyndham Early Learning Activity SNAICC also thanks the Department of Families, Housing Community Services, and Indigenous Affairs for the funding support to conduct this research.

A strong voice for our children and families SNAICC is the national non-government peak body that advocates on behalf of Aboriginal and Torres Strait Islander children and families.

SNAICC Level 1, 252-260 St Georges Rd North Fitzroy Victoria 3068 www.snaicc.org.au Phone: (03) 9489 8099

Researched and written by: John Burton, Policy Officer, SNAICC

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TableofContents

EXECUTIVESUMMARY 51.INTRODUCTION 112.METHODOLOGY 163.PRINCIPLESFORWORKINGINPARTNERSHIPWITHABORIGINALANDTORRESSTRAITISLANDERORGANISATIONS 184.PROMISINGPRACTICES:PARTNERSHIPDEVELOPMENT 204.1Relationshipbuildinganddevelopment 204.1.1Relationshipsoftrust 204.1.2Communityconsultation 214.1.3Havingsomethingtoofferandrespondingtorequests 234.1.4Maintainingandsustainingrelationships 234.1.5Staffingarrangementsforrelationshipdevelopment 24

4.2Negotiationandagreementmaking 264.2.1Formalisingpartnerships 264.2.2Theprocessofnegotiation 294.2.3IncludingACCOperspectives 304.2.4Accountabilityandsustainability 314.2.5Agreementatdifferentlevelsofpartnershipstructures 32

5.PROMISINGPRACTICES:PARTNERSHIPMANAGEMENT 345.1Ongoingpartnershipmanagement 345.1.1Communication 345.1.2Addressingchallengesanddisputes 355.1.3Planninginpartnership 365.1.4Sharedlearningandstaffingarrangements 385.1.5Jointstafftrainingandstakeholderinformationsessions 395.1.6Informationsharingbetweenpartners 39

5.2Resourcingandfacilitatingpartnerships 415.2.1Resourcingforpartnershipwork 415.2.2Promisingpartnership‐basedserviceintegrationandpartnershipfacilitationmodels 43

5.3Monitoringandevaluation 495.3.1Monitoringandevaluationinpartnership 49

6.PROMISINGPRACTICES:PARTNERSHIPOUTCOMES 536.1Collectiveinnovationandadvocacy 536.2Culturalcompetencydevelopmentformainstreamserviceproviders 556.2.1Workingwithinaculturalcompetencyframework 566.2.2WhatdoesitmeantoworkdifferentlywithAboriginalandTorresStraitIslanderchildrenandfamilies 586.2.3Culturalawarenessandculturalcompetencytraining 596.2.4Culturaladvice 616.2.5EmployingAboriginalandTorresStraitIslanderstaff 616.2.6Utilisingculturalcompetencyframeworkdocuments 626.2.7Commitmenttoself‐determination 646.2.8Serviceaccessforchildrenandfamilies 65

6.3CapacitybuildingforAboriginalandTorresStraitIslandercommunitycontrolledorganisations 676.3.1Training,mentoringandworkforcedevelopment 686.3.2Governancesystemsdevelopment 70

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6.3.3Supportforobtainingsustainablefundingandresources 716.3.4Transferandhandovermodels 71

7.APROMISINGMODELFORPARTNERSHIPDEVELOPMENT 748.CONCLUSIONANDRECOMMENDATIONS 778.1Concludinganalysis 778.2Recommendations 818.2.1Supportresearchandmonitorinnovativepractice 818.2.2Identifyneed 818.2.3Strengthenandenablefacilitationofgoodpracticepartnerships 818.2.4Resourcedevelopmenttoassistservices 828.2.5Enableandenforceasufficientlevelofculturalcompetenceacrossthesector 838.2.6Inclusionofactionswithinnationalplanninginstruments 84

REFERENCES 85APPENDIXAPARTNERSHIPCASESTUDIES 88APPENDIXBSUMMARYPARTNERSHIPCASESTUDIES 177APPENDIXCPARTNERSHIPTOPICSFORDISCUSSION 220APPENDIXDMATRIX:GOODPRACTICEPARTNERSHIPPRINCIPLESANDPRACTICES 223

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EXECUTIVESUMMARY1.Introduction,aimandapproachIncreasingaccesstoandengagementwithchildandfamilyservicesforAboriginalandTorresStraitIslanderspeoplesisvitaltoaddressthesignificantpovertyanddisadvantagetheyexperience.InthispaperSNAICCbuildsuponpreviousresearchthathighlightsthebarriersforfamiliesinaccessingservicesandrecognisestwokeyapproachestoincreasingtheiraccessandengagement:

• workingwithinaculturalcompetenceframework;and• engagingineffectivepartnershipswithAboriginalandTorresStraitIslander

communitiesandorganisations.SNAICCcontendsthatgenuineandrespectfulpartnershipsbetweenmainstreamserviceprovidersandAboriginalandTorresStraitIslandercommunity‐controlledorganisations(ACCOs)havemultiplebenefitsincluding:

• culturalcompetencedevelopmentformainstreamserviceproviders;• governanceandservicecapacitydevelopmentforACCOs;• developmentofsharedcapacitytorespondtocommunityneeds;and• developmentofindividualandcommunitycapacityforAboriginalandTorres

StraitIslanderpeoplesinareasincludingworkforceandcommunityleadership.

Thisisconsistentwithbroad‐levelgovernmentpolicyframeworksthatacknowledgetheneedfor,andsupport,apartnership‐basedapproachwithAboriginalandTorresStraitIslandercommunitiesandorganisationsfortargetedservices.Inordertoadvanceeffortstoachievethesepotentialoutcomesthroughpartnerships,however,SNAICCidentifiestheneedtounpackwhatgenuinepartnershiprequiresatdifferentstagesofpartnershipdevelopment,operationandmanagement;theresourcesandpracticalsupportthatarerequiredtoenableeffectivepartnerships;andthepracticesthatcontributeto‘goodpractice’partnershipsbetweenACCOsandmainstreamserviceproviders.InthispaperSNAICCusesacasestudyanalysisapproachtoexploretheseissues,focusinginparticularonpracticalstepsthatmainstreamserviceproviders,ACCOsandgovernmentcantaketodevelopandsupportgenuinepartnerships,therebyincreasingthequalityandchoiceofculturallyappropriateservicesforAboriginalandTorresStraitIslanderchildrenandfamilies.Interviewswithserviceprovidershavecontributedtoninedifferentcasestudiesthatdemonstratesuccessinthedevelopmentandmanagementofgoodpracticepartnerships,andinformthispaper.ThefullcasestudiesareincludedinAppendixAandasummaryversioninAppendixB.

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2.PartnershipprinciplesThecurrentpaperdraws,fromgoodpracticesidentifiedinthecasestudiesreviewed,thecoreprinciplesthatunderpingenuineandsuccessfulpartnershipsbetweenACCOsandmainstreamserviceproviders.Theseare:

1. Commitmenttodevelopinglong‐termsustainablerelationshipsbasedontrust.

2. RespectforAboriginalandTorresStraitIslanderculturalknowledge,history,livedexperienceandconnectiontocommunityandcountry.

3. Commitmenttoself‐determinationforAboriginalandTorresStraitIslanderpeoples.

4. Aimtoimprovelong‐termwell‐beingoutcomesforAboriginalandTorresStraitIslanderchildren,familiesandcommunities.

5. Sharedresponsibilityandaccountabilityforsharedobjectivesandactivities.

6. Valuingprocesselementsasintegraltosupportandenablepartnership.7. Acommitmenttoredressingstructures,relationshipsandoutcomesthat

areunequaland/ordiscriminatory.8. OpennesstoworkingdifferentlywithAboriginalandTorresStraitIslander

peoples,recognisingthatthemainstreamapproachesarefrequentlynotthemostappropriateoreffective.

Theseprinciplesareinterconnectedandinterdependent,withthecasestudiesdemonstratingthattheymustallbepresentandintegratedwithineachpartnershipstagetoachievepotentialpartnershipoutcomes.Thispapercontendsthattheseprinciplesformthebedrockofgenuineandsuccessfulpartnerships,andthattheyhavemajorimplicationsforpartnershipdevelopment,operation,managementandresourcing.3.Partnershipdevelopment

(a) RelationshipbuildinganddevelopmentThecasestudiesrevealthatasignificantcommitmenttoandinvestmentindevelopingrelationshipsoftrustisnecessarytoenablegenuineandrespectfulpartnerships.Thisisespeciallyimportantformainstreamserviceprovidersthatneedtore‐establishtrustthathasbeendamagedbythehistoryofmistreatmentofAboriginalandTorresStraitIslanderpeoples.Practicescontributingtopositiverelationshipdevelopmentinclude:mainstreampartnersmakinglong‐termcommitmentstorelationships;establishingastrongcommunitypresenceandparticipation;andtailoringsupporttocommunityneedbasedonrequestsfromACCOpartners.

(b) Negotiationandagreementmaking

Formalisingpartnershipsthroughagreementsandincorporatingpartnershipprocessesandactivitiesintothepoliciesandproceduresofpartneringorganisationsarerecognisedbyparticipantsinthisresearchasimportantpractices.Participants

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identifythatthesepracticesarenecessaryto:ensurethatpartnershipsaresustainable;clarifycommitmentsandresourceallocation;andpromotemutualaccountabilityforsharedobjectives.Agreementsrarelydrivetherelationshipandtheirqualityreflectstheprocessesofrelationshipbuilding,andopenandhonestnegotiationthatunderpintheagreement.PartnersrecognisethatspecialattentionisneededtoincorporatingACCOperspectivesinagreements,includingrecognitionfrommainstreampartnersoftheimportantleadingroleofACCOsinidentifyingneeds,anddesigninganddeliveringresponsesforAboriginalandTorresStraitIslanderchildrenandfamilies.4.Partnershipmanagement

(a) Ongoingpartnershipmanagement

Participantsidentifythatregularandopencommunicationisvitaltotheongoingmanagementofapartnership.Theabilitytoraiseandworkthroughchallengesandissuesinafrankandopenwaybothenablesandreflectsarespectfulworkingrelationship.Informalandflexibleplanningprocessesinpartnershipsallowspacefordiscussionandplanningatthecommunityleveltofeedintoandguidepartnershipwork.Staffingarrangementsthatfacilitatelinkages,relationshipbuildingandlearningacrossorganisationshavebeendescribedbyparticipantsascentrallyimportant,andformedanelementofpracticeforalmostallpartnershipswithinthecasestudies.

(b) ResourcingandfacilitatingpartnershipsThecasestudiessuggeststronglythatasignificantinvestmentoftimeandresourcesisrequiredtoenableeffectivepartnerships.Efficiencybenefitsofpartnershipstendtobelong‐termandresultfromgoodprocess.SNAICCidentifiesawidelyrecognisedneedtofundprocesselementsofpartnershipdevelopmentandmanagement.SNAICCalsoidentifiesthatanumberofmodelshaveshownpromiseintakingapartnership‐basedapproachtoserviceintegrationandprovidingdedicatedresourcesforpartnershipdevelopmentandmanagement.Withinthecasestudiesconsidered,thesemodelshaveprovidedplatformsforrelationshipdevelopment.Partnershipfacilitationandbrokeringroleshavebeencriticaltothesuccessoftheseapproaches.SNAICCnotes,however,thattheeffortsof‘facilitatingpartners’indevelopingculturalcompetencyandrespectfulrelationshipshavealsobeencriticaltoenablingsuccessfulandgenuineparticipationofACCOswithinpartnershipstructures.

(c) MonitoringandevaluationNopartnersinthecasestudiesreviewedhaveconductedasignificantreviewofpartnershiprelationshipsandtheirimpactonoutcomes,whichSNAICCargues,again,reflectsthelackofresourcesavailabletosupportpartnershipprocesselements.Evaluationwasconductedofserviceoutcomesforservicesdeliveredinpartnership.ACCOscommonlyidentifysignificantdifferencesinculturalunderstandingof,andapproachesto,evaluationbetweenACCOsandmainstreampartners.Thesedifferencescreatechallengesforevaluationofpartnershipprojects.

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Practicesthatincludesignificantparticipationofallpartnersinthedesignofevaluationprocesseshaveshownpromiseforovercomingchallenges.5.Partnershipoutcomes

(a) Collectiveinnovationandadvocacy

Thispaperhighlightsvariouswaysinwhichpartnershipsprovideforumsfordevelopingsharedunderstandingaboutcommunityneeds,aswellasresponsesthatareeffectiveandculturallyappropriate.Sharedunderstandinghasenabledthedevelopmentofjointstrategiesandnewservicemodelsandapproaches.ResourcinggenuinepartnershipdevelopmentbetweenACCOsandmainstreamserviceproviderscreatesspaceforthedevelopmentoflocal,responsivestrategies.Participantsfurtheridentifythatpartnershipsprovideopportunitiesforlargermainstreampartnerswithsignificantinfluenceto‘back‐up’oradvocateonbehalfoftheirACCOpartners.Inthisway,mainstreampartnershaveactedasconduitstorepresent‘on‐the‐ground’realitiesinhigher‐levelpolicydebate.

(b) CulturalcompetencydevelopmentformainstreamserviceprovidersParticipantsidentifyboththeneedforacommitmenttodevelopingculturalcompetencytoenablepartnershipwithACCOs,andthesignificantopportunitythatexistsformainstreamserviceproviderstodevelopculturalcompetencyinpartnershipwithACCOsandAboriginalandTorresStraitIslandercommunities.Theapproachtodevelopingculturalcompetencycannotbeafinitechecklist,butrequiresabroadfocusontheattitudes,behavioursandpoliciesnecessaryforanorganisationanditsstafftoworkeffectivelyincross‐culturalsituations.Itiscriticalthattheapproachincludesrecognitionof,andvaluefor,theculturalknowledgeandskillsofACCOsandAboriginalandTorresStraitIslanderpeoplesthatarecrucialforappropriateserviceprovisionsforchildrenandfamilies.Thecasestudiesalsoreinforcethatacommitmenttoself‐determinationforAboriginalandTorresStraitIslanderpeoplesunderpinsculturallycompetentpractice.Practicesidentifiedbyparticipantsthatcontributetoculturalcompetencyformainstreamserviceprovidersthroughpartnershipinclude:localculturalawarenesstrainingwithdirection,guidanceand/orparticipationofACCOpartners;integratedstaffingarrangementsthatprovideopportunitiesforsharedlearning;employmentoflocalAboriginalorTorresStraitIslanderstaffbymainstreampartners;developmentoforganisationalculturalcompetencyframeworks;andculturaladviceservicesprovidedbyACCOpartnerstosupportmainstreampartnersworkingwithAboriginalandTorresStraitIslanderfamilies.

(c) CapacitybuildingforAboriginalandTorresStraitIslandercommunity‐controlledorganisations

Itisimportanttorecognisethatmultiplecapacitydevelopmentbenefitsaccrueforbothpartnersinallthecasestudiesconsidered,andmanyofthecapacitybenefitsformainstreampartnersarereflectedoninrelationtoculturalcompetencyintheprevioussection.Thefocusinthissectionisongovernanceandservicedelivery

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capacitydevelopmentforACCOsthroughpartnerships.MainstreamparticipantsinthisstudyidentifythatcapacitychallengesfortheirACCOpartnerslargelyrelatetotheextentofcommunityneedandthelargeservicedeliverydemandsplaceduponthoseorganisations.CapacitybuildingisstronglyrecognisedinthecasestudiesasenablinganenhancedroleforACCOsandempoweringAboriginalandTorresStraitIslandercommunities.MainstreampartnershaveprovidedsignificantsupporttobuildcapacityforACCOpartnersinareasincluding:trainingandlocalworkforcedevelopment;mentoringofstaff;governancesystemsdevelopment;andsupportforobtainingsustainablefunding.Successfulandrespectfulpartnershipsregularlyhaveastrongfocusonatransferofresources,leadershipandresponsibilityforserviceprovisionforAboriginalandTorresStraitIslanderchildrenandfamiliestoACCOs.Inlinewiththeprincipleofself‐determination,participantshighlightthatthistransfershouldhappenattherequestofACCOsandaccompaniedbysupporttoensuresustainability.PartnershipsthatparticipatedinthisstudycommonlyfeaturedacommitmenttobuildingAboriginalservicecapacityforthelong‐term,whileworkingtogethertoaddressimmediateneedsandmeetexpectations.6.ApromisingapproachTheAboriginalChild,FamilyandCommunityCareSecretariat,NewSouthWales(AbSec)andtheAssociationofChildren’sWelfareAgencies(ACWA)havecommencedaprocessfordevelopingnewAboriginalcommunity‐controlledOut‐ofHomeCare(OOHC)servicesthroughapartnership‐basedcapacitybuildingmodel.Theapproachshowssignificantpromiseforbuildingstate‐widecapacityfortheprovisionofOOHCservicesbyACCOs.Promisingaspectsinclude:anAboriginalpeakbodyleadingtheprocesstoensureappropriateserviceprovisionforAboriginalchildrenandfamilies;afundedroleforpartnershipbrokeringandfacilitation;agreementsnegotiatedtoidentifysharedgoalsandcommitmentsattheoutset;andatailoredapproachtoensurerelevancetolocalcommunitycontexts.7.ConclusionandrecommendationsThecasestudiesreviewedrevealgoodpracticesthatsupportpartnerships,butalsotheongoingstrugglesofbothpartnerstorealisethegoodpracticeprincipleswithintheirservicesandinengagementwitheachother.Implementationoftheprinciplesisinhibitedbydeeplyembeddedapproachesthattaketime,commitmentandpersistencetochange,aswellasinconsistentgovernmentstructuresanddemands,andanabsenceofresourcesrequiredfortheirrealisation.Ultimately,practicedemonstratesthatwheretheeightprinciplesidentifiedareembeddedinthestructures,processesandpracticesofpartnerorganisations,supportedbyuppermanagementandconsciouslyfilteredthroughtostaffatotherlevelsofservicedelivery,theycontributetoimprovedservicedevelopmentanddeliveryforAboriginalandTorresStraitIslanderchildrenandfamilies.Importantly,thispaperunpackskeypracticesthatillustratehowservicescanreflecttheseprinciplesintheirpractice.Thesepracticesprovideclearguidancetoinform

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andsupportpartnershipdevelopmentforchildrenandfamilyserviceproviders.AmatrixthatdescribesclearlythepracticesthatpromoteeachoftheidentifiedprinciplesatdifferentstagesofpartnershipdevelopmentisincludedinAppendixD.Thepracticesandprinciplesidentifiedalsohighlightimportantprioritiesforgovernmentpolicydevelopmenttopromotegoodpracticepartnershipsinthechildandfamilyservicesectorthataredetailedintheincludedrecommendations.Governmentactionisrequiredinkeyareasincludingtheidentificationofremainingcapacitygapsanddevelopmentofresponsiveprogramsthatutilisethebenefitsofpartnership,andresearchandmonitoringofinnovativepartnershippractices.SNAICCalsorecommendsvariousstrategiesfortheGovernmenttostrengthenandenablethefacilitationofgoodpracticepartnerships,includingthroughregulation,servicecontractmodels,provisionofrelevantresourcesandsupportforservicestoengageingenuinepartnerships,andenablingasufficientlevelofculturalcompetencyacrossthesector.SNAICCalsoconsidersthenextthree‐yearplanfortheNationalFrameworkfortheProtectionofAustralia’sChildren2009‐2020asanopportunitytocapitaliseonthepotentialofgoodpracticepartnerships.Inparticular,recommendationsstrengthenexistinginitiativesaimedatproducingstrongoutcomesforAboriginalandTorresStraitIslanderchildrenandfamiliesthroughculturallyappropriateandresponsiveintegratedservices.

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1.INTRODUCTIONEngagementwithchildandfamilysupportservicesiscriticaltostrengtheningAboriginalandTorresStraitIslanderfamiliesandimprovinglifeoutcomesforvulnerablechildrenexperiencingsignificantpovertyanddisadvantage.NationalstatisticsindicatethatAboriginalandTorresStraitIslanderchildrencontinuetobeathighriskofexperiencingmultipledisadvantages,withsignificantlypoorerhealthandwellbeingindicatorsthanthegeneralpopulation,includingvastoverrepresentationinthechildandfamilywelfareandjuvenilejusticesystems.1Thenationalmovetowardsapublic‐healthmodelofengagementpromotesaccesstoservicesthatseektopreventfamilybreakdownandchildprotectioninterventionandinterveneearlytosupportfamilies,reducingtheemphasisonstatutorysystemsthatarereactiveandoverburdened.2StatisticsindicatealownationallevelofaccesstosupportservicesbyAboriginalandTorresStraitIslanderfamilies,3whoservicesregularlyidentifyas‘hard‐to‐reach’.4InSNAICC’sviewthisismoreproperlycharacterisedasaservicesystemthatpresentssignificantbarrierstoAboriginalandTorresStraitIslanderengagement;barriersthatcanbeovercomebyserviceadaptationandqualityserviceprovision.Theliteraturedetailsmultipletypesofbarriers,includinghistorical,cultural,social,geographicalandpractical.5AddressingthesebarriersandenablingsupportforchildrenandfamiliesrequiressignificantfocusonstrategiesforincreasingaccesstoandengagementwithchildandfamilyservicesforAboriginalandTorresStraitIslanderpeoples.SNAICCidentifiesthattwokeymeanstoincreaseaccesstoandengagementwithchildrenandfamilyservicesforAboriginalandTorresStraitIslanderpeoplesare:6

1SteeringCommitteefortheReviewofGovernmentServiceProvision(SCRGSP).(2009).OvercomingIndigenousDisadvantage:KeyIndicators2009,Canberra:ProductivityCommission.2ReferredtogenerallyinCouncilofAustralianGovernments.(2009).ProtectingChildrenisEveryone’sBusiness:NationalframeworkforprotectingAustralia’schildren2009‐2020.Canberra:CommonwealthofAustralia.3Flaxman,S.,Muir,K.,&Oprea,I.(2009).OccasionalPaperNo.23:Indigenousfamiliesandchildren:coordinationandprovisionofservices.Canberra:DepartmentofFamilies,Housing,CommunityServicesandIndigenousAffairs(FaHCSIA),10.4Cortis,N.,Katz,I.,&Patulny,R.(2009).OccasionalPaperNo.26:Engaginghard‐to‐reachfamiliesandchildren.Canberra:DepartmentofFamilies,Housing,CommunityServicesandIndigenousAffairs.5ForacomprehensivereviewoftheliteratureonservicebarriersforAboriginalandTorresStraitIslanderchildrenandfamiliesreferto:SecretariatofNationalAboriginalandIslanderChildCare(SNAICC).(2010a).TowardsAboriginalandTorresStraitIslanderaccessandengagement:overcomingbarrierstochildandfamilyservices.Melbourne:SNAICC,7‐9.6SecretariatofNationalAboriginalandIslanderChildCare(SNAICC).(2011a).IncreasingAboriginalandTorresStraitIslanderaccessandengagementwithchildandfamilyservices.Melbourne:SNAICC.

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• workingwithinaculturalcompetenceframework;and• engagingineffectivepartnershipswithAboriginalandTorresStraitIslander

communitiesandorganisations.Basedonallavailableevidence,SNAICCcontendsthatgenuineandrespectfulpartnershipsbetweenAboriginalandTorresStraitIslandercommunity‐controlledorganisations(ACCOs)andmainstreamserviceprovidersprovideopportunitiesformutualcapacitybuildingbenefits.Thesebenefitsinclude:

• culturalcompetencydevelopmentformainstreamserviceproviders;• governanceandservicecapacitydevelopmentforACCOs;• developmentofsharedcapacitytorespondtocommunityneeds;and• developmentofindividualandcommunitycapacityforAboriginalandTorres

StraitIslanderpeoplesinareasincludingworkforceandcommunityleadership.

Community‐basedandcontrolledorganisationsovercomemanyidentifiedbarrierstoaccess,7andprovidemultiplebenefitstochildrenandfamiliesincludingculturallyappropriatecareandsupport.8InSNAICC’sviewtheseorganisations,becausetheyaredrivenbyanddirectlyaccountabletoAboriginalandTorresStraitIslandercommunities,arebestplacedtorepresenttheneedsandaspirationsofAboriginalandTorresStraitIslanderpeoples.EvidencestronglysuggeststhatACCOsarealsobestpositionedtodeliverservicesthatareculturallyappropriateforAboriginalandTorresStraitIslanderpeoples.9CapacitydevelopmentforACCOsenablesthemtotakealeadingroleincommunity‐basedcommunitydevelopmentapproachesthatrespondtocommunity‐identifiedneeds.Theseapproachescontributetosocialandeconomicempowermentandalignwithcurrentgovernmentpolicyprioritiesthathighlighttheimportanceof‘Indigenous‐ledandmanagedsolutions.’10SNAICCandothersarguethatwhilemainstreamserviceprovidershaveasignificantroletoplay,theycannotreplicatethebenefitsofcommunity‐ledandculturallyappropriateserviceprovisionthroughACCOs.11InsomecasesAboriginaland

7Ibid,2.8Higgins,J.&Butler,N.(2007).CharacteristicsofpromisingIndigenousout‐of‐homecareprogramsandservices.PromisingPracticesinOut‐of‐HomeCareforAboriginalandTorresStraitIslanderCarers,ChildrenandYoungPeople.Melbourne:SecretariatofNationalAboriginalandIslanderChildCare(SNAICC)&AustralianInstituteofFamilyStudies.9Bond,D.(2000).MultifunctionalAboriginalChildren’sServicesNationalReport.Melbourne:SNAICC,13‐14;Trigwell,J.(2000).ChildcaremodelsandoptionsinruralandremoteIndigenouscommunities.Perth:WesternAustralianCouncilofSocialService;andFasoli,L.&James.R.(2007).ResearchingRemoteAboriginalChildren’sServices:it’sallaboutrules.ContemporaryIssuesinEarlyChildhood,8(4).10CouncilofAustralianGovernments.(2009).ProtectingChildrenisEveryone’sBusiness:NationalframeworkforprotectingAustralia’schildren2009‐2020.Canberra:CommonwealthofAustralia,28.11SNAICC(2011a).IncreasingAboriginalandTorresStraitIslanderaccessandengagementwithchildandfamilyservices.Melbourne:SNAICC,23.SeealsoSims,M.(2011).EarlychildhoodandeducationservicesforIndigenouschildrenpriortostartingschool.ResourceSheet3,ClosingtheGapClearinghouse.Canberra:AustralianInstituteofFamilyStudies.

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TorresStraitIslanderfamilieswillchoosetoaccessmainstreamservices;andinmanycasesanexistinglackofcapacityforACCOsmeansthatvitalservicescanonlybeaccessedthroughmainstreamserviceproviders.Itiswidelyacceptedthatafocusonculturalcompetencydevelopmentformainstreamserviceprovidersisnecessarytoenablethemtoundertakethisroleeffectively,12andthatafocusonrespectfulpartnershipswithACCOsisacornerstoneofculturallycompetentorganisationalpractice.13SNAICCcommendsbroad‐levelgovernmentpolicyframeworkswhichacknowledgetheneedforandsupportapartnership‐basedapproachwithAboriginalandTorresStraitIslandercommunitiesandorganisations.TheNationalIndigenousReformAgreement(NIRA)recognisesthecommitmentoftheCouncilofAustralianGovernments(COAG)‘toworkinginpartnershipwithAboriginalandTorresStraitIslanderpeopletoachievetheClosingtheGapreforms.’14TheNationalFrameworkforProtectingAustralia’sChildren2009‐2020assertsthat‘toprovideculturallyappropriateresponses,strategiesundertheNationalFrameworkmustbebasedonpartnershipsbetweenIndigenousfamiliesandcommunities,andbetweenIndigenousagencies,mainstreamserviceprovidersandgovernments.’15SNAICCrecognisesthatmanyoftheNIRAServicedeliveryprinciplesforprogramsandservicesforIndigenousAustraliansalsopromoteandsupporteffectivepartnershipdevelopmentbetweenACCOsandmainstreamserviceproviders.ThreeprinciplesidentifiedintheNIRAthatreflectapartnership‐basedapproach(seesection3below)are:

• ‘Ensuringservicesandprogramsareprovidedinanintegratedandcollaborativemannerbothbetweenalllevelsofgovernmentandbetweenservices.’16

• ‘Ensuringmainstreamservicedeliveryagencieshavestrategiesinplaceto

12SNAICC(2011a).IncreasingAboriginalandTorresStraitIslanderaccessandengagementwithchildandfamilyservices.Melbourne:SNAICC,11;SecretariatofNationalAboriginalandIslanderChildCare(SNAICC).(2010a).TowardsAboriginalandTorresStraitIslanderaccessandengagement:overcomingbarrierstochildandfamilyservices.Melbourne:SNAICC,9;Flaxman,S.,Muir,K.,&Oprea,I.(2009).OccasionalPaperNo.23:Indigenousfamiliesandchildren:coordinationandprovisionofservices.Canberra:DepartmentofFamilies,Housing,CommunityServicesandIndigenousAffairs(FaHCSIA),23‐28;VictorianAboriginalChildCareAgency(VACCA).(2008).AboriginalCulturalCompetenceFramework.Melbourne:VictorianGovernmentDepartmentofHumanServices.13VictorianAboriginalChildCareAgency(VACCA).(2010).BuildingRespectfulPartnerships:ThecommitmenttoAboriginalculturalcompetenceinchildandfamilyservices.Melbourne:VACCA,24.14CouncilofAustralianGovernments.(2008).NationalIndigenousReformAgreement(ClosingtheGap).Canberra:CommonwealthofAustralia.15CouncilofAustralianGovernments.(2009).ProtectingChildrenisEveryone’sBusiness:NationalframeworkforprotectingAustralia’schildren2009‐2020.Canberra:CommonwealthofAustralia,28.16CouncilofAustralianGovernments.(2008).NationalIndigenousReformAgreement(ClosingtheGap).Canberra:CommonwealthofAustralia,D12(c).

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achieveIndigenousoutcomesandmeetIndigenousneeds.’17• ‘SupportingthecapacityoftheIndigenousservicesectorandcommunities

toplayaroleindeliveringservicesandinfluencingservicedeliverysystems/organisationstoensuretheirresponsiveness,accessandappropriatenesstoIndigenouspeople.’18

Keygovernmentinitiativesthatseektoimplementthesepolicyprioritiesincludeasignificantfocusonintegratedservicesystemsandintegratedservicedeliveryhubs.Theseinclude,forexample,the38ChildrenandFamilyCentres(CfCs)currentlybeingestablishedandtheCommunitiesforChildrenstrandoftheFaHCSIAFamilySupportProgram.Itisrecognisedthateffectiveintegratedservicesystemsrequiregovernancestructuresandsupportforestablishingcommunity‐basedpartnerships.19Giventhemajorpolicyfocusonpartnershipdevelopment,SNAICCidentifiestheneedfor:

• unpackingwhatgenuinepartnershiprequiresatdifferentstagesofpartnershipdevelopment,operationandmanagement;

• resourcingandpracticalsupporttoenableeffectivepartnershipdevelopment,operationandmanagement;and

• identificationandpromotionofpracticesthatcontributetogenuineandrespectful‘goodpractice’partnershipsbetweenACCOsandmainstreamserviceproviders.

InthispaperSNAICCexploresthepracticalstepsthatmainstreamserviceproviders,ACCOsandgovernmentcantaketodevelopandsupportgenuinepartnerships,therebyincreasingthequalityandchoiceofculturallyappropriateservicesforAboriginalandTorresStraitIslanderchildrenandfamilies.Existingpartnershipsthatdemonstratekeygoodpracticeprinciples,andenjoyalevelofsuccessinbuildingtheroleandcapacityofACCOsandstrengtheningculturalcompetentpracticeformainstreamserviceproviders,areusedtoinformanalysisandpromotelearningfromgoodpractice.Theoutcomesofthispaperhaveimplicationsformainstreamserviceproviders,ACCOs,governmentserviceprovidersandpolicymakers.Thebodyofthispaperisdividedintothreepartsfocussingonpartnershipdevelopment,partnershipmanagementandpartnershipoutcomes.Sections3to7explorekeyprinciplesthatunderpingoodpartnershippracticeandpresentkeypractices.AppendixDprovidesamatrixthatalignspartnershipprinciplesagainststagesofpartnershipdevelopmentandkeypracticesthatpromotetheidentifiedprinciples.Insection8thepaperdrawstogethersomekeyconclusionsandrecommendationstobetterrecognise,assist,promoteandensuregenuine

17Ibid,D13(b).18Ibid,D13(g).19Moore,T.&Skinner,A.(2010).BackgroundPaper:Anintegratedapproachtoearlychildhooddevelopment.Melbourne:CentreforCommunityChildHealth,TheRoyalChildren’sHospital,10.

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partnershipsbasedongoodpracticeprinciples.

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2.METHODOLOGYThispaperusesacasestudyanalysisapproachtoidentifyandexploregoodpracticesinexistingpartnershipsbetweenACCOsandmainstreamserviceproviders.Asthefocusofthepaperisonhighlightinggoodpractice,thepartnershipsselecteddemonstratealevelofsuccessasdefinedinthecriteriabelow.Criteriausedfortheselectionofpartnershipsforparticipationinthestudyinclude:

• AtleastoneACCOandonemainstreamorgovernmentserviceproviderisinvolvedinthepartnership.

• Thepartnershipcontributestoservicedeliverywithinthechildandfamilyservicesector.

• Theapproachtopartnershipisrecognisedasdemonstratingsignificantalignmentwithpreviouslyidentifiedprinciplesofeffectivepartnerships.20

• ThepartnershipisrecognisedascontributingtooutcomesthatenhanceengagementandaccesstoservicesforAboriginalandTorresStraitIslanderpeople,oriscommencingorpilotingserviceswiththatidentifiedaim.

• ThepartnershipcontributestogovernanceandservicedeliverycapacityforACCOsandtoorganisationalculturalcompetencyformainstreamserviceproviders.

Partnershipswereselectedtorepresentarangeofurban,regionalandremoteservicecontextsandincludedexamplesfromfourdifferentAustralianjurisdictions.TheidentificationofpartnershipswasbasedonconsultationwiththeSNAICCNationalExecutiveandmembership,SNAICC’spartnerorganisations,andkeychildandfamilyserviceleadersacrossAustralia.AlthoughthefocusisonpartnershipsbetweenACCOsandmainstreamserviceproviders,governmentpartnersareincludedinsomecasestudies.Thisrecognisesthatgovernmentdepartmentshaverolesindirectserviceprovisionandcasemanagement,andsometimesundertaketheserolesinpartnershipwithACCOs.Italsorecognisesthatgovernmentdepartmentsplayakeyroleinfundingandsupportingpartnershipstructuresandservicesdeliveredbypartnerships.SNAICCstudiedninepartnershipsforthispaper,includingapproximately15servicedeliveryorganisationsorgovernmentdepartments.Interviewswereconductedseparatelywithallpartnersandrelevantdocumentswerecollectedandreviewedforthepurposesofthispaper.SNAICCdevelopedcasestudiesforeachpartnershipthatwereusedforanalysisofgoodpractice.ThecasestudiesareincludedinAppendixA.SummarycasestudieshavealsobeendevelopedforbroaderapplicationandaccessibilityofinformationaboutthepartnershipsandareincludedinAppendixB.

20Seesection3below.

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Interviewsdidnottakeahighly‐directedquestionandanswerapproach,butratheruseda‘topicsfordiscussion’documenttoguideaconversationandprovideparticipantswiththeopportunitytotellthestoryoftheirpartnershipswithreferencetokeyaspectsandstagesofpartnershipdevelopment,managementandreview.Thisapproachwasnecessarygiventheflexibleanddynamicnatureofpartnershipsthatdidnotoftenconformtoaparticularstructureorstage‐basedprocessofdevelopment.Whileastructuredunderstandingofpartnershipsisusefulandnecessaryforeffectivepolicyanalysis,thisdidnotalwaysfiteasilywiththewayparticipantsunderstoodandexperiencedpartnerships.Theapproachwasalsodesignedtobenon‐confrontationalandnon‐interrogativetopromoteopensharingaboutrelationshipsthatcapturedtheexperienceoftheparticipantsinpartnerships.Inthiswayparticipants,whowereconsideredinmanycasestobeleadersinpartnershipdevelopment,wereabletotakeanactiveroleindefiningthescopeoftheresearchasitprogressed.TheTopicsforDiscussiondocument,includedinAppendixC,wasdevelopedwithreferencetokeyaspectsandprinciplesofpartnershippreviouslyidentifiedbySNAICC.21ThispaperdescribesgoodpracticeprimarilydrawnfromtheknowledgeandwisdomofserviceleaderswithsignificantexperienceinpartnershipsinAboriginalandTorresStraitIslanderchildandfamilyservicecontexts.Directquotesanddescriptionsareusedtopromotelearningandgoodpracticebasedontheirexperiences.ThepaperdrawsonpastliteraturereviewbySNAICCandleadingculturalcompetencyframeworkdocumentsthataddresspartnershipprinciplesandpractice.22Itdrawsonthisbaseintheanalysisofpractice‐basedunderstandingofeffectivepartnershipprinciplesandhowtheycanenablepositivepartnershiprelationshipsthatcontributetobetterserviceoutcomes.

21See:SecretariatofNationalAboriginalandIslanderChildCare(SNAICC).(2011a).IncreasingAboriginalandTorresStraitIslanderaccessandengagementwithchildandfamilyservices.Melbourne:SNAICC.22See:Ibid;SecretariatofNationalAboriginalandIslanderChildCare(SNAICC).(2010b).WorkingandWalkingTogether:SupportingfamilyrelationshipservicestoworkwithAboriginalandTorresStraitIslanderfamiliesandorganisations.Melbourne:SNAICC;VictorianAboriginalChildCareAgency(VACCA).(2010).BuildingRespectfulPartnerships:ThecommitmenttoAboriginalculturalcompetenceinchildandfamilyservices.Melbourne:VACCA;andVictorianAboriginalChildCareAgency(VACCA).(2008).AboriginalCulturalCompetenceFramework.Melbourne:VictorianGovernmentDepartmentofHumanServices.

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3.PRINCIPLESFORWORKINGINPARTNERSHIPWITHABORIGINALANDTORRESSTRAITISLANDERORGANISATIONSTheVictorianAboriginalChildCareAgency(VACCA)hassuccinctlydescribedwidelyidentifiedpre‐requisiteprinciplesforpartnershipdevelopmentbetweenACCOsandmainstreamserviceproviders.SNAICCbelievesthattheseprinciples,describedintheboxedtextbelow,bothinformandarereflectedtoalargeextentinthesuccessfulpartnershipsreviewedinthispaper.

FUNDAMENTALUNDERSTANDINGSFORBUILDINGGENUINEAND

RESPECTFULPARTNERSHIP

TheVictorianAboriginalChildCareAgency(VACCA)hasworkedinpartnershipwithleadingmainstreamserviceproviders,BerryStreetandMacKillopFamilyServices,toproducetheBuildingRespectfulPartnershipsresource‘todescribeculturallycompetentandrespectfulpracticeacrossanorganisation.’23Theybelievetheapproachdescribedcan‘improveoutcomesforAboriginalchildrenandfamiliesandstrengthenpartnershipsbetweenAboriginalandmainstreamorganisations.’24Theresourcedescribespartnershipsas‘acornerstoneofculturalcompetency’andidentifiesfundamentalunderstandingsthatarepre‐requisitetodevelopinggenuineandrespectfulpartnershipswithACCOs.The‘fundamentalunderstandings’belowareextractedfromBuildingRespectfulPartnerships:25UnderstandthatAboriginalOrganisationsareDifferentTheywereestablishedthroughpoliticalactionforAboriginalvoicestobeheard.Theyhavebroadobjectives.InadditiontoprovidingservicesforAboriginalchildrenandfamilies,objectivesincludeculturaladvancement,communitydevelopment,self‐determination,Indigenousrights,redressingthedisadvantagethatAboriginalpeoplefaceandcontinuingtoprovidespaceforAboriginalvoices.UnderstandthatAboriginalProfessionalismisDifferentAboriginalprofessionalsincorporateknowledgeandunderstandingsofhistoryandcultureintoservicedelivery.ManyarepartofthelocalAboriginalcommunityandprovidelocalknowledgeandunderstandingandconnectiontocultureandcommunity.SupportSelf‐DeterminationforAboriginalPeopleRespecttheprincipleofAboriginalorganisationsasthefirstchoiceforservicesforAboriginalpeople.TakeopportunitiestosupportAboriginalorganisationstogrowanddevelopthroughfinancialsupportandassistancewithcapacitybuilding.NevercompetewithAboriginalorganisationsforresourcestodeliverservicesto

23VictorianAboriginalChildCareAgency(VACCA).(2010).BuildingRespectfulPartnerships:ThecommitmenttoAboriginalculturalcompetenceinchildandfamilyservices.Melbourne:VACCA,1.24Ibid.25Ibid,52.

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Aboriginalchildrenandfamilies.UnderstandthatAboriginalFamiliesWillRequireMainstreamServicesCombinethisunderstandingwiththeknowledgethattheseservicescanonlybeeffectiveiftheyundergocapacitybuildingtobeculturallycompetent.26EventhemostculturallycompetentmainstreamorganisationcannotreplaceAboriginalservices.UnderstandtheImportanceofEstablishingPartnershipsSuchpartnershipsshouldbebasedonequityandculturalrespect.Theyshouldnotjustbeawayfornon‐Aboriginalserviceto‘ticktheAboriginalbox’.Thecurrentpaperdraws,fromgoodpracticesidentifiedinthecasestudies,coreprinciplesthatunderpingenuineandsuccessfulpartnershipsbetweenACCOsandmainstreamserviceproviders.Theseare:









Thecasestudiesreflecttheseprinciplesatthedifferentstagesofpartnershipdevelopment,operationandmanagement,andembedthemwithinpartneringorganisations’processes,systemsandpractices.Theprinciplesareinterconnectedandinterdependent,withthecasestudiesdemonstratingthattheymustallbepresentandintegratedwithineachpartnershipstage.Thispapersuggeststhattheseprinciplesformthebedrockofgenuineandsuccessfulpartnerships,andthattheyhavemajorimplicationsforresourcesandtimethatpartnershipsrequire,aswellasknowledge,skills,andattitudesforstaffofpartneringorganisations.Theseprinciplesarelinkedtogoodpracticesidentifiedattheendofeachsectioninthebodyofthispaperandanalysedinmoredetailintheconclusion.

26Bamblett,M.2007inIbid,52.

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4.PROMISINGPRACTICES:PARTNERSHIPDEVELOPMENTThissectionhighlightsthekeysuccessfulpracticesthatparticipantsidentifiedinthedevelopmentphaseofpartnerships,includingrelationshipbuilding,negotiationandagreementmaking.Partnershipchallengesandbarriersthatindicateimportantareasoffocusforsupportandimprovedpracticearealsoidentified..

4.1Relationshipbuildinganddevelopment

4.1.1RelationshipsoftrustEffectivepartnershipswithAboriginalandTorresStraitIslanderorganisationsrequireaconsiderableinvestmentindevelopingrelationshipsoftrust.27Thisisatwo‐wayprocess,thoughsignificantlyinfluencedbythejustifiablemistrustthatmanyAboriginalandTorresStraitIslanderpeoplehavedevelopedofmainstreamserviceprovidersandgovernmentasaresultofahistoryofmistreatmentandfailedpolicyinitiatives.ThisisparticularlysoforchildrenandfamilyservicesthathadaroleinthedevastatingpolicyandactionsthatcontributedtotheStolenGenerations.In2008,thethenPrimeMinister,KevinRudd,recognisedinhisApologytotheStolenGenerationstheneedtoengagewithAboriginalandTorresStraitIslandercommunitiestorebuildtrustlostthrough‘thelawsandpoliciesofsuccessiveParliamentsandgovernmentsthathaveinflictedprofoundgrief,sufferingandloss.’28Re‐establishingtrustrequiresasignificantandcontinuingcommitmentfrommainstreamserviceprovidersandgovernment,andisaprocesswhichtakesalongtime.29Successfulrelationshipsidentifiedinthecasestudiesconsideredwerebasedonlong‐termcommitmentstoAboriginalandTorresStraitIslanderorganisationsandcommunities.30Thesearefocusedonrelationshipsfirstandforemost,andparticularprojectsandactivitiesasmanifestationsofthoserelationships.Thepartnershipsstudiedindicatethattrustisestablishedwhere:

• Apartnerorganisationhasastrongpresenceinthecommunityand

27SecretariatofNationalAboriginalandIslanderChildCare(SNAICC).(2011a).IncreasingAboriginalandTorresStraitIslanderaccessandengagementwithchildandfamilyservices.Melbourne:SNAICC,15;andFlaxman,S.,Muir,K.,&Oprea,I.(2009).OccasionalPaperNo.23:Indigenousfamiliesandchildren:coordinationandprovisionofservices.Canberra:DepartmentofFamilies,Housing,CommunityServicesandIndigenousAffairs(FaHCSIA),8.28Rudd,K.(2008).ApologytoAustralia’sIndigenousPeople.HouseofRepresentativesOfficialHansard.No.1,2008.Canberra:HouseofRepresentatives,167‐173.29Flaxman,S.,Muir,K.,&Oprea,I.(2009).OccasionalPaperNo.23:Indigenousfamiliesandchildren:coordinationandprovisionofservices.Canberra:DepartmentofFamilies,Housing,CommunityServicesandIndigenousAffairs(FaHCSIA),27.30Long‐termrelationshipswereexistingorenvisionedinallcasestudies.

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communicatesregularlyandopenlywiththepartnerorganisation.31• Apartnerbringsideas,skillsandresourcestoshare,butisopentodifferent

andculturallyappropriatewaysofworking.32• Apartnermakesacommitmenttopartnershipbeyondaparticularprojector

activityand‘keepscomingback’.33• Apartnerwhoisalsoafunderallowsopendiscussionoffundingpossibilities

anddoesnotthreatenwithdrawaloffunding.34• Apartnerispatientandrespectfulofcommunityneedsandpriorities,andso

waitsforthecommunitytorespondandrequestsupport,ratherthanimposingsolutions.35

AnAboriginalorganisationdescribestheirexperienceofthistrust:

Wecanhavetheopenandhonestdiscussionsnow…Wearenotuncertainthattheywillcomebackandsay,‘finewewilltakeyourfundingaway.’36

Amainstreamserviceproviderexplainsthatwhiletheyarefirmonwhattheyseeasimportantinapartnership,andmaywithdrawfromaspecificpartnershipstructureoractivitywherethereisalackoftransparencyorparticipationofeveryoneindecision‐making,‘Wewouldn’twalkawayfromourrelationship[withtheAboriginalorganisation].’37

4.1.2CommunityconsultationAboriginalandTorresStraitIslandercommunity‐controlledorganisationscommonlyidentifythatculturalcompetencyofmainstreampartnersiscriticaltoeffectivecommunityengagement.CulturalawarenessofstaffimpactsoninitialandongoingrelationshipdevelopmentwithACCOsandAboriginalandTorresStraitIslandercommunities.38Theseconceptsaredefinedandexploredmorefullyinthefocusonculturalcompetencyinsection6.2below.Significanttimeisrequiredforconsultationandlisteningtothecommunity,especiallyintheearlystagesof

31Forcommunitypresence,seeespeciallycasestudiesinregionalandremotelocations,including:CaseStudy4:WELA/StC;CaseStudy5:Dalaigur;andCaseStudy9:Larrakia/StC.Forreferencetoregularandopencommunicationseeallcasestudies.32Seeespecially:CaseStudy1:GEGAC/UCG;CaseStudy2:GEGAC/GLCH;CaseStudy4:WELA/StC;CaseStudy5:Dalaigur;CaseStudy8:VACCA/BerryStreet;andCaseStudy9:Larrakia/StC.33Seeespecially:CaseStudy1:GEGAC/UCG;CaseStudy4:WELA/StC;CaseStudy5:Dalaigur;CaseStudy8:VACCA/BerryStreet;andCaseStudy9:Larrakia/StC.34Seeforexample:CaseStudy4:WELA/StC;andCaseStudy9:Larrakia/StC.35Seeforexample:CaseStudy1:GEGAC/UCG;CaseStudy4:WELA/StC;andCaseStudy9:Larrakia/StC.36CaseStudy4:WELA/StC,116.37CaseStudy1:GEGAC/UCG,94.38Seeforexample:CaseStudy1:GEGAC/UCG;CaseStudy2:GEGAC/GLCH;CaseStudy3:VACCALakidjeka;CaseStudy4:WELA/StC;CaseStudy5:Dalaigur;CaseStudy8:VACCA/BerryStreet;andCaseStudy9:Larrakia/StC.

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partnershipdevelopment.39AnACCOdescribeshowthishappenedeffectively:

Therewasadifferentattitudeby[them]comingintothecommunity.YouneedknowledgeofAboriginalhistory…Totaketimetolearnaboutpeopleandreallytreatpeoplewithrespectandashumanbeings…Shealwayssaidhowmuchshelearntfromusandthatshecouldneverunderstandandtalktothecommunitythewaywedid.Shegavethespaceforbrainstormingandthinkingthingsthroughfromacommunityperspective.40

Participantsidentifyaneedforbothpartnerstoestablishrelationshipswithandprovideadequateinformationtochildrenandfamiliesthatengagewithaservicethatisprovidedinpartnership.41AsoneACCOprovidingearlychildhoodeducationandcareservicesexplains:

Weneedtohaveourparentsengaged.Iftheydon’tthink[apartnershipproject]isgoodfortheirchildrenthenwewillgowiththem.Theyarethefirstteachersandwearethenextsteptoguidethemthrough.42

Anopennesstoadaptprogramsandapproachestolocalculturalneedsandperspectivesisvitaltobeginningconversations.43Ensuringtherelevanceofplannedactivitiestothecommunityisimportant.44Theseconsiderationsareexploredfurtherinthefocusonculturalcompetencyinsection6.2below.IncludingACCOsfromtheoutsetofaproject,activityorprocessthatisfocusedonservicesforAboriginalandTorresStraitIslanderchildrenandfamiliesisrecognisedasimportanttoshowrespectfortheroleofACCOsinthecommunityandenableagenuinepartnership:

tohaveanequalpartnershipwehavetobetogethermakingthedecisionsattheverystart,notforustocomeinlateron.45

Oneidentifiedpracticeisforpartnerstoprovideinformationtocommunitiesandundertakeconsultationsjointly,demonstratingthattheyareundertakingtheworktogetherfromthestart.46InsomecasesitisclearlyidentifiedthatmainstreamserviceprovidersneedtoconsultwithEldersandothercommunitymembersoutsideof,andwiththeadviceandsupportof,ACCOpartners.47ACCOsareaccountabletotheircommunitiesandoftenrequiretimeandspacefortheirown

39Seeespecially:CaseStudy4:WELA/StC;andCaseStudy9:Larrakia/StC.40Seeforexample:CaseStudy9:Larrakia/StC,165.41Seeforexample:CaseStudy1:GEGAC/UCG;CaseStudy4:WELA/StC;CaseStudy5:Dalaigur;andCaseStudy9:Larrakia/StC.42CaseStudy5:Dalaigur,127.43Seeforexample:CaseStudy5:Dalaigur,127.44Seeforexample:CaseStudy4:WELA/StC,113.45CastStudy3:VACCALakidjeka.46Seeforexample:CaseStudy5:Dalaigur,4.47SeeforexampleCaseStudy5:Dalaigur,131;CaseStudy9:Larrakia/StC,165;andCaseStudy1:GEGAC/UCG,101.

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consultationprocessesbeforecommittingtopartnershipactivities.48BuildingprocessestogetherthattakeintoaccounttheserequirementsiscriticaltotheeffectiveparticipationofanACCOandarespectfulpartnership.

4.1.3HavingsomethingtoofferandrespondingtorequestsMainstreampartnersidentifythatanimportantaspectofrelationshipbuildingwithACCOsissettingoutclearlywhattheyhavetoofferandthesupportthattheycanprovide.49Thisenablestheorganisationtounderstandthesupportsavailable,butensuresthatrequestsforsupportcomefromACCOsandarebasedoncommunityneed.ACCOshavearoletobeclearabouttheirneeds,perspectiveandvisionfortheirworkwithchildrenandfamilies,andthewaysinwhichmainstreampartnerscansupport.50Onestaffmemberofamainstreamserviceproviderexplainsthatexpressionofaclearvisionofwhatwasneededbythepartnerorganisationhasenabledhimtorespond:

WithoutthatIcouldjustbewellmeaningandtrite,butthereweresometangiblethingsthatwecouldstartdoingandIthinkthatmadeasignificantdifference.51

4.1.4MaintainingandsustainingrelationshipsHighstaffturnoverforbothACCOsandmainstreampartnersisregularlyidentifiedasasignificantbarriertodevelopingandmaintainingeffectiverelationships.52Further,manyorganisationsidentifythatpartnershipsaredrivenandsupportedthroughthecommitmentofparticularworkersandthepersonalitiesofspecificpeoplethatmakeeffectiverelationshipspossible.53Partnershipscanbevulnerabletochangesinstaffwhicheffectrelationshipsandcommitments.However,manyalsoidentifythatwherestructuresandsystemsarebuiltintoapartnershipandrelationshipdevelopmentworkhappensbetweentheorganisations,long‐termsustainabilityofpartnershipsispossible.54Inaddition,partnershipworkonspecificprogramsandactivitiesisenabledbylong‐term48Seeforexample:CaseStudy4:WELA/StC,116‐117;CaseStudy9:Larrakia/StC,165;andCaseStudy5:Dalaigur,131.49Seeforexample:CaseStudy4:WELA/StC;CaseStudy5:Dalaigurand;CaseStudy8:VACCA/BerryStreet.50Seeforexample:CaseStudy4:WELA/StC,112;andCaseStudy8:VACCA/BerryStreet,153.51CaseStudy8:VACCA/BerryStreet,153.52Seeforexample:CaseStudy3:VACCALakidjeka;CaseStudy4:WELA/StC;andCaseStudy8:VACCA/BerryStreet.53Seeforexample:CaseStudy1:GEGAC/UCG;CaseStudy3:VACCALakidjeka;CaseStudy7:VACCA/HMIFSAlliance;CaseStudy8:VACCA/BerryStreet;andCaseStudy9:Larrakia/StC.54Seeforexample:CaseStudy1:GEGAC/UCG;CaseStudy3:VACCALakidjeka;CaseStudy6:AbSec;CaseStudy7:VACCA/HMIFSAlliance;andCaseStudy8:VACCA/BerryStreet.

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respectfulrelationshipsbetweenorganisations.55Thiscanbedrivenbydifferentimperatives,asillustratedbytheexamplesbelow.Inapartnershipwheretworecentemployeeshavesoughttoestablisharelationshipinfamilyviolencework,theACCOdescribes:

[Theyare]suchastrongadvocateandsupportforAboriginalbusiness…I’msuretheirabsoluterespectforthebusiness[we]undertakehasprovidedtheplatformforthistogoforward.56

Therecentemployeeofthemainstreamserviceprovideridentifiesthattheopportunitytopartnerisenabledbythecultureoftheorganisation,an‘ethos’whichoperatesatdifferentlevels,andwiththeCEOsplayingasignificantleadershiprole,

theyhavesuchrespectforeachotherandthatclearlyfiltersdownandinfluenceshowtherestoftheorganisationisexpectedtodobusinessintheAboriginalspace.57

AparticipantinanotherpartnershipidentifiesthatmaintainingeffectivepartnershiprelationshipsisvitallyimportantinregionallocationswheretherearealimitednumberofserviceprovidersandbreakdownofrelationshipsleadsinevitablytoaninabilitytoengageAboriginalandTorresStraitIslanderpeopleandprovideservices.

Wecan’taffordnottogetonbecausewedon’thavemultipleorganisationsupheretoworkwith,andallofusareveryawareofthat,thatweallneedtoworktogetherbecausewedon’treallyhaveanyotheroptions.58

4.1.5StaffingarrangementsforrelationshipdevelopmentPartnership‐focusedstaffingarrangements,includingco‐location,staffsharing,staffsecondmentandfacilitationrolescontributesignificantlytobothrelationshipdevelopmentandoperationalsupportsforpartnership.Specificstaffingpracticesthatpromoterespectfulrelationshipsinclude:

• Co‐location,especiallyininitialstages,thatpromotesconversationandsharedunderstanding;withafocusonco‐locationandjointworkatthesiteoftheACCOwhichdemonstratesrespectfortheirrole.59

• EmploymentoflocalAboriginalstaffbynon‐Aboriginalpartnerscanpromoteafocusonculturalawarenessanddemonstratesacommitmentto

55Seeespecially:CaseStudy1:GEGAC/UCG;CaseStudy3:VACCALakidjeka;andCaseStudy8:VACCA/BerryStreet.56CaseStudy8:VACCA/BerryStreet,154.57CaseStudy8:VACCA/BerryStreet,154.58CaseStudy1:GEGAC/UCG,95.59Seeforexample:CaseStudy4:WELA/StC;CaseStudy8:VACCA/BerryStreet;andCaseStudy9:Larrakia/StC.

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thecommunity.60• Staffsecondmentfromnon‐Aboriginalpartners,usuallyatacosttothat

organisation'simmediateeffectiveness,showsavalueforwhattheycancontributetoandlearnfromACCOs.61

• Staffsharingcreatessignificanttwo‐waylearningwhereasharedstaffmemberleadscapacitydevelopmentandincorporatesculturalperspectivesinbothorganisations.62

Operationalbenefitsofsuchstaffingarrangementsarediscussedfurtherbelowinsection5.14.KeyPractices–RelationshipBuilding

1. Long‐termcommitmenttoarelationshipwithorganisationsandcommunities,ratherthantoparticularprojectsortime‐limitedactivities.

2. MainstreampartnersdevelopingastrongphysicalpresencewithACCOpartnerandinthebroadercommunity,through,forexample,regularphonecalls,visitstoACCOofficeandconsultationwithEldersandothercommunitymembers,withadviceorsupportfromanACCOpartner.

3. Mainstreampartnersbringingideas,skills

andresourcestothetable,butwaitingforACCOstoexpressneedsandrequestsupportbasedoncommunityneed.

4. Mainstreampartnersopentounderstanding

andapplyingtheirideas,skillsandresourcesindifferentandculturallyappropriateways.

5. ACCOsmakingcleartheirneeds,

perspectiveandvisionfortheirworkwithAboriginalandTorresStraitIslanderchildrenandfamiliesandthewaysthatmainstreampartnerscansupport.

6. IncludingACCOsfromthestartofaproject

KeyprinciplesreflectedthroughpracticePrinciples:1and4Principles:1,2and6Principles:2,3,6,7and8Principles2,5,7and8Principles:3,4,5and6Principles:1,2,3,5and6

60Seeforexample:CaseStudy4:WELA/StC;andCaseStudy9:Larrakia/StC.61SeeespeciallyCaseStudy8:VACCA/BerryStreet.62SeeespeciallyCaseStudy1:GEGAC/UCG.

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orprocess,whichreflectsrespectandvaluefortheirrole.

7. Willingnessofmainstreamservicestoinvestandengageinissuesimportanttothelocalcommunity,expressedthroughtheACCO.

8. Ongoingtimeinvestedinpersonalrelationshipsatalllevelsofpartnershipstructures.

9. Introducingstaffingstructuresand

arrangementsthatprovideopportunitiesforsharedlearningandrelationshipbuilding.

10. Upperlevelmanagementleadingby

example,withconductexplicitlycommunicatingtostaffroleandimportanceofpartnershipanditsimplications.

Principles:1,2,3and8Principles:1and6Principles:1,5and6Principles:1,5and6

4.2Negotiationandagreementmaking

4.2.1Formalisingpartnerships Mostpartnershipsincludedinthecasestudieshaveformalisedtherelationshiptosomeextentthroughaprocessofagreementmaking.Someorganisationsinvolvedinmoreinformalpartnershipsalsoexpressaclearinterestandvisiontodoso.63Thevarietyofdocumentsthatreflectpartnershipagreementsandinformpartnershipworkinthecasestudiesexploredinthispaperinclude:

• MemorandaofUnderstanding,PartnershipAgreementsandAgreedProtocols:non‐legallybindingagreementsthatcommonlydefinethepurpose,principlesandactivitiesofapartnership.64

• ServiceagreementsthatreflectfundingandservicerelationshipswithgovernmentorNGOfunders,andrelationshipsbetweenorganisationsdeliveringjointorsharedgovernmentfunding.65

• Staffpositiondescriptionsandworkplansthatrelatetosharedstaffingandsecondmentarrangementsinpartnerships.66

• Legislativeframeworksthatincorporatepartnershipprinciplesordirecthow

63Seeforexample:CaseStudy5:Dalaigur;andCaseStudy4:WELA/StC,114.64Seeforexample:CaseStudy1:GEGAC/UCG;CaseStudy2:GEGAC/GLCH;CaseStudy6:AbSec;andCaseStudy8:VACCA/BerryStreet.65Seeforexample:CaseStudy3:VACCALakidjeka;CaseStudy7:VACCA/HMIFSAlliance;andCaseStudy8:VACCA/BerryStreet.66Seeforexample:CaseStudy1:GEGAC/UCG;andCaseStudy8:VACCA/BerryStreet.

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organisationsinteractwitheachotherandgovernment;forexample,legislativeconsultationrequirementsoftheVictorianDepartmentofHumanServiceswithAboriginalagenciesinrelationtochildprotectioncases.67

• Organisationalpoliciesandproceduresthatincorporateaspectsofpartnershipagreements,responsibilitiesthatarisefromthepartnership,andpartnershipprocesseswithinoperations;forexample,practiceinstructionsforservicestaff.68

Theboxedtextbelowprovidesanexampleofapartnershipagreementthattheparticipatingpartnersconsidertobeeffective.

FEATURESOFANEFFECTIVEPARTNERSHIPAGREEMENT

GippslandandEastGippslandAboriginalCooperative(GEGAC)andUnitingCareGippsland(UCG)havealong‐standingrelationshipthathasdevelopedovertimethroughactivitiesincluding‘culturalawarenesseducation,governancetraining,staffsecondments,partnershipsonparticularprograms,andeducationandtrainingofstaff.’CurrentlyGEGACandUCGcollaboratesignificantlyaroundthedevelopmentanddeliveryofearlyyearsservices,includingthedevelopmentoftheBairnsdaleChildrenandFamilyCentre.AfulldescriptionofthepartnershipisincludedinCaseStudy1inAppendixA.GEGACandUCGdescribethattheiragreementsarebasedonandemergefromtherelationshipbetweenthetwoorganisationsandidentifiedcommunityneeds.Thenegotiatingprocesshasbeenstraightforwardbecauseofthestrongrelationshipandsharedvision,anditis‘onlythedollaramountsthatsometimescausetension.’69Theyidentifysomekeyfeaturesoftheiragreementsthatareimportanttopracticeas:

• clearlydescribingthecommitmentsofbothorganisationsworkinginpartnership;

• notrestrainingtheflexibilityofday‐to‐dayworkandtheabilitytorespondtoneedsthatpresent;

• beingpartofaprocesstoensurethecollaborationis‘morestrategic,systematicandabasisforfuturegrowthofopportunity’;and

• creatingsustainability,suchthat‘workcancontinueevenifthereisachangeoverofstaff.’70

ThecurrentformalagreementsbetweenGEGACandUCGarestructuredintermsofanoverarchingpartnershipagreementandfourindividualmemorandaofunderstandingrelatingtospecificpartnershipactivitiesidentifiedinthe‘partnership

67SeeCaseStudy3:VACCALakidjeka.68Seeforexample:VictorianGovernmentDepartmentofHumanServices(DHS).(2007).AdvicePaper:RespondingtoAboriginalChildren.ProtectingVictoria’sChildren:ChildProtectionPracticeManual.Melbourne:DHS;describedinCaseStudy3:VACCALakidjeka.69CaseStudy1:GEGAC/UCG,93.70CaseStudy1:GEGAC/UCG,93.

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actionareas’sectionofthepartnershipagreement.ThereisalsoaseparatememorandumofunderstandingthatthepartnershavetogetherwithGippslandLakesCommunityHealthandEastGippslandShireCouncilfortheestablishmentoftheBairnsdaleAboriginalChildrenandFamilyCentre.Thekeyelementsofthepartnershipagreementare:

• anintroductorydescriptionofthehistoryofthepartnershipandthenatureofthecollaboration;

• anacknowledgementoftheroleoftheagreementinmakingthecollaboration‘morestrategic,systematicandasabasisforfuturegrowth’;

• astatementofthebroadsharedvisionoftheorganisations;• alistofspecificpartnershipactionareas;• adescriptionofthepartnershipmanagementstructure,includingindividual

responsibilities,meetingarrangements,andpartnershipreview;• anacknowledgementthatthepartnershipneedstobeembeddedin

organisationalpractice;• aprocedureforsettlementofdisputes;• apolicystatementaboutcomplaints;and• abriefdescriptionofthetermsoftheagreementincluding:timeframe,

reviewprocesses,modificationofactionareasand,reportingtogoverningboards.

Commonelementsofthememorandaofunderstandingwhichaccompanythepartnershipagreementinclude:

• statementofsharedvision;• projectbackground;• projectscope;• projecttimelines;• projectdeliverables;and• projectadministrationandresourcing.

Administrationandresourcingarrangementsaredetailedinthememorandaofunderstandingandincludeagreementsrelatingto:

• sharedstaffingpositions locationofposition hoursofworkanddivisionoftime ratesofpay supervisionandsupport

• projectresources fundingallocationandscheduleofpayments wages physicalresources,forexample:officespace,vehicles,computers otherprogramcosts,forexample:trainingandmeetingcosts.

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4.2.2TheprocessofnegotiationAlthoughagreementsinthemselvesarerarelyviewedasdrivingforcesinthedevelopmentandmaintenanceofapartnershiprelationship,participantsdescribethattheprocessesofrelationshipbuildingandnegotiationthatleadtoagreementmakingarecriticaltoboththequalityandcontentoftheagreements,andthesuccessofthepartnership.71Oneparticipantdescribesthatdevelopingandmaintainingtrustisthestartingpointforagreeingonpartnershipactivities:

Wecomefromapositionoftrust.Oftenwewillrunwiththingsandstartbeforewehavethedocumentationtogetheriftheneedisthereandwejusttrustthatwearegoingtoworkitoutasfarasresources.72

Wherepartnershiprelationshipsarerequired,forexamplethroughjointfundingthatmustbedeliveredinpartnership,participantsidentifythatthiscanassistinbringingorganisationstothetableandopeningupconversations.73However,wherepartnershiprelationshipsare‘forced,’outcomeswillbevariableandhighlydependentupontheleveloftrustthatexistsorisdevelopedbetweentheorganisations:

Whatisimportantisthattheagreementsarebeingdevelopedasaresultofa‘goodprocessthatstrengthenstherelationship’ratherthanhavingasituationwhere‘onepartyfeelsthepartnershiphasbeenimposed.’74

Itisclearthat,regardlessofcircumstancesinwhichthepartnershiparises,partnerscannotskipthecomponentoftrustbuilding.Openandhonestdiscussionhasbeencriticaltoeffectivenegotiationofworkingrelationships.75Havingthehardconversationsandbeingableto‘keephavingthem’isimportant.Thisrequires‘acapacitytokeeptheconversationgoing…andnotdigin.’76Platformsforthesediscussionsarealsovitaltoidentifyingpartnershipopportunitiesandenablingthenegotiationofpartnershipwork.Theseplatformscanincluderegionalsectorfocusedserviceprovidercommitteesandintegratedservicedeliverynetworksandalliances.77Aparticipantwhohasafacilitationroleforamulti‐partneralliancestructuredescribesthatmulti‐partnernegotiationscanbeparticularlychallenging,andrequirelettinggoofindividualneeds,andmustbebasedonacommitmenttoworktogethertowardssharedgoals:71Seeforexample:CaseStudy1:GEGAC/UCG,93;andCaseStudy8:VACCA/BerryStreet,155.72CaseStudy1:GEGAC/UCG,93.73SeeespeciallyCaseStudy7:VACCA/HMIFSAlliance.Forreferencetothebenefitsofparticipationinmulti‐agencyforums,seealsoCaseStudy1:GEGAC/UCG;andCaseStudy2:GEGAC/GLCH.74CaseStudy8:VACCA/BerryStreet,156.75Seeforexample:CaseStudy1:GEGAC/UCG;CaseStudy2:GEGAC/GLCH;CaseStudy4:WELA/StC;CaseStudy5:Dalaigur;CaseStudy7:VACCA/HMIFSAlliance;CaseStudy8:VACCA/BerryStreet;andCaseStudy9:Larrakia/StC.76CaseStudy7:VACCA/HMIFSAlliance,4.77Seeforexample:CaseStudy1:GEGAC/UCG;CaseStudy2:GEGAC/GLCH;CaseStudy7:VACCA/HMIFSAlliance;andCaseStudy8:VACCA/BerryStreet.

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You’vegotreallyrespectfulleadership,you’vegotreallygoodtrustwitheachother,peoplegetthatsenseofcommonconcern,andwe’reinthistogether,thisisasharedmodel,themoreweplaytogetherthebetteritwillbe.Yeswe’dliketoretainsomeofourownindividuality,however,atleastwherewecanwe’llbeopenandhonestwitheachother.78

4.2.3IncludingACCOperspectivesParticipantsrecognisetheneedformainstreampartnerstofocusonhowtheperspectivesofACCOsandAboriginalandTorresStraitIslandercommunitiesareincludedinnegotiations.79Participantsregularlyhighlightthatprocessesofnegotiationandrelationshipbuildingareintrinsicallylinkedandmusthappentogetherandovertimetoestablishtrust.Thisincludestheprocessdescribedinsection4.13aboveofmainstreamorganisationsbuildinganunderstandingofthelocalcommunitythroughdirectinteraction;engaginginopendialoguewithACCOs,Eldersandothersontheissues;puttingideasonthetable;andprovidingACCOswiththeopportunitytorespondandnegotiatepartnershipactivitiesbasedoncommunityneed.

(The)programswerewrittenbecausetheAboriginalpeoplehavebeensayingtous,nowwewantyoutoproblemsolve,thisisthenextproblem,howdowedothis,andwesaythisiswhatwecando.80Theyreallywantedinputfromlocalcommunities,wantedittobebasedonrelationshipswiththem…Itisaboutgettingaconsensusonwhatcommunitieswant,notaskingarounduntilyouhearthemessageyouwanttohear.81

PartnersregularlydescribethatpartnershipworkisenabledbyacommonobjectivetoimproveoutcomesforAboriginalandTorresStraitIslanderchildrenandfamilies.82Thissharedgoalguidesandinformsnegotiations.Althoughthisobjectiveiscommontomostwhoworkinthechildandfamilyservicesector,participantsidentifythatenablingrespectfulrelationshipswithACCOsrequiresrecognitionfrommainstreampartnersoftheimportantleadingroleofACCOsinidentifyingneeds,anddesigninganddeliveringresponses.83Oneparticipantdescribesthatarespectfulnegotiationrequires:

Thatthemainstreamorganisationsworkcloselywiththemandarecommitted

78CaseStudy7:VACCA/HMIFSAlliance,148.79Seeforexample:CaseStudy5:Dalaigur,127;CaseStudy9:Larrakia/StC,167;andCaseStudy4:WELA/StC,116.80CaseStudy5:Dalaigur,127.81CaseStudy9:Larrakia/StC,167‐168.82Seeforexample:CaseStudy1:GEGAC/UCG,3;CaseStudy2:GEGAC/GLCH,3;CaseStudy5:Dalaigur,4;andCaseStudy8:VACCA/BerryStreet,3.83Seeforexample:CaseStudy1:GEGAC/UCG,99;CaseStudy4:WELA/StC,112‐113;CaseStudy8:VACCA/BerryStreet,155.

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to‘Aboriginalbusiness’,butappreciatethattheycan’ttakethisonwithout[theACCO’s]lead.84

4.2.4AccountabilityandsustainabilityAgreementscreatenegotiatingstrengthforsmallerpartners,whowilloftenbetheACCOs,partneringwithlargermainstreamorganisationsandalsowithgovernment.85Thiscanbeespeciallyimportantwherethepartnerisalsoagovernmentornon‐governmentfunderwithpowertoprovideandwithdrawfundingsupporttotheACCOoralterthetermsonwhichitisprovided.86Agreementsthatreflecttheinterestsofbothpartiescreatealevelofaccountability;theopportunityforpartnerswhowouldotherwisebeinaweakernegotiatingpositiontoholdpartnersaccountabletotheircommitments:

That’saboutsayingthatit’sformal,it’slegitimateandit’sthingsthatbothofushavesignedonto.It’snotjustaboutsayingthisishowwe’resupposedtodothings,we’reactuallysayingthatthisiswhatweagreedtoandwebothhavesomeresponsibilityforit.87

Agreementsarerecognisedasimportantforclarifyingcommitmentsandensuringtheyarefollowedthrough.Thisisparticularlyimportantwherepartnershipactivitiesimpactonresourceallocation,staffingandoperationalaspectsoforganisations.88Formaldocumentsthatincorporatepartnershipworkintothepolicies,proceduresandoperationsofpartnerorganisationsarevitaltoensuringsustainabilityofpartnershipactivities.Onemainstreamserviceproviderexplains:

[partnershipprocesses]arenotgoingtojustdropoff;theywillbeembeddedinthemanuals,inthepolicies,intheproceduresandthatwillbethegluethatwillholdittogether.89

AnothermainstreamserviceproviderexplainsthattheMemorandaofUnderstandingarevitaltoensurethatthepartnershipscancontinueevenifthereisachangeoverofstaff:

It’sthat‘donoharm’work.Don’tputsomethingouttherethatwillfalltopiecesifsomeoneleaves.90

Otherparticipantsidentifythatthereisaneedtobringafocustoformalising

84CaseStudy7:VACCA/HMIFSAlliance,148.85Seeforexample:CaseStudy3:VACCALakidjeka,andthefocusonfutureagreementmakinginCaseStudy6:AbSec.86Seeforexample:CaseStudy3:VACCALakidjeka.87CaseStudy3:VACCALakidjeka.88Seeforexample:CaseStudy8:VACCA/BerryStreet,155;andCaseStudy1:GEGAC/UCG,93,101‐102.89CaseStudy8:VACCA/BerryStreet,159.90CaseStudy1:GEGAC/UCG,93.

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agreementstoensurethefuturesustainabilityofpartnershipwork.91

4.2.5AgreementatdifferentlevelsofpartnershipstructuresThepartnershipsconsideredinthispaperhighlightthatsignificantattentionisneededtothedevelopmentanddisseminationofagreementsatdifferentlevelsofpartnershipstructures.Organisationsregularlyidentifythattherearechallengesforpartnershipagreementsandtheprinciplesthatunderpinthemfilteringfromseniorlevelstostaffteamsorfromcentralandheadofficeleveltoregionalandlocalstaffworkingrelationships.92Thishasbeenrecognisedasaconsiderablechallengeinrelationtoculturaladviceservicesforchildprotectioncases.93Forexample,inVictoriathereisfrustrationthatwithinthecontextofahighlysupportivelegislativeandpolicyenvironment,compliancewithconsultationrequirementswithAboriginalagenciesatkeydecision‐makingpointsremainspoorinsomeregions.94IthasbeensuggestedthatlocallevelMemorandaofUnderstandingbetweenChildProtectionandACCOscouldassistbynotonlydescribingrolesandresponsibilities,butbyaddressingprinciplesfor,andwaysofworkingtogether,ineachregion.95Itisalsosuggestedthattheseshouldbeincorporatedwithinkeyperformanceindicatorsforregionaldirectorstopromoteaccountability.96InNewSouthWalesasimilarculturaladviceserviceisunderdevelopmentthatgivessignificantattentiontoensuringeffectivepartnershiprelationshipsbetweenACCOsdeliveringtheserviceandgovernmentCommunityServiceCentres:

Weneedtohavesomethingmoreformalintermsofagreement,somethingatthelocallevelthatstaffcanreferbacktowhenthereareissues.97

TheAbSec/ACWApilotprojectfordevelopingthecapacityofAboriginalout‐of‐homecareagencies,describedinmoredetailinSection7andinAppendixA,demonstratesasignificantcommitmenttopartnershipatalllevels.Theapproachincludesafocusonpartnershipsbetweenpeakbodies,withtherelevantgovernmentdepartment,andfacilitatedpartnershipsbetweenserviceorganisationsatthecommunitylevel.

KeyPractices–NegotiationandAgreementMaking

1. Openandhonestdiscussions,workingthroughthehardissuesdespitethe

KeyPrinciplesReflectedThroughPracticePrinciples:1,5and6

91CaseStudy4:WELA/StC,114‐115;andCaseStudy5:Dalaigur,134.92Seeforexample:CaseStudy3:VACCALakidjeka;CaseStudy6:AbSec;andCaseStudy8:VACCA/BerryStreet.93SeeCaseStudy3:VACCALakidjeka;andCaseStudy6:AbSec.94CaseStudy3:VACCALakidjeka.95CaseStudy3:VACCALakidjeka.96CaseStudy3:VACCALakidjeka.97CaseStudy6:AbSec,139.

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challenges.Partnersdonot‘digin’andarepreparedtoletgoofindividualneedstoachievesharedgoals.

2. MainstreampartnerslistentoandincorporatetheperspectivesandinterestsofAboriginalandTorresStraitIslandercommunitiesandorganisationsinagreements.ThisincludesrecognisingtheACCOs’importantroleinidentifying,communicatingandrespondingtocommunityneeds.

3. Negotiationsarebaseduponashared

objectivetoimproveoutcomesforchildrenandfamilies.

4. ACCOpartnerhasopportunitytoexpresscore

objectives,whicharethenincorporatedintothepartnership.

5. Thereisafocusonformalisingagreementsto

clarifycommitments,roles,managementstructuresandprocesses,andresourceallocation,tostrengthenmutualaccountabilityforagreedobjectives,andtoensureagreaterlevelofpartnershipsustainability.

6. Policiesandproceduresincorporate

partnershipagreementsandprocesses,aswellasinstitutionalknowledgeofpartnerships,toprevent'dropoff'whenstaffarebusyorthereisstaffturnover.

7. Agreementsarenotoverlyprescriptive,but

allowforsufficientflexibilityandresponsivenesstoarisingneeds.

8. Partnershipsincludeplatformsforongoing

discussionsbetweenpartnersandwithinbroadercommittees,toidentifyopportunities,facilitatestrategicdiscussionsandenablepartnershipnegotiation.

Principles:2,3and8Principles:4and5Principles:2,3,5,6and7Principles:1,5,6and7Principles:1,5and6Principles:1,2,4and8Principles:1,2,3,4,7

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5.PROMISINGPRACTICES:PARTNERSHIPMANAGEMENTThissectionhighlightsthekeysuccessfulpracticesparticipantsidentifyinthemanagementofpartnerships,includingongoingmanagementpractices,fundingandresourcingofpartnerships,andmonitoringandevaluation.Partnershipchallengesandbarriersareidentifiedthatindicateimportantareasoffocusforsupportandimprovedpractice.

5.1Ongoingpartnershipmanagement

5.1.1CommunicationOrganisationsinterviewedidentifythatastrongpresenceinthecommunityandconsistentcontactwithanACCOthatenablesregularface‐to‐facecommunicationisimportantinpartnerships.98Thisapproachisviewedasenablinginformalinteractionwhichisnecessaryandbeneficialforpartnershipwork:

Regularinformalchatswerethemainpointsofcommunication.Realcasualstuff.Whenthingsarise,youtalk.99

…becausewhenyouneedtodosomething,youcanjusttalkinsteadoftryingtogetthroughoursystems,whicharereallyhardtobreakintosometimes,tobeabletogettotherightpersonandgettherightoutcomefortheclient.100

Face‐to‐facecommunicationandstrongcommunitypresenceareviewedaspracticesthatpromoteeffectiveconsultationwithAboriginalandTorresStraitIslandercommunitiesthatareaffectedbypartnershipwork.101Practicesthatreflectcommunitypresenceinclude,forexample,visitingthecommunityregularlyifbasedoutsideofit,102participatingincommunitymeetings,eventsandcelebrations,103andconductingandparticipatingincommunityinformationsessionsandmeetingsrelatedtopartnershipactivities.104Oneparticipantdescribesthatthroughmeetingandtalkingtofamilieswhoaccessservices:

wehaveclearerpathwaystowhateachstakeholderwantsandwhatwehope

98Seeforexample:CaseStudy4:WELA/StC;CaseStudy5:Dalaigur;CaseStudy8:VACCA/BerryStreet;andCaseStudy9:Larrakia/StC.99CaseStudy9:Larrakia/StC,169.100CaseStudy8:VACCA/BerryStreet,156.101Seeespecially:CaseStudy4:WELA/StC;CaseStudy5:Dalaigur;andCaseStudy9:Larrakia/StC.102CaseStudy4:WELA/StC;CaseStudy9:Larrakia/StC;andCaseStudy5:Dalaigur,128‐129.103Seeforexample:CaseStudy4:WELA/StC,115;andCaseStudy1:GEGAC/UCG,98.104CaseStudy5:Dalaigur,128.

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toachievebygivingeachpersonavoice.105ParticipantsrecognisethatanimportantaspectofarespectfulrelationshipincludesawillingnessonthepartofmainstreamserviceprovidersandgovernmenttocometoandundertakemeetingsattheofficesofACCOs.OneparticipantdescribesthisasasignificantrecentchangeofapproachthathasaddressedanimbalanceofpowerwithinrelationshipsforACCOs:

Historicallyyou’dseeAboriginalorganisationshavingtoleavetheoffice,goandsitintheseclinicalgovernmentalprocessesandbe…overwhelmedwiththeamountofnon‐Aboriginalprocesses.106

5.1.2AddressingchallengesanddisputesParticipantscommonlydescribethattheabilitytoraiseandworkthroughchallengesandissuesinafrankandopenwaybothenablesandreflectsarespectfulworkingrelationship.107Althoughmostpartnershipagreementscontaindisputeresolutionprocedures,thesehaverarelybeenengagedinaformalwaybecauseissuesareworkedthroughproactivelyastheyarise.108OneACCOdescribesthatinpartnershipsthereisaneedtobeattentivetoindividualstaffrelationships:

You’vegottoworkatthemandwatchthemverycloselyandcheckinthateverybodyisokay,anddealwiththeissuesthatariseratherthanjustputthemawayandhideandhopetheywillgoawaybecausetheywon’t,they’lljustfesterandbuildandgrow.109

Thisattentivenessisnecessaryatalllevelsonwhichapartnershipoperates,andshouldincludeafocusonmanagingrelationshipsandworkingthroughdisputesbetweenservicedeliverystaffaswellasatthemoreseniorexecutivelevels.Ineffectivepartnerships,participantsrecognisethatstaffwillfeelcomfortabletoraiseconcernsandaddressissues:

Becausetheirworkersfeltsocomfortablewithintheorganisation,staffwouldcomeupandsayIhaveconcernsaboutthis,thisneedstochange.Thisisveryrareinthiskindoforganisation.Andthatwascultivated.Thebenefitsareobvious.Itwasresponsive,itwassolid.110

Participantsdescribethatthestyleofcommunicationisimportant,andthatissuesarebestdealtwithface‐to‐face,oronthephoneifnecessary,butneverbyemail

105CaseStudy5:Dalaigur,129.106CaseStudy7:VACCA/HMIFSAlliance,148.107Seeforexample:CaseStudy1:GEGAC/UCG,94‐95;CaseStudy2:GEGAC/GLCH,106‐107;CaseStudy4:WELA/StC,116andCaseStudy9:Larrakia/StC,170.108Seeforexample:CaseStudy1:GEGAC/UCG,94‐95;andCaseStudy2:GEGAC/GLCH,105.109CaseStudy1:GEGAC/UCG,95.110CaseStudy9:Larrakia/StC,169‐170.

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whichshouldonlybeused‘tomovethingsalongtimelinewise.’111Thereisanadditionallayerofcomplexityindisputeresolutionwhereonepartnerisafunderintherelationship.Partnersidentifytrustthatraisingconcernsandspeakingopenlywillnotimpactfundingsupportasnecessarytoensureaneffectiveandmoreequalworkingrelationshipwiththefundedpartner.112OneACCOexplainsthattheyareabletoraiseissueswiththeirpartnerandfunderopenlybecause:

Theyknowthatourintentionsaretodothebestwecanforourcommunityandweknowthattheyareheretosupportusifweneedit.113

5.1.3PlanninginpartnershipPartnershipswithinthecasestudiescommonlyincludeplanningprocessesthataresignificantlyinformalandflexible.114Participantsconsiderthesearrangementsnecessaryandimportanttopartnershipplanningthatisdynamicandresponsivetoneed.115Asexplainedbyoneparticipant:

Ithinkalotofthegreatworkcomesoutofthatactualpracticalwalkingalongsideandnegotiatingstep‐by‐step…you’rejustgoingtogetherwalkingthetrackratherthansittingdownfirstandsayingwe’regoingtodoa,b,candd.116

Thisapproachtoplanninginpartnershipisdescribedasflexibleratherthanloose:Wewerenotstickingtodetail…itwasarelationshipbuiltontrustandrespect,itwasnotaboutlegallybindingcontractsandoutcomes.’117Thisisaboutensuringthepartnershipcanberenegotiated‘wherenewneedsareidentified’or‘torespondtospecificissuesortherealitiesofthetime.’118OneACCOdescribesaprocessthatsupportseffectiveplanninginpartnership:

IsetdownabudgetofwhatIneed,shesetsdownabudgetbasedonthemoneyavailableandthenwetalktogetherandlookatacompromise.Withinthatwealsolookatwhatprojectswehaverun,whathasbeensuccessful,achievedoutcomesandwhathasn’tandthenwereflectthenextphasebasedonthat.119

111CaseStudy1:GEGAC/UCG,94.112SeeespeciallyCaseStudy4:WELA/StC.113CaseStudy4:WELA/StC,116.114Seeforexample:CaseStudy1:GEGAC/UCG;CaseStudy4:WELA/StC;CaseStudy5:Dalaigur;andCaseStudy9:Larrakia/StC.115Seeforexample:CaseStudy1:GEGAC/UCG;CaseStudy4:WELA/StC;CaseStudy5:Dalaigur;andCaseStudy9:Larrakia/StC.116CaseStudy1:GEGAC/UCG,93.117CaseStudy9:Larrakia/StC,170.118Ibid.119CaseStudy4:WELA/StC,117.

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Flexibleplanningprocessescanallowspacefordiscussionandplanningatthecommunityleveltofeedintoandguidepartnershipwork,120asoneparticipanthighlights:

providing[them]withflexibilityinrelationtohowtheyoperateisimportantsothatdecisionscanbemadeatthecommunitylevel.121

ACCOsdescribethatthisisimportanttothewaytheyoperatebecauseanACCOisapartofthecommunityandnotthecommunityasawhole.ACCOsexplainthattheycanonlyrepresentthecommunitytotheextentthattheyconsultandlistentocommunityneeds.122Otherplanningprocessesidentifiedassupportingeffectivepartnershipworkinclude:

• apartnerprovidingsupportforthedevelopmentandreviewofanACCOsstrategicplan;123

• broadersectorcommitteesandintegratedservicedeliveryplatformsprovidingforumsforshared,strategicandlong‐termplanning.124

Havingandnamingavisioncanbevitaltoenableeffectiveplanninginpartnershipthatisdirectedtowardsachievingthatvision.ParticipantsdescribethatleadersinbothACCOsandmainstreamserviceprovidershavearoletoplayindevelopingandarticulatingavisionthatprovidesdirection.125Twoexamplesillustrate:

Asharedvision,having‘somewhereyouwanttogo’…isalsoacriticalelement,includinghavingsomeonewithinthepartnershipwhocanarticulatethevisionandhelppushtowardsit.126 Peoplealwayssaythatpartnershipshavetohaveavision,andintheendthosethingsarereallycritical,becausethat’swhatkeepsyouatit…youdon’thavetohaveeverythinglockedup,butyouneedtobeonajourney,andyouneedtobekeepingonreflectingonthat.127

Participantsdiscussedthisissueasimportanttofacilitatingsuccessfulpartnershipsatallstagesofpartnershipdevelopment,operationandmanagement.WithinsomeofthepartnershipsstudiedaclearvisiontoimproveservicedeliveryforAboriginalandTorresStraitIslanderchildrenandfamilieshasenabledpartnerstodevelopnew120SeeespeciallyCaseStudy4:WELA/StC;andCaseStudy9:Larrakia/StC.121CaseStudy4:WELA/StC,116.122Seeforexample:CaseStudy4:WELA/StC,117.Seealso:CaseStudy1:GEGAC/UCG;CaseStudy5:Dalaigur;andCaseStudy9:Larrakia/StC.123CaseStudy4:WELA/StC,117.124Seeforexample:CaseStudy1:GEGAC/UCG;andCaseStudy7:VACCA/HMIFSAlliance.125Seeespecially:CaseStudy7:VACCA/HMIFSAlliance;andCaseStudy8:VACCA/BerryStreet.126CaseStudy7:VACCA/HMIFSAlliance,147.127Ibid.

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andinnovativeservicedeliverymodels.128

5.1.4Sharedlearningandstaffingarrangements Staffingarrangementsthatenablelinkages,relationshipbuildingandlearningacrossorganisationshavebeendescribedascentrallyimportantby,andformedanelementofpracticefor,almostallpartnershipswithinthecasestudies.Staffingarrangementsthathavecontributedtoeffectivepartnershipworkaredescribedbelow:

• Co‐locationofstaffhasprovedeffectiveforbuildingrelationships,easeofcommunication,undertakingmentoringandsupportrolesand,reducingcoststhroughsharedinfrastructure.129ACCOsemphasisethatthereshouldbeafocusonco‐locationattheofficesoftheACCOasthisisimportanttomaintainingindependencewhenworkingwithalargerNGOorgovernmentpartner,andisawayofshowingrespectandvaluefortheroleoftheACCOinthepartnership.130

• Sharedstaffwillusuallybeemployedbyonepartnerbutworkapartoftheirweeklyloadfortheotherpartnerbyagreementbetweentheorganisations.131Sharedstaffhavebeenidentifiedasmakingacriticalcontributiontocross‐education,sharingskillsandknowledgebetweenpartnerorganisations.Onepartnershipdescribesthatasharedstaffmemberworks‘fluidly’acrossthetwoorganisationsandtakesafurtherroleasanadvocateforfamilieswithboththeACCOandmainstreamserviceprovider.132

• Short‐termsecondment:Onepartnershipprovidestheexampleofashort‐

termsecondmentarrangementwhereaseniormanagerofthemainstreampartnerwassecondedtotheACCOforaperiodof12weeksintheearlystagesofpartnershipdevelopment.Thisservedapurpose‘todevelopsystems,reportingmechanismsandreferralprocessesthatwerecomplementary’and‘todevelopunderstandingaroundhow[we]couldfitinwiththeway[they]neededtodobusiness'133AnotherpartnershipprovidestheexampleofasecondmentintendedtofillastaffcapacitygapforanACCOwithaclearvisionthattheACCOwouldemploytheirownstaffmemberforthepositioninthefuture.134

128Seeforexample:CaseStudy6:AbSec;CaseStudy7:VACCA/HMIFSAlliance;andCaseStudy8:VACCA/BerryStreet.129Seeforexample:CaseStudy4:WELA/StC,120;CaseStudy6:AbSec,142;CaseStudy8:VACCA/BerryStreet,151;andCaseStudy9:Larrakia/StC,170.130CaseStudy3:VACCALakidjeka.131Seeforexample,CaseStudy1:GEGAC/UCG;andCaseStudy8:VACCA/BerryStreet.132CaseStudy1:GEGAC/UCG,97.133CaseStudy8:VACCA/BerryStreet,153.134CaseStudy1:GEGAC/UCG,99.

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• MirroredstaffingteamshavebeenestablishedinanAboriginalpeakbody

andagovernmentdepartmentforthedevelopmentandmanagementoftwopilotservicemodels.135Thisstaffingstructurehas‘promotedcollaborativeworkbetweenstaffonprojectteamsthatgoacrossagencies’andisdescribedas‘encouragingmoreequalworkingrelationshipsbetweenstaff.’136

5.1.5JointstafftrainingandstakeholderinformationsessionsThreekeypracticesareidentifiedbyparticipantsaspromotingeffectivepartnershipthroughtrainingandinformationprovisionforstaff,communitymembersandstakeholders:

• Staffofpartnerorganisationsundertaketrainingjointlytodeveloprelationshipsandsharedunderstanding.137

• Stafftrainingisdeliveredand/ordesignedjointlybystaffofpartner

organisations.138Wealwaysdidtrainingtogether;itwasalwaysacommonfocusonhowweworktogether.Wheneverwedoregionaltraining,wealwaysmakesurethatit'susandtheDepartmenttogether.139

• Communityandstakeholderinformationandconsultationsessionsareconductedjointlybystaffofpartnerorganisations.140

Furthertrainingpracticesthatrelatespecificallytodevelopingculturalcompetencyinpartnershiparediscussedbelowinsection6.2.

5.1.6InformationsharingbetweenpartnersPartnersnotethatafailuretofullysharerelevantinformationbetweenorganisationsisaweaknessofsomeotherwiseeffectivepartnerships.141Participantsidentifythatfailurestosharerelevantinformationcangobeyondlegislativeprivacyconstraintsandcanbelinkedtoa‘reluctance…toletgoofpowerintherelationship.’142OneACCOdescribesthatthisrequiresthemtotakea‘proactiveroletofindoutwhatishappeningwithacase,ratherthaninformation

135CaseStudy6:AbSec,138.136Ibid.137Seeforexample:CaseStudy3:VACCALakidjeka;andCaseStudy4:WELA/StC.138Seeforexample:CaseStudy3:VACCALakidjeka;andCaseStudy4:WELA/StC.139CaseStudy3:VACCALakidjeka.140Seeforexample:CaseStudy4:WELA/StC.141Seeforexample:CaseStudy2:GEGAC/GLCH;andCaseStudy3:VACCALakidjeka.142CaseStudy3:VACCALakidjeka.

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beingprovidedwhenitshouldbe.’143Inotherpartnershipsopensharingofinformationisrecognisedasastrength:

Thisexchangebecameacultureofhowweworkedtogether.WhenIwasthere,therewasnoholdinginformation,therewaslotsofinformalengagementabouteverything,andmutualsupportandassistance.144

ACCOsidentifythattheimplicationsofnotsharinginformationcanlimittheirabilitytosupportfamiliesappropriatelyandprovideeffectiveservices.145KeyPractices–OngoingPartnershipManagement

1. MainstreampartnerhasconsistentcontactwiththeACCOandAboriginalandTorresStraitIslandercommunitytocreateopportunitiesforregularinformalinteractionandcommunication.Examplesinclude,regularvisitstothecommunity,participationincommunitymeetings,events,andcelebrations,andcommunityinformationsessionsonpartnershipactivities.

2. Openandhonestdiscussionsthataddress

concerns,issuesanddisputesastheyarise.Theseareconductedface‐to‐face,onthephoneifnecessary,butneverbyemail.

3. Planningisinformal,flexibleandongoing,ensuringthatthepartnershipisdynamic,andresponsivetoneedsandopportunities.Partnerstrusteachotherenoughtoallowflexibleworkingarrangementsand‘walktogether’.

4. Planningisdirectedtowardsastrongvision

thatisclearlyarticulatedandagreedbyACCOandmainstreampartners.

5. Stafftrainingisdesigned,deliveredand/or

undertakenjointlybystaffofpartnerorganisations,asarecommunityand

KeyPrinciplesReflectedThroughPracticePrinciples:1,6,7and8Principles:1,5and6Principles:1,2,3,4and6Principles:2,4,5and6Principles:2,3,5,6and7

143CaseStudy3:VACCALakidjeka.144CaseStudy9:Larrakia/StC,166.145Describedin:CaseStudy2:GEGAC/GLCH,106;CaseStudy3:VACCALakidjeka.

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stakeholderinformationsessions.

6. Staffingarrangementsincluding,forexample,co‐location,secondment,sharedstaffandmirroredstaffteams,contributetorelationshipbuilding,sharedlearningandcollaborativework.

7. Proactivelysharerelevantclientandcase

informationwithinprivacylegislationconstraints.

Principles:1,2,3,6,7and8Principles:1,5and7

5.2Resourcingandfacilitatingpartnerships

5.2.1ResourcingforpartnershipworkPartnershipsareidentifiedasincreasingefficiencythroughresourceandinformationsharing,andpreventingserviceduplication.146However,efficiencybenefitstendtobelongtermandresultfromstagesofrelationshipdevelopment,servicelinkingandserviceintegrationthatarehighlyresourceandtimeintensive.Participantsdescribe:

Achievingthingsinpartnershiptakestime.Tomakepartnershipworkyouhavetobeabletomeetandtalkthingsover.It’sachallengetofindthetimeforthosemeetings.147It’shardtoscheduleinthetimethatyouneed,that’sabitunstructured,tobeabletojustdreamaboutwhatyoucoulddo…Imadesomedecisionsanddroppedsomethingsoff.Ithasacost.148

Thereneedstobeagreaterrecognitionofthecomplexitiesofpartnershipworkandthetrueamountoftimerequiredforthisapproachtobeeffective.149

Participantsrecognisethatfundingmodelsthatpredominantlyvalueshort‐termserviceoutcomesencourageafocusonimmediateserviceprovision.Thisshort‐termfocusexcludesadequateattentiontothelong‐termrelationshipdevelopmentandmanagementthatisrequiredtoenableeffectivepartnershipwork.Thereisaclearneedforintroducingwaysofplacinga‘value’,fromafundingperspective,onpartnershiprelationshipswhichcanleadtomediumandlong‐termservice146Flaxman,S.,Muir,K.,&Oprea,I.(2009).OccasionalPaperNo.23:Indigenousfamiliesandchildren:coordinationandprovisionofservices.Canberra:DepartmentofFamilies,Housing,CommunityServicesandIndigenousAffairs(FaHCSIA),14.147CaseStudy2:GEGAC/GLCH,106.148CaseStudy8:VACCA/BerryStreet,157.149CaseStudy1:GEGAC/UCG,100.

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outcomes:

Ifyoudon’thavesomeoneresourcingit,itdropsoffwhenweareallbusyandweareallgoingtocontinuetobebusy…Weneedtohave…legitimatetimedevotedtotheexecutivemeetings,theoperationsmeetings,thatarejustabouttherelationship.150

Alackofresourcingforpartnershipdevelopmentandmanagementisfurtherreflectedintherealitythatnoneofthepartnershipsreviewedhaveundertakenasignificantrevieworevaluationthathasafocusonaspectsofthepartnershiprelationshipitself,notjustthesubstantiveoutcomesofpartnershipwork.MainstreampartnersandACCOsemphasisetheneedforfundingarrangementsthatcreatespaceforpartnershipwork.Oneparticipantexplains:

Ifitwasmoreflexibleandlonger‐termtimelinesthenwewouldbeabletoprobablyengagealotmorefamiliesthanweare…betteroutcomescouldbeachievediffundingforpartnershipworkwaspooledandflexible,ratherthanseparatedintomanysmallerpartsforspecificprojects.151

Manyparticipatingorganisations,includingmainstreampartners,recognisethatthereisaroleforlargemainstreamserviceproviderswhichhaveasignificantcapitalbasetoshareresourceswithACCOsinpartnershipandtransferresourcestoACCOs.152Astaffmemberofamainstreamserviceprovidercomments:

IthinktherearealotofresourcesinthesectorthatcouldandshouldgotoAboriginalorganisations…IthinktherearealotofresourcesthatmainstreamserviceshavegotthatshouldgotoAboriginalcontrolledorganisationsandthentheywouldhaveabetterchance,giventhescaleoftheirtask.153

Participantsexplainthatthisisaboutviewingresourcesinthesectorascommunityresourcestomeettheneedsofchildrenandfamilies,developingsharedcapacitybetweenorganisationsandensuringthatACCOshaveaccesstoadequateresourcestoenableeffectiveandculturallyappropriatesupportforAboriginalandTorresStraitIslanderchildrenandfamilies.154Asonegovernmentrepresentativecomments,itisimportantto:

makesurethattheresourcesgoingtomainstreamcanbeequallyaccessedbyAboriginalorganisations,sothataclienthasachoiceofgoingtoanAboriginalorganisationoraccessingamainstreamserviceorusingtheAboriginal

150CaseStudy8:VACCA/BerryStreet,157.151CaseStudy1:GEGAC/UCG,101.152SeeespeciallyCaseStudy1:GEGAC/UCG;andCaseStudy8:VACCA/BerryStreet,andthepositiveoutlookformainstreamparticipationincapacitybuildingwithoutfinancialbenefitmotivationinCaseStudy6:AbSec,142.153CaseStudy8:VACCA/BerryStreet,160.154SeeCaseStudy1:GEGAC/UCG;andCaseStudy8:VACCA/BerryStreet.

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organisationtoaccessthemainstreamontheirbehalf.155Short‐termgovernmentfundingcommitmentscreatechallengesforpartnershipsustainabilityasorganisationsidentifythat,regardlessoftheorganisationalcommitmenttoworktogether,alackofsecurityaroundfundingcanplacelimitsontheextentofthatcommitment.156Indescribinganotherwisesuccessfulandrobustpartnershiprelationship,oneACCOcomments:

Youcanhaveallthestrengthsofpartnershipyouwant,butwhenorganisationsareprogrammaticallyfunded,you’reonlyasstrongasthepartners,andthefunding,andthecommitmentaroundyou.157

Anotherdescribes:

Noneofourfundingagreementsarelongterm,theyarealloneyear.Soitisreallyhardtobuildasustainableprogramandservicewhenyougofromoneyeartothenext.Thathasbeenthehardshipforusall.158

Theclearandsignificantchallengesanddeficienciesthatparticipantsidentifyinrelationtoresourcingforpartnershipworkhighlightthatthisisanareawhichrequiressignificantpolicydevelopmentfocus.Thoughpartnershipsincludedinthecasestudieshaveenabledalevelofsuccessinpartnershipthroughcommitment,sacrificeandinnovativepractices,inSNAICC’sview,ifsuccessfulpartnershipapproachesaretobeundertakenmorewidely,thesupportiveenvironmentneedstoimprove.Thisincludesaneedforattentiontofundingtargetedforpartnershipdevelopment,managementandreview,andthedevelopmentofpartnershipmodelsthatsupportpartnershipprocesses.Thefollowingsectionhighlightsmodelsthathavedemonstratedsuccessorshownpromiseforenablinggenuineandwell‐resourcedpartnershipsbetweenACCOsandmainstreamserviceproviders.

5.2.2Promisingpartnership‐basedserviceintegrationandpartnershipfacilitationmodels

Servicesystemsinthechildandfamilyservicesectorhavelackedsupportforthedevelopmentofgovernancestructuresthatencouragepartnershipdevelopmentandfundingforpartnershipfacilitationroles.159Anumberofmodelshaveshownpromisefortakingapartnership‐basedapproachtoserviceintegrationandprovidingdedicatedresourcesforpartnershipdevelopment,includingpartnershipsthatengageACCOs.Afullreviewofthesemodelsisbeyondthescopeofthispaper,

155CaseStudy8:VACCA/BerryStreet,160.156Seeforexample:CaseStudy4:WELA/StC,114;andCaseStudy8:VACCA/BerryStreet,159.157CaseStudy8:VACCA/BerryStreet,159.158CaseStudy4:WELA/StC,114.159Moore,T.&Skinner,A.(2010).BackgroundPaper:Anintegratedapproachtoearlychildhooddevelopment.Melbourne:CentreforCommunityChildHealth,TheRoyalChildren’sHospital,10.

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buttheyarereflectedheretotheextentthattheyhavebeenviewedasenablingandsupportivestructuresforthecasestudypartnerships.Theseinclude:

(a) theVictorianChildFIRST(ChildandFamilyInformation,ReferralandSupportTeam)initiative;

(b) theCommunitiesforChildren(CfC)strandoftheFaHCSIAFamilySupportProgram;and

(c) thepilotcapacitybuildingthroughpartnershipsapproachbeingdevelopedinpartnershipbetweenAbSecandACWAinNewSouthWales.

Participantsworkingwiththesemodelsrecognisethatpartnershipfacilitationroleshavebeenkeytoenablingeffectivepartnershipwork.160

(a) ChildFIRST

ChildFIRSTispartoftheIntegratedFamilyServicesmodelinVictoriaandprovidesintake,assessmentandcasemanagementservices,withtheaimoflimitingChildProtectioninvolvementwithchildrenandfamilieswhereverpossible.EachChildFIRSTservicewithinVictoriasitswithinaChildandFamilyServiceAlliance;agovernancestructurejoiningtogetherregisteredfamilyserviceproviders,theVictorianDepartmentofHumanServices(DHS)andotherstakeholderswithinagivencatchmentarea.Thesealliancesareintendedasaplatformforintegratedservicedelivery.161ThismodelhasshownpromiseforengagingAboriginalorganisationsandimprovingservicedeliveryforAboriginalfamilies.ACCOshaveviewedpartnershipstobeeffectivewheremutualbenefithasaccruedinareasincludingculturalcompetency,jointservicedelivery(includingsecondaryconsultationandadvicefromACCOs),andsharedtrainingandorganisationalsupport.162However,insomeAlliancesACCOsperceivecosttooutweighbenefitandreflectthat‘issuesfortheAboriginalcommunityarerarelydiscussed,few(ifany)referralswerereceivedfromChildFIRSTandtherewasasensethattheydidnotfeeltheyhadavaluedandrespectedroleintheAlliance.’163Thisraisesaseriesofimportantpartnershipgapsconcerningthegoodpracticesdetailedintheearliersectionsofthispaper.The2011evaluationofChildandFamilyServicesReforms,whichreviewedtheinitialimplementationstageofChildFIRSTinVictoria,identifiedtheimportanceofprojectofficerrolestofacilitatingeffectivepartnerships:

FormanyAlliances,thecapacitytoengageinpartnershipshasbeenfacilitatedbyaccesstoproject‐officersupport.Projectofficersaddvaluebyactingasasharedresource…InAllianceswherethisroleisinplace,thereisgreatercapacityforcatchmentplanninganddataanalysis,strongersupportforkeygovernancemeetings,andaccesstoanindependentconduitthatisableto

160SeeespeciallyCaseStudy1:GEGAC/UCG;CaseStudy4:WELA/StC;andCaseStudy7:VACCA/HMIFSAlliance.161KPMG.(2011).ChildFIRSTandIntegratedFamilyServices:FinalReport.Melbourne:KPMGandVictorianGovernmentDepartmentofHumanServices,25.162Ibid,47‐48.163Ibid,47‐48.

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brokerrelationshipsandnegotiatetoachieveanoutcomeinthecommoninterest.164

Thereportidentifiesthattheserolesarefundedfrom,forexample,poolednetworkfundingorco‐contributionofagenciesandrequirefurtherinvestment.165AnAllianceProjectManager,workingforanAlliancethatincludesthestrongparticipationandperspectiveofanACCO,describestheimportanceofthefacilitationroleinkeepingdiverseandcomplexinterestsinmindandconstantly‘tryingtolistenandunderstand.’166Facilitatorshavearoleto:

Keepthehelicopterviewallthetime,and…seeallthedifferentpressuresandhowthey’reallworking.Butthenyoutryanddosomethingaboutittogether.167

AnACCOengagedinthesameandotherAlliancesexplainstheimportantroleofthestructureforbuildingrelationshipswithmainstreamserviceprovidersandadvancingtheirroleandperspective.TheACCObelievesthatthiscontributedtoanincreasedfocusoneffectiveculturallyappropriateservicesforAboriginalfamilies.168ThestructurehasenabledtheACCOtobuildunderstandingswithmainstreampartnersthathaveresulted,forexample,inaconsultationandallocationsupportroleinrelationtoAboriginalfamiliesaswellasinthedevelopmentofaproposalforanAboriginal‐ledandmanagedChildFIRSTprovider.PooledAlliancefundinghasenabledflexibleallocationoffunds,forexample,intheinitialestablishmentofanAboriginalLiaisonWorkerroletosupporttheAlliances.ItisimportanttonotethattheACCObelievesithashadtoadvocatestronglyforarolewithintheAlliances,ratherthantheimportantroleofACCOsbeinginitiallyrecognisedwithintheintegratedservicemodel.169

(b) CommunitiesforChildren

TheCommunitiesforChildren(CfC)strandoftheFaHCSIAFamilySupportProgramsupportsearlyinterventionandpreventionservicesforfamilieswithchildrenupto12years.Ineachofthecurrent45CfCsites,anNGOfacilitatingpartnerhasabrokeringroletoengagelocalorganisationsinprovidingservicesforchildrenandfamilies.CfChasaimedtoincreaseservicecoordinationandcollaborationthroughapartnerships‐basedapproach.170The2009evaluationofCfCprovidedsomesignificantconclusionsonthesuccessof

164Ibid,32.165Ibid,32.166CaseStudy7:VACCA/HMIFSAlliance,149.167Ibid.168CaseStudy7:VACCA/HMIFSAlliance.169Ibid.170NationalEvaluationConsortium.(2009).Evaluation(2004‐2008)oftheStrongerFamiliesandCommunitiesStrategy2004‐2009.Canberra:DepartmentofFamilies,Housing,CommunityServicesandIndigenousAffairs,19.

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thepartnershipmodelanditscontributiontoservicecoordination.Theseincluded:

• Specificfundingforcoordinationactivitieswascriticaltosuccessfulcollaboration.171

• Themodelworkedwellbecauseitbroughtpeopletogetheraroundanimportantcommunityissueandpromotedcomplementaryworkratherthancompetitionbetweenagencies.172

• Thefacilitatingpartnerrolewas‘instrumental’tocollaborationthroughestablishingconsultationandcommunicationprocessesandworkingthroughissues.173

• ‘Relationshipstookconsiderabletimetoestablish…Theyrequiredasignificantinvestmentoftimeandresources.’174

• Localfacilitatingpartnerswerethoughttohaveabetterunderstandingofcommunityneedsthangovernment.175

Theevaluationdescribedtheimportanceofhavingfacilitatingpartnerswhoare‘well‐knownandacceptedwithinthebroadercommunity,thatinvesttimeindevelopingrelationshipswithothercommunityorganisations,andthatacknowledgeandrespectotherorganisations.’176FourpartnershipsparticipatinginthecasestudieswerespecificallyengagedinactivitiessupportedthroughCfC.177FacilitatingpartnershighlightedtheimportanceofCfCtoenablepartnershipwork:

TheCommunitiesforChildrenprogramwasamajorinstigator…‘Itwasthewholereasonwecameuphere…Havingfacilitatingpartnersletsitbesoflexibleinbeingabletorespondtocommunityneeds.’178

[CfC]gaveusanopportunitytoreallystrengthentheworkthatweweredoingwith[theACCO]becauseitprovidedaconsiderableamountofresourcesandwecouldnegotiatehowwecouldusethoseresourcestoimproveoutcomesforAboriginalchildren.179

AnACCOfundedthroughCfCdescribesthattheirrelationshipwiththefacilitatingpartnerhasbeenmoresuccessfulthandirectrelationshipswithgovernmentandthatthroughCfC‘FaHCSIAhaveputinamiddlemanwhichactsasabufferandsupport.’180171Ibid,24.172Ibid,24.173Ibid,24.174Ibid,25.175Ibid,36.176Ibid,36.177SeeCaseStudy1:GEGAC/UCG;CaseStudy2:GEGAC/GLCH;CaseStudy4:WELA/StC;andCaseStudy9:Larrakia/StC.178CaseStudy4:WELA/StC,113.179CaseStudy1:GEGAC/UCG,91.180CaseStudy4:WELA/StC,116.

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Intheseexamples,however,itisnotablethatthefacilitatingpartnerswererecognisedaseitheralreadyhavingahighlevelofculturalcompetencyorasneedingtodevelopculturalcompetencybeforerelationshipsweresuccessful.Inonecase,afacilitatingpartnerexperiencedsignificantchallengesindevelopingrelationshipsbeforetakingstepsthatincludedtheemploymentoflocalAboriginalstaffandculturalawarenesstrainingforstaff.181A2009reviewofserviceprovisionforAboriginalandTorresStraitIslanderchildrenandfamiliessupportedthroughCfCfoundthatincreasesinthenumberandscopeofavailableservicesdidnotnecessarilyleadtocorrespondingincreasesinaccessforfamilies.182Thereviewconcludedthatthis‘wasapparentwhenmainstreamprogramsdidnotdevelopstrategiesforincludingIndigenouspeoplesandcommunities.’183Inthepartnershipsconsideredinthispaper,CfChasprovidedavitalplatformforrelationshipdevelopment,buttheeffortsoffacilitatingpartnerswhohavefocussedonanddevelopedculturalcompetencyandrespectfulrelationshipshavealsobeencriticaltoenablingsuccessfulpartnershipswithACCOs.

(c) AbSec/ACWAcapacitybuildingproject

TheAbSec/ACWAcapacitybuildingprojectprovidesapromisingexampleofastrongAboriginalorganisationtakingaroleinpartnershipfacilitationandbrokeringagreementsbetweenlargemainstreamserviceprovidersandAboriginalcommunitiesforthedevelopmentofnewservicesinpartnership.ThisapproachisdescribedindetailbelowinSection7.

(d) Culturalcompetencywithinintegratedservicedeliveryandpartnership‐facilitationmodels

SNAICCconsidersthattheseexampleshighlightthebroaderneedforafocusonculturalcompetencyandAboriginalcommunityleadershipwithinpartnership‐basedintegratedservicedeliveryandpartnershipfacilitationmodels.LearningfrompracticehighlightsthatthisshouldincludeafocusonincorporatingtheperspectivesofACCOsinpartnershipstructures,andsupportingACCOleadershipwithinpartnershipsthatrespondtoAboriginalandTorresStraitIslandercommunityneeds.Thisisinlinewithcommunity‐developmentprincipleswhichrecognisethateffectiveandsustainableserviceprovisionrequires‘wholeofcommunityinvolvement,utilisationoflocalknowledge,localresourcesandlocalpersonnel,andadoptingaholisticapproachtoplanninganddevelopmentofprojectsinordertoguaranteeownership.’184AsignificantroleandparticipationofACCOsinintegratedservicedeliverysystemsvaluesthestrengthofACCOsinleadingculturallyappropriateserviceresponsestocommunityneeds.SNAICCbelievesthatinvestigatingserviceintegrationmodelswhichpromotethisroleisanimportant

181CaseStudy4:WELA/StC.182Flaxman,S.,Muir,K.,&Oprea,I.(2009).OccasionalPaperNo.23:Indigenousfamiliesandchildren:coordinationandprovisionofservices.Canberra:DepartmentofFamilies,Housing,CommunityServicesandIndigenousAffairs(FaHCSIA),10.183Ibid.184Burchill,M.,Higgins,D.J.,Ramsamy,L,&Taylor,S.(2006).“Workin’together”:Indigenousperspectivesoncommunitydevelopment.FamilyMatters(75),59.

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areaforfurtherresearchandpolicydevelopment.KeyPractices–PartnershipResourcingandFacilitation

1. Allocateresourcestopartnershipdevelopmentandmanagementprocesses,acknowledgingthetimeandresourcespartnershiprequires.

2. Longerterm,flexiblegovernmentfundingcommitmentsandmodels,whichenablepartnershipsandcontributetosustainableoutcomes.

3. Governmentchildrenandfamilysupport

programsspecifyandsupportrolesforACCOsandmainstreampartnersinapartnershipmodel,wheremainstreamroleisnecessary.

4. Developfundedfacilitationrolesthatassistinbrokeringrelationships,managingpartnershipstructuresandsupportingpartnershipdevelopment,includingwithinintegratedservicedeliverymodels.

5. ACCOsandculturallycompetent

mainstreamorganisationsandworkersundertakefacilitationrolesthatassistinincorporatingtheperspectiveofACCOsinpartnershiprelationshipsandmulti‐partnerstructures.

6. Fundingforservicedeliveryinpartnershipis

pooledandflexible,enablingcollaborativeandcreativeresponsestocommunityneeds.

7. Partnersviewresourcesascommunity

resourcesforthebenefitofchildrenandfamilies.Partnersworktogethertodeterminehowtoallocateresourcestoachievegoodoutcomes.ThisincludesresourcesharingandtransferarrangementsthatstrengthentheACCO’sroleandcapacity.

8. Integratedservicedeliverysystems

KeyPrinciplesReflectedThroughPracticePrinciples:1,4,6and7Principles:1,2,4and6Principles:2,4and7Principles:1,6and7Principles:2,6and7Principles:3,4,7and8Principles:2,3,4,5and7Principles2,3,4and7

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articulatethesignificantroleofACCOsinleadingculturallyappropriateserviceresponsestocommunityneeds,andincorporateresourcesandtimelinesthatenabletheireffectiveparticipation.

5.3Monitoringandevaluation

5.3.1MonitoringandevaluationinpartnershipACCOscommonlyidentifysignificantdifferencesinculturalunderstandingof,andapproachesto,evaluationbetweenACCOsandmainstreampartnersthatcreatechallengesforevaluationofpartnershipprojects.185ThisisoftendescribedasthedifferencebetweenanAboriginalfocusonqualitativefeedback,asopposedtoquantitative,‘datadriven’systemsofevaluationthatareacceptabletomainstreamserviceprovidersandgovernment.186ThereisacleartensioninpartnershipsastowhetherthisrepresentsaweaknessinevaluationcapacityofACCOsoradifferentandculturallyappropriateapproach.187Practicesthathaveaddressedtensionsandcontributedtoeffectiveevaluationofpartnershipactivitiesinclude:

• Shareddevelopmentofevaluationframeworks,ensuringthattheindicatorsofsuccessaremutuallyagreed.188

• JointlydevelopingreportingrequirementsandprocesseswithanACCOwhoisafundedpartnertoensurethattheyarerelevantandnottooonerous.189

• Mainstreampartnersprovidingsupportforbuildingevaluationcapacity,includingdevelopingdatacollectionandrecordingprocessesjointlywithanACCO.190

• AlignedreportingrequirementswhereanACCOandagovernmentservicereportinrelationtothesameindicators,creatingasenseofmoreequalandmutualaccountabilitywithinthepartnership.191

Independentevaluationofprogramsdeliveredinpartnershipisafurtherpracticethathasbeenidentifiedbyparticipantsasservingapurposeforsupportingand

185Seeforexample:CaseStudy1:GEGAC/UCG;CaseStudy2:GEGAC/GLCH;CaseStudy3:VACCALakidjeka;CaseStudy4:WELA/StC;andCaseStudy9:Larrakia/StC.186Seeespecially:CaseStudy1:GEGAC/UCG;CaseStudy2:GEGAC/GLCH;andCaseStudy4:WELA/StC.187Seeespecially:CaseStudy1:GEGAC/UCG;CaseStudy2:GEGAC/GLCH;andCaseStudy4:WELA/StC.188CaseStudy1:GEGAC/UCG,96.189CaseStudy4:WELA/StC,118.190CaseStudy1:GEGAC/UCG,96;andCaseStudy4:WELA/StC,118.191CaseStudy3:VACCALakidjeka.

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maintainingrelationships.Onemainstreampartnerdescribesthatthishasenableddifficultissuestobeaddressed:‘Ifweevaluatedourselveswewouldbereluctanttoraisequitecontroversialmatters.’192However,anumberofACCOsdescribethatwheretheydonothaveinputintoevaluationprocessesorwherethereisnoAboriginalorTorresStraitIslanderculturalperspective,evaluationswillnotbeaccurateorbeneficial.193Issuesalsoarisearounddifferentwaysofprovidingfeedback,withoneACCOdescribingthatAboriginalstaffarereluctanttomakenegativecommentswhichcanleadtoanunbalancedevaluation.194Monitoringandevaluationofservicedeliveryoutcomesofpartnershipactivitieswascommoninthepartnershipsstudied.However,itisnotablethatinalmostallpartnershipstherewasnosignificantorformalisedevaluationofthepartnershiprelationshipitselforthecontributionofthatrelationshiptoserviceoutcomes.Theonlyexceptionswereinthecaseofbroadergovernment‐ledreviewsofpartnership‐basedservicedeliverymodels,195andonemainstreamserviceproviderwhoundertookabroaderreviewoftheirworkinpartnershipwithAboriginalorganisationsandcommunities.196InSNAICC’sview,accesstoresourcesdedicatedtopartnershipdevelopment,managementandreviewprocesseshaspotentialtoshifttheinadequatefocusonreviewofpartnershiprelationships.Thesepossibilities,whicharecurrentlylacking,aredescribedaboveinSection5.2.Whilepartnershipsincludedinthispaperdonotreflectsignificantpartnership‐focusedevaluationpractices,arecentcasestudydescribedintheboxedtextbelowprovidesanexampleofaparticipatoryevaluationapproachthatwasusedtoreviewapartnershipbetweenanACCOandlargeinternationalNGO.Thisapproachreflectsanumberofeffectivepartnershippracticesandprinciplesidentifiedinthispaperandappliedherewithinthecontextofevaluation.Theseinclude:afocusonbuildingcapacityfortheACCO;combinedandcollaborativestaffingarrangements;adaptationoftheprocesstoincludeculturalperspectivesandrelevancetothecommunity;andafocusoncommunitydevelopmentbenefitsofpartnership.

PARTNERSHIPEVALUATION:APROMISINGAPPROACH

HuntprovidesacasestudyofanevaluationconductedinpartnershipbetweenOxfamAustraliaandYorgumAboriginalCorporationinPerththatincludespromisingpracticesforeffectiveevaluationthatincorporatestheperspectiveandprioritiesofbothpartners.197OxfamhasprovidedsupportandfundingtoYorgum192CaseStudy4:WELA/StC,118.193Seeforexample:CaseStudy3:VACCALakidjeka;andCaseStudy4:WELA/StC.194CaseStudy3:VACCALakidjeka.195Seeforexample;KPMG.(2011).ChildFIRSTandIntegratedFamilyServices:FinalReport.Melbourne:KPMGandVictorianGovernmentDepartmentofHumanServices;andNationalEvaluationConsortium.(2009).NationalEvaluation(2004‐2008)oftheStrongerfamiliesandcommunitiesstrategy2004‐2009.Canberra:DepartmentofFamilies,Housing,CommunityServicesandIndigenousAffairs.196SeeCaseStudy1:GEGAC/UCG.197Hunt,J.(2010).PartnershipsforIndigenousDevelopment:InternationalDevelopmentNGOs,AboriginalOrganizationsandCommunities.CAEPRWorkingPaperNo.71.Canberra:

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fortheprovisionofacounsellingserviceforAboriginalpeopleaffectedbyfamilyviolenceandsexualabuse.The2009evaluationofthepartnershipandpartnershipactivitiesincludedthefollowingelements:198

• Useofaparticipatoryevaluationapproach,whichwasviewedasanopportunitytosupportYorgum’scapacitydevelopmentbyOxfam.

• AmixedevaluationteamincludedstafffromOxfam,YorgumandanexternalconsultantwhomentoredtheparticipatingYorgumresearcher.

• ParticipationofYorgumindevelopingthetermsofreferencefortheevaluation.

• Useofavalues‐basedapproachthatfocussednotonlyonserviceoutcomes,butincludedYorgum’sstoryandgrowthwithsensitivitytoAboriginalculturalprocesses.

• AdaptionofstandardevaluationquestionsofOxfam,maderelevantbyYorgumstaff.

• Afocusoncapacitybuildingandcommunitydevelopmentbenefitsofthepartnership.

Theevaluationprocesswasnewtoallpartnersandwasnotwithoutchallenges.However,itwasrecognisedasenablingvaluablesharedreflectiononthepartnershipandtheservicesprovidedbyYorgumthatwouldfeedintofuturestrategicplanningprocesses.199KeyPractices–MonitoringandEvaluationinPartnership

1. Indicatorsofsuccessaremutuallyagreedbetweenpartnersand,whereappropriate,jointlyreportedon.

2. WhereanACCOreportstoapartnerwhoisalsoafunder,theACCOparticipatesindevelopingreportingprocesseswhicharerelevantandnottooonerous.

3. PartnersprovidesupporttoACCOsfor

evaluationcapacitydevelopmentanddatacollectionprocesses.

4. ACCOpartnersparticipateinthedesignof

evaluationandreviewprocesses.

5. Evaluationprocessesacknowledgeand

KeyPrinciplesReflectedThroughPracticePrinciples:1,2,5and7Principles:2,3,6,7and8Principles:3,6and7Principles:2,3,5,6and7Principles:2and8

CentreforAboriginalEconomicPolicyResearch,ANU.198Ibid,15‐19.199Ibid,20.

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incorporateAboriginalculturalperspectivesonevaluationincluding,forexample,qualitativefeedbackandstorytellingapproaches.

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6.PROMISINGPRACTICES:PARTNERSHIPOUTCOMESThissectionhighlightsthekeysuccessfulpracticesthatpartnersidentifycontributetosignificantpartnershipoutcomes,includingcollectiveinnovationandadvocacy,culturalcompetencydevelopment,andcapacitybuilding.Partnershipchallengesandbarrierstoachievingtheseoutcomesthatindicateimportantareasoffocusforsupportandimprovedpracticearealsoidentified.

6.1CollectiveinnovationandadvocacyPartnershipdevelopmentbetweenACCOsandmainstreamserviceproviderscanleadtoopportunitiesforcollectiveinnovationandadvocacyforservicedevelopmenttomeettheneedsofAboriginalandTorresStraitIslanderchildrenandfamilies.PartnershipsthatincludeACCOsprovideforumsfordevelopingsharedunderstandingaboutcommunityneedsandresponsesthatareeffectiveandculturallyappropriate.200Sharedunderstandingcanleadtothedevelopmentofjointstrategiesandnewservicemodelsandapproaches.Ultimatelycollectiveadvocacycanbeundertakeninpartnershiptosecuregovernment,communityorsectorsupportfornewandinnovativeapproaches.201OnemainstreampartnerdescribesthatadvocacycanbeaboutprovidingsupporttoexistingstrongAboriginalandTorresStraitIslanderorganisationsandserviceleaders:

IntermsofAboriginalbusiness,thereareAboriginalleaderstherebuttheyneedthesecondpeopletocomeinsothateveryonecomesinbehindthem.Andthat’saroleIthinkthatallmainstreamscouldplay.Theproblemisthatalotofmainstreamswanttobetheleaders.Thereareotherthingstoleadon,notAboriginalbusiness.202

AnACCOdescribesthatthisapproachtoinnovationthroughpartnershipisvitaltothedesignofeffectiveservicesforAboriginalfamilies,whichneedtoarisefrom‘astrategicpushwithinthesector’andbedrivenbynon‐governmentserviceleaderswhoareconnectedtothe‘day‐to‐daybusiness’ofchildrenandfamilyservices.203Partnershipsinthecasestudiesprovideanumberofsignificantexamplesofcollectiveinnovation:

• progressiveimplementationofAboriginalculturaladviceandsupportwithin200Seeforexample:CaseStudy1:GEGAC/UCG;CaseStudy2:GEGAC/GLCH;CaseStudy6:AbSec;CaseStudy7:VACCA/HMIFSAlliance;andCaseStudy8:VACCA/BerryStreet.201Seeespecially:CaseStudy6:AbSec;CaseStudy7:VACCA/HMIFSAlliance;CaseStudy8:VACCA/BerryStreet;andCaseStudy9:Larrakia/StC.202CaseStudy8:VACCA/BerryStreet,159.203CaseStudy7:VACCA/HMIFSAlliance,146.

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anintegratedfamilyservicesmodelbyanACCOwithsupportofAlliancepartnersandgovernment;204

• developmentofaproposalforanACCO‐ledChildandFamilyInformation,ReferralandSupportTeam(ChildFIRST)withsupportfromAlliancepartners;205

• developmentandpilotingofanout‐of‐homecaresectorcapacitybuildingapproachdriventhroughapartnershipbetweenanAboriginalandanon‐Aboriginalpeakbody;206and

• adaptationoffamilyviolencereferralandresponsesystemstoenhanceculturallyappropriateserviceprovision.207

InSNAICC’sview,serviceinnovationthroughpartnershippresentsasignificantopportunityforgovernment.ResourcinggenuinepartnershipdevelopmentbetweenACCOsandmainstreamserviceproviderscancreatespaceforthedevelopmentoflocalstrategiesandsharedgoodpractice.Thisprovidesopportunitiesforcommunity‐based‘bottom‐up’policydevelopmentinlinewiththeCOAGServicedeliveryprinciplesforprogramsandservicesforIndigenousAustralianswhichrequireattentionto‘engagingandempoweringIndigenouspeople…andthebroaderIndigenouscommunityinthedesignanddeliveryofservices.’208EffectiveresponsescanbebothidentifiedandstronglyadvocatedbymultipleorganisationsthatservealargesectorofthecommunityandcarryanAboriginalandTorresStraitIslandercommunityvoicethroughtheparticipationofACCOs.OneparticipanthighlightedthesignificantlypositiverolethatstategovernmenthastakeninprovidingspaceforandrespondingtofamilyviolenceservicemodeldevelopmentinpartnershipbetweenanACCOandmainstreamserviceprovider:

They’reveryclearaboutworkinginaveryfluidpartnership,notahierarchicalstructurewherethey’resaying:we’rethefunder,you’lldeliver.Instead,they’resaying:here’sabitofspace,let’sseewhatwecandobecausethisneedstobesuccessful.209

Issuesbasedadvocacythatconnects‘on‐the‐ground’realitiestohigher‐levelpolicydebatehasbeenidentifiedasapracticethatcanbeundertakenbylargemainstreampartnerswhohaverespectfulrelationshipswithsmallerACCOswhofeelthattheydonothaveavoiceinbroaderstrategicforums.210AnACCOdescribesthesuccessofthisapproach:

Itwasgoodforustohaveaconduitwherewecouldgetourintelligenceofwhatwashappeningonthegroundintopolicydebate…Wesawissuesgetting

204CaseStudy7:VACCA/HMIFSAlliance.205CaseStudy7:VACCA/HMIFSAlliance.206CaseStudy6:AbSec.207CaseStudy2:GEGAC/GLCH;andCaseStudy8:VACCA/BerryStreet.208CouncilofAustralianGovernments.(2008).NationalIndigenousReformAgreement(ClosingtheGap).Canberra:CommonwealthofAustralia:ScheduleD,D9(b).209CaseStudy8:VACCA/BerryStreet,157.210SeeCaseStudy8:VACCA/BerryStreet.

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voiced…Thecombinedworkthatwehavedonetogether,withthefocussedlobbyingandrepresentationtogovernment,hasledtogreatreform.211

KeyPractices–CollectiveInnovationandAdvocacy

1. MainstreampartnerslistentoandsupportACCOperspectivesoneffectiveresponsestocommunityneeds.

2. Partnershipsincludeplatformsforongoingstrategicdiscussionsbetweenpartnersandwithinbroadercommittees,toidentifyanddevelopopportunities,informoneanother,andstrengtheninnovationandadvocacy.

3. GovernmentdepartmentsprovideresourcesandsupportforopenandflexiblepartnershipdevelopmentbetweenACCOsandmainstreamserviceproviderstocreatespaceforserviceinnovation.

4. Governmentlistensandrespondstoservice

innovationsdevelopedandproposedbystrongpartnershipsthatincludeACCOperspectives.

5. Mainstreampartnerswithsignificant

broaderinfluencerepresent‘on‐the‐ground’realitiesandtheperspectivesofACCOpartnersinpolicydebate.

KeyPrinciplesReflectedThroughPracticePrinciples:2,3and7Principles:1,2,3,5and7Principles:1,3,4,6and8Principles:2,3,7and8Principles:2,3and7

6.2CulturalcompetencydevelopmentformainstreamserviceprovidersSNAICChasstronglyadvocatedfortheneedformainstreamserviceprovidersworkingwithAboriginalandTorresStraitIslanderfamiliestodevelopculturalcompetency,recognisingthat‘ourchildrenandfamiliesmustbeprovidedwithanappropriateandrealchoiceofservices,bothAboriginalorTorresStraitIslanderanduniversal,andtheseservicesmustbeequippedtoprovideculturallyproficient,qualityprogramsthatmeettheholisticneedsofclients.’212

211CaseStudy9:Larrakia/StC,174.212SecretariatofNationalAboriginalandIslanderChildCare(SNAICC).(2011a).IncreasingAboriginalandTorresStraitIslanderaccessandengagementwithchildandfamilyservices.Melbourne:SNAICC,10.

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ParticipantsidentifyboththeneedforacommitmenttodevelopingculturalcompetencytoenablepartnershipwithACCOs,andthesignificantopportunitythatexiststodevelopculturalcompetencyinpartnershipwithACCOsandAboriginalandTorresStraitIslandercommunities.213Indeed,leadingculturalcompetencyframeworksrecognisethateffectivepartnershipsareavitalcomponentofculturallycompetentpracticeformainstreamchildandfamilyserviceproviders.214AsVACCAdescribes,‘ifacommunityserviceorganisationhasworkedtoapointwheretheybelievetheycanbeself‐sufficientintheirculturalcompetency,theyhavemissedthepoint.’215

6.2.1WorkingwithinaculturalcompetencyframeworkTheboxedtextisextractedfromtheSNAICCpaperIncreasingAboriginalandTorresStraitIslanderaccessandengagementwithchildandfamilyservices(2011).216InthisextractSNAICChasdefinedanddescribedanunderstandingofworkingwithinaculturalcompetencyframeworkbasedontheliterature.

WHATISACULTURALCOMPETENCYFRAMEWORK

Culturemaynowbesaidtobethewholecomplexofdistinctivespiritual,material,intellectualandemotionalfeaturesthatcharacterizeasocietyorsocialgroup.Itincludesnotonlytheartsandletters,butalsomodesoflife,thefundamentalrightsofthehumanbeing,valuesystems,traditionsandbeliefs.217

SimilartoUNESCO’sdefinitionofculture,theVictorianAboriginalChildCareAgencyadoptsaviewofculturethatisholisticandinseparablefromanindividual’sidentity,behaviour,thoughtsandwayoflife.ThisholisticapproachrequiresanyorganisationorindividualseekingtocommunicateandworkwithAboriginalorTorresStraitIslanderpeopletoobtainalevelofunderstandingoftheircultures.Thecomprehensivenatureofculturalcompetencymayoftenrequireaconsiderableshiftforanorganisation’spracticeifitistobemorethana‘tokenisticeffort’.218

213Seeallcasestudies.214Seeforexample:VictorianAboriginalChildCareAgency(VACCA).(2010).BuildingRespectfulPartnerships:ThecommitmenttoAboriginalculturalcompetenceinchildandfamilyservices.Melbourne:VACCA,140.215VictorianAboriginalChildCareAgency(VACCA).(2008).AboriginalCulturalCompetenceFramework.Melbourne:VictorianGovernmentDepartmentofHumanServices,34.216SecretariatofNationalAboriginalandIslanderChildCare(SNAICC).(2011a).IncreasingAboriginalandTorresStraitIslanderaccessandengagementwithchildandfamilyservices.Melbourne:SNAICC,11‐13.217UnitedNationsEducational,ScientificandCulturalOrganisation(UNESCO).(1982).MexicoCityDeclarationonCulturalPolicies.WorldConferenceonCulturalPolicies.MexicoCity.218VictorianAboriginalChildCareAgency(VACCA).(2010).BuildingRespectfulPartnerships:ThecommitmenttoAboriginalculturalcompetenceinchildandfamilyservices.Melbourne:VACCA,23

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TongandCrossdescribeculturalcompetencyas‘asetofcongruentbehaviours,attitudes,andpoliciesthatcometogetherinasystem,agencyoramongprofessionalstoworkeffectivelyinacross‐culturalsituation.’219Developedfromearlierconceptssuchas‘culturalsafety’,‘culturalawareness’,‘culturalrespect’and‘culturalsecurity’,220culturalcompetencyrepresentsanongoingprocess,orscaleofattitudes,behavioursandpoliciesthatrangefromwhatisdescribedasculturallydestructivethroughtoculturallyproficient.221Asaframework,Grote222observesthatitisflexibleandtransferableacrosssectors.Culturalcompetencyisnotafinitechecklistprocess,ratheritis‘aconstant,ongoingprocessfornon‐Indigenousorganisationsandstaff’.223Theliteraturealsorecognisesthatmovingtowards‘culturalproficiency’requiresthepresenceofenablingfactors,includingdedicatedresources,astrongpolicyenvironmentandcommittedorganisationalsupport.224

Theachievementofculturallycompetentpracticeinvolvessignificantorganisationalcommitmenttoimprovedoutcomesforourchildrenandfamilies.225Itmeansaninvestmentofresources,acommitmentfrommanagementandstaff,andanhonestdesiretomovetowardsculturalproficiency.VACCA’sspectrumrecognisesthata

219TongC.andCrossT.(1991).CrossCulturalPartnershipsforChildAbusePreventionwithNativeAmericanCommunities.NorthwestIndianChildWelfareInstitute.Portland,Oregon,12220Grote,E.(2008).PrinciplesandPracticesofCulturalCompetency:AReviewoftheLiterature.IndigenousHigherEducationAdvisoryCouncil(IHEAC),12;andVictorianAboriginalChildCareAgency(VACCA).(2010).BuildingRespectfulPartnerships:ThecommitmenttoAboriginalculturalcompetenceinchildandfamilyservices.Melbourne:VACCA,17.221VictorianAboriginalChildCareAgency(VACCA).(2010).BuildingRespectfulPartnerships:ThecommitmenttoAboriginalculturalcompetenceinchildandfamilyservices.Melbourne:VACCA,23.Seealso:theMentorshipCirclesProject.(2011).MentorshipCirclesProjectWorkshop,workshopnotes.ReceivedfromGundooAboriginalCorporation,whichdescribesculturalcompetenceasadevelopmentalprocessofimprovingrelations,rangingfromapointof‘disconnectandunknowing’,whichcanbebuiltuponbyconsultationthroughseveralstagestoapointof‘culturalintegrity’,whererelationshipsarecharacterisedbysophistication,respect,integrityanddignity.222Grote,E.(2008).PrinciplesandPracticesofCulturalCompetency:AReviewoftheLiterature.IndigenousHigherEducationAdvisoryCouncil(IHEAC),5.223 Secretariat of National Aboriginal and Islander Child Care (SNAICC). (2010b).WorkingandWalking Together: Supporting family relationship services to work with Aboriginal andTorresStraitIslanderfamiliesandorganisations.Melbourne:SNAICC,86.224NationalAlternativeDisputeResolutionAdvisoryCouncil.(2009).Solidworkyoumobaredoing:CaseStudiesinIndigenousDisputeResolution&ConflictManagementinAustralia.FederalCourtofAustralia’sIndigenousDisputeResolution&ConflictManagementCaseStudyProject(AIDR).225Grote,E.(2008).PrinciplesandPracticesofCulturalCompetency:AReviewoftheLiterature.IndigenousHigherEducationAdvisoryCouncil(IHEAC),46.226VictorianAboriginalChildCareAgency(VACCA).(2010).BuildingRespectfulPartnerships:ThecommitmenttoAboriginalculturalcompetenceinchildandfamilyservices.Melbourne:VACCA,23.

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movementtowardsculturalproficiency,whichoftenfollowssymbolicchange,isaprocess‘builtovertime,notovernight’.226Inthispapertheterm‘culturalawareness’isalsoused.Culturalawarenessisanaspectofandprecursortoculturalcompetency.Itreferstothedevelopmentofknowledgeaboutanothercultureandtheunderstanding‘thatculturaldifferencesmaynecessitateadifferentapproachtopeopleofthatotherculture.’227

6.2.2WhatdoesitmeantoworkdifferentlywithAboriginalandTorresStraitIslanderchildrenandfamilies

ACCOsbelievethatdevelopingculturalcompetencyforworkinginpartnershiptosupportAboriginalandTorresStraitIslanderchildrenandfamiliesbeginswithacknowledgingthatoneneedstoworkdifferentlytoprovideappropriatesupport.TheAboriginalandTorresStraitIslanderserviceleaderswhoparticipatedinthecasestudiesdescribethisclearlyinrelationtodifferentservicecontexts: Familyviolencereferralandsupportservices:

FamilyviolenceinAboriginalcommunitiescanbequiteovert,becausewe’remorelikelytoconductourselvesinapublicsituation...Whereasfamilyviolenceinawesternconceptiswhathappensbehindcloseddoorsandfences,andisverymuchmanagedinadifferentway.It’snotbecauseit’sculturallyacceptable,it’sbecauseofhowlegislativelyandpoliticallyourcommunitieshavebeensetup…thewholemanifestationoffamilyviolencecomesfromadifferentspace,butviolenceisviolence.It’sreallyaboutthinkingabouthowwedeliveritinthecontextofAboriginalstrengthandresilience,tomeettheneedsoffamiliesandchildren.228

Childprotectionandwelfareservices:

Youdoneedtounderstandthesignificanceofworkingforawelfareorganisation,howthatwillimpactforAboriginalpeople.Youdoneedtounderstandthatmainstreamorganisationshavecomefromparticularchurchesandyouneedtounderstandthatanumberofthepeopleyou'redealingwithwerebroughtupintheirinstitutions;thatwillhaveanimpact.229

Earlychildhoodeducationandcare:

WepromoteourselvesasIndigenouseducationandthat'swhywealwaysreservetherighttoadaptprogrammesforthatpurpose…Ithastogobothways.We'vegottoacceptthatallchildrenwillbemainstreamed,it'samainstreamlifeandweneedtogivethesetoolstothesechildrensothattheycangointoanon‐Indigenouscontextandtakeontheworld,buttheystillkeep

227VictorianAboriginalChildCareAgency(VACCA).(2008).AboriginalCulturalCompetenceFramework.Melbourne:VictorianGovernmentDepartmentofHumanServices,25.228CaseStudy8:VACCA/BerryStreet,161.229CaseStudy3:VACCALakidjeka.

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theircultureinside.230Youcan’texplaintopeoplewhohaveonlyworkedmainstreamwhatit’sliketoworkinanAboriginalsetting,soalotofchallengeshavebeentryingtogetthestafftoacceptthatitisdifferentandit’sokaytoworkdifferently.Therearealotofcommunityfactorsthatplayapart…Playgroupisaclassic;wecouldn’tjuststartuponeplaygroup,wehadtostartupwithtwoplaygroupsbecauseofthemobmatching.It’shardtogetcommunitytotrustplaygroup,particularlywithnon‐Indigenousworkers.231

ThecommitmenttoworkingdifferentlywithAboriginalandTorresStraitIslanderfamiliesrequiresatitsbase,recognitionofandvaluefortheculturalknowledgeandskillsofACCOsandAboriginalandTorresStraitIslanderpeoplesthatarecrucialforeffectiveserviceprovisionsforchildrenandfamilies.232

6.2.3CulturalawarenessandculturalcompetencytrainingManyparticipantshighlightthatalevelofawarenessofAboriginalandTorresStraitIslanderhistoryandcultureisnecessarytoenablepartnershipwork.233MainstreampartnersrecognisetheneedforanongoingcommitmenttodevelopingknowledgeandlearningfromACCOsandcommunities.234AsoneACCOdescribesofamainstreampartner:

ShehadenormousknowledgeaboutAboriginalhistoryandsufferingandshewaswillingtolearn.Shecared.Ithurther.TheissuesandallthemoneyfromNGOsgoinginwithlittlechange.Thiswasthepremiseofherwork.Thatapproachgovernedthepartnership.235

Intermsofpartnership,itisclearthatACCOshaveakeyroletoplayindirecting,guidingorconductingculturalawarenesstrainingandlearningexperiencesformainstreampartners.236Thisreflectsarecognitionthatculturalawarenessmustbedevelopedlocally,havingregardtothemanyanddistinctAboriginalandTorresStraitIslanderculturesthatexistthroughoutAustralia.237AwillingnesstolearnaboutculturefromanACCOpartnerisarecognisedwayofdemonstratingrespect

230CaseStudy5:Dalaigur,127‐128.231CaseStudy1:GEGAC/UCG,97‐98.232SeeSecretariatofNationalAboriginalandIslanderChildCare(SNAICC).(2010b).WorkingandWalkingTogether:SupportingfamilyrelationshipservicestoworkwithAboriginalandTorresStraitIslanderfamiliesandorganisations.Melbourne:SNAICC,86‐87.233Describedin:CaseStudy3:VACCALakidjeka;CaseStudy9:Larrakia/StC,165‐166;andCaseStudy1:GEGAC/UCG,97.234Seeforexample:CaseStudy1:GEGAC/UCG,97.235CaseStudy9:Larrakia/StC,165.236Seeforexample:CaseStudy1:GEGAC/UCG;CaseStudy2:GEGAC/GLCH;CaseStudy3:VACCALakidjeka,CaseStudy5:Dalaigur;andCaseStudy8:VACCA/BerryStreet.237SecretariatofNationalAboriginalandIslanderChildCare(SNAICC).(2010b).WorkingandWalkingTogether:SupportingfamilyrelationshipservicestoworkwithAboriginalandTorresStraitIslanderfamiliesandorganisations.Melbourne:SNAICC,9‐10.

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fortheirculturalknowledgeandskills.238ThisalsoshowsrespectfortheroleoftheACCOinthecommunityandenablesthemtoguiderelationshipswiththebroadercommunityforculturallearning:

Soit'saboutsayingtoAboriginalpeople:…Youareseenasanexpertinyourculture,you’vegotthatknowledgearoundrisk,andyou'vegotthatrighttobetalkingupaboutwhatyouthinkshouldhappen.239Oneofthecriticalthingsisthatinworkingwith[theACCO]welearnfromthem.Welearnfromnotjust[theACCO]buttheAboriginalcommunity.Theyactuallyinfluencethewaythatwework.240

Significantculturallearningoccursinlessformalwaysthroughstaffinteractionsandmutualmentoringrolesbetweenorganisations.Sharedstaffingarrangements,staffsecondmentsandstaffco‐locationhavebeensuccessfulpracticesforenablinginformalculturallearningandimprovingtheknowledgeofmainstreamservicestaffrequiredforworkingwithAboriginalandTorresStraitIslanderchildrenandfamilies.241AnACCOexplainsthevalueofasharedstaffmemberforenhancingculturallyappropriateservicesoftheirmainstreampartner:

[We]couldhaveherworkingfor[us]full‐time,butthebenefitstothecommunityfromthatsharedlearningaretoogreat.Shecanhelptheworkerswithin[themainstreamservice]understandwhyafamilymightbebehavingthewaytheyarebecausesheknowsthemfromoverhere.There’sthateducationandcross‐educationthat’stooinvaluabletolose.242

AnotherACCOexplainstheirsignificantworktosupportamainstreampartnerthatwasnewinthecommunity:

Thiswasanimportantrolethat[we]playedinthebeginning:skillingup[themainstreamorganisation]abouttheareaandthecommunityandhelpingthemtomanageexpectationsandmaintainmorale.243

InonecaseanACCOidentifiesresistancefromstaffofagovernmentserviceprovidertoculturalcompetencytrainingbecauseofthetimeitrequiresthemtotakeoutfromabusyworkload.244TheACCOhighlightstheimportanceofrecognisingthatacommitmenttoculturalunderstanding,andasmallamountofworkupfrontcanmakeworkingwithAboriginalfamilies‘easierandsmoother.’245OnesuccessfulstrategyusedbytheACCOtoaddressresistancetoculturaltraining238Seeforexample:CaseStudy9:Larrakia/StC,165;CaseStudy1:GEGAC/UCG,97;andCaseStudy8:VACCA/BerryStreet,162.239CaseStudy3:VACCALakidjeka.240CaseStudy1:GEGAC/UCG,97.241Seeforexample:CaseStudy1:GEGAC/UCG,CaseStudy4:WELA/StC;CaseStudy8:VACCA/BerryStreet;andCaseStudy9:Larrakia/StC.242CaseStudy1:GEGAC/UCG,98.243CaseStudy9:Larrakia/StC,167.244Seeforexample:CaseStudy3:VACCALakidjeka.245Seeforexample:Ibid.

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hasbeenforgovernmentstaffwhovalueandbenefitfromculturalunderstandingintheirworktosharetheirpositiveexperienceswithotherstaff.246

6.2.4CulturaladviceTheprovisionofculturaladviceinrelationtoparticularcasesisseenasanimportantwaythatACCOscanworkinpartnershipwithmainstreamserviceproviderstafftoimproveculturallyappropriateserviceprovisionforAboriginalandTorresStraitIslanderchildrenandfamilies.Anumberofexistingorproposedculturaladvicerolesthatpartnershipswithinthecasestudiesinthispaperhavehighlightedashavingsomesuccessinclude:

• IndependentAboriginalandTorresStraitIslanderservicesprovidingculturaladviceatkeydecision‐makingpointsinchildprotectioncases.247

• AnAboriginalLiaisonWorkertosupportmainstreamorganisationsprovidingservicestoAboriginalfamiliesaspartofabroaderintegratedchildandfamilyservicealliance.248

• AproposedculturaladviceroletosupportmainstreamorganisationsprovidingfamilyviolencesupporttoAboriginalfamilies.249

SNAICCbelievesthatACCOsshouldhavealeadingroleintheprovisionofculturallyappropriateservicesforAboriginalandTorresStraitIslanderfamilies,butculturaladvicerolesareappropriatewherefamilieschoosetoworkwithmainstreamserviceprovidersorasameasuretoaddressalackofcapacityintheAboriginalandTorresStraitIslanderservicesectorintheshort‐term.

6.2.5EmployingAboriginalandTorresStraitIslanderstaffEmploymentofandappropriatesupportforAboriginalandTorresStraitIslanderstaffbymainstreampartnersisidentifiedbyparticipantsaskeytoeffectivepartnershiprelationships.250ThispracticeisrecognisedasreflectingrespectforandcommitmenttotheAboriginalandTorresStraitIslandercommunity.251InSNAICC’sviewthisapproachdemonstratesacommitmenttolocalemployment,buildinglocalworkforcecapacity,andvaluinglocalknowledgeandskills.OneACCOexplainshowarelationshipimprovedwhentheirpartneremployedalocalProgramCoordinator:

WhenEddietookoverthingschanged.Heisfromthiscountryandisablackfella.Thatgavethemthestrengthforpeopletosaythismobareseriousandtheyaregoingtostay.252

246CaseStudy3:VACCALakidjeka.247Ibid;andCaseStudy6:AbSec.248CaseStudy7:VACCA/HMIFSAlliance249CaseStudy8:VACCA/BerryStreet.250Seeforexample:CaseStudy4:WELA/StC,115;andCaseStudy9:Larrakia/StC,173‐174.251CaseStudy4:WELA/StC,115;andCaseStudy9:Larrakia/StC,173‐174.252CaseStudy4:WELA/StC,115.

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Localemploymentalsocreatesinternalopportunitiesforculturallearning.Inparticular,whenAboriginalorTorresStraitIslanderstaffareemployedinleadershippositions,thisisidentifiedasassistinginincorporatingafocusonculturalcompetencyandpartnershipswithACCOsintomainstreamorganisationalpractice.253However,theemploymentofAboriginalorTorresStraitIslanderstaffmembersbymainstreamserviceprovidersthatdonothaveabroadercommitmenttoculturalcompetencyislikelytoleadtoAboriginalorTorresStraitIslanderstafffeelingisolatedandunsupported.254Developingculturalcompetenceisrecognisedas‘themosteffectivewayanon‐IndigenousorganisationcanattractandretainAboriginalandTorresStraitIslanderworkers.’255OneACCOdescribesstronglytheapproachto,andbenefitsof,theirpartner’sfocusonlocalAboriginalemployment:

Mostof[their]staffislocalstaffand[theyhave]alwayshadastrongphilosophyofworkingwithlocalpeople…Withlocalstaff,youhavealifelongrelationshipbetween[theirpeople]andourstaff:thatisforeverstuff.256

6.2.6UtilisingculturalcompetencyframeworkdocumentsAnumberofculturalcompetencyframeworkdocumentsexisttoguidemainstreamserviceprovidersinworkingwithAboriginalandTorresStraitIslanderpeoples.Theseframeworkscanplayanimportantroleinguidingandinformingthedevelopmentoforganisationalculturalcompetency.Suchculturalcompetencyframeworksaredistinctfrom,butalsosupportedby,organisation‐specificframeworksthatsupportthedevelopmentofculturalcompetency.Organisation‐specificframeworksspananarrayofinitiativesimplementedbyservicesthroughtheirworkandinclude,forexample,astatementoforganisationalvaluesorprinciplesofoperationdevelopedbyanorganisationtodirectthedevelopmentofitspartnershipswithACCOs.Broaderculturalcompetencyframeworkdocumentscanassistservicestobuildontheirowninitiativesororganisationalframeworkstodeepentheirunderstandingofthedifferentfacetsofculturalcompetency.Thesecanassisttoensurethattheirprocesses,frameworks,systemsandactivitiesaredesignedtoreflectthemulti‐facetedapproachnecessaryformovingtowardsculturalproficiency257withinanorganisation.

253Seeforexample:CaseStudy4:WELA/StC,121.254SecretariatofNationalAboriginalandIslanderChildCare(SNAICC).(2010b).WorkingandWalkingTogether:SupportingfamilyrelationshipservicestoworkwithAboriginalandTorresStraitIslanderfamiliesandorganisations.Melbourne:SNAICC,100.255Ibid.256CaseStudy9:Larrakia/StC,1174.257Notethatculturalproficiencyisthehighestlevelofattainmentwithintheculturalcompetencycontinuum:VictorianAboriginalChildCareAgency(VACCA).(2010).BuildingRespectfulPartnerships:ThecommitmenttoAboriginalculturalcompetenceinchildandfamilyservices.Melbourne:VACCA,23.

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LeadingculturalcompetencyframeworkdocumentsidentifiedbySNAICCinclude:

• TheVACCAAboriginalCulturalCompetenceFrameworkdevelopedfortheVictorianDepartmentofHumanServices.Thisframeworkisincorporatedwithinagencyregistrationstandardsforcommunityserviceorganisationsprovidingchildandfamilyservicesandout‐of‐homecareservicesinVictoria.ThisframeworkreflectsanacknowledgementbytheVictorianGovernment‘thatrecognitionofAboriginalself‐determinationandtheprovisionofculturallycompetentservicesarefundamentaltoimprovedoutcomes.’258

• TheSNAICCWorkingandWalkingTogetherresourcewhichisdesignedtosupportfamilyrelationshipservicestoworkwithAboriginalandTorresStraitIslanderFamiliesandcommunities.259

• TheVACCABuildingRespectfulPartnershipsresourcewhichwasdevelopedinapartnershipbetweenVACCA,BerryStreetandMacKillopFamilyServices.Thisresourceisdesignedasapracticeguide‘todescribeculturallycompetentandrespectfulpracticeacrossanorganisation,’260withtheaimto‘improveoutcomesforAboriginalchildrenandfamiliesandstrengthenpartnershipsbetweenAboriginalandmainstreamorganisations.’261

AlloftheseframeworkdocumentshighlighttheimportanceofpartnershipswithAboriginalandTorresStraitIslandercommunitiesandorganisationsinthedevelopmentofculturalcompetency.Noparticipantsinthecasestudiesprovideddetailedinformationontheuseofspecificculturalcompetencyframeworkdocuments.However,organisationsinVictoriadididentifytheVACCAAboriginalCulturalCompetenceFrameworkasinformingpracticeinworkingwithAboriginalchildrenandfamiliesandorganisations.Participantsviewedframeworksastoolsthatcontributedtoabroaderorganisationalfocusonculturalcompetencydevelopment.OnemainstreamparticipantwasinvolvedinthedevelopmentoftheVACCABuildingRespectfulPartnershipsresourceanddescribedthisasanimportantcontexttotheirrelationshipswithACCOs.SomemainstreamserviceprovidersparticipatinginthecasestudiesindicatethattheyhavedevelopedandactivelyimplementaReconciliationActionPlanwhichdescribesandinformsthecommitmentoftheorganisationtoengagingandworkingwithAboriginalandTorresStraitIslanderorganisationsandcommunities.262Organisationshavealsodeveloped,orbeenengagedinprocesses258VictorianAboriginalChildCareAgency(VACCA).(2008).AboriginalCulturalCompetenceFramework.Melbourne:VictorianGovernmentDepartmentofHumanServices,7.259SecretariatofNationalAboriginalandIslanderChildCare(SNAICC).(2010b).WorkingandWalkingTogether:SupportingfamilyrelationshipservicestoworkwithAboriginalandTorresStraitIslanderfamiliesandorganisations.Melbourne:SNAICC.260VictorianAboriginalChildCareAgency(VACCA).(2010).BuildingRespectfulPartnerships:ThecommitmenttoAboriginalculturalcompetenceinchildandfamilyservices.Melbourne:VACCA,1.261Ibid.262Seeforexample:CaseStudy1:GEGAC/UCG;CaseStudy3:VACCALakidjeka;andCase

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todevelop,otherdocumentswhichdescribetheirapproachtobuildingculturalcompetencyandworkinginculturallycompetentways.263

6.2.7Commitmenttoself‐determinationMainstreamorganisationsthatparticipatedinthecasestudiesdemonstrateanabilitytoidentifyandnametheirroleasserviceprovidersinworkingwithAboriginalandTorresStraitIslanderchildrenandfamiliesinrelationtotheroleofACCOs.ThisincludesrecognisingthestrengthsofACCOs,andtheirimportantroleinleadingresponsestoAboriginalandTorresStraitIslandercommunityneeds:

[they]shouldbetheleadanddominantdecisionmakeraboutAboriginalbusiness,butweusethewords‘walkalongside’andwechoosetowalkalongsidewheneverandwhereverwecantosupporttheircapacitytodowhattheyneedtodo.264

Thisreflectsanapproachofmainstreampartnersthatisunderpinnedbyacommitmenttoself‐determination.265TheVACCAAboriginalCulturalCompetenceFrameworkhighlightsthat‘inordertoavoidpartnershipsthatareeitherpaternalisticorunintentionallydisempowerAboriginalcommunitiesandservices,acommitmenttoAboriginalself‐determinationmustinformtheengagementbetweencommunityserviceorganisationsandACCOs.’266Itisimportanttonotethatacommitmenttoself‐determinationdoesnotequatetoleavingACCOstoaddresscommunityneedsontheirown.Itrequiresofmainstreamserviceproviderstogivesupportthroughgenuinepartnerships,recognisingthesignificantcommunityneedsandcapacitygapsthatexistforAboriginalandTorresStraitIslandercommunities.267SNAICCsuggeststhatpracticeswhichmoststronglyreflectorganisationalcommitmenttoself‐determinationarethosethatcontributetobuildingthecapacityandroleofACCOs,andlocalcapacityforAboriginalandTorresStraitIslandercommunities.ThesepracticesareaddressedinthefocusoncapacitybuildinginSection6.3below.Theyinclude,significantly,afocusonsupportedtransferofresourcesandresponsibilitytoACCOsforthedeliveryofservicestoAboriginalandTorresStraitIslanderchildrenandfamiliesasdescribedinSection6.34below.

Study4:WELA/StC.263Seeforexample:CaseStudy2:GEGAC/GLCH,108‐109;andCaseStudy5:Dalaigur,128.264CaseStudy1:GEGAC/UCG,99.265Expressedclearlyin:CaseStudy1:GEGAC/UCG,91,98;CaseStudy4:WELA/StC,119;andCaseStudy8:VACCA/BerryStreet,160.266VictorianAboriginalChildCareAgency(VACCA).(2008).AboriginalCulturalCompetenceFramework.Melbourne:VictorianGovernmentDepartmentofHumanServices.267SecretariatofNationalAboriginalandIslanderChildCare(SNAICC).(2010b).WorkingandWalkingTogether:SupportingfamilyrelationshipservicestoworkwithAboriginalandTorresStraitIslanderfamiliesandorganisations.Melbourne:SNAICC,83.

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6.2.8ServiceaccessforchildrenandfamiliesPriorSNAICCresearchaddressestheevidencebasethatstronglylinksculturalcompetencytoincreasingaccesstoservicesforAboriginalandTorresStraitIslanderpeople.268Thecasestudiesdonotrevealserviceaccessanddeliveryoutcomesofthepartnershipsinadetailedway.Thisis,inpart,becauseofthelackofevaluationthathasbeenundertakentolinkpartnershiprelationshipstooutcomesasdescribedinSection5.3above,andbecausetheprocessdoesnotincludereviewofevaluationdatainitsscope.However,someparticipantsprovidevaluablereflectionsonhowthedevelopmentofculturalcompetencythroughpartnershipworkpromotesaccessandpositiveserviceoutcomesforAboriginalandTorresStraitIslanderchildrenandfamilies.Participantsconfirmthatincreasesinculturalappropriatenessofservicesandconsequentimprovementsincommunityperceptionofservicesareincreasingengagementwithservicesthataredeliveredinpartnership:

Familiesarecomfortableusingthekindergartenbecausetheywouldn’tknowthatitisownedandoperatedby[themainstreamserviceprovider],whattheyseeisthetwoorganisationsworkingtogether…nowwe’vegotnearly100percentattendance…Wenowhaveawaitinglist.269

Anotherparticipantexplainsthatpartnershipworkwithamainstreamearlyinterventiondisabilitysupportservicehasmadeparentsmorewillingtoaccesstheservice,moreawareoftheirchildren’ssupportneedsandmoreacceptingofthefactthattheirchildrenhavedisabilitiesandrequiresupport.270ThecombinationoftheaccessibilityoftheACCOandthedisabilityfocusofthemainstreamserviceproviderwasseenascriticaltothisoutcome.AmainstreampartnerengagedinfamilyviolencesupportworkdescribesthatasaresultofpartnershipwithanACCO:

TherearefarmorewomenworkingwithAboriginalcontrolledorganisationsandfarmorewomenwhoareworkinginmainstreamwhohaveamoreculturallycompetentservice.271

CulturalcompetencydevelopedthroughpartnershiphasalsobeenrecognisedasincreasingthecapacityandlegitimacyofmainstreamserviceproviderstoimplementadditionalandnecessaryserviceprogramswithinAboriginalandTorres

268SecretariatofNationalAboriginalandIslanderChildCare(SNAICC).(2011a).IncreasingAboriginalandTorresStraitIslanderaccessandengagementwithchildandfamilyservices.Melbourne:SNAICC;andSecretariatofNationalAboriginalandIslanderChildCare(SNAICC).(2010a).TowardsAboriginalandTorresStraitIslanderaccessandengagement:overcomingbarrierstochildandfamilyservices.Melbourne:SNAICC.269CaseStudy1:GEGAC/UCG,100‐101.270CaseStudy5:Dalaigur.271CaseStudy8:VACCA/BerryStreet,162.

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StraitIslandercommunities.272KeyPractices–DevelopingCulturalCompetencyinPartnership

1. Staffofmainstreampartnersundertakeculturalawarenesstrainingrelevanttothelocalculture/s.Theydothiswithdirection,guidanceand/orparticipationoftheirACCOpartners.

2. MainstreamorganisationsrecognisethatculturaldifferencesrequirethemtoworkdifferentlywithAboriginalandTorresStraitIslanderpeoplesandorganisations.

3. Staff‐sharing,secondmentandco‐locationarrangementsprovideopportunitiesfordevelopingculturalunderstandingthroughinformalstaffinteractionandspecificlearningofsharedstaffmembers.

4. Mutualmentoringoccursbetweenupper

levelmanagementthroughregulardiscussions,observationandinteractions.

5. MainstreampartnersemployandsupportlocalAboriginalstaffasacomponentofabroadercommitmenttoculturalcompetency.

6. ACCOsprovideculturaladviceservicestosupportmainstreampartnersworkingwithAboriginalandTorresStraitIslanderfamilies(wherefamilieschoosetoworkwithmainstreamorgivenshorttermlackofcapacityintheACCOservicesector).

7. Mainstreamorganisationsutiliseand

developframeworkdocumentstodescribeandinformtheirapproachtodevelopingculturalcompetency,includingReconciliationActionPlans.ThisprocessincludesinputandsupportfromACCOpartnersandAboriginalandTorresStrait

KeyPrinciplesReflectedThroughPracticePrinciples:1,2,4,5,7and8Principles:2,3,7and8Principles:1,2,6,7and8Principles:1,2,3,5,8Principles:1,2,3,4and7Principles:2,3,4,7and8Principles:2,6,7and8

272Seeforexample:CaseStudy4:WELA/StC;andCaseStudy9:Larrakia/StC.

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Islandercommunities.

8. Mainstreamorganisationshaveacommitmenttoself‐determinationandidentifywhatthismeansfortheirpractice;includingsupportingandempoweringAboriginalandTorresStraitIslandercommunitiesandorganisationstoleadtheresponsetocommunityneeds.

Principles:2,3,4,7and8

Note:thesearepracticesthatcansupportculturalcompetencedevelopmentthroughpartnershiprelationshipsandwork.Thisisbynomeansacomprehensivelistofwhatisrequiredforculturallycompetentorganisationalpractice.273

6.3CapacitybuildingforAboriginalandTorresStraitIslandercommunity‐controlledorganisationsThissectionfocusesonpracticesthatsupportthedevelopmentofgovernanceandservicecapacityforAboriginalandTorresStraitIslanderscommunity‐controlledorganisations.CapacitybuildingisstronglyrecognisedthroughoutthepartnershipsincludedinthecasestudiesasenablinganenhancedroleandvoiceforACCOsandempoweringAboriginalandTorresStraitIslandercommunities.Itisimportanttonotethatcapacitybenefitsflowinbothdirectionsinthepartnerships.SignificantcapacitybenefitsformainstreamserviceprovidershaveaccruedinareasincludingculturalcompetencyforservicedeliverytoAboriginalandTorresStraitIslanderpeople,andfordevelopingeffectiverelationshipswithAboriginalandTorresStraitIslandercommunities.Thesecapacitybenefitsaredescribedseparatelyinthefocusonculturalcompetencyinsection6.2above.WhilecapacitychallengesforACCOsmayberelatedtodeficienciesingoodgovernanceandorganisationaldevelopment,mainstreamparticipantsidentifythatcapacitychallengesfortheirACCOpartnersareoftenmoresignificantlyrelatedtotheextentofcommunityneedandthelargeservicedeliverydemandsplaceduponthoseorganisations.274Amainstreamserviceprovidernoteswithconcern:

Idon’tknowthatthere’salotofconversationandacknowledgementaroundthe[Aboriginal]organisation’scapacitytodowhat[government]thinkneedstobedone.Theykeepthrowingresources,butthenyou’vegotpeoplestandingtheretryingtojuggleallthis.275

Oneparticipantprovidestheusefulexplanationthatinarespectfulpartnershipthefocusisondevelopingsharedcapacitytomeetcommunityneedsandtakeadvantageofavailablefundingopportunities:273Seeforexampletheculturalcompetencyframeworksdetailedinthissection.274Seeespecially:CaseStudy1:GEGAC/UCG;CaseStudy2:GEGAC/GLCH;andCaseStudy8:VACCA/BerryStreet.275CaseStudy1:GEGAC/UCG,99.

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Neitheragencywouldwanttosaynotoanyoftheresourcesonofferfromgovernmentandif[we]worktogether[we]havetheopportunitytostrengthenthedeliveryofthoseresourcesinawaythatwillhavebetteroutcomesforthecommunities.276

6.3.1Training,mentoringandworkforcedevelopmentMostmainstreampartnersthatparticipatedhadasignificantstaffskillandqualificationbaseaswellasresourcestoaccessfurthertraining.TheyidentifiedasignificantroleinenablingandprovidingtrainingopportunitiesforACCOpartners.Therewerealsoopportunitiestoundertakestaffmentoringandsupervisionroles.InSNAICC’sviewtheactiveprocessofidentifyingtheseopportunitiesisimportanttoestablishingatwo‐waylearningrelationshipandensuringthatbothpartiesbenefit,especiallywhereanACCOissharingculturalknowledgeandskills,andassistingwithcommunityconnections.ParticipantsrecognisethatcapacitybuildingthroughstaffdevelopmentshouldbefocussedontheneedsofACCOsandthestrengthsofmainstreampartners.277AnACCOexplainshowamainstreampartnerwasabletoshareskillsandrespondtotrainingneeds:

Lisa,whoisahighlyskilledpractitionerinthisareaofsocialworkforkidsandfamilies,didcounsellingtrainingandbriefinterventiontrainingforourstaff.This,duringaperiodinwhichweweredrasticallyunderfunded…wasreallyuseful.278

InarespectfulrelationshipmainstreampartnerscanmakerecommendationsinrelationtotrainingneedsofACCOsthathelptomakeclearthesupporttheycanoffer.279TrainingsupporthasalsoinvolvedmainstreampartnersprovidingopportunitiesforACCOstafftoundertaketrainingjointlywithmainstreamstaff,andpartnersdeliveringinternalstafftrainingjointly.280Thesepracticeshaveadditionalbenefitsforstaffinteractionandrelationshipbuilding.Staffmentoringrolesareidentifiedasanimportantwaytoshareskills,oftenthroughinformalarrangements.281Thishasincludedbeingopportunisticaboutaccessingandsharingthespecificskillsofthestaffinvolvedinthepartnership.282OneACCOpartnerexplainsthattheProgramCoordinatorintheirpartnerorganisationhasstrongskillsinfinancialmanagementandaccountingandher

276CaseStudy1:GEGAC/UCG,100.277Seeforexample:CaseStudy4:WELA/StC,116,120;andCaseStudy1:GEGAC/UCG,99.278CaseStudy9:Larrakia/StC,172.279Seeforexample:CaseStudy4:WELA/StC,120.280Seeforexample:jointtrainingprovisioninCaseStudy3:VACCALakidjeka;trainingprovisionandaccesstotrainingproposedinCaseStudy6:AbSec,142;invitationstoparticipateintraininginCaseStudy1:GEGAC/UCG,96.281CaseStudy4:WELA/StC,115,116,120‐121;andCaseStudy9:Larrakia/StC,171.282CaseStudy4:WELA/StC,115,116;andCaseStudy9:Larrakia/StC,172.

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willingnesstosharetheseskillshascontributedtocapacitybuildingandthestrengthoftherelationship.283Wherethisworkswell,staffofmainstreampartnersandACCOsworkalongsideeachotherinmutualmentoringrolesexchangingknowledgeandskillsthatcontributetotheresponsetocommunityneeds.284OneapproachusedtobuildingstaffmentoringandsupportintoapartnershiphasbeenanarrangementwherestaffsupervisionisprovidedbyamainstreamserviceprovidertostaffwithinanACCOpartner.285OneACCOparticipantexplainsthattheirapproachtopartnershipsisstronglyguidedbyacommitmenttodevelopingtheskillsoftheirstafftoprovidethebestpossibleservicestochildrenandfamilies.286ThisACCOseekspartnershipsthatprovideopportunitiestoaddressspecificskillneeds.Theydescribethatthisisabout,‘empoweringstafftogoupalevelanditbuildstheirselfesteem,’andrecognisingthat,‘justbecausetheydon’thavethecertificatesdoesn’tmeanthattheydon’thavethepotential.’287ApartnerprovidingtrainingforstaffofthesameACCOrecognisestheexistingstrengthsofstaffandcommunitymembersandexplainsthatthereareopportunitiestobuildstaffcapacityintheshort‐term:

Wecangivethemenoughspecialisedlearningandunderstandingandthey’rereallyeffectivewiththechildren,thenintimetheycangoonanddotheirstudyastheirfamiliesgetolder,butdon’tmissoutontheirenergy,insightsandknowledgeofchildrenjustbecausetheydon’thavethequalifications.288

TheACCOexplainsthatthisapproachhasbothenhancedtheindividualcapacityofstaffandrespondedtotheirexpresseddesiretobeacceptedinmainstreamcontextsandnottobelookeddownonbecausetheyworkedforanACCO.Theyexplainthatstaff‘wantedtobeseenasequals’andthatthroughpartnershiptrainingopportunitiestheyhaveachievedthisgoal.289BuildingcapacityforindividualstaffmembersofACCOsisrecognisedasempoweringcommunitymembersandpromotingcommunityleadership.OneACCOdescribesstrongly:

Wealsohaveacoupleofgenerationsofshameinfrontofpeople…Ifwewanttobreakthatcultureandhavethesepeoplebecomerolemodelsforthechildrenandcommunityleadersweneedtostartgivingthemresponsibility…notdoitforthem.290

Withinthispartnershiptheempowermentofcommunitymembershasbeenagreatsuccessstory,‘theyarepartofthesuccess…theirpersonalgrowthascommunity

283CaseStudy4:WELA/StC,116.284Seeforexample:CaseStudy4:WELA/StC.285CaseStudy8:VACCA/BerryStreet,156.286CaseStudy5:Dalaigur.287CaseStudy5:Dalaigur,132.288Ibid.289Ibid.290CaseStudy4:WELA/StC,119.

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women.Thebuildingoftheirskillsandconfidenceisenormous.’291AnotherACCOdescribesthattheup‐skillingofstaffthroughpartnershipandstaffcross‐overbetweenthetwoorganisationshasmadeasignificantcontributiontotheNGOsectorbecoming‘moreprofessionalandbetterresourced’intheirregion.292

6.3.2GovernancesystemsdevelopmentItisrecognisedthatlargeandwell‐developedorganisationscanprovidesupportforgovernancesystemsdevelopment,particularlyfornewandfledglingACCOs.293Onemainstreampartnerdescribesthattheirroleis‘tofacilitateandsupportAboriginalcommunityandorganisationalgovernancestructures,ratherthantakingonagovernancerole.’294Especiallyforwell‐developedACCOs,governancesupportmaynotbeneededorwantedinsomesituations.295ItisimportantformainstreampartnerstorecognisethatgovernanceforanACCOwillbedifferenttomainstreamgovernanceandthereshouldnotbeanapproachofseekingtoaligngovernancesystems.296TypesofgovernancesupportthathavebeenidentifiedasvaluableornecessaryforACCOpartnersinclude:

• Workingalongsidetheorganisationtosupportthedevelopmentofautonomousgovernancestructurethatenabledindependentincorporation.297

• Takinganauspicerolewhileprovidingsupportforcapacitydevelopmenttomeetaccreditationrequirements.298

• Supportfordevelopingdatacollectionandrecordingsystemstoassistinmeetingevaluationandreportingneedsandrequirements.299

• Supportforthedevelopmentofspecificorganisationalpoliciesandprocedures.300

• Providingstaffmembersonsecondmenttofillshort‐termcapacitygaps,forexample,infacilitationandadministration.301

AmainstreampartnerhighlightstheimportanceofgovernancesupportprovidedtoanACCOpartner,describingthatithascontributedtostrengtheningtheirmanagementcommitteewhoarealllocalAboriginalcommunitymembers.302

291CaseStudy4:WELA/StC,123.292CaseStudy9:Larrakia/StC,173.293Seeespecially:CaseStudy4:WELA/StC;CaseStudy9:Larrakia/StC;andCaseStudy1:GEGAC/UCG.294CaseStudy1:GEGAC/UCG,100.295Seeforexample:CaseStudy9:Larrakia/StC,165.296Thisreflectsthefundamentalunderstandingthat‘Aboriginalorganisationsaredifferent’,whichisdescribedinSection3above.297CaseStudy4:WELA/StC.298ProposedinCaseStudy6:AbSec.299CaseStudy4:WELA/StC.300CaseStudy4:WELA/StC.301CaseStudy1:GEGAC/UCG,99.302CaseStudy4:WELA/StC,120.

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6.3.3SupportforobtainingsustainablefundingandresourcesSupportforobtainingfundingisimportanttocapacitydevelopment,andimportanttolong‐termsustainabilityofpartnershipwork,especiallywhereonepartnerisafunderwhocannotsustainandincreasefundinginlinewiththeorganisationalgrowthofanACCO.303ACCOsidentifykeywaysinwhichmainstreampartnershavebeenabletosupporttheminobtainingfundinganddevelopingmorediverseandsustainablefundingsources.ItisimportanttonotethatthesearespecificsupportsforobtainingfundingwhileothergovernancecapacitydevelopmentsupportcanhelptopositionACCOstoapplyforandattractfunding:304

• LinkingACCOswithfundingbodiesandadvocatingontheirbehalfwithfunders.

• ProvidinginformationtoACCOsaboutfundingopportunities.• Providingshort‐termandgapfundingtoassistwhilesustainablefundingis

sourced.• Providingsupportfordevelopmentandfeedbackonfundingsubmissions.• Developingjointfundingsubmissionsforthedeliveryofservicesin

partnership.305• PromotingtheworkoftheACCOindifferentforumsincludingontheir

website.

6.3.4TransferandhandovermodelsSuccessfulandrespectfulpartnershipsregularlyhaveastrongfocusonatransferofresources,leadershipandresponsibilityforserviceprovisionforAboriginalandTorresStraitIslanderchildrenandfamiliestoACCOs.306TheideathatresourcesandresponsibilityshouldbetransferredwhenAboriginalandTorresStraitIslanderorganisationsare‘ready’forthiscomesthroughstronglyfrommanyparticipants.InSNAICC’sviewthisreflectsatruecommitmenttoself‐determinationthatgoesbeyondsimplyshiftingresourcesandplacingresponsibilityonAboriginalandTorresStraitIslanderorganisationswithinsufficientcapacitytomanagethem.PartnershipsinthecasestudiescommonlyfeaturedacommitmenttobuildingAboriginalservicecapacityforthelong‐term,whileworkingtogethertoaddressimmediateneedsandmeetexpectations.StatementsofcommitmenttosupportedtransferofresourcesandresponsibilitytoACCOsinclude:

303SeeCaseStudy4:WELA/StC,121.304SeeespeciallyCaseStudy4:WELA/StC;andCaseStudy9:Larrakia/StC.305SeeCaseStudy8:VACCA/BerryStreet.306Seeespecially:CaseStudy1:GEGAC/UCG;CaseStudy4:WELA/StC;andCaseStudies6–9.

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[They]shouldbetheleadandthedominantdecisionmakeraboutAboriginalbusiness…theidealforusattheendofthedayisthatthewholeprogrammeareamovesto[them]whenthey’rereadyforthat.307Ideallywewouldn’tbeherein20or50years,soitisimportantforustobuildcapacitylocally.308IthinktherearealotofresourcesinthesectorthatcouldandshouldgotoAboriginalorganisations…[andthisshouldhappen]when[they]sayitshould;whentheybelievetheyhavethecapacityandreadinesstotakeresourceson.309

AconcernwasraisedbyanACCOaboutassumptionsbeingmadethatACCOswanttotakeonprograms,withoutadequatediscussionorcapacitybuildingsupport.310Thishighlightstheneedforthetransferofresourcesorservicestohappeninthecontextofgenuineandsupportivepartnerships:

Wedon’tknow…whetherwewillhavethecapacityorthedesiretomanage20additionalstaffandaclientlistinthe1000s.Soapracticalpartnershipdiscussionwherearewillingparticipantsinworkingtowardsamutuallybeneficialoutcomeneedstooccur.311

OnepartnershipdescribesapositiveprocesswheretheyareworkingtogethertodevelopanewserviceforchildrenandfamiliesandareplanningforthecapacitybuildingworkrequiredtotransfertheservicetobeoperatedbytheACCO:

Thestrategyincludesathree‐yearplanfor[themainstreamagency]toworkalongside[theACCO]inthedevelopmentanddeliveryoftheservicewhilesupportingcapacitytotransitiontheservicetooperationby[theACCO]inthattimeframe.312

Animportantapproachidentifiedinsomepartnershipshasbeentheflexible‘in‐out’movementofpartnersinresponsetotheneedsoftheorganisationandthecommunity.313ThisissuccessfulwheremainstreampartnerswalkalongsideACCOs,providingsupportasneededbutnotimposingthemselveswhenitisnotneeded.Thereisan‘ebbandflow’intermsofpartnershipactivity,butatthesametimeacontinuingcommitmenttothepartnershiprelationship:

Inthefuturetherewillbetimeswhenweneedthemmoreandwhenwedon’tneedthemsomuch.Therelationshipisflexibleenoughtosupportthatandtoevolvewiththat.314

307CaseStudy1:GEGAC/UCG,99.308CaseStudy4:WELA/StC,112.309CaseStudy8:VACCA/BerryStreet,160.310CaseStudy9:Larrakia/StC,177.311Ibid.312CaseStudy1:GEGAC/UCG,99.313SeeespeciallyCaseStudy4:WELA/StC;andCaseStudy9:Larrakia/StC.314CaseStudy4:WELA/StC,114.

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KeyPractices–BuildingCapacity

1. MainstreampartnersworkwithACCOstoidentifyopportunitiesforstafftraining,mentoringandskillsdevelopmentinkeyareasofneedACCOsidentify.

2. MainstreampartnersmakerecommendationsandofferstoACCOpartnersinrelationtotrainingneedsthatmakeclearwhattheycanprovide.

3. Staffofbothpartnersworkcloselytogether

andundertakemutualmentoringroles,exchangingskillsandknowledgethatcontributetotheresponsetocommunityneeds.

4. Mainstreampartnersprovidesupportfor

governancesystemdevelopmentthatpromotesstrongandautonomousgovernancestructuresthatenableAboriginalandTorresStraitIslandercommunityleadership.

5. Mainstreampartnerprovidessupportsfor

obtainingsustainablefundingthatinclude:providinginformation,facilitatinglinks;advocacyandpromotion;gapfunding;jointsubmissions;andsupportfordevelopingsubmissions.

6. Mainstreampartnerssupporttransferof

leadership,resourcesandresponsibilitytoACCOsforserviceprovisiontoAboriginalandTorresStraitIslanderchildrenandfamilies.

7. GovernmentandNGOpeakbodiesidentify

sectorandgeographicalcapacitygapsforACCOchildandfamilyservicedelivery,andstrategicallyaddresscapacitygapsbysupportingandenablingpartnerships.

KeyPrinciplesReflectedThroughPracticePrinciples:2,3and7Principles:3and6Principles:1,2,4,5and6Principles:2,3,4and7Principles:1,3and4Principles:2,3,4,7and8Principles:2,3,4and7

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7.APROMISINGMODELFORPARTNERSHIPDEVELOPMENTTheAboriginalChild,FamilyandCommunityCareSecretariat,NewSouthWales(AbSec)andtheAssociationofChildren’sWelfareAgencies(ACWA)havecommencedaprocessfordevelopingnewAboriginalcommunitycontrolledOut‐ofHomeCare(OOHC)servicesthroughapartnership‐basedcapacitybuildingmodel.ThisprojectistakingplaceinthecontextofthetransferofOOHCserviceprovisiontotheNGOsectorinNewSouthWalesandissupportedbytheNSWDepartmentofFamiliesandCommunities(FaCS).TheAbSec/ACWAprojectreflectstheneedtodevelopcapacityintheAboriginalcommunity‐controlledservicesectorinlinewiththetransferplanwhichincludesthegoalthat‘ultimately,allAboriginalchildrenandyoungpeopleinOOHCwillbecaredforbyAboriginalcarers,andsupportedbyAboriginalcaseworkersemployedbylocalAboriginalmanagedagencies.’315Theplanrecognisesthattoachievethisgoal,capacityofACCOsinthesectorwillhavetoincreaseabouteightfoldand,inadditiontothethreetofourinitialcapacitybuildingsites,afurthersevennewAboriginalagenciesneedtobedeveloped.316Thefocusoncapacitybuildingseekstoensurethatthetransferofservicesisnotsimplyatransferofresponsibility,butrathersupportsnewwaysofworkthatareeffective,culturallyappropriateandadequatelyresourced.TheapproachemergedfromasharedcommitmenttoimplementtheapproachsuggestedbytheSNAICCServiceDevelopment,CulturalRespectandServiceAccessPolicy.317Theboxedcasestudybelowprovidesanoverviewofkeyelementsofthepartnership‐basedapproachtocapacitybuilding.Foramoredetaileddescriptionoftheprojectanditscontext,refertoCaseStudy6inAppendixA.

CASESTUDY:BUILDINGCAPACITYTHROUGHPARTNERSHIPSBETWEENMAINSTREAMSERVICEPROVIDERSANDABORIGINALCOMMUNITIES

TheAbSec/ACWACapacityBuildingProjectisseekingtodevelopnewAboriginalOOHCagenciesthroughpartnershipsbetweenexistinglargeandeffectivenon‐AboriginalOOHCprovidersandAboriginalcommunities.Theprojectisininitialstagesofpartnershipnegotiationanddevelopmentandisbeingundertakeninthreetofourlocations,withagreementtoextendthecapacitybuildingactivitiestoaddressthecapacitygapforAboriginalagenciesstatewide.Theprojectproposes

315TheMinisterialAdvisoryGrouponTransitionofOut‐of‐HomeCare(OOHC)ServiceProvisioninNSWtotheNon‐GovernmentSector.(2011).OOHCTransitionPlan:Stage1–The‘Who’andthe‘When’,Sydney:NSWDepartmentofFamilyandCommunityServices.Retrievedon10January,2012fromhttp://www.absec.org.au/data/files/6b/00/00/00/OOHC%20Transition%20Plan%20Stage%201.doc316Ibid.317SecretariatofNationalAboriginalandIslanderChildCare(SNAICC).(2008).SNAICCServiceDevelopment,CulturalRespectandServiceAccessPolicy.Melbourne:SNAICC.

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auspicingarrangementsthroughwhichmainstreamserviceproviderswillsupportthegrowth,developmentandaccreditationofnewAboriginalagenciesthatwilltransitiontoautonomousgovernancewithinanagreedtimeframe.Aspectsoftheapproachthatshowpromiseforbuildingrespectfulandeffectivepartnershipsinclude:

• AbSecasbothanAboriginal‐controlledorganisationandthepeakbodyforAboriginalOOHCprovidersinNSWistakingaleadingroleandensuringtheapproachreflectsbothgoodpracticeinserviceprovisionforAboriginalchildrenandfamiliesandtheaspirationsofAboriginalpeoples.

• ThereisafundedroleforbrokeringpartnershipsandfacilitatinginitialpartnershipdevelopmentthatsitswiththeAbSecCapacityBuildingManager.ThisroleenhancesthenegotiatingpositionofAboriginalcommunitiesandnewAboriginalserviceproviders.

• AgreementsarebeingestablishedfromthestartwhichclearlyidentifypartnershipgoalsandincludeacommitmentfrommainstreamorganisationstoasupportedtransitiontoautonomousgovernanceforthenewAboriginalagency.

• Thecapacitybuildingapproachisbeingtailoredtotheneedsoflocalcommunities,takingaccountofneeds,existingserviceprovisionandthechallengesinruralandremotelocations.

• TheprojectisbeingimplementedbyAbSecandACWAinpartnership,withsignificantsupportfromFaCSandreflectsacommitmenttorespectfulandeffectivepartnershipatalllevels.

TheapproachseekstoensurethatrelationshipsareunderpinnedbyprinciplesofeffectiveandrespectfulpartnershipwithAboriginalorganisations.AbSecisgivingsignificantattentiontoidentifyingthebaselinecommitmentthisrequiresfrommainstreamorganisations.ElementsofthiscommitmentidentifiedbyAbSecinclude:318

• Commitmenttorecruitment,employmentandsupportofAboriginalcarers.• UnderstandingofandcommitmenttoAboriginalChildPlacementPrinciples.• Demonstratedculturalproficiencyandcommitmenttoculturalsupportfor

Aboriginalchildren,youngpeopleandfamilies.• Planstosupporttheauspicedservicetoachieveaccreditation,autonomous

governanceandorganisationalcapacity.• CommitmentthatismotivatedbyadesiretogrowtheAboriginalservice

sectorandimproveoutcomesforAboriginalfamiliesratherthanspecificfinancialandgrowthbenefitsforthemainstreamagency.

AbSecandACWAidentifythatfacilitatingeffectivepartnershipsbetweenmainstreamorganisationsandAboriginalcommunitiesandagencieswillrequire:

• OngoingcommunicationwithAboriginalcommunitiesandagenciesfrom

318Note:TheseprinciplesreflectthepositionofAbsec.ProbityissuesrelatingtoauspiceorganisationsforthecapacitybuildingprojectarecurrentlybeingnegotiatedwithFaCS.

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AbSectoensuretheflowofinformationtoandfromthemisopenandtransparent.

• CommunicationandleadershipfromACWAandFaCSwithmainstreamservicestoencouragetheirengagementandparticipation.

• CommitmentfromFaCStodevelopreferralandcommunicationstrategiesthatensuretheengagementoflocalandregionallevelFaCSstaff.

• AppropriateconsultationofAboriginalcommunitiesatallstagesoftheproject.

• Assessmentofthesuitabilityofindividualmainstreamagenciestoparticipateinameaningfulway.

Thoughtheprojectisonlyinearlystagesofdevelopment,somespecifictypesofcapacitybuildingsupportthatcouldbeprovidedbyauspiceorganisationsthatAbSechaveidentifiedinclude:

• Sharinginfrastructurethroughinitialco‐locationtoreducestart‐upcostsfornewagencies.

• Assistingwithfinancialmanagement.• ProvidingsupervisionforOOHCworkers.• Makingtrainingopportunitieswithintheauspiceorganisationavailableto

workersofthenewagencyinitiallyandonanongoingbasis.• Developinglocalworkforcecapacitybysupportingtheemploymentand

trainingofAboriginalstaff.• Providingnewagencieswithopportunitiestoexperience,observeandlearn

fromcurrentgoodpractice.ItisimportanttonotethatwhilethisapproachhassignificantpotentialforbuildingtheAboriginalservicesectorthroughpartnerships,itisstillinthedevelopmentphaseandtherearesubstantialchallengestobeaddressed.Whilethereiscurrentlyfundingtosupportfacilitationofpartnerships,investmenttosupporttheactualongoingcapacitybuildingworkisneeded.SNAICCbelievesthatthismodelshowssignificantpromiseinitscommitmenttothedevelopmentofrespectfulpartnershiprelationshipsandsectorwidecapacitybuilding.Theapproachshouldbemonitoredandconsideredfornationalandcross‐sectorimplementation.

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8.CONCLUSIONANDRECOMMENDATIONS

8.1ConcludinganalysisThecasestudiesreviewedthroughthisresearchrevealsuccessfulpracticesforthedevelopmentandmanagementofpartnershipsforoptimaldeliveryofsupportservicestoAboriginalandTorresStraitIslanderchildrenandfamilies.ThecasestudieshighlightthatpartnershipsbetweenAboriginalandTorresStraitIslandercommunity‐controlledorganisationsandmainstreamserviceproviderscanhavemultiplecapacitydevelopmentoutcomesforbothpartners.Theseinclude:strengthenedculturalcompetenceofmainstreamservicesforservicedeliverytoAboriginalandTorresStraitIslanderpeople;enhancedcapacityofbothpartnerstobuildrelationshipsacrossdifferentcultures;increasedleadershipcapacityandroleofACCOs;andenhancedabilityofACCOstorespondtocommunityneed.ThestrengthenedroleandcapacityofACCOsthathasdevelopedthroughpartnershipshascontributedtobroaderAboriginalandTorresStraitIslandercommunitycapacitybypromoting:independent,community‐basedgovernance;localworkforcedevelopment;andempowermentofAboriginalandTorresStraitIslanderindividualsandcommunities.TheperspectivesandaspirationsofAboriginalandTorresStraitIslanderorganisationandcommunitieshavebeenrepresentedmorestronglyinpolicyreformandservicedevelopmentthroughthesharedunderstandingandsupportofmainstreampartners.ThishasenabledthedevelopmentofinnovativepracticetoenhanceoutcomesforAboriginalandTorresStraitIslanderchildrenandfamilies.Analysisofthesecasestudiesalsohighlights,however,thatfundamentaltoachievingtheseoutcomesisadherencebybothpartnerstotheeightinterrelatedandinterdependentprinciplesdetailedinsection3.Theseprinciplesare:









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Notably,inalmostallcasestudies,partnershipsweremadepossiblebyastrongandlong‐termcommitmentoftimeandresourcestorelationshipbuildinganddevelopingtrust.Thisoccurreddespite,butwasoftenlimitedby,alackofavailableresourcestodedicatetothetask.Thisdearthofresourceswasfurtherreflectedintheabsenceofpartnership‐focussedevaluationprocessesandthetendencyforpartnershipplanningprocessestobeinformalandopportunistic,ratherthanhavingalong‐termstrategicfocus.Theseexamplesindicatedastrongneedforgovernmentandserviceproviderstoplacegreatervalueontheprocesseswhicharerequiredforeffectivepartnershipdevelopmentandmanagement,includingthroughenablingresourcesandcontractswhichallowfortheseprocessestotakeplace.Afocusonprocesselementswasenabledbysupportforpartnershipdevelopmentthroughserviceintegrationandpartnershipfacilitationmodels.ThesesupportedsuccessfulpartnershipsparticularlywherepartnershipfacilitatorsdemonstratedasignificantlevelofculturalcompetenceandactivelyengagedandsupportedACCOinterests.Whilethesemodelsshowgreatpromiseforsuccessfulpartnershipdevelopmentandmanagement,thepartnershipprincipleshighlightthatrealisationofthispotentialrequirestheirfurtherdevelopmenttoproperlyincorporateAboriginalandTorresStraitIslanderperspectives.TheoverridingcharacteristicofsuccessfulrelationshipsthatemergedthroughthecasestudieswasdemonstrationofrespectbymainstreamserviceprovidersfortheirACCOpartners,theirculturalknowledgeandskills,andtheirimportantrolewithintheAboriginalorTorresStraitIslandercommunity.Thisrespectwasdemonstratedinmanyformsincluding:providingACCOswiththespacetoleadonAboriginalandTorresStraitIslanderbusiness;seekingadviceandsupportfromACCOpartners;advocatinginsupportofACCOsandtheirperspectives;andconductingmeetingsatofficesofACCOs.Aclearcommitmenttoself‐determinationwasoneofthemostsignificantindicatorsofthisrespect,includingacommitmenttothesupportedtransferofresources,servicesandleadershiptoACCOswithinpartnerships.SupportingACCOstobuildcapacitysothattheycanmanageresourcesandleadeffectivelyreflectsanapproachthatisbasedonsharedresponsibilitytoaddresscommunityneedsandimprovelong‐termwellbeingoutcomesforchildrenandfamilies.Partnershipswithinthisstudyconsistentlyconnectedtheseoutcomestoservicedesign,developmentanddeliverybaseduponlocalAboriginalandTorresStraitIslandercommunityneedsandaspirations.PartnersrecognisedtheimportanceofthesefactorstotheserviceoutcomestheyachievedforAboriginalandTorresStraitIslanderchildrenandfamilies.Theyidentifiedthattherewerelimitationstocommunity‐basedpartnershipplanningasaresultofshort‐termandactivity‐basedgovernmentfunding.Thecasestudiesindicatethatmoreflexibleandlongertermfundingcommitmentswouldsupportpartnershipstopursuecreativeandlong‐termresponsestocommunityneedsthatwouldimproveoutcomes.Practiceswhichweresuccessfulinaddressingunequalpowerinpartnershiprelationships,morebroadlyinthepositionofACCOsinthesector,andtheongoingexclusionthatAboriginalandTorresStraitIslandercommunitiesface,werestronglylinkedwiththosethatpromotedmutualaccountability.Thisincluded:formalising

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agreementstoclarifyandreinforcemutualaccountabilityandpartnershipcommitments;supportforgovernancesystemsdevelopmentofACCOsthatpromotesandenablesautonomousAboriginalandTorresStraitIslanderleadership;transferofleadership,resourcesandresponsibilitytoACCOsforserviceprovision;employmentoflocalAboriginalandTorresStraitIslanderstaff;variousstrategiestostrengthenculturalcompetenceofthemainstreampartneranditsstaff;andcollectivedevelopmentofevaluationandreviewprocessesthatreflectACCOperspectives.Thesepracticesbuildonthemainstreampartners’respectforACCOsasequalpartnersandredressstructureswhichhavelimitedACCOcapacity,participationandinfluenceoversystemsofservicedeliveryandfunding.ThesepracticesalsochallengetraditionalpatronisingapproachesofmainstreamservicestorelationshipswithACCOsandcommunities,andseektoredressdiscriminatoryoutcomesforAboriginalandTorresStraitIslanderfamiliesthatarebasedongenerationaltraumafromtheimpositionofdiscriminatorylaws,policiesandpractices.Aboveall,thisprinciplereflectstheunderstandingthatstructuralfactorshaveoperatedtoexclude,suppressandimpoverishAboriginalandTorresStraitIslanderpeoplessincecolonisation.Thisunderstandingthenalsoobligatesmainstreampartnerstounearthandchallengepersistentdirectandindirectdiscriminationinconventionalpractice,supportstructuresthatreflectbothpartners’goalsandneeds,andenableAboriginalandTorresStraitIslanderleadership.RelatedtothisprincipleisanopennessofmainstreampartnerstoworkingdifferentlywithAboriginalandTorresStraitIslanderpeoples,recognisingthatmainstreamapproachesarefrequentlynotthemostappropriateoreffective.Thecasestudiesexaminedshowedrepeatedexamplesinwhichmainstreampartnersdemonstratedadesiretolearnandincorporatenewapproachesintheirwork.Inparticular,theseincluded:preparednesstocriticallyreflectonassumptionsunderlyingtheirapproachandpractices;expandingtheirwaysofthinkingtoincorporatethisandotherprinciples;anddevelopingculturalawarenesstoappreciatedifferenceandthebroaderorganisationalculturalcompetencenecessarytoinformandimplementdifferentwaysofworking.Thecasestudiesalsohighlightexampleswheredifferentwaysofworkingcontinuetoprovidechallengesforbothpartnersandimpederelationshipdevelopment.Forexample,differentculturalunderstandingsofandapproachestoprogramevaluationcreatetensioninrelationships,anddifferencesinAboriginalprofessionalismcontinuetoseesomeACCOstaffmembersnotrecognisedandrespectedfortheculturalknowledgeandskillstheyposses.Practicesthatweremostsuccessfulinaligningunderstandingandovercomingthesechallengesincludedintegratedstaffingarrangements,jointstafftrainingandjointdevelopmentofevaluationprocesses;enablingsignificantopportunitiesforsharedlearningbetweenstaffmembers.Itisimportanttonote,however,that‘aligned’understandingshouldparallelculturalcompetencydevelopmentformainstreampartners,andreflectincreasedincorporationofAboriginalandTorresStraitIslanderperspectives,ratherthanarequirementforACCOstoalignwithmainstreampractice.Ultimately,practicedemonstratesthatwheretheseprinciplesareembeddedinthe

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structures,processesandpracticesofpartnerorganisationstheycontributetoimprovedservicedevelopmentanddeliveryforAboriginalandTorresStraitIslanderchildrenandfamilies.Thisisparticularlythecasewheretheprinciplesaresupportedbyuppermanagementandconsciouslyfilteredthroughtostaffatotherlevelsofservicedelivery.Theeightprinciplesaredeeplyconnected;however,thepresenceofoneprincipledoesnotnecessarilydeterminethepresenceofothers.Forexample,whiletheremaybeacommitmenttoredressingunequalstructures,throughtransferringserviceprovisionresponsibilitiestoACCOs,ifthereisnoinclusionofproperprocessestodiscusswhetherthisfitswiththeACCOs’objectivesandtheaccompanyingsupportprocessesthiswouldrequire,itcouldunderminepartnershiptrustandtheACCOitself.Comprehensiveanalysisoftheincorporationofallprinciplesinpartnershipsisthereforeimperative.Thedifficultiesandlimitationspartnersexpressedwithinthecasestudiesexaminedinthispaperalsoconfirmtheimportanceofthepresenceofeachprincipleaswellasongoinglearningandreflectiontoensureallprinciplesarecontinuallyevolvinganddeveloping.Theeightprinciplesarefundamentaltostrengthenpartners’capacityonvariouslevelsandultimatelyimprovetheirserviceoutcomesforAboriginalandTorresStraitIslanderchildrenandfamilies.Importantly,however,thispaperalsounpackskeypracticesthatillustratehowservicescanreflecttheseprinciplesintheirpractice.Thesepracticesprovideclearguidancetoinformandsupportpartnershipdevelopmentforchildrenandfamilyserviceproviders.TheyaresetoutclearlyinthegoodpracticepartnershipsmatrixinAppendixD.Thepracticesalsohighlightimportantprioritiesforgovernmentpolicydevelopment.Thenextsectiondetailspracticalrecommendationsforhowgovernmentcanapplytheseprinciplesandpractices.Theserecommendationsareimportant.Thecasestudiesrevieweddisclosegoodpracticesthatsupportpartnerships,butalsotheongoingstrugglesofbothpartnerstorealisethegoodpracticeprincipleswithintheirservicesandinengagementwitheachother.Implementationoftheprinciplesisinhibitedbydeeplyembeddedapproachesthattaketime,commitmentandpersistencetochange,aswellasinconsistentgovernmentstructuresanddemands,andanabsenceofresourcesrequiredfortheirrealisation.Actioniscriticalinordertoseerealprogressinpartnershipsasameansforadvancingcapacityofserviceprovidersandimprovingoutcomesforchildrenandfamilies,asisenvisagedbyGovernmentpolicyandasneededontheground.Inparticular,theremustbegreaterimpetusandaccountabilityformainstreampartnerstoapplygoodpracticepartnershipprinciples,andenablingstructuresandresourcestorealisegoodpracticepartnerships.

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8.2RecommendationsInordertopromoteandsupportwiderimplementationofgoodpracticeandaddresschallengesidentifiedinthispaper,SNAICCrecommendsthatgovernmentundertakesorsupportsthefollowingactions:

8.2.1Supportresearchandmonitorinnovativepractice

a) SupportAboriginalandTorresStraitIslanderorganisationsandresearchbasedinstitutestoundertakeresearchtoclearlyidentifyanddescribetheroleofACCOsinthedesign,developmentanddeliveryofserviceswithinpartnership‐basedintegratedservicedeliverymodels,andincorporatelearningsintopolicydevelopment.

b) SupportAboriginalandTorresStraitIslanderorganisationsandresearch‐basedinstitutestomonitoranddocumentinnovativepracticeandthelearningsemergingfromthem,includingforexample,theparticipationandroleofVACCAwithintheVictorianIntegratedFamilyServicesystem.

c) MonitortheAbSec/ACWAapproachtobuildingcapacitythrough

partnershipsanddevelopastrategyforbroadersectorandnationalcapacitybuildingofACCOswithattentiontotheimplicationsofpartnershipfacilitationundertakenbyanAboriginalpeakbody.

8.2.2Identifyneed

a) Identifysectorandgeographicalcapacitygapsforservicedeliveryby

ACCOs.

b) Developandresourceaprogramthatusesthecapacitybuildingpotentialofgoodpracticepartnershipstoaddressidentifiedcapacitygaps.

8.2.3Strengthenandenablefacilitationofgoodpracticepartnershipsa) Identify,developandfundnewpartnershipfacilitationrolesby,forexample,

incorporatingpartnershipfacilitationrolesingovernment‐fundedintegratedservicesystemsandservicecontractspecifications.

b) RegulaterequiredculturalcompetencestandardsnecessaryforfacilitatinggenuineandrespectfulpartnershipsbetweenACCOsandmainstreamserviceproviders.Section8.25detailssomekeystepstowardsthisoutcome.

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c) Buildpartnershipframeworksbasedongoodpracticeprinciplesintocriteria

forgovernmenttendersandcontractualprovisionsofserviceagreementsforservicesdeliveredinpartnershipbetweenACCOsandmainstreamserviceproviders,includingreportingrequirementsandevaluationprocesses.

d) Consistentlyincludefundingfortheprocesselementsofworkinginpartnershipasaseparatebudgetlinewithinbudgetsforservicesdeliveredinpartnership.

e) Provideflexiblefundingmodelswhichrequireservicedesign,development

anddeliverytobeundertakeninpartnershipbetweenrecognisedserviceleaders,includingACCOs.Thisfundingshouldbemultipleyearfundingtoachievespecifiedoutcomes,whileprovidingagencieswithflexibilitytoapplyfundingasappropriatetoparticularclientgroups.

f) SNAICCrecommendsthatRecommendation8.24(e)bespecificallyapplied

inthedevelopmentofnewcontractsin2014fortheCommonwealthinitiated38ChildrenandFamilyCentres,toprovidealongertermflexiblefundingmodelthatincorporatesapartnershipframework,basedongoodpracticeprinciplesoutlinedinthispaper.

8.2.4Resourcedevelopmenttoassistservices

a) Developanationalresourcetosupportpartnershipdevelopmentbasedonidentifiedgoodpractices.Thisresourceshouldbetargetedforusebymainstreamserviceprovidersandcomplimentexistingculturalcompetencyframeworkresources,suchastheSNAICCWorkingandWalkingTogetherresource.Theresourceshouldincludepracticalideasandinnovativepracticestoriestopromoteandinspiregoodpractice.Itshouldalsoincludepracticalpolicy,protocolandproceduresexamplestoassistservicestosetupgenuinepartnerships,integratedatallnecessarylevelswithintheservice,aswellasaprocessguideforestablishingsustainablepartnerships.Thegoodpracticesidentifiedinthispaperprovideastrongbasetoinformresourcedevelopment.

b) SupportanappropriateAboriginalandTorresStraitIslanderorganisationtodevelopanaudittoolforallmainstreamservicestodeterminetheirlevelofcompetencetoengageingoodpartnershipsinrelationtoservicesforAboriginalandTorresStraitIslanderchildrenandfamilies.Thisaudittoolcouldbeusedbyservicestoidentifyareasforstrengtheningtheirpracticeandbygovernmenttoassistselectionofservicesforservicedevelopment,designanddeliveryforservicesreachingAboriginalandTorresStraitIslanderchildrenandfamilies.

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8.2.5Enableandenforceasufficientlevelofculturalcompetenceacrossthesector

a) Conductculturalawarenesstrainingforallgovernmentstaffmanaging

servicecontractswherefundedservicesareprovidedtoAboriginalandTorresStraitIslanderchildrenandfamilies.Thisshouldformpartofbroaderdepartmentalandgovernment‐wideapproachestodevelopingculturalcompetenceandaimtoincreaseunderstandingforcontractmanagersabouttheimportanceofpartnershipswithandthevaluableroleofACCOs.

b) Incorporatingculturalcompetencestandardswithinservicecontractsforallchildandfamilyserviceproviders,reflecting,forexample,theinclusionofculturalcompetencewithinCommunityServiceOrganisationregistrationstandardsinVictoria.

c) MandatethedevelopmentofReconciliationActionPlansforallmainstream

serviceprovidersfundedtosupportAboriginalandTorresStraitIslanderchildrenandfamilies.PlansshouldincludearequiredfocusondevelopingrespectfulrelationshipswithACCOs.

d) Workwithstatesandterritoriestodevelopandresourceaworkforce

developmentplanwhichaimstoensuretheculturalcompetenceofallstaffinmainstreamsupportserviceproviderswhichserviceAboriginalandTorresStraitIslanderchildrenandfamilieswithineachstateandterritory.ThisisconsistentwiththerecentProductivityCommissionReport(2011),whichcalledfor“availableadditionalfundingforIndigenousProfessionalSupportUnitssothat:• GeneralIndigenousculturalcompetencytrainingcanbeprovidedtoall

staffwithoutsuchcompetencyworkinginmainstreamECEC[EarlyChildhoodEducationandCare]serviceswithIndigenouschildren

• TailoredprofessionaldevelopmentinIndigenousculturalcompetencycanbeprovidedtostaffworkinginIndigenous‐focusedECECserviceswherethereisdemonstratedneed

• TheunitscanprovidesufficientprofessionaldevelopmentandsupporttoIndigenousstaff.”319

SNAICCrecommendsinclusionofstaffandserviceculturalcompetencewithintheNationalAnalysisofworkforcetrendsandapproachesimpactingonAustralia’schildprotectionworkforceprojectthatFaHCSIAiscurrentlyundertakingasafirststeptothisprocess.

e) IncorporatetherecommendationsoftheProductivityCommissionReportonEarlyChildhoodWorkforceDevelopmentinrelationtoincreasingtheAboriginalandTorresStraitIslanderworkforce,andbettersupportingtheir

319ProductivityCommission(2011).EarlyChildhoodDevelopmentWorkforce,ResearchReport,Melbourne,Recommendation14.8.

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retention.ThisincludesRecommendations14.4–14.7.320

f) Undertakeconsultationswithsignificantculturaladviceservicesinchildandfamilyservicesystemstodetermineanysignificantresourceorsupportneedstobetterenablestrong,comprehensiveandindependentculturaladviceservices.

8.2.6Inclusionofactionswithinnationalplanninginstruments

a) IncludeunderOutcome2inthe2012–2015three‐yearplanforimplementationoftheNationalFrameworkfortheProtectionofAustralia’sChildren2009‐2020thefollowingaction:

1) Fundapartnershipfacilitatorineachstatetosupportandensure

thateachofthe38ChildrenandFamilyCentresbeingestablishedacrossAustraliainvolveanACCOinservicedevelopmentanddelivery,andimplementthegoodpracticepartnershipprinciplesinthatpartnership.

2) SupportSNAICCtodevelopresourcestoassistmainstream

serviceprovidersandACCOstoimplementthegoodpracticepartnershipprinciplesintheoperationoftheChildrenandFamilyCentres.

3) IncreasethecapacityandroleofACCOsinout‐of‐homecare

servicesandotherserviceoptionsinallstatesandterritories,drawingonexistinginnovativemodels.

4) Incorporategoodpracticeprincipleswithinaccountability

frameworksforgovernmentChildProtectionservices,includingforexample,inrelationtotheimplementationofculturaladviceservicesforchildprotectiondecisionmaking(seeforexample:AboriginalChildSpecialistAdviceandSupportServices,VictoriaandProtectingAboriginalChildrenTogether,NewSouthWales).

320Ibid,pp.liv–lv,and356–363,and373–375.

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REFERENCESBond,D.(2000).MultifunctionalAboriginalChildren’sServicesNationalReport.Melbourne:SNAICC.Burchill,M.,Higgins,D.J.,Ramsamy,L,&Taylor,S.(2006).“Workin’Together”:IndigenousPerspectivesonCommunityDevelopment.FamilyMatters,75,50‐59.Retrievedon10January2012fromwww.aifs.gov.au/institute/pubs/fm2006/fm75/mb.pdf.Cortis,N.,Katz,I.,&Patulny,R.(2009).OccasionalPaperNo.26:Engaginghard‐to‐reachfamiliesandchildren.Canberra:DepartmentofFamilies,Housing,CommunityServicesandIndigenousAffairs.Retrievedon15December2011fromhttp://www.fahcsia.gov.au/about/publicationsarticles/research/occasional/Documents/op26/default.htm.CouncilofAustralianGovernments.(2009).ProtectingChildrenisEveryone’sBusiness:NationalframeworkforprotectingAustralia’schildren2009‐2020.Canberra:CommonwealthofAustralia.Retrievedon12December2011fromhttp://www.facs.gov.au/sa/families/pubs/framework_protecting_children/Pages/default.aspx.CouncilofAustralianGovernments.(2008).NationalIndigenousReformAgreement(ClosingtheGap).Canberra:CommonwealthofAustralia.Fasoli,L.&James.R.(2007).ResearchingRemoteAboriginalChildren’sServices:it’sallaboutrules.ContemporaryIssuesinEarlyChildhood,8(4).Flaxman,S.,Muir,K.,&Oprea,I.(2009).OccasionalPaperNo.23:Indigenousfamiliesandchildren:coordinationandprovisionofservices.Canberra:DepartmentofFamilies,Housing,CommunityServicesandIndigenousAffairs(FaHCSIA).Retrievedon11January2012fromhttp://www.fahcsia.gov.au/about/publicationsarticles/research/occasional/Pages/ops‐ops23.aspx.Grote,E.(2008).PrinciplesandPracticesofCulturalCompetency:AReviewoftheLiterature.IndigenousHigherEducationAdvisoryCouncil(IHEAC).Higgins,J.&Butler,N.(2007).CharacteristicsofpromisingIndigenousout‐of‐homecareprogramsandservices.PromisingPracticesinOut‐of‐HomeCareforAboriginalandTorresStraitIslanderCarers,ChildrenandYoungPeople.Melbourne:SecretariatofNationalAboriginalandIslanderChildCare(SNAICC)&AustralianInstituteofFamilyStudies.Hunt,J.(2010).PartnershipsforIndigenousDevelopment:InternationalDevelopmentNGOs,AboriginalOrganizationsandCommunities.CAEPRWorkingPaperNo.71.

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Canberra:CentreforAboriginalEconomicPolicyResearch,ANU.KPMG.(2011).ChildFIRSTandIntegratedFamilyServices:FinalReport.Melbourne:KPMGandVictorianGovernmentDepartmentofHumanServices.TheMinisterialAdvisoryGrouponTransitionofOut‐of‐HomeCare(OOHC)ServiceProvisioninNSWtotheNon‐GovernmentSector.(2011).OOHCTransitionPlan:Stage1–The‘Who’andthe‘When’,Sydney:NSWDepartmentofFamilyandCommunityServices.Retrievedon11Januaryfromhttp://www.absec.org.au/data/files/6b/00/00/00/OOHC%20Transition%20Plan%20Stage%201.docMentorshipCirclesProject.(2011).MentorshipCirclesProjectWorkshop,workshopnotes.ReceivedfromGundooAboriginalCorporation.Moore,T.&Skinner,A.(2010).BackgroundPaper:Anintegratedapproachtoearlychildhooddevelopment.Melbourne:CentreforCommunityChildHealth,TheRoyalChildren’sHospital.NationalAlternativeDisputeResolutionAdvisoryCouncil.(2009).Solidworkyoumobaredoing:CaseStudiesinIndigenousDisputeResolution&ConflictManagementinAustralia.FederalCourtofAustralia’sIndigenousDisputeResolution&ConflictManagementCaseStudyProject(AIDR).NationalEvaluationConsortium.(2009).NationalEvaluation(2004‐2008)ofthestrongerfamiliesandcommunitiesstrategy2004‐2009.Canberra:DepartmentofFamilies,Housing,CommunityServicesandIndigenousAffairs.ProductivityCommission(2011).EarlyChildhoodDevelopmentWorkforce,ResearchReport,Melbourne.Rudd,K.(2008).ApologytoAustralia’sIndigenousPeople.HouseofRepresentativesOfficialHansard.No.1,2008.Canberra:HouseofRepresentatives,167‐173.Retrievedon20December2011fromwww.aph.gov.au/hansard/reps/dailys/dr130208.pdf.SecretariatofNationalAboriginalandIslanderChildCare(SNAICC).(2011a).IncreasingAboriginalandTorresStraitIslanderaccessandengagementwithchildandfamilyservices.Melbourne:SNAICC.SecretariatofNationalAboriginalandIslanderChildCare(SNAICC).(2011b).SNAICCBriefingPaper:Culturalproficiency.Melbourne:SNAICC.SecretariatofNationalAboriginalandIslanderChildCare(SNAICC).(2010a).TowardsAboriginalandTorresStraitIslanderaccessandengagement:overcomingbarrierstochildandfamilyservices.Melbourne:SNAICC.SecretariatofNationalAboriginalandIslanderChildCare(SNAICC).(2010b).WorkingandWalkingTogether:Supportingfamilyrelationshipservicestoworkwith

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AboriginalandTorresStraitIslanderfamiliesandorganisations.Melbourne:SNAICC.SecretariatofNationalAboriginalandIslanderChildCare(SNAICC).(2008).SNAICCServiceDevelopment,CulturalRespectandServiceAccessPolicy.Melbourne:SNAICCSims,M.(2011).EarlychildhoodandeducationservicesforIndigenouschildrenpriortostartingschool.ResourceSheet3,ClosingtheGapClearinghouse.Canberra:AustralianInstituteofFamilyStudies.SteeringCommitteefortheReviewofGovernmentServiceProvision(SCRGSP).(2009).OvercomingIndigenousDisadvantage:KeyIndicators2009.Canberra:ProductivityCommission.Retrievedon15December2011fromhttp://www.pc.gov.au/gsp/reports/indigenous/keyindicators2009.Thomson,N.(2005).Culturalrespectandrelatedconcepts:abriefsummaryoftheliterature.AustralianIndigenousHealthBulletin,5(4).TongC.andCrossT.(1991).CrossCulturalPartnershipsforChildAbusePreventionwithNativeAmericanCommunities.NorthwestIndianChildWelfareInstitute.Portland,Oregon.Trigwell,J.(2000).ChildcaremodelsandoptionsinruralandremoteIndigenouscommunities.Perth:WesternAustralianCouncilofSocialService.UnitedNationsEducational,ScientificandCulturalOrganisation(UNESCO).(1982).MexicoCityDeclarationonCulturalPolicies.WorldConferenceonCulturalPolicies.MexicoCity.VictorianAboriginalChildCareAgency(VACCA).(2010).BuildingRespectfulPartnerships:ThecommitmenttoAboriginalculturalcompetenceinchildandfamilyservices.Melbourne:VACCA.VictorianAboriginalChildCareAgency(VACCA).(2008).AboriginalCulturalCompetenceFramework.Melbourne:VictorianGovernmentDepartmentofHumanServices.VictorianGovernmentDepartmentofHumanServices(DHS).(2007).AdvicePaper:RespondingtoAboriginalChildren.ProtectingVictoria’sChildren:ChildProtectionPracticeManual.Melbourne:DHS.Retrieved23January2012fromhttp://www.dhs.vic.gov.au/office‐for‐children/cpmanual/Output%20files/Practice%20context/Output%20files/default.htm.

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SecretariatNationalAboriginalandIslanderChildCare

APPENDIXAPARTNERSHIPCASESTUDIES

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ContentsPartnershipCaseStudy1:GippslandandEastGippslandAboriginalCooperative(GEGAC)andUnitingCareGippsland(UCG) 90PartnershipCaseStudy2:GippslandandEastGippslandAboriginalCooperative(GEGAC)andGippslandLakesCommunityHealth(GLCH) 103PartnershipCaseStudy3:CONFIDENTIAL 110PartnershipCaseStudy4:WyndhamEarlyLearningActivity(WELA)andSavetheChildren 111PartnershipCaseStudy5:DalaigurPre‐SchoolandChildren’sServices 124PartnershipCaseStudy6:AboriginalChild,FamilyandCommunityCareSecretariatNSW(AbSec) 135PartnershipCaseStudy7:VictorianAboriginalChildCareAgency(VACCA)andChildandFamilyServiceAllianceMembers 144PartnershipCaseStudy8:VictorianAboriginalChildCareAgency(VACCA)andBerryStreetVictoria 152PartnershipCaseStudy9:LarrakiaNationAboriginalCorporationandSavetheChildren 163

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PartnershipCaseStudy1GippslandandEastGippslandAboriginalCooperative(GEGAC)and

UnitingCareGippsland(UCG)AboriginalorTorresStraitIslanderOrganisation:

GippslandandEastGippslandAboriginalCooperative(GEGAC)

PartnerOrganisation:

UnitingCareGippsland(UCG)

KeyRepresentativeswhoParticipated:

AlysonFergusonManagerofChildren,YouthandFamilyServices,GEGACKimMcAlisterDirectorofEarlyYearsPractice,UCG

PartnershipFocus:

ThiscasestudyfocusesonthepartnershipbetweenGEGACandUCGforthedevelopmentanddeliveryofearlyyearsservices.BothGEGACandUCGengageinarangeofadditionalcommunityandservicepartnershipswhicharenotdetailedhere.

1.OverviewandhistoryGEGACandUCGhavealong‐standingrelationshipthatbeganinthe1970swithcollaborationaroundFamilyGroupHomes.Thepartnershiphasdevelopedovertimethroughactivitiesincluding‘culturalawarenesseducation,governancetraining,staffsecondments,partnershipsonparticularprograms,andeducationandtrainingofstaff.’321InrecentyearsthepartnershipbetweenGEGACandUCGinthedevelopmentanddeliveryofearlyyearsserviceshasstrengthenedthroughsignificantjointinitiatives.In2004UCGwasappointedasthefacilitatingpartnerfortheFaHCSIAfundedCommunitiesforChildren,aplace‐basedcommunitydevelopmentprogramthatfocusesontheearlyyearsservices.KimMcAlisterfromUCGdescribesthatthisrole:

321GippslandandEastGipslandAboriginalCo‐operative(GEGAC),&UnitingCareGippsland(UCG).(2011).PartnershipAgreementbetweenGippslandandEastGipslandAboriginalCo‐operative(GEGAC),andUnitingCareGippsland(UCG),May2011.

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‘gaveusanopportunitytoreallystrengthentheworkthatweweredoingwithGEGACbecauseitprovidedaconsiderableamountofresourcesandwecouldnegotiatehowwecouldusethoseresourcestoimproveoutcomesforAboriginalchildren.’

AlysonFergusonfromGEGACdescribesthatincreasesinfundingfromstateandfederalgovernmentforearlyyearsservicesthreeandahalfyearsagofoundtheorganisationwithacriticalopportunity,butlackingthecapacitytorespond:

‘Weknewitwasreallycriticalbecausewe'reworkingwithfamiliesthathavemultiplegenerationsoftrauma,soweareflyingbehindtheeightballintermsoftryingtobreakthattraumaticcycleandwereallywantedtofocusontheearlyyears.’

AtthesametimeUCGwasunderthreatoflosingaveryexperiencedworkerbecauseoffundingconstraints.ThedecisionwasmadetoenterintoapartnershipthroughwhichGEGACcouldbenefitfromtheearlyyearsexpertiseofUCGandUCGcouldretainthisstaffmemberbyemployingherintheroleofIndigenousEarlyYearsCoordinator,workingacrossbothorganisations.AlysondescribesthisearlyyearscollaborationasthemostcriticalpartnershipenablingthedevelopmentofGEGACearlyyearsservices.Kimcomments,‘Idon'tthinkI'veseenatruerintegrationanywhereofstafffluidlyworkingbetweentheorganisations.’GEGACandUCGcurrentlyworktogetherinapartnershipagreementthatincludesfourdifferentmemorandaofunderstandingrelatingto:

• thesharedroleoftheIndigenousEarlyYearsCoordinator;• thesharedfamilyservicesreceptionandearlyyearsassistantrole;• thedevelopmentoftheBairnsdaleAboriginalChildrenandFamilyCentre

and;• theFaHCSIAfundedIndigenousParentingSupportServicedelivered

throughtheBooraiSupportedPlaygroup.GEGACandUCGalsohaveaseparateMemorandumofUnderstandingtogetherwithGippslandLakesCommunityHealthandEastGippslandShireCouncilrelatedtotheestablishmentoftheBairnsdaleAboriginalChildrenandFamilyCentre.GEGACandUCGcollaborateatthebroaderstrategiclevelasmembersoftheEastGippslandEarlyYearsCommitteeandhavebeenatthetabletogetherforplanningaroundprogramssuchasBestStartandHealthyforLife.BothGEGACandUCGdescribeleadershipasakeyenablingfactorintheformationofthepartnershipandthecommitmentofbothCEOstoengagementwithandsupportofAboriginalcommunities.GEGACCEO,JasonKingworkscloselyandmeetsregularlywithUCGCEO,JohnLawrenceinshapingthepartnershipandthedirectionofbothagencies.Alysonnotedthelong‐standingandgenuinesupportofUCGandthegoodwillandgoodfaithonbothsides‘togiveitagoandtrustthatitwouldwork.’

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2.Partnershipobjectives

2.1InitialandoverallobjectivesAlysonindicatesthatakeyinitialobjectiveofstrengtheningtheearlyyearscollaborationwastoensurethattheprogramswererolledouttomeetcommunityneeds.Itwasalsoabout‘survival’underthepressuretoroleoutgovernment‐fundedprograms:

‘Therewasalotofargy‐bargywiththedepartmentaboutwhatweknewwouldn’tworkherewhichwasahugebodyofworkinitself.IwasoutofmydepthandknewIcouldn’tmanageiteffectively.Youcanputaprograminandrollitout,that'sreallysimple,buttomakeiteffectivelyworkandmakeitsustainableisnotthateasy.That’swhereitwasreallygoodtohavethesharedworkercomeonboardandmakesuretheprogramsweresustainable,effectiveandworkedforcommunity.’

KimdescribesthatthekeyobjectiveinthepartnershipforUCGisbuildingcapacityforGEGACandfortheAboriginalcommunity.Self‐determinationisakeyprincipleunderpinningtherelationship:

‘It'saboutrecognisingthatAboriginalchildrenandfamiliesareofteninpositionsofvulnerabilityordisadvantageandthatourworkislargelytoremovebarrierssothattheycanactivelyparticipateandhaveimprovedchoicesthatleadtogoodhealth,educationandconnections.’

TheUCG2010/11ReconciliationActionPlandescribesthecommitmentofUCGto‘workinginpartnershipwithAboriginalandTorresStraitIslandercommunitiesinawaythatempowersandenablesarespectful,two‐waylearningenvironment.’Further,thepartnershipagreementbetweenGEGACandUCGdescribesthesharedcommitment‘toAboriginalself‐determinationandthepriorityofensuringservicesaredevelopedandimplementedinculturallyacceptableways.’

2.2SharedgoalsettingandalignmentofobjectivesProcessesofgoalsettingbetweenGEGACandUCGinrelationtotheirpartnershipworkaresharedandlargelyinformal.Whilespecificprogrammaticgoalsaremoreformalised,partnershipgoalsareoftennegotiatedinthecontextofrespondingtotheneedsthatpresent.Alysoncommentsthat‘there'snoformalgoals;it'sreallybeenhitthegroundandworkoutwhatneedstohappenaswego.’AsKimdescribes:

‘Ithinkalotofthegreatworkcomesoutofthatactualpracticalwalkingalongsideandnegotiatingstep‐by‐step,what'sthenextstepandwhichwayarewegoingtogoandwhat'sgoingtohappen…you'rejustgoingtogetherwalkingthetrackratherthansittingdownfirstandsayingwe'regoingtodoa,b,candd.’

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BothKimandAlysonindicatethattheobjectivesofbothorganisationsarestronglyalignedaroundasharedvisionofsupportforfamiliesandwhat’sinthebestinterestsofthechildren.AlysondescribesparticularlythesupportofUCGforGEGAC’sobjectivesandtheiropennesstolistentoGEGAC’sperspective.3.PartnershipnegotiationandagreementsPartnershipnegotiationsbetweenGEGACandUCGarebasedonrelationshipsandconversationsatalllevels.Itistheneedsandtherelationshipsthatultimatelyinformtheagreements,ratherthantheagreementsdevelopingorcreatingthese.Kimdescribesthat,‘Wecomefromapositionoftrust.Oftenwewillrunwiththingsandstartbeforewehavethedocumentationtogetheriftheneedisthereandwejusttrustthatwe'regoingtoworkitoutasfarasresources.’Alysonexplainsthattheprocessofnegotiatingtheagreementshasbeenstraightforwardbecauseofthesharedvisionandthatitisonlythedollaramountsthatsometimescausetension.BothAlysonandKimhighlighttheimportanceofflexibilityintheiragreementsandthewaysthattheywork.ThepartnershipagreementandMoUsreflectthecommitmenttoworkingtogetherbutdon’trestraintheflexibilityofdaytodayworkingarrangementsandtheabilitytorespondflexiblytotheneedsthatpresent.Thoughtheynotealsothatitisimportantnottounderestimatethevalueofformalagreements,whichclearlydescribethecommitmentofbothorganisations.Adangerexiststhatsuccesscanbebasedon‘champions’andthereisaneedtodevelopprotectivefactorsaroundthat.TheMoUsarecriticaltoensuringthatworkcancontinueevenifthereisachangeoverofstaff.Kimexplainsthat,‘It’sthatdonoharmwork.Don’tputsomethingouttherethatwillfalltopiecesifsomeoneleaves.’Theformalagreementitselfstatesthat,‘Apartnershipagreementisacknowledgedasaprocesstomakethiscollaborationmorestrategic,systematicandasabasisforfuturegrowthofopportunity.’Alysonhasdescribedtheimportanceofgoodcommunicationwithintheorganisationstoensurethatpartnershipnegotiationsarewellinformedanddonotencounterdifficulties.Anexampleprovidedwasarecentdisputeoverthenegotiationofpartnershipfinances,whichhadoccurredbetweencorporateservicesinbothorganisations.BettercommunicationwithinGEGACcouldhaveenabledmanagerstoexplaintheprogrammaticreasonsforvariationofthefinancesandavoiddispute.Kimhashighlightedthattheestablishedwaysofworkingbetweentheorganisationsarecriticaltoeffectivenegotiations.Arecentchangehadcreatedtension:

‘ForthefirsttimeeverwewereaskedasanagencytoputaproposalforwardtoGEGACabouttheservicewewilldeliverattheChildandFamilyCentreandthatwasquiteforeigntousbecausewe'veneverworkedlikethatbefore,we'venegotiatedeverystepoftheway,ratherthansatdownasanagencyandsaidright,thisiswhatwe'regoingtodo,takeitorleaveitordoyoulikeit?Thatwassuchachallengetoevenwritethatbecausethat'snothowwegoaboutbusiness.Wearealwayscommunicating,alwaystalkingaboutthenextstep.’

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Reflectingonthestrengthoftherelationshipbetweentheorganisations,Kimremainsconfidentthatthechallengesinthisprocesscanbenegotiatedandresolvedwithoutallowinganymistrusttodevelop.4.OngoingpartnershipmanagementFormalmeetingsbetweenAlysonandKimhappenmoreoftenatthebroaderstrategiclevelinmulti‐partnerforumssuchastheEarlyYearsCommittee.Therearealsomeetingsfocussedaroundspecificpartnershipactivities,suchasreviewofsharedstaffingarrangementsanddevelopingpositiondescriptions.TherehavebeenregularmeetingsinrecenttimesfocussedonthedevelopmentoftheChildrenandFamilyCentre.TheCEOsalsomeetregularlytodiscussthedirectionsoftheagenciesandthepartnership.Whiletherehaven’tbeenformalisedplanningprocessesfocussedonthepartnership,significantsharedplanningactivitiestakeplacethroughtheEarlyYearsCommittee,inrelationstospecificprogramsandinrelationtothedevelopmentoftheChildrenandFamilyCentre.Alysondescribestheimportanceofstrategicplanninginpartnershiptoensurethatservicesprovisionisproactiveratherthancrisisdriven.Referringparticularlytomulti‐partnerforums,KimexplainedthatUCGseekstoinfluencehowpartnershipworkunfoldsandthattheyhave,attimes,‘beenfirmonwhatweseeasimportantinapartnership,whichwouldincludetransparencyandparticipationofeveryoneindecisionmaking.’Attimeswhendeadlinesaretight,theseprocessescanbreakdown.InthesesituationsKimdescribesthatUCGmaywalkawayfromthepartnershipstructure,‘butwewouldn’twalkawayfromourrelationshipwithGEGAC.’MostcommunicationsareinformalandAlysondescribesthatifthereareissuestheywilljustringeachother.Intermsofconflictresolution,theformalproceduresinthepartnershipagreementarerarelyreferredto,butconflictdoesinevitablyhappen.Inthesesituationsstaffwillworktoresolveconflictatthelowestlevel,‘everybodywillknowaboutit’,andthere’llbealotofconversationsatdifferentlevels.Atthepartnershiporexecutivemanagementlevel,ifthereisa‘misunderstandingorsomethinguncomfortable’staffwilltalkaboutitassoonastheyhavetheopportunityfacetoface.Kimexplainsthatthiswayofcommunicatingisveryimportant:

‘Wemightpickupthephonesometimesbutwe'llgenerallywaitfortheface‐to‐faceopportunityandtalkaboutitthen.That'sreallyimportant.Emailsaretomovethingsalongtimelinewise,butthey'recertainlynotagoodwaytocommunicateiftherearethingsthatneedsomecommonunderstandingaroundoragreement,we'dneveruseemail.’

Alysondescribestherelationshipas‘laidback’buthighlightstheneedtobecarefulthat‘it’snotpersonalitybased’andensurethatsystemsareinplace,includingtheformalagreements.Sheemphasisestheimportanceofthetwoorganisations

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workingwelltogether:

‘Wecan'taffordnottogetonbecausewedon'thavemultipleorganisationsupheretoworkwith,andallofusareveryawareofthat,thatweallneedtoworktogetherbecausewedon'treallyhaveanyotheroptions.’

Alysondescribesthatakeylearningofworkinginpartnershipisthatthereisaneedtobeattentivetotherelationships:

‘You’vegottoworkatthemandwatchthemverycloselyandcheckinthateverybodyisokay,anddealwiththeissuesthatariseratherthanjustputthemawayandhideandhopetheywillgoawaybecausetheywon't,they'lljustfesterandbuildandgrow.’

5.EvaluationofthepartnershipandpartnershipactivitiesForprogramsdeliveredinpartnershipUCGaimstodevelopanevaluationframeworkandmeasurewhatimpactstheprogramishaving.KimnotesthatalotofthisworkhasbeenmadepossiblethroughUCG’sroleasfacilitatingpartnerforCommunitiesforChildren,whichhasasignificantplatformofevaluationandevidence‐basedpractice.Kimhighlightstwokeyareaswhereevaluationcouldbetightened:

• sharingoflearning:thekeyaspectsofsuccessfulprogramsforfamiliesandchildren;

• benchmarkingwithpartnershipsorprogramsthatarebeingdeliveredinotherAboriginalcommunities.

Alotoftheevaluationthattakesplaceisrelatedtothepushforacquittalandaccountabilitytofundingbodies.Thedataismainlyqualitativeandthequantitativedataisveryhardtogather.KimindicatesthatwhereveraUCGevaluationprocessrelatestoaprogramtheyhavedonetogetherwithGEGAC,theywouldalwaysaskfortheirinput.Thisworksbothwaysand,particularlyinthefamilyservicesarea,UCGstaffcontributetoevaluationofprogramsthatGEGACisresponsibleforreportingon.Alysonadmitsthat‘evaluationisnotourfortehere.’Obtainingfeedbackisnotaproblem,buttimetodocumentitproperlyisaproblem.AlysonrecognisestheneedtodevelopstrongerevaluationprocessesatGEGACbutalsodescribessignificantchallengesbecause‘it’snotdoneculturally.’SheprovidestheexampleofaculturallyappropriateevaluationmethodologythatisusedatGEGAC:

‘Whatwe'vegothereinternallyiswhatwecallatreeofimprovements.We'veputupabigpapertreeandclientscanuseit,orstaffcanuseit.Wehaveleavesonthetreeforpositivesandwehaveboomerangsforissues.Theboomerangscanbeanonymous,andit'salldocumentedinabookaswell,sowetaketheboomerangsandleavestoourteammeetings.Aboomerangisanissue,soifthere'sanissuewewilltalkaboutitandworkoutastrategy,andoncewe'veworkedoutastrategythatbecomesaleaf.Sothere'slotsofpositives,leavesareallpositivestuff,anditworksreallywellherebecauseit'snon‐threatening,it'snon‐invasiveanditcanbede‐identifiedifyouwantittobe.’

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UCGhaveprovidedsomeevaluationsupporttoGEGACthroughinvitingstafftoevaluationtrainings.Kimdescribesthat‘reallygoodevaluationprocessesneedtobeembeddedintheagency.’WhileUCGisinapositiontohavesomeinfluenceonGEGAC’sevaluationprocessesthroughinvolvingGEGACstaffinevaluationofsharedprojects,supportingbeyondthisisanissueofcapacity.Kimexplainsthat‘ittakesalotoftimeandenergytodevelopembeddedevaluationframeworksacrossprograms,andsoasfarasourcapacitytodothatwearereallyrestricted.’WhereGEGACandUCGstaffworktogetheronprograms,therewillbeshareddevelopmentofevaluationframeworks.Kimdescribesthatitisimportantthattheindicatorsofsuccessforasharedprogramaremutuallyagreed.Theindicatorsneedtobuildin,forexample,whatthecommunitysaysisaqualityprogram.Kimnotesthatoftenthoseimportantindicatorsmaynotbecapturedinafundingorserviceagreement.UCGfurtherrecognisetheopportunitiesthatexisttodevelopcapacityaroundusingevaluationdatainpartnership.UCG,GEGACandotheragenciesinEastGippslandhaveusedtheCentreforCommunityChildHealthPlatformsFrameworkwhichprovidesacommonlanguagetoolforlookingatallpopulationoutcomes.AneedexiststodevelopcapacityaroundhowdatasetsfromprogramslikeHealthyforLifeareusedandinformfuturedesignofservicesintheregion.Intermsofreviewofthepartnershipitself,thistakesplaceonanannualbasis,thoughdoesnotinvolveahighlyformalisedevaluationprocess.Alysondescribedthisasaconversationinwhichthefocusisnotonwhathasandhasn’tworked,butratheronthecurrentneedsandwhathastohappennext.UCGdoesmoreformallyevaluatetheoverallengagementoftheagencywithAboriginalcommunities.Thishashappenedspecificallythroughthe2008CommunitiesforChildrenevaluationandthe2011WalkingTogetherProjectEvaluation.AkeypartnershipevaluationlearningexpressedbyUCGhasbeenthat,‘Partnershipsareessential,butcanbeaboutpower,andyouneedtopromotepartnershipsofequalitythroughrespect,communicationandunderstanding.’3226.FocusonculturalcompetencyAlysondescribesthatfromtheperspectiveofGEGAC,thecultureofUCGasanorganisationiscriticaltotheeffectiveoperationofthepartnership:

‘Itcan'tjustbepersonalitybasedbecauseit'stheircultureaswell.It'snotjustKimandIgettingonreallywellbecauseKimactuallywasn'ttheinitialperson,Rachelwas.It'sthecultureoftheorganisation,it'sthewillingnessoftheorganisation,that'swhatworks.’

KimhighlightsthestrengthofhavingaCEOwhohashadsignificantexperienceworkinginAboriginalcommunities,andwhosecommitmenttoculturalcompetency

322UnitingCareGippsland.(2011).WalkingTogetherProject‐EvaluationReportJanuary2011,4.

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filtersthroughtheorganisation.UCGhasaReconciliationActionPlanthatclearlyexpressesthecommitmenttoworkinginpartnershipwithAboriginalandTorresStraitIslanderpeoplesintheGippslandregion.UCGpursuesthiscommitmentinpartnershipwithcommunitiesandAboriginalagenciesandKimexplainsthat,‘NoteveryoneinouragencywillunderstandAboriginalculture,butitisaboutrespectingtheculture,that'sreallyimportant,andexploringthatandgettingtounderstandit.’AboriginalculturaltrainingformsanimportantpartofinductionprocessforUCGstaff.WithGEGACinparticular,therearevariouslearningandmentoringopportunities.GEGAC’sKeepingPlaceprovidesaculturallearningplacefornewUCGstaff.SharedstaffmembersandAboriginalstaffofUCGareextremelyvaluableforsharingaboutcultureandwaysofworkingthatfiltersthroughatthestafflevel.Kimexplainsthat,‘oneofthecriticalthingsisthatinworkingwithGEGACwelearnfromthemallthetime.WelearnfromnotjustGEGAC,buttheAboriginalcommunity.Theyactuallyinfluencethewaythatwework.’AlysonhasobservedthelearningoftheIndigenousEarlyYearsCoordinatorandherabilitytosharethatlearningwithotherUCGstafftoimprovetheirpracticewithAboriginalfamilies.TheCoordinatorconnectsstronglywithfamiliesandtakesaroleasanadvocateforthefamiliesandthecommunitywithbothorganisations.Alysonexplainsthechallengesformainstreamandnon‐AboriginalstaffworkinginanAboriginalsetting:

‘Youcan'texplaintopeoplewhohaveonlyworkedmainstreamwhatit'sliketoworkinanAboriginalsetting,soalotofthechallengeshavebeentryingtogetthestafftoacceptthatitisdifferentandit'sokaytoworkdifferently.Therearealotofcommunityfactorsthatplayahugepartthatyouwouldnevergetinmainstream.Playgroupisaclassic;wecouldn'tjuststartuponeplaygroup,wehadtostartupwithtwoplaygroupsbecauseofthemobmatching.It’shardworktogetcommunitytotrustplaygroup,particularlywithnon‐Indigenousworkers.’

TheCoordinatorplaysakeyroleinsharingknowledgewithUCGstaff.AlysondescribesthattheycouldhaveherworkingforGEGACfull‐time,butthebenefitstothecommunityfromthatsharedlearningaretoogreat,‘ShecanhelptheworkerswithinUnitingCareunderstandwhyafamilymightbebehavingthewaytheyarebecausesheknowsthemfromoverhere.There'sthateducationandcross‐educationthat'stooinvaluabletolose.’KimnotessomeofthelimitationsonculturalsharingandlearningintherelationshipwithGEGACareaboutcapacity,andthefactthateveryoneatGEGACis‘sostretchedandoverworked.’Opportunitiesexisttoimproveculturallearningtogetherifcapacityissuescanbeovercome.Kimdescribesthattheorganisationaimsto‘sharethoselearningsmore’andapplylearningsfromsharedstaffwithGEGACtoworkinotherlocationsandprograms.Importantly,KimdescribesthatforUCGbeingculturallycompetentasanorganisationisaboutprinciplesandwaysofworking,‘It'snotaboutknowingwhat

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happensinAboriginalcultureandputtingitoverthere.Forusasanagencyit'sawayofworking.It'saboutflexibility,it'saboutrespect,it'saboutnotonesizefitsall.’AlysonpraisesthelevelofcommunityengagementofUCGandtheireffortsinpromotingcommunityparticipation.ShealsodescribestheparticipationofUCGatflagraisingandNAIDOCeventsnotingthat,‘it'snotforced.Youcantellit'snotatick‐a‐box.Forotherorganisationsitisandwewouldn’tbepartofthat.That'snotthecasewithUnitingCareatall;it'sverylegitimate.’UCGdemonstratesaclearcommitmenttoAboriginalcommunityengagementandpartnershipnotonlyinitsengagementpractice,butalsothroughevaluationofcommunityengagementandawillingnesstosharelearning.TheUCGWalkingTogetherProjectreportdescribesthat,‘ItisimportanttoaddtothebodyofknowledgeinrespecttocommunitydevelopmentwithIndigenouscommunitiesandsharewhatapproacheshaveworked…OneaimofthisreportistoempowerandencouragegreaterconnectionwithIndigenouscommunities.’323TheclearcommitmentofUCGtoself‐determinationopensthequestionofwhetherandtowhatextentUCG,asamainstreamagency,shouldbeinvolvedinservicedeliveryforAboriginalandTorresStraitIslandercommunities.UCGprovideausefuldescriptionoftheirperspectiveonthisrole:

‘ItcouldbearguedthatlocalAboriginalorganisationsshoulddothiswork,butacoupleofrealitiesmustbeacknowledged‐1)notallcommunitymembers/leaderswillworkwithlocalAboriginalorganisationsand2)expectationsonAboriginalorganisationstomanagemultipleprogramsfromStateandFederalgovernmenthasresultedinoverloadduetoissuesaroundcapacitytomanagealargebreadthofprogramsandrespondtohighcommunityneeds.ThisprojectisworkingcloselywithlocalAboriginalorganisationsandtheirkeycommunityleaders/workersandprovidessupporttoinitiativestheyareundertaking.’

7.FocusoncapacitybuildingUCGsupportscapacitydevelopmentofGEGACaccordingtotheneedsidentifiedbytheorganisationsinpartnership.WhereUCGholdsthenecessaryresources,staff,knowledgeorexpertise,thetwoorganisationsnegotiatehowthatcanbesharedortransferred.ArecentexamplehasbeentheidentificationofahighneedforGEGACforfacilitationandadministrationsupportaroundthedevelopmentoftheChildandFamilyCentre.UCGhasbeenabletoidentifyastaffmemberwithskillstofulfilthisrole,whilethefundingfortheroleisprovidedbyGEGAC,andthevisionisthatinthefutureGEGACwillrecruitandemploytheirownstaffforthisrole.Kimdescribesthat:

‘GEGACshouldbetheleadandthedominantdecisionmakeraboutAboriginalbusiness,butweusethewords'walkalongside'andwechoosetowalkalongside


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wheneverandwhereverwecantosupporttheircapacitytodowhattheyneedtodo…theidealforusattheendofthedayisthatthewholeprogramareamovestoGEGACwhenthey'rereadyforthat.’

ArecentexampleoftheUCGcommitmenttoprovidecapacitysupportandmoveprogramareastoGEGACisthedevelopmentprocessforthenewChildandFamilyCentre.Thestrategyincludesathree‐yearplanforUCGtoworkalongsideGEGACinthedevelopmentanddeliveryoftheservicewhilesupportingcapacitytotransitiontheservicetooperationbyGEGACinthattimeframe.KimdescribesthatfromherperspectivethecapacitydevelopmentchallengesofGEGACaren’tnecessarilyaboutskillsandcompetence.Theexpectationonthemasanorganisationtodeliverishugeandthegovernmenttimelinesareverytight:

‘Thatconcernsme.Idon'tknowthatthere'salotofconversationandacknowledgementaroundtheorganisation'scapacitytodowhatthey[thegovernment]thinkneedstobedone.Theykeepthrowingresources,butthenyou'vegotpeoplestandingtheretryingtojuggleallthis.’

The2011UCGWalkingTogetherProjectEvaluationReportreviewedthejourneyofUCGinworkingwithAboriginalandTorresStraitIslandercommunities,andidentifiedtheneedtorecognisethetimeandcapacityrequiredforpartnershipdevelopment.SuccessinthepartnershiphascomefromthecapacitytofacilitateconnectionsbetweenprogramsandUCGdescribesthisasakeyareaforconsiderationbygovernmentandagencies:324

‘Whilstmanyprogramsrequireapartnershipapproach,thetimetakenforthisisoftenunderestimatedandmeansthataninadequateleveloftimeisputintocreatinglinkages.Thereneedstobegreaterrecognitionofthecomplexitiesofpartnershipworkandthetrueamountoftimerequiredforthisapproachtobeeffective.’

Kimdescribesthepartnershipgoalofdevelopingsharedcapacity.Neitheragencywouldwanttosaynotoanyoftheresourcesonofferfromgovernment,andiftheyworktogethertheyhavetheopportunityto‘strengthenthedeliveryofthoseresourcesinawaythatwillhavebetteroutcomesforthecommunities.’Inrelationtogovernancecapacityspecifically,KimdescribesthattheroleofUCGistofacilitateandsupportAboriginalcommunityandorganisationalgovernancestructures,ratherthantotakeagovernancerole.SheexplainsthatitisimperativethatgovernanceofservicesforAboriginalfamiliesis‘communityownedandcontrolled’andthatUCGhasasupportrolewithpartnersindevelopingprocessessuchasriskanalysisandstructuresofaccountability.WhenaskedtocommentonthecontributionofthepartnershiptoGEGAC’soverallcapacity,Alysonexplained,‘It'simmeasurable.Inallhonesty,ifwedidn'thavea


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partnershipwewouldn'thavetheprogramsoperatingaswellastheyare.Youcan'tmeasuretheimpactofthat,it'sjustbeencritical.’8.FurtherpartnershipoutcomesandopportunitiesManyoutcomesofthepartnershipbetweenGEGACandUCGhavebeendescribedabove,especiallyintermsofcapacitybuilding,culturalcompetencyandstaffdevelopment.Thissectioncapturesfurtheroutcomeswithaparticularfocusonserviceaccessandqualityforchildrenandfamilies.KimdescribesthesharedworkerarrangementasacriticallinkbetweentheorganisationsthathasimprovedaccesstoservicesforAboriginalfamilies.CommunitymembersaremorelikelytoaccessUCGservicesbecause,‘Communitymembersthatdon'twanttocometoGEGACandtherearecommunitymemberswhodon'twanttouseanACCO,willknowthatshealsoworksatUCGandwillseeheroverthere.’AlysondescribesthecommunitykindergartenasaclassicexamplewhereserviceintegrationbetweenUCGandGEGACsupportsaccessforfamilies.Familiesarecomfortableaccessingthekindergartenbecausetheywouldn’tknowthatitisownedandoperatedbyUCG,whattheyseeisthetwoorganisationsworkingtogether.ThesamewillapplytothenewChildandFamilyCentre.WhileitisvitalforthecommunitytoviewthisasaGEGACproject,itisalotofthebackendworkfromUCGwhichwillmakequalityserviceprovisionpossible.Alysondescribestheincreaseinattendanceatthecommunitykindergartenasagreatoutcomethatcouldn’thavebeenachievedwithoutthepartnership:‘Nowwe'vegotnearly100percentattendanceatkindy.Threeorfouryearsagothatwasn'tthecaseandthat'soneofthereasonswhythecommunitykindergartenwasestablished.Wenowhaveawaitinglist.’Kimhighlightsthatsomeofthepositiveoutcomesofthepartnershipworkforchildrenandfamiliesaretheresultofsome‘criticalandfantasticworkers’whohave‘someamazingwaysofengagingfamiliesandgettingtheminvolved.’Whatisimportanttothesuccessfulworkofstafffromapartnershippointofviewisthattheyfeelrespectedandsupportedbythemanagementofbothagencies.Iftherelationshipbetweentheorganisationsisgood,itreducestensionandstressthatimpactsontheworkers.Thissupportstheirworkandresultsinbetteroutcomesforchildrenandfamilies.Kimdescribesprojectfundingtimelinesasasignificantbarriertoeffectiveoutcomes:‘Ifitwasmoreflexibleandlonger‐termtimelinesthenwewouldbeabletoprobablyengagealotmorefamiliesthanweare.’Kimalsonotesthatbetteroutcomescouldbeachievediffundingforpartnershipworkwaspooledandflexible,ratherthanseparatedintomanysmallerpartsforspecificprojects.Intermsoffutureopportunities,AlysondescribesthatthefocusfornowisstronglyonthedevelopmentofthenewChildrenandFamilyCentre,whichisasignificantlong‐termproject.Kimdescribesthepossibilityofgreaterengagementwithand

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consultationwithAboriginalcommunityleaders,beyondtheGEGACboard.Consultingmoresignificantlyanddirectlywithcommunityleadersatplanningandevaluationstagescouldhaveasignificantimpactonthedesignanddeliveryofprograms.SheraisedthequestionofhowinvolvingAboriginalleadersandfamilieswhodon’tengagewithGEGACmightchangethewaythatservicesdevelop.KimalsonotedtheneedtotakemoretimetocelebratetheworkofGEGACandUCGinpartnership.9.AspectsofformalagreementsThecurrentformalagreementsbetweenGEGACandUCGarestructuredintermsofanoverarchingpartnershipagreementandfourindividualmemorandaofunderstandingrelatingtospecificpartnershipactivitiesidentifiedinthe‘partnershipactionareas’sectionoftheagreement.FurthertothisthereisaseparateMemorandumofUnderstandingtogetherwithGippslandLakesCommunityHealthandEastGippslandShireCouncilrelatedtotheestablishmentoftheBairnsdaleAboriginalChildrenandFamilyCentre.Thekeyelementsofthepartnershipagreementare:

• anintroductorydescriptionofthehistoryofthepartnershipandthenatureofthecollaboration;

• anacknowledgementoftheroleoftheagreementinmakingthecollaboration‘morestrategic,systematicandasabasisforfuturegrowth’;

• Astatementofthebroadsharedvisionoftheorganisations;• Alistofspecificpartnershipactionareas;• Adescriptionofthepartnershipmanagementstructure,includingindividual

responsibilities,meetingarrangementsandpartnershipreview;• Anacknowledgementthatthepartnershipneedstobeembeddedin

organisationalpractice;• Aprocedureforsettlementofdisputes;• Apolicystatementaboutcomplaintsand;• Abriefdescriptionofthetermsoftheagreementincluding:timeframe,

reviewprocesses,modificationofactionareasand,reportingtogoverningBoards.

Commonelementsofthememorandaofunderstandingwhichaccompanythepartnershipagreementinclude:

• statementofsharedvision;• projectbackground;• projectscope;• projecttimelines;• projectdeliverablesand;• projectadministrationandresourcing.

AdministrationandresourcingarrangementsaredetailedinMoUsandincludeagreementsrelatingto:

• sharedstaffingpositions locationofposition hoursofworkanddivisionoftime

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ratesofpay supervisionandsupport

• projectresources fundingallocationandscheduleofpayments wages physicalresources,eg.officespace,vehicles,computers otherprogramcosts,eg.trainingandmeetingcosts

Keyaspectsoftheseparatemulti‐partnerMoUfortheestablishmentfortheBairnsdaleChildrenandFamilyCentreare:

• backgroundstatementdescribingthegovernmentobjectiveandfundingprovision;

• preamble,includingastatementoftheagreementtopartneranddescriptionoftheMoUasnotlegallybindingbutdemonstratingthecommitmentofallparties;

• descriptionoftheroleoftheGEGACBoardofManagementandtheirrelationtothegovernancestructurefortheproject,havingregardtothefactthatGEGACistheleadagencyfortheproject;

• descriptionofwhatanAboriginalChildrenandFamilyCentreisincluding: servicesprovided areaofoperation holisticandinclusiveservicemodel staffquality,staffdevelopmentandopportunitiesforAboriginal

people managementanddirectionofthecentrebytheKooricommunity fundingarrangements

• astatementofkeyagreements;• astatementofvisionandprinciples;• astatementofdesiredoutcomesandspecificdeliverables;• descriptionoforganisationalarrangementsincludingmeetingstructure,the

roleofgovernmentandkeyprocessoutcomes;• adescriptionofotherparties• adescriptionofprojectmeetingarrangements• termsofreferencefortheprojectcontrolgroup,beingthekey

representativegroupofMoUsignatoriesinrelationtotheprojectandincluding:

roleandfunction philosophies conflictofinterest conflictresolution termoftheMoU structure reviewofperformance

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GippslandLakesCommunityHealth(GLCH)AboriginalorTorresStraitIslanderOrganisation:

GippslandandEastGippslandAboriginalCooperative(GEGAC)


GippslandLakesCommunityHealth(GLCH)


AlysonFergusonManagerofChildren,YouthandFamilyServices,GEGACAilsaCarrExecutiveManager–Family,YouthandChildren’sServices,GLCH

PartnershipFocus:

ThiscasestudyfocusesonthepartnershipbetweenGEGACandGLCH,especiallyinrelationtoChildFIRST,FamilyViolenceandEarlyYearsServices.BothGEGACandGLCHengageinarangeofadditionalcommunityandservicepartnerships,whicharenotdetailedhere.

1.Overviewandhistory

GEGACandGLCHhaveworkedtogetheroveranumberofyearsonvariouscommittees,butbegantoworkmoresignificantlyinpartnershipinrecentyears,beginningwithajointFamilyViolencesubmissionin2006.AilsaCarrofGLCHdescribesthatpriortoenteringanyformalpartnershiprelationship,GLCHandGEGACworkedcollaboratively,formingagoodbasisforlaterpartnershipwork.TheworkofGEGACandGLCHinFamilyViolenceServicesgrewoutofapartnershipapproachandcurrentlyGEGACmanagetheshelterandAboriginalfamilyviolenceoutreachwhileGLCHmanagethemainstreamfamilyviolenceoutreach.ThereisanagreementbetweentheorganisationsunderwhichanyL17FamilyViolencereferrals,whichcomefromthepolicetoGLCHandrelatetoanAboriginalpersonarereferreddirectlyontoGEGACwhomakethefirstcontact.

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GEGACandGLCHhaveworkedmostcloselytogetherinrelationtothedeliveryoftheChildFIRSTservice,forwhichGLCHistheleadagency.MostChildFIRSTreferralsfromprofessionalswillcomefirsttoGLCH.AlysonFergusonofGEGACexplainsthattherewasaneedtoensurethatfamilieshadachoiceofservicesandthattheinitialassessmentswereculturallyappropriate.AnagreementwasreachedandaformalMoUdeveloped.TheagreementrequiredthatpeopleweregivenachoiceinitiallytoworkwithGEGACorwiththemainstreamservice.WhereAboriginalpeoplechoosetoworkwithmainstream,GEGACsupportstoensuretheinitialassessmentisculturallyappropriate.TheagreementalsoenabledGEGACtorespondto‘walk‐ins’,whichwasvitalforthem,asAlysonexplainsthat,‘ThereisnowaycommunitywouldhaveacceptediftheywalkedinhereandsaidtheywantedhelpandwesaidyouhavetogoovertoGLCHbeforewecanhelpyou.’MorerecentlyGEGACandGLCHhaveworkedtogetherinrelationtothedevelopmentoftheBairnsdaleAboriginalChildrenandFamilyCentreandhaveaseparatemulti‐partnerMoUinrelationtothis,togetherwithUnitingCareGippslandandEastGippslandShireCouncil.GLCHhaverecentlyparticipatedinGEGACworkshopsfocussedontheservicemodelforthiscentre.Ailsadescribestheopennessofbothorganisationstoworktogetherandmoveoutsideindividualsilosaskeytoenablingthepartnership.Also,thevariouscommitteesthattheyarebothactivelyinvolvedin,includingtheEarlyYearsCommitteeandintheFamilyViolencesectorhelptofacilitatelinkagesandstartconversations.2.PartnershipobjectivesAsdescribedabove,akeyobjectiveinenteringapartnershiparoundChildFIRSTfromGEGAC’sperspectivewas‘tomakesurecommunitystillhadachoiceandthattheservicesprovidedwereculturallyappropriate.’Ailsadescribesthatoveralltheobjectiveofthepartnershipis‘toprovideabetterservicetotheclient.’Sheexplainstheimportanceofacknowledgingthattherearemembersofthecommunitythatwouldn’twanttouseamainstreamserviceandtheneed‘toworktogetheraroundbeingabletoprovidethebestservicetothoseclients.’Ailsaalsonotesthatsharedlearningandnewwaysofworkingarekeyobjectivesofthepartnershipwork:‘TherearealwaysdifferentwaysofdoingthingsanddifferentwaysofapproachingthingsandIthinkthemoreopenyouaretolookingathowthingscanbedonedifferentlythenthebettertheservicesthatyou’regoingtobeabletoprovide.’AilsadescribestheroleofGLCHtosupportGEGACinrespondingtotheoverrepresentationofAboriginalchildrenandfamiliesinthechildprotectionsector,andthesharedgoalofbothorganisationstoensureallfamiliescanaccesssupportandchildrenaresafe.3.Partnershipnegotiationandagreements

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ThetwomostsignificantpartnershipagreementdocumentsthathavebeennegotiatedbetweenGEGACandGLCHhavebeentheFamilyViolencesubmissionandtheChildFIRSTMoU.AilsadescribesthatdevelopingtheFamilyViolencesubmissionwasaprocessofmeetingsandconversationsbetweenherselfandAlyson,focussedondeterminingwhowasbestplacedtopickupcomponentsofthatfunding.Incontrast,forthedevelopmentoftheChildFIRSTMoU,thebreakupoffundingandserviceswasdeterminedbytheDepartment,soitwasabouthowthetwoorganisationswouldworktogetherinrelationtothat.BothAlysonandAilsaindicatethattherewerenosignificantissuesinnegotiatinganddevelopingtheseagreements.Thelong‐standingworkingrelationshipbetweenthemmadeitpossibletohavehonestandopennegotiationsthatwererelativelyeasy.AlysondescribesthattheChildFIRSTMoUis‘allgoodintheory’butnotesthatthemostsignificantchallengesarearoundtheimplementationoftheagreement,becauseithasnotbeenworkingwellinpractice.Ailsaalsoacknowledgestheneedto‘ironout’issuesaroundhowmuchGLCH‘useGEGACinrespectoftheactualclientwork,’andnotesthatthereareaspectsoftheagreementthat‘haven’tbeenusedveryoften.’4.OngoingpartnershipmanagementPartnershipmanagement,planningandcommunicationbetweenAilsaandAlysonhappenlargelythroughtheChildandFamilyAlliancemeetings,whichincludetheDepartmentofHumanServicesandarefocussedonChildFIRSTactivities.TheyalsoworktogetherontheEastGippslandFamilyViolenceSteeringCommitteeandmeetregularlyinrelationtothedevelopmentoftheChildrenandFamilyCentre.Thereisstaffcontactandcommunicationaroundcommonclientsandworkdoneinpartnership.Thisincludes:

• caseconferencing;• maternalandchildhealthnursingclinicsrunbyGLCHatGEGAC;• GLCHdisabilitystaffworkingatGEGAC

AilsaindicatesthatwhereverpossibleGLCHwillfacilitatestafftoworktogetherwithGEGACstaff,andthatthiscan‘makeiteasierfortheclients.’AlysonandAilsaare‘notshyaboutpickingupthephone’andwillregularlyhaveconversationstodiscussissuesthatarise.TherehavebeenchallengesbetweenstaffandinthosesituationsAlysonandAilsawilltalkthroughthesituation.AilsanotesthatAlysonwillalwayscontactheraboutissuesthatariseanddescribesthatthiscommunicationisveryopenandhonestandallowsthemtoworkthroughtheirdifferentperspectives.AilsaidentifiesthetimeforworkinginpartnershipasakeychallengeintheworkwithGEGAC:

‘Achievingthingsinpartnershiptakestime.Tomakepartnershipworkyouhavetobeabletomeetandtalkthingsover.It’sachallengetofindthetimeforthosemeetings.’

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ResourcesarealsoachallengeandAilsabelievesthisisespeciallythecaseforGEGAC:

‘Forexample,inrelationtoChildFIRSTtheygetlessfundingandthey’retryingtodomorewithitandthiscreatespressure.There’salsoalltheculturalissuesanddemandsonanAboriginalorganisation,whichmeansitisn’toften9to5andthisaddspressuretotheirtimeandresources.Iwouldthinkthat’sahugechallengeforAlyson.’

AilsaalsodescribesthepressureplacedonGEGACintheprocessofestablishingtheChildrenandFamilyCentreandtheexpectationthatstafftherewillbeableto‘justfititinsomewhere.’Developinganintegratedservicemodeltakestimeandalotofresources.Ailsabelievesthatalackoffundingandsupportforthesetypesofprojectssetsthemuptofailfromthestart.OneapproachthatAilsadescribesasnecessarytodealwiththesechallengesistoensurethatexistingstructuresareusedtosupportpartnershipworkratherthantryingtocreatenewonesthatincreasetheamountofworkandpressure.Alysonidentifiesthatoneofthemostsignificantchallengesintheongoingmanagementofthepartnershiparethedifferentwaysofworkingofbothorganisations.Thisimpactsinareasincluding:

• sharingofinformation:theGLCHapproachtoprivacyofinformationforclientsmakesitdifficultforGEGACtoworkwithfamilieswithinsufficientinformation;

• case‐managementmodel:GEGACalwaysadoptsanindividualcasemanagementapproach,whereasGLCHmayhavealargenumberofdifferentprogramsworkingwithonefamily.;

• outcomesfocus:AlysondescribesthatGLCHare‘datadriven’whileGEGACarenotdrivenbytargets,butby‘whatthefamilyneedstosurvive.’Ailsadescribesthatthereisastrongfocusonwell‐beingoutcomesforallclientsofGLCHthatisnotlimitedbyadatafocusandthereisaneedtoworkwithGEGACtounpackdifferencesinunderstandingofevaluationapproaches.

Alysonexplainsthatthesedifferentwaysofworkingmaybe‘cultural’butarealsorelatedtoGLCH’sethosasa‘medical’organisationandreflectadifferentfocusintheorganisation’swork.5.EvaluationofthepartnershipandpartnershipactivitiesTheevaluationoftheChildFIRSTworkhappensthroughtheChildFIRSTAlliance.AlysonbelievesthatthedifferenceinoutcomesfocusforGEGACandGLCHisasignificantchallenge.Shedescribesthattheevaluationthattakesplaceis‘theevaluationofdata’whichisnotthewaythatGEGACmeasuresoutcomes.Alysonalsonotesthatnotbeingtheleadagencyforthisprojectmeansthattheydonothaveinputintohowevaluationoftheworkisdone.FromAilsa’sperspectivedatathathasbeenconsideredintheAlliancemeetingshasbeenfromDepartmentinputandtherehasactuallynotbeenanysignificantevaluationoftheimpactofChildFIRSTonoutcomesforchildrenandfamilies.ShebelievesanevaluationofChildFIRSTwithafocusonwell‐beingoutcomesforchildrenandfamiliesshouldbeundertakenwithparticipationofallAlliancepartners.

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Ailsadescribesthatwhilethereisevaluationofpartnershipworkintheformalmeetings,therearenoevaluationprocessesaroundthepartnershipitself.Sheindicatesthatoneaspectofthepartnershiprelationshipthatwouldbeinterestingtoevaluatewouldbearoundrelationshipsbetweenstaff.DescribingthewayherandAlysonareabletodiscussandworkthroughissues,Ailsasaidshewouldbeinterestedinlearningmoreabouttheextenttowhichthatrespecthasdevelopedatthestafflevel.Evaluatingtheopennessandrespectinthoserelationships‘mightleadustoidentifysomeofthegapsweneedtodomoreworkon.’AilsaexplainsthatreviewoftheformalMoUrelatingtoChildFIRSThasbeenbroughtupattheAlliancemeetings,‘butitissomethingthatweneedtofactorintoourworkplanforthatgrouptomakesurethatithappens.’Ailsabelievesthatitisimportantthatthishappens,andislikelytoidentifyaspectsoftheagreementthathaven’tbeenimplementedandneedtobelookedat.AilsaalsonotesthatprocessesaroundevaluatingtheculturalcompetencyofGLCHwillbebuiltintotheCulturalAwarenessFrameworkthatGLCHiscurrentlydeveloping(describedbelow).InformalreviewandongoingdiscussionaroundpartnershipactivitiesdoesleadtochangesinhowGLCHandGEGACworktogether.ArecentexamplehasbeenthatpreviouslyinthecaseofL17FamilyViolencereferrals,GLCHwouldmakethefirstcontactinresponsetoallreferrals.AilsadescribesthatitwasdecidedthroughinputfromGEGAC,community,thepoliceandotherstakeholdersthatthiswasnot‘themostculturallyappropriatewaytorespondtosomethingasdifficultasfamilyviolence.’Asaresult,referralswherethevictimisidentifiedasAboriginalwillbepasseddirectlytoGEGAC.AlysondescribesthattheFamilyViolenceCommitteewasanimportantforumtobeabletodiscussthisissuewithinputfromvariousstakeholdersandachievechange.6.FocusonculturalcompetencyAilsadescribessomeoftheactivitiesandwaysofworkingthatreflectthelevelofculturalcompetencyofGLCHasanorganisation.Theseinclude:

• supportingandattendingcommunityevents;• acknowledgingsorrytime;• acknowledgingtheAboriginalcommunityasawholeandGEGAC’sroleasan

integralpartofthatcommunity;as‘theleadagencyinthearea’;• displayingAboriginalandTorresStraitIslanderflags;• formingacommitteefocussedonorganisationalculturalcompetence(see

the‘CulturalAwarenessFrameworkProject’describedbelow)AilsaindicatesthattheorganisationalsousestheDHSculturalcompetenceframework,whichconnectstotheCSOstandardsforChildFIRST.AilsanotesthecontributionofGEGACtoculturalcompetencydevelopmentinGLCH:‘wegetprobablyasmuchfromGEGACastheygetfromus.’Waysinwhichthishappensinclude:

• culturalsharingfromGEGACheldattheKeepingPlace;

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• informallearningthroughinteractionbetweenstaffwhenservicesareprovidedinpartnership;

• culturaladvicefromGEGACinrelationtospecificclients.Ailsaacknowledgesthatthishasbeenadhocandtheneedtobemore‘systematicaboutgettingGEGACinvolvedwhenwe’reworkingwithAboriginalclients.’ShealsonotesthechallengesaroundsourcingculturalinputinrelationtoAboriginalclientswhodon’twantGEGACtobeinvolved.AilsadescribesthatrequirementsthatcomefromtheDepartmentaroundculturalcompetencyandpartnershipdevelopmentwithAboriginalorganisationscanbeunrealisticandplacepressureonbothorganisations.Theyfailtoacknowledgethattheprocessofdevelopingrelationshipstakesalotoftimeandthatpartnershipsthatarerushedintowilllikelyfallapart.ShenotesthepressureontheprocessofdevelopingtheChildrenandFamilyCentreasanexample.AlysondescribesthatwhileGLCHrepresentsalevelofculturalcompetencyandknows‘therightthingstosay’theyhaveawaytogoindevelopingculturallyappropriateservicesandwaysofworking.SheprovidestheexampleofL17referralswhere,accordingtoAlyson,GLCHhas,insomecases,beenunabletomakecontactwiththewomenandfamilies.AlysonnotestheimportantroleofGEGACingettingoutoftheofficetomakecontact,doing‘activeoutreach,activeengagementandassertiveoutreachinsomecases.’ThisisawayofworkingwhichAlysonbelievesisnecessarytoengagefamilieswiththeservice,butthatshebelievesGLCHwouldconsiderinappropriate.FromAilsa’sperspectiveGLCHundertakesactiveoutreachtoengagewithfamilies,andAlyson’sdifferentperspectiveonthisissomethingtheywillneedtodiscussfurtherandworkthroughinthepartnershiptodevelopsharedunderstanding.TherearealsoissuesrelatedtotheinteractionsbetweenstaffofbothorganisationsandthevalueofGLCHstafffortheculturalknowledgeandskillsofGEGACstaff.AlysonindicatesthatthisisnotanissueofhowstaffaretreatedbyAilsaatthemanagementlevel,butanorganisationalissuearoundrespectfortheprofessionalismofGEGACstaffandequalityintheirinteractionswithGLCHstaff.GLCHarecurrentlyengagedinaprojecttodevelopanorganisational‘AboriginalCulturalAwarenessFramework’whichaims‘todevelopasetofpoliciesthatdetailhowGLCHwillworkeffectivelywiththeAboriginalcommunity.’Thepolicyareasunderdevelopmentinclude:

• culturalawarenesstraining;• creatingawelcome,safeandaccessibleenvironment;• recruitmentandemployment;• agencycommitmenttoself‐determinationandacknowledgement;• partnershipsand;• culturallyresponsiveservicedelivery.

Ailsadescribestheimportanceofthisprocesstoensurethattheorganisationdevelopsculturalcompetenceinastrategicandcoordinatedway.SheindicatesthatGLCHintendstodeveloptheframeworkinpartnershipwithAboriginalcommunities.AilsarecognisesthatGEGACwillhavearoletoplayinthisprocess,butthatthisbecomeshardbecause‘it’salsoaboutnotputtingtoomuchpressure

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onthem.’ShealsonotesthechallengeofworkingacrossanumberofsitesandneedingtoidentifythemostappropriateAboriginalgroupandorganisationstoworkwithtoinformtheframework.AlysonindicatesthatthereisanopportunityforGEGACtohaveagreaterroleintrainingandsupportforGLCHstafftoworkinculturallyappropriatewayswithAboriginalpeople.Alysonsuggested,forexample,thatGEGACcouldprovideculturalsupporttoGLCHstaffaroundthe‘assertiveoutreach’approachesthatarenecessarytoconnectwithAboriginalfamilies.7.FurtherpartnershipoutcomesandopportunitiesAilsadescribestheincreaseinemploymentofAboriginalpeopleatGLCHasasignificantoutcomeoftheirpartnershipworkwithanumberofAboriginalcommunity‐controlledorganisations.ThishasbeenamovefromhavingnoAboriginalemployeestoninepercent.Ailsanotesthatthisisnotlarge,buthasbeenaproactivemovetosupportemployment,whichbringsarichnesstotheorganisation.GLCHhaspursuedastrategyofsupportingAboriginalemploymentandhavebeeninvolvedwithvariouscommunitiesandorganisationsinrelationtothis,includingwithUnitingCareGippslandandGEGACinrelationtoatraineeshipprogram.SpecificallyinrelationtotheChildFIRSTAlliance,AlysonnotesthatithasenabledasmallamountofadditionalfundingsupportforGEGAC’sintakeandassessmentrole.However,shedescribesthatithasn’thadalargeimpactonhowGEGACdoesbusinessandthat,‘it’smadealotmoreworkbutIhaven’tseenalotmoreoutcomes.’AlysonalsodescribesstronglytheimportanceoftherecentshiftinprocessfordealingwithL17referralsasapositivepartnershipoutcome.Inmoregeneralterms,Ailsabelievesthattherehasbeen,‘increasedaccessforthecommunitytoawholerangeofservices,whetherthey’reprovidedbyGEGACorourselves.’SheprovidedtheexampleoftheEarlyChildhoodInterventiondisabilityservice,whichhadnoAboriginalchildrenenrolled,andnowhasfiftypercentAboriginalenrolment.ThiscameoutofworkdoneinconjunctionwithGEGAC’sBooraiplaygroup.Alysonnotesthesignificantopportunitythatexists,especiallywiththechangeintheL17referralprocess,forstrengtheninghowGEGACandGLCHworkinrelationtotheMoU,‘totryandreallygetthatbeddeddowninpractice.’Ailsadescribestheopportunitytoworkon‘theday‐to‐dayworksothatthere’smoresharingatastafflevel.’Shedescribestheneedtobemoreproactiveabouthowthepartnershipworksonaday‐to‐daybasis‘becausesomanythingsgetinthewayandit’seasytogetwrappedupinthat.’Recentstaffingstabilityinbothorganisationshasalsocreatedtheopportunitytofocusonpartnershipwork.

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PartnershipCaseStudy3AboriginalorTorresStraitIslanderOrganisation:

VictorianAboriginalChildCareAgency(VACCA)


VictorianDepartmentofHumanServices(DHS)

PartnershipFocus:

ThiscasestudyfocusesonthepartnershipbetweenVACCAandDHSinrelationtotheAboriginalChildSpecialistAdviceandSupportServices(ACSASS)providedbytheVACCALakidjekaProgram.

Thiscasestudyremainsconfidentialasfinalisationandapprovalofthecontentofthecasestudywasnotcompletedintheresearchperiod.BothVACCAandDHShavesupportedtheSNAICCresearchprocessandthecasestudyhascontributed

significantlytothepaper.

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PartnershipCaseStudy4WyndhamEarlyLearningActivity(WELA)andSavetheChildren

AboriginalorTorresStraitIslanderOrganisation:

WyndhamEarlyLearningActivity(WELA)


SavetheChildren


JaneParkerCoordinator,WELAAluD'AnnaTrust,WELAStrongerWoman'sCoordinatorEstelleHunterChairperson,ManagementCommittee,WELAAntheaWhanEarlyLearningProgramCoordinatorSavetheChildren

1.OverviewandhistoryTheWyndhamEarlyLearningActivity(WELA)startedasacommunityinitiativeforyoungmothersandbabiesattherecreationcentreinWyndham.Estelle,ChairpersonoftheWELAManagementCommittee,explainsthattheinitialobjectivewastohaveameetingplaceinpublicsootherMumscouldjoinandfamiliescouldbesupported.SavetheChildrenbecameinvolvedin2005asthefacilitatingpartnerfortheFaHCSIAfundedCommunitiesforChildren(CfC)program,andarrivedintheregionwithaneedtoidentifyanAboriginalorganisationwithcapacitytotakeontheCfCfunding.TheyoungmothersandbabiesgroupwasidentifiedastheprogramtobuildoninWyndham,andJoorookNgarniAboriginalCorporationwasidentifiedastheincorporatedbodytoadministertheprogram.JaneParker,thecurrentcoordinatorofWELA,tookupherroleatthistime.Shedescribesthatatthatpointthegroupwas:

‘AgroupofAboriginalmumsthatfeltthatthemainstreamservicesweren’tmeetingtheirneeds.Theyweremeetingregularlyusingwhateverresourcestheycouldgettogetsomethinggoingtobuildcapacityforthemandtheirchildren.’

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EstelledescribesthatJanecomingintothepositionofcoordinatorwasabighelp:‘Sheisawhitewomanbutknowseveryoneandeveryonehassomuchrespectforher,shesawusgrowup.’Sincethistime,andwiththecontinuinginvolvementandsupportofSavetheChildren,WELAhasbecomeanindependentcorporationandevolvedfromaplaygrouptoabroaderservicewithactivitiesincluding:

• focussedlearningforchildrenwiththeirMums• preparingchildrenforschoolandsupportingthetransitiontoschool• focusinareasincludingchilddevelopment,playwithchildren,healthand

nutrition• abreakfastclubwhichincludesolderchildrenbeforeschool• awomen’scentrewhichprovidegardeningandsewingcourses• homevisits• linkagestootherservices

Janeexplainsthat:‘tomakeadifferenceinachild’slifeyouhavetomakeadifferencetothefamily.Youneedtoworkwiththewholefamily:washinghands,eatinghealthy,speakingtoyourchild,havingconversations.’WELAplanstocontinuetogrowandexpanditsserviceandtoincreaseitsfocusonsupportforfathers.2.PrinciplesthatunderpinthepartnershipapproachAntheaWhanfromSavetheChildrenidentifiesanumberofkeyprinciplesthatunderpintheworkofSavetheChildreninpartnershipwithWELA:

• ItisnotabouttheimageorgrowthofSavetheChildren,itisaboutsupportforWELAtofulfiltheirobjectives.

• ‘Ideallywewouldn’tbeherein20or50years,soitisimportantforustobuildcapacitylocally.

• ‘Itisaboutseeingwhatwecould/cando,asmuchorlittleastheywanted.Itistakingtheirleadonit.Theprogramwasdictatedbywhattheythoughtwouldworkwithinthecommunity.’

• ThepartnershiptakesastrengthsbasedapproachandissetuptobuildonthestronggroupofyoungMumsthatwasalreadyoperating.

• Wesuggestpossibilitiesandtheyidentifypriorities:‘Itisaboutthemunderstandingthroughouractionswhatweactuallyarecapableofdoingforthem.’

• ‘Tomoveforwardtogetherisaboutsensitivitytotheprocess.’• Itisaboutpatience,workingwiththestaffandtakingtheirlead.• Thegoalistransferringprogramstocommunities.

JaneprovidesareflectiononhowtheseprinciplestranslateintorealityinWyndham:

‘WearetheminWyndham.WearethefaceofSavetheChildrenhere.Theyaresupportiveofwhateverwedowiththecommunityandservicearoundtheseissues,andtheydefertousontheseissues.Theydon’thavedirectinteractionwiththecommunityhere.’

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Janedescribeskeyprinciples,whichunderpintheworkofWELAwithSavetheChildren:

• everythingthattheydowithSavetheChildrenshouldberelevanttothecommunityinWyndham.

• theaimistorespondtowhatthecommunitywantsandWELAneedstheflexibilitytoadapttoexpressedcommunityneeds.

• thefocusisprovidingtheserviceandtheydonotwanttobecome‘anofficeorabureaucracy.’

• WELAneedstogrowinordertoprovideaholisticservicetothecommunity,whichaddressesalltheneedsoffamilies.

• developingstrongcommunityleadersiskey,includingemploymentandtrainingoflocalpeopleandhavingalocalboardofmanagement.

• culturalawarenessofSavetheChildrenstaffiscriticaltoeffectiverelationships.

3.EnablingfactorsAntheahighlightstheCommunitiesforChildrenprogramwasamajorinstigatoroftheworkinWyndham:‘Itwasthewholereasonwecameuphere.’ShecommendstheCfCapproachnotingthat‘havingfacilitatingpartnersletsitbesoflexibleinbeingabletorespondtocommunityneeds.’AntheaalsonotesthattheactiveroleJanetakesiskeytomakingthepartnershippossible.SheisveryknowledgeableandhasstrongexperienceofbeingaShirecouncillorformanyyears.Jane‘reallyknowswhatshecanpushpeopleforandsheisnotafraidtoask.’Relationshipbuildingandculturalcompetencyareotherkeyenablingfactorswhicharedetailedfurtherbelow.4.ChallengesindevelopingthepartnershipAchallengeattheoutsetwasthatWELAhadneverworkedwithSavetheChildrenortheJoorookNgarniAboriginalCorporationbefore.AntheadescribesthatthiswasabigstepandfromWELA’sperspectivetheywanted‘toensurethattheystillretainedownershipovertheirprogram.’Antheabelievesthelevelofgrowthwaschallengingand‘scaryattimes’forWELA.Theprocessinvolved‘goingfromsomethingworkingreallywelltogoingundertheumbrellaofanotherorganisationthathadneverworkedonearlychildhoodprograms.’Janeindicatesthatsustainablefundinghasbeenoneofthemostsignificantchallengesfromthebeginning:‘Noneofourfundingagreementsarelongterm,theyarealloneyear.Soitisreallyhardtobuildasustainableprogramandservicewhenyougofromoneyeartothenext.Thathasbeenthehardshipforusall.’Sheviewstheapproachofgovernmenttofundingpartnershipactivitiesasimpactingnegativelyonhowthepartnershipworks:

‘BasicallyweareallultimatelyworkingtowhatevertheMinister’sdepartmentiswantingfromuseveryyearandtryingtomakethatfitwithinour

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communitiesandservices.Itshouldnevercomefromthetopdownbutshouldbefromthebottomtothetop.Theyshouldbecomingtoussayingwhatishappening,whatarethegaps,whataretheweaknesses,whatneedstobebuiltonan,howcanwegrowthecentre.’

JanealsonotesthechallengesinrelationtotheculturalawarenessofSavetheChildrenstaffatthebeginningofthepartnership,whicharedetailedinthefocusonculturalcompetencybelow.5.AgreementsandobjectivesAntheadescribesthat‘therewasnoprocessofsettingupthegoalsandobjectivesofeachorganisationforthepartnership.’TherewouldhavebeendiscussionaroundwhyWELAwouldwanttopartnerwithSavetheChildrenandwhatSavetheChildrenwouldbringtothetable,butthiswasnotformallydocumented.Antheaindicatesthatthepartnershipagreementisabasicfundingforserviceagreementthatdoesn’treflectpartnershipprinciplesorthewaythepartnershipworks.JanedescribesthatthebroaderprioritiesofpartneringwithSavetheChildren,asprovidedintheCfCsagreementinclude:informationreferral,outreach,resourcedevelopmentsupport,educationandskillstrainingand,communitycapacitybuildinganddevelopment.Shenotesthatthespecificgoalsandactivitieschangefromyeartoyear:‘itgrew,morphed,andchangedonthebasisoftheneedofthecommunityandsustainabilityofevents.Thefundingagreementthenhadtoreflectthisandtheoutcomeshadtobeshiftedtoreflectthat.’AsignificantchallengeforWELAatfirstwasambiguityintheagreementandobjectives.TheagendaprovidedthroughCfCwasbroadandunclear:

‘Wewouldgoanddosomethingandthengetfeedbackthatwecouldn’tdothatoryouhavetodothis,sowewouldchangeitandtrysomethingelse.Sowemorphedourwaythroughthefirstyear.ThenwesatdownattheendofthatwithSavetheChildrenanddevelopedamoretailoredfundingagreementtoreflectwhatwewerecapableofdoingandconfidentindoing.Asourskillsbasegrewandtheresourcesthatwehadatourdisposalgrewthenwecouldmeetmoreoftheoutcomesanddeveloptheactivities.’

Antheabelievesthatdefininghowthepartnershipworksthroughaformalagreementcouldbeimportant,especiallyforensuringthatapproachesaresustainedwhenstaffturnoveroccurs.SheexplainsthatcurrentlyWELAknowwhatsupportcanbeprovidedbySavetheChildren,butapartnershipMoUmaybeimportantforthefuture.6.Ongoingpartnershipmanagement

6.1RelationshipdevelopmentWELAandSavetheChildrendescribeafocusonrelationshipdevelopmentintheearlydaysofthepartnershipascrucialtothesuccessofthepartnership.Both

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AntheaandJaneidentifytheimportanceoffamilyevents,includingfamilygatheringsandstreetparties,whichhelpedtobuildrelationshipsandtrustinthecommunity.Janenotesthattheseeventswerealsoveryimportantforbuildingmoraleinthecommunity:‘Wehadhadastringofsuicides,like12over2yearsandmostlyyoungmen.Economicdownfall,lotsofservicesmovingoutofthetown,noemploymentopportunities.Itstartedtobuildonthefoundationofthetowntostartchangingsomeofthenegativestopositives.’AntheadescribesthatherownworkwithWELAhasbeenaboutpatience:‘havingandgivingtimetoestablishtherelationship.Iprobablyspentthefirst6monthsfocusedonbuildingtherelationshipwithWELA,goingupthereveryregularly.’AntheaalsodescribesthisasalearningcurveforSavetheChildren:‘weneededtointegratepartnershipprocesses,includingthetimeinvolvedindevelopingandmaintainingthepartnership,thementorshiprole.Takingthattime,waitingtohearfromthecommunity.’Earlyinthepartnershipthereweresignificantchallengesindevelopingrelationships.JaneexplainsthatinitiallytherewasonepersonfromSavetheChildrenwho‘hadbeendumpedintheEastKimberleywithahugetaskandahugebucketofmoney.Sothefirstyearwasasteeplearningcurveforallofusabouthowthispartnershipwouldworkandwhatwaspossiblethroughit.’AcrucialturningpointintherelationshipwaswhenSavetheChildrenemployedalocalAboriginalpersontotakeonthemanagementoftheprogram.Janeexplains:‘WhenEddietookoverthingschanged.Heisfromthiscountryandisablackfella.Thatgavethemthestrengthforpeopletosaythismobareseriousandtheyaregoingtostay.’Antheadescribesthatitwas‘importantinfulfillingthatculturallink,andtherespectthatwasnotpreviouslythere.’AtthistimethenumberofstaffworkingwithSavetheChildrenalsoincreased.Janedescribesthat‘astheystrengthenedandtheirpresenceintheKimberleygrew,ourrelationshipwiththemalsostrengthened.’AnongoingchallengeforWELAhasbeentheturnoverofSavetheChildrenstaff,whichhasrequiredthemtoregularlydevelopnewrelationships.ThenewEarlyLearningProgramCoordinatorstartinginJanuary2012willbethefourthsince2005.JaneexplainsbycomparisonSavetheChildrenhave‘haditeasyaswehaven’tchanged.Ithasbeenthesamepeoplefortheentiretime.’Onthepositiveside,JaneexplainsthatWELAhasdrawnonandlearntfromthestrengthsofeachnewSavetheChildrenworker,forexampleAnthea’sstrengthsinfinanceandaccounting.Janedescribesthatthisinformallearning‘contributestotheeffectivenessofthepartnershipandalotoftheoutcomesinrealterms.’BothWELAandSavetheChildrenacknowledgethatasaresultofthetimeandeffortthathasbeenputintodevelopingrelationshipsbetweenthem,thereisnowahighleveloftrustandhonestyintherelationship.JanedescribesthatsheknowsthatSavetheChildrenwillbetheretosupportifWELAisstuck.SheexplainsthatsheissecurethatSavetheChildrenvalueherroleandthepartnershipwithWELA.

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RecentlyJanewasinvitedtobeontheinterviewpanelforthenewSavetheChildrenEarlyLearningProgramCoordinatorwhowillworkintheregion:‘thatshowsthattheyseethatwehavesomethingtocontribute,thatweareacentralpartnerandhaveavoiceindecisionsaroundthat.’Janedescribestherelationshipassignificantlydifferenttotherelationshipwithotherfundingbodiesandespeciallywithgovernment.ThroughCfC‘FaHCSIAhaveputinamiddleman’whichactsasabufferandsupport.Janedescribesthatwhentheyworkdirectlywithdepartmentstherelationshipismuchmore‘cold’. 6.2CommunicationCommunicationbetweenSavetheChildrenandWELAtakesvariousformsbothformalandinformalandincludes:dailyemails;regularphonecalls;monthlyreports;discussionofevaluationrecommendations;reviewandfeedbackfromSavetheChildrenonWELA’sstrategicplanning;andfeedbackonfundingapplicationsfromSavetheChildren.JaneexplainsthatshewillalwaysletSavetheChildrenknowwhatsheisdoing.Thecommunicationisveryopen:‘wehavemutualtrustandmutualopennessaboutwherewearegoingandhowweareworking.’JanedescribesthatasignofthetrustintherelationshipisthatbothWELAandSavetheChildrencancommunicatetheirconcernsandissues,anditisnottakenpersonally:

Welovetohavelittlefights.Ioftentellthemtheyarehopeless.Thatiswhatmakesitagoodrelationship–wecanhavetheopenandhonestdiscussionsnow.Wehavedevelopedtothatlevel.Wearenotuncertainthattheywillcomebackandsayfinewewilltakeyourfundingaway.Theyknowthatourintentionsaretodothebestwecanforourcommunityandweknowthattheyareheretosupportusifweneedit.

6.3FlexibleapproachAntheadescribesthatprovidingWELAwithflexibilityinrelationtohowtheyoperateisimportantsothatdecisionscanbemadeatthecommunitylevel.Janedescribesthatearlyon,‘wecoulddefinewhatweretheappropriateservicestodevelop.Theyinitiallygaveussomemoneyandabroadoutlineandsaidgoforit.’Theagreementcanberenegotiatedaccordingtocommunityneeds.Janeexplainsthatifaplannedactivityisnotworkingwellandanewideaisemergingthatmaybemoreeffective,shewillringAntheatoexplain.Antheawillbesupportiveandtheagreementcanbeamended.JanedescribesthatthisisalsoimportanttoensurethatWELAdoesn’tjustdowhattheythinkisneeded,butrespondstotheexpressedneedsofmumsandthecommunity. 6.4PlanningPlanninghappensinasignificantwayattheendofthefinancialyearwhenWELAandSavetheChildrenmeettodiscussthebudgetforthefollowingyear.Janedescribesthatthisisalsoaprocessofreview:

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IsetdownabudgetofwhatIneed,shesetsdownabudgetbasedonthemoneyavailableandthenwetalktogetherandlookatacompromise.Withinthatwealsolookatwhatprojectswehaverun.Whathasbeensuccessful,achievedoutcomesandwhathasn’tandthenwereflectthenextphasebasedonthat.

SavetheChildrenalsoprovidesinputontheWELAstrategicplan.WELAwillproducethestrategicplanandAntheawillprovidefeedbacktoassistwithstrategicdirections.WELAwerepreviouslyamemberoftheCommunitiesforChildrencommittee,howeverwiththeintroductionoftheFamilySupportProgram(FaHCSIA)in2009theCommunitiesforChildrenCommittee(CCC)membershipwasrevisedtoexcludecommunitypartners.FaHCSIAindicatedthatthisdecisionaimedtoremovetheconflictinhavingmemberswithclosefinancialinterestsintheprogramsinattendanceatthemeetings.TheCCChaveultimateresponsibilityfortheallocationoffunding,contracts,anddecisionmakingregardingcommunitypartnerservicedeliveryplans(whicharerevisedannually).Thisforumincludesrepresentativesfromthefollowingagencies/organisationswhoareallactivelyinvolvedintheprovisionofservicesfor0‐12yearoldsintheEastKimberley:communitymembers,communityhealth,localgovernment,stategovernment(includingDepartmentforChildProtection,DepartmentforCommunities,DepartmentofIndigenousAffairsandWAPolice),federalgovernment,localschools,familysupportassociations,localchildcarecentre,AboriginalCorporationsandAnglicareWA.JanedescribesthatwithWELA’sremovalfromtheCCC,theyhavebeenexcludedfromregionalplanningactivities.ShedescribesthatsheexperiencestheCCCanditsdecisionsnowasfurtherremovedfromreallocalissuesandworkontheground.SavetheChildrenfeelthattheseparateCommunityPartnerForumestablishedwhencommunitypartnerswereremovedfromtheCCCoffersgoodopportunityformorepracticalsupportandopportunitiesforideassharing,andisamoreappropriatemeetingforcommunitypartnerstafftoattend.7.Monitoringandevaluation 7.1EvaluationprocessAnevaluationfortheCommunitiesforChildrenprogramintheEastKimberley,includingtheworkofWELA,isconductedeverysixmonthsbyCurtinUniversity.CurtinUniversity(contractedbySavetheChildren)talkswithSavetheChildrenabouttheapproachandtheoutcomesfocusfortheevaluation,butnotwithpartners.CurtinUniversitydesignandconducttheevaluation.Antheahighlightstheimportanceofindependentevaluation:‘Ithinkithasmeantthatourrelationshipcanbemaintainedandnotcompromised.Ifweevaluatedourselveswewouldbereluctanttoraisequitecontroversialmatters.’Antheaviewstheevaluationasa

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highlyusefultoolforraisingissuesandenablingconversationaboutthemwithWELA.Thereisconstructivecriticism,whichcreatesopportunitiesfortheprogramtodevelop.WhilstperformingtheevaluationisnotacriteriaoftheCommunitiesforChildrenfunding,SavetheChildrenhavecontinuedtheevaluationprocessasstaffseeitasacriticalcomponentofcontinuousqualityimprovement.Itenablesexplorationofbestpracticesforreflectivepracticeintheprogram.JanenotesthatWELAhasnoinputintothedesignoftheevaluation.Sheexplains:

‘Ican’tseethevalueofit.Theyjustwriteupreport.Wearedoingagoodjob,weareachievingoutcomes.Iamnotsurewhoeverreadsthem.Weknowwhatourstrengthsandweaknessesare,weknowwhatweareandaren’tachieving.

Anannualreviewalsohappensmoreinformallythroughthebudgetingprocessandnegotiationoftheserviceagreementasdescribedabove. 7.2MonthlyreportingFromthebeginningofthepartnership,WELAhashadtheresponsibilitytoprovidemonthlyreportstoSavetheChildren.Antheaexplainsthatshehasbeenconsciousofreviewingthisprocesstoensurethattheyarerelevantandnotoverlytimeconsuming.Janenotesthisasanareaofpositivechange:‘Thishasbeenalearningcurve.AntheaandIfightoveritalot.Thereportisquitesimplenow–isa30minutejobwherepreviouslyitusedtobeanoneroustask.’SheindicatesthatWELAhashadalotofinputintothisprocessandthatthishashelped.SavetheChildrenhaveintroducedasystemforWELAtorecordstatisticalinformationinanefforttocollectarangeofsignificantdatarelatingtoWELA’soperation.Antheadescribesthatdatacollectionhasbeena‘difficultprocess’andhasbeenconcernedthatJanewouldseetheimplementationofthisprocessasaweaknessonherbehalf.However,theprocessisaboutcontinuousimprovementforprogramstocollectvaluabledataforfundingbodiesandtobuildtheevidencebase.OnewaythatSavetheChildrenhassupportedisenteringattendancesheetsandregistrationformsintoadatabaseandprovidingWELAwithinformationontheirattendancedata.SavetheChildrenispreparingadatabasethattheywillbeabletousethemselves.Antheaexplains:‘thisisdoneinasustainableway,buildingtheircapacityandsystemstotakeitonthemselves.Theywillhaveasustainabletool.’Janedescribesthat‘statsareawasteoftime.’Sheexplains:

Allthesequestionsweaskareredundant,recreatinginformationthatwealreadyknow.Theinformationthatwegetpeopletotick:havetheyhadagoodtime,havetheygotsomethingoutofit;peoplejusttickitanddon’tknowwhattheyareticking,andmoveon.It’sthepositivefeedback,andthefactthatpeoplecomeback.IfIget30peopleeachdayforbreakfastclubwearedoingsomethingright.

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SavetheChildrentalkedabouttheneedtodevelopbettersupportivemechanismssothatmonitoringandevaluationisbetterunderstoodandutilisedbycommunitypartnersandorganisationsalike.SavetheChildrenfeltthatthisisimportanttoensurethatallpartiesinvolvedappreciatethebenefitsthatthistypeofworkcanbringtoenhanceprojects.JaneexpressesthatarecentchangemeansthatnowSavetheChildrenwantstocollectstatisticsthroughtheirownsystem,whereasWELAusedtodothisthemselves.SheexplainsthatWELA‘strugglestogetanythingback’andthatthisisanegativeprocess.JanenotesthatSavetheChildrenhaveadmittedthisisanissuethatneedstobereviewed.Referringtothestatisticalinformation,Janeexplainsthat:‘Wehaven’treliedonthesetools,butcommonsenseandopencommunicationwithcommunityandourfundingpartners.’8.FocusoncapacitydevelopmentDevelopingcapacityforWELAhasbeenacentralfocusoftherelationship.AntheadescribesthatthisisaboutidentifyinghowSavetheChildrencan‘supportthemstrengtheningasanorganisation’andthatitisintegratedintoplanning.Theself‐determinationprinciplesofSavetheChildrenarereflectedintheapproach.JaneexplainsthatbuildingcapacityforWELAhasalsobeenaboutbuildingstrengthandleadershipinthecommunity:

‘Wealsohaveacoupleofgenerationsofshameinfrontofpeople,theymumble,theygetshameinfrontofpeoplebecausethatistheculturetheygrewupin.Ifwewanttobreakthatcultureandhavethesepeoplebecomerolemodelsforthechildrenandcommunityleadersweneedtostartgivingthemresponsibilitytodothat,notdoitforthem.’

8.1Governance

Antheanotesthatstructuralchangesrequiredoftheserviceweresignificantandincludedmovingtoastablelocation,insuranceandformalisingprograms.ShedescribespositivelythatWELArecognisedthebenefitsofhavingtofollowmorestringentprocessesandwaskeentocomeonboardwiththepartnership.AntheabelievesongoinggovernancesupportisimportantanddescribesthatthemanagementcommitteehasstrengthenedandarealllocalAboriginalrepresentatives.JanedescribesthathavingsomeonefromSavetheChildrenworkingcloselywithWELAthroughtheprocessofincorporatingwasveryhelpful.Therewas‘significantsupport’forthisprocessincluding:advice,skillsdevelopmentandsystemsdevelopment.Sheexplainsthat,‘withoutthemwewouldneverhavegotgoing.WithouttheircorporateknowledgeIwouldneverhavegottheskillsthatIneededtogetWELAwhereitneedstobe.’AtthistimetheSavetheChildrenProgramCoordinatorwasworkingonetotwodaysperweekintheWELAoffice.Theco‐locationofstaffhadsignificantbenefitsforrelationshipbuilding,mutualplanning

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andsupportingtheprocessofincorporation.Janedescribesthatshedoesnotseethevalueinsomeoftheprocessesarounddevelopingpoliciesandprocedures.Sherefersparticularlytovolunteers,organisedbySavetheChildren,whohaveassistedwithdevelopingpoliciesandmanuals.Shereferred,forexample,toOccupationalHealthandSafetypolicies:

‘Tomethisiscommonsense,andwedoit.Wedon’tneedadocumenttotellusthis.Weareattheschool,soweusetheirevacuationpolicy.Butnowwehaveawholepolicydocumentourselves.‘Itsitsinaboxandnoonereadsit.Butittickedboxes….InWELA,wehaveanosmackingandnoswearingpolicy.Thatiswhatisrelevanttoourlivesandourservice.’

JaneexplainsthatithastakenawhileforSavetheChildrentorealise‘wearenotanoffice,wearenotabureaucracy…wetrytodowhatisrelevanttous.’Antheaseesgreatervalueinthevolunteeringprogram.ShebelievesthatitprovidedanopportunityforWELAtoidentifyareasforbuildingstrengthsandthinkaboutlongertermplanning.Overall,thegovernancedevelopmentovertheperiodofthepartnershipforWELAhasbeenenormous.WELAhasgrownfromaninformalmother’sgrouptoanindependentcorporationmanagingitsownaccount,legalobligationsandrelationshipswithfundingbodiesand,deliveringmultipleservices.SavetheChildrenhassupportedthisgrowth,butithasbeenlargelyduetotheindependentstrengthofWELAanditsstaff.

8.2ProfessionaldevelopmentandworkforceOverallAntheadescribesthattheinvolvementofSavetheChildreninstaffdevelopmentforWELAinvolvesmakingrecommendationsinrelationtotrainingneedsthatWELAidentifies.ProfessionaldevelopmentinearlychildhoodeducationhasbeenafocusforWELA.SavetheChildrenhaveplayedaroleinmakingtrainingavailableforstaffthroughPlaygroupWA.Janebelievesthatseriousconsiderationneedstobegiventofundingtheemploymentofearlychildhoodtrainedstaffwhocouldtakeontheroleofmentorforotherstaffto‘enablethemtobroadentheirskillandknowledgebase.’SavetheChildrenseethisasapriorityandhaveworkedtosourcefundingforsucharolewithnosuccessthusfar.SavetheChildrenalsocontributesignificantlytoprofessionaldevelopmentforJane.AntheadescribesarecentexamplewhereJaneparticipatedinthescopingtripfortheChildrenandFamilyCentreinKununurra.ThishasprovidedresourcesandideasfromothercentresthatwillassistJanewithplanningforthenextstageofWELA’sdevelopment.Thereisalsoaplantoputtrainingmechanismsinplaceforanotherstaffmemberaspartofafocusonfutureleadership.JanedescribesthatAluwillbe‘skilledupfortalkingtofundingbodies,doingsubmissionsandfundingapplications.UltimatelyshewillbereadytoleadWELA.’

8.3Fundingandresourcing

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FundingfromSavetheChildrenisstaticanditisvitalforWELAtoidentifyotherfundingsources.AntheadescribesthatSavetheChildrenplaysasupportiverole,linkingWELAtootherfundingopportunities.AntheaexplainsthatSavetheChildrenplaysakeyadvocacyrolewithfundingbodies:

‘Janedoesalotofthiswork,butinareallypositivewaysheleansonusto.Thatisanacceptedandvaluedpartofthepartnership.Shereallyreliesonustosupporthercaseandtogointobatforher.’

Janestronglyacknowledgesthissupport:

‘Theyareconstantlylobbyingforus,theysendusthroughinformationallthetime.OntheirwebsitethereisawholelotofstuffonWELA.SavetheChildrenareonthephoneforusallthetimetofindotheroptionsforsustainablefunding;morereliablefundingor;someconsistencyinfunding.

JaneexplainsthatSavetheChildrenunderstandthatWELAneedstogrowtheserviceandprovideassistancewhenthemoneyfallsshortthroughhelpingtosourceopportunitiesforfunding,giveadvicearoundstrengtheningapplicationsandlobbyinggovernment.AntheadescribesthatincreasedfundingandresourcingforprogramshasbeenasignificantoutcomeofcapacitydevelopmentatWELA:

‘Becauseofgrowingandbeingincorporated,theyhavereceivedfundingtodoamobileplayschemeandtheyhavefundingfromDEEWRfortheparentandcommunityengagementprogramwheretheyhavemaleworkersinvolved,andtheyhavemen’sprograms.’

9.FocusonculturalcompetencyAntheadescribesthatonstartingtoworkintheKimberleyregionin2005,SavetheChildrenplannedtousecommunitydevelopmentexpertisedevelopedinSouthEastAsiaandimplementthesamemodelshere.Theorganisationsawthatitwaswellplacedtomanagelargegovernmentcontractsandwentforthetender.Contrarytogoodcommunitydevelopmentprinciples,inthisinstance,SavetheChildrenappliedforthefundingwithoutreceivingaformalinvitationintothecommunity.Therefore,asubstantialamountofworkhadtobeundertakentogainthatcommunitysupport.JanedescribessignificantchallengesinthebeginningandthatthefirstpersontocomeoutfromSavetheChildren‘didafewculturallyinappropriatethings.’Sheexplains:

‘Wegetalotofpeoplethatcomefromverywelleducatedbackgroundswhohavedoneanumberofculturalawarenessintroductoryworkshopsandthingsthatarejustnotrelevant.Sowhentheygetheretheythinktheyareexpertsandtendtobecomeabitpatronizing.Butwhatyoulearnaboutpeopleinother

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areasisnotrelevanttoKimberleypeople.’NothavingpreviousprogrammaticexperienceintheEastKimberleyanddirectexperienceworkingwiththeAboriginalcommunitiesinthearea,ittooksometimeforSavetheChildrentounderstandwhatitmeanttoworkwiththelocalcommunityanddeveloptrust,andtodeveloptherightpartnershipsthatfacilitatedconnectiontothewidercommunity.TherehasbeennoformalframeworktoinformtheculturalcompetencydevelopmentofSavetheChildrenanditsstaffworkinginEastKimberley.AntheanotesthatthefocusonculturalcompetencyhasincreasedwiththerecentReconciliationActionPlanprocessandthatnewstaffparticipateinculturalawarenesstraining.WhenSavetheChildrenemployedanAboriginalteamleader(describedabove)forthefirsttimeheintroducedprocessesincludingculturalawarenesscoursesforstaff.JanereflectspositivelyonthelevelofculturalcompetencythathasbeendevelopedbySavetheChildrenintheregion:‘theyworkwellwithinKununurra.Theyruntheirprogramstherereallywellandhavebuiltanappropriateteam,developedrelationshipsandruneffectiveprograms.’JanereferredtotheexampleofwomenfromSavetheChildrenattendingmen’sgroupsandmakingpeopleuncomfortable.Shedescribesthattheyhavebeenabletotalkthroughsomeoftheseissuesandthingshavechanged.Thedevelopmentofhonestandopenrelationshipshasovercomesomeofthechallenges.AntheadescribesthattheculturalcompetencyofWELAhasalsodevelopedintermsofbeingcomfortablewithvisitors.ThepartnershiphasplayedaroleindiversifyingWELA’sfundingstreams,andasaresulttheyhavemanyvisitorsandareconfidentinworkingwiththem.10.PartnershipoutcomesAntheaidentifiesthat‘thereisadirectlinkbetweenthepartnershipandthenewprogramstheyarerunning.ThefactthattheyhavebeenabletogrowandhaveSavetheChildrensupportthemtobecomeincorporatedhasenabledthemtobewheretheyaretoday.’Janeexplainsthat,

‘IfSavetheChildrenhadnotcomein,therewouldnotbethefamilyengagement,therewouldnotbeWELA.Theytookachanceonafledglinggroup.Asaprogramweweresolidandstrongbutasanorganizationalentitywewerebrandnew.Thishasbeenamassivechangeforoursustainabilityandcapacityforserviceoutcomes.’

LocalemploymentisidentifiedbyWELAandSavetheChildrenasakeyoutcome.Janedescribesthat‘theyarepartofthesuccessofWELA,theirpersonalgrowthascommunitywomen.Thebuildingoftheirskillsandconfidenceisenormous.’TheoutcomesofWELA’sgrowthanddevelopmentforchildrenandfamiliesarenotdetailedinthiscasestudy.However,Estelledescribesgenerallythat:

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‘ThekidsinWELAareastepaheadoftherest.Schoolbecomeseasyforthem,theyneedmorechallengesthere,therereadinglevelsarereallyhigh,theirbehaviourisgood,theyknowwhattodoandtheydoit.Theyinteractwellwithotherkids.Theyaremoreindependent.Thekidsshare.Theyaremoreconfident.’

Janeexplainsthattheimpactsforchildrenaregenerationalandthelong‐termeffectswillonlybeknownwhenthechildrengrowup.WELAintendstomonitorinitialoutcomesforWELAchildrenthroughresultsfromNAPLANtesting.SavetheChildrenreinforcedthispointandtheimportanceofthecurrentevaluationprocessinsupportingthemonitoringprocessofWELAchildrenthroughtheirtransitiontoschool.EstelleindicatesthatWELA’sgrowthhascreatedasenseofempowermentinthecommunitytorespondtoneedsandchallenges:‘Ifwewanttochangethings,orwetalktomumswhosuggestsomething,thenwetalktoJaneandshemakesithappen.’AntheanotesthattherelationshiphasprovidedanavenueforSavetheChildrenintothecommunity:‘Wheneverwegothere,wealwaysgothroughWELAwhichisgreatforustobuildourrespectandcredibilitywiththecommunity.’AnexamplewasthattherelationshiptheWELAenabledSavetheChildrentoprovidebullyingworkshopsintheWyndhamschools.WELAhaverecentlywona2011Children’sWeekAwardandAntheaexplains:‘Ithinkforusitisarealshowcaseforstartingalocalmum’sgroupwhichisnowanincorporatedbodywithlocalcommunitymembersrunningit.’11.FurtheropportunitiesAntheabelievesthatthereisanopportunityformoregovernancetrainingforWELAtoensurethattheorganisationissustainable.ShenotesthatbecomingindependentfromtheJoorookNgarniAboriginalCorporationleftagap,whichrequiresfurthersupport.Withthissupportshebelieves:‘Theycouldbeamodelorganisationinthecommunitythatcanrunprogramsthatdon’tfitinanyotherorganisation’sagenda.’AntheaexplainsthatWELAiswellpositionedtotakeadvantageofopportunitiesbecauseoftherelationshipthathasdevelopedandJane’sopencommunication.BecauseJanereachesoutforsupportandbringsforwardtheneedstoSavetheChildren,newpossibilitiesopenup.Janehasapositiveoutlookforthefutureofthepartnership,aswellastheindependentgrowthofWELA:‘WeloveSavetheChildrenbecauseitdidkick‐startus.Wewouldn’tbeherewithoutthem.Butitneedstoberecognisedthatwearegrowingnotshrinking.Inthefuturetherewillbetimeswhenweneedthemmoreandwhenwedon’tneedthemsomuch.

Therelationshipisflexibleenoughtosupportthatandtoevolvewiththat.’

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PartnershipCaseStudy5DalaigurPre‐SchoolandChildren’sServices


DalaigurPre‐SchoolandChildren’sServices

PartnerOrganisation/s:

VariousincludingtheAustralianLiteracyandNumeracyFoundation(ALNF)andNAPCAN


JanetJensenDirector,DalaigurPre‐SchoolRoslyn‘Lotti’MoseleyDalaigurPre‐SchoolMary‐RuthMendelFounderandChair,ALNFMichelleRoseAllChildrenBeingSafePre‐SchoolProgramCoordinator,NAPCAN,PortMacquarie

PartnershipFocus:

ThiscasestudyfocusesontheapproachofDalaigurtostrengtheningtheirservicethroughavarietyofpartnershipsinthecommunityandwithotherorganisations.TheworkofDalaigurwithALNFisparticularlyhighlightedasanexample.

1.Overviewandhistory

1.1DalaigurandtheapproachtopartnershipsDalaigurPre‐SchoolandChildren'sServicesisa3‐unitindependentAboriginalownedcommunitypre‐schoolwhichservesthecommunityofKempseyandoutlyingareasofKempseyShire,includingBellbrook.Thepre‐schoolcurrentlyenrols110children,including104Aboriginalchildren.Ithasbeenoperatingforover45yearsandhasbeenself‐managedsince1991.Dalaigurhighlightsits

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independence,andisnotaffiliatedtoaparticularAboriginalclan.DalaigurhasanAboriginalcommunityboardandemployspredominantlyAboriginalstaff.Dalaigur’sprinciplesofoperationare:

• Leadership:WeprovideleadershipandsolutionstoIndigenousLearningthatprovidethebestpossibleoutcomesforourchildren.

• Collaboration:Weworkinpartnershipwithstakeholders,leadingexpertsandorganisationstomeetchallengesandopportunitiespresentedbyourchildrenandcommunitytobuildabetterfutureforall

• InnovationandEducation:Oursuccessisdependentuponourinnovation,creativityandabilitytoapplyeducationaloutcomestoculturalexpectationstomeettheneedsofallstakeholders

• PositiveOrganisation:Staffskills,experience,knowledgeandcapacitytobeflexiblearecriticaltooursuccessandweacknowledgetheneedtoattractandretaintherightpeopletotrainandalsotoachieveourstrategicdirection

JanetJensenhasbeenthedirectorofDalaigurPre‐schoolsince2004Janet,whoisnotAboriginal,worksinclosecollaborationwithAboriginalstaffmemberRoslyn‘Lotti’MoseleyandexplainsthatatDalaigurAboriginalandnon‐Aboriginalstaffalwaysworktogethertoensurethattheculturalperspectiveispresentinalltheworkthattheydo:‘WealwaysworkasaKooritoanon‐Koori,asequalpartners.’JanetandLottiexplainthatthepre‐schoolisstronginpartnershipsandregularlyseekstobuildandpromotetheserviceinpartnershipwithotherorganisationsandthelocalcommunity.Dalaigurengagesinpartnershipworkwith:

• theAustralianLiteracyandNumeracyFoundation(ALNF)asapilotsitefortheimplementationoftheEarlyChildhoodLanguageandLiteracyProject.

• NAPCANfortheimplementationoftheAllChildrenBeingSafe(ACBF)programasatoolfordevelopingprotectivebehavioursforchildren.

• theKidsMatterEarlyChildhoodInitiativetoplanandimplementevidence‐basedmentalhealthpromotion,preventionandearlyinterventionstrategies.

• Earlyinterventionservicestosupportchildrenwithdisabilitiesandtheirfamilies.

• Gunawirrafoundationtoconductcampswhichsupportfamiliesofchildrenwithdisabilities.

• TheKempseyprimaryschooltosupporttransitiontoschoolandtoconductleadershipprograms,sportsdaysandliteracyprogramsthatareempoweringfortheprimaryschoolandpre‐schoolchildren.

• VariouscommunityboardsandcommitteesforlocalplanningandtoensureanAboriginalperspectiveindecisionmaking

Availableprogramfundingisoftenkeyintheinitiationofthesepartnerships,andJanetexplainsthat‘peoplecomewithfundingandweutiliseittosupportourchildrenandfamilies.’ 1.2Partnershipexamples

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ALNF:Dalaiguridentifiedthatchildrenweremissingoutbecausetherewasnospeechtherapistworkingattheschool.ALNFhadreceivedfundingthroughDEEWRtoundertaketheEarlyChildhoodLanguageandLiteracyProjectintheregionandofferedtheopportunityforpre‐schoolstoparticipate.Dalaigurtookuptheopportunityin2008.ALNFdidtestingofchildrenatDalaigurandJanetdescribesthat‘nearlyallfailed,whichwasreallydisappointingbecausewethoughtweweredoingagoodjob.’InitiallysixstaffatDalaigurweretrainedtoimplementtheproject.OngoingtrackingbyALNFandfeedbackfromDalaigurstaffindicatethattheprogramhasbeenhighlysuccessfulinsupportinglanguageandliteracydevelopmentofthechildren.NAPCAN:DalaigurhasworkedwithNAPCANsince2009inimplementingtheAllChildrenBeingSafe(ACBS)Pre‐SchoolProgram.ThisworkhasfocussedonidentifyingtheindividualneedsofDalaigurchildren,familyandstaffregardingchildprotectionandwaysinwhichtheneedscanbesupportedthroughACBS.Dalaigurhighlightsthesuccessofthisprograminenablingchildrentotalkabouttheirfeelingsandreducinghurtingandviolencebetweenchildren.JanetandLottidescribethatthewaytheprogramhasbeenadaptedinpartnershipandtailoredtothespecificneedsofAboriginalchildrenandfamiliesatDalaigurhasbeencrucialtothissuccess.EarlyInterventionDisabilitySupport:Dalaigurworkscloselywithearlyinterventionservicestoprovidesupportforthefamiliesofchildrenwithdisabilities.ThispartnershipisimportanttoDalaigurastheybelievethatidentifyingdisabilitysupportneedswhilechildrenareyoungiskeytoensuringfamiliesreceivethesupporttheyneed.Dalaigurhas12childrenwithdisabilitiesanddescribesthatengagementwithearlyinterventionserviceshasincreasedconsiderablybecausetheservicenowcomestoDalaigurandworkswithparents,whereasinthepastparentswouldnotgototheservice.Lottidescribesthat‘parentsaremoreacceptingthattheirchildrenhavedisabilitiesnow.Previouslytheycouldn'tunderstandthis,becausetheyacceptedtheirchildrenastheywereanddidn'tthinkofthemashavingadisability.’DalaiguralsopartnerswithGunawirrafoundationtoprovidefurthersupporttothesefamiliesthroughcampexperiencesthatreducetheirisolationbyconnectingthemwithotherAboriginalfamilieswithsimilarexperiencesandallowingthemtodiscussissues.2.PrinciplesforworkinginpartnershipJanetandLottidescribeanumberofkeyprincipleswhichunderpinthepartnershipworkofDalaigur:

• ‘We'llalwayssaythatwe'llworkinpartnershipaslongaswecanputtheculturalcontentinthatsuitsourarea.’Thisisvitaltoensurethataprogramiseffectiveandacceptabletothecommunity.

• StaffofpartnerorganisationsneedtorespectandunderstandtheimportanceoflocalAboriginalculture

• Partnersneedtobetrustingandacceptingofthewaywework

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• Partnersshouldnot‘comeinonathoughtandatheory’butwithanopenmindtodeveloptheprogramtogether.‘It’saboutworkingtogetherandrespectingeachother’sthoughts.’

• Partnersshouldbereceptiveand‘readytochange.’• ‘Wedon’tneedtobesaved,wejustwanttobetaught.’• ‘Weneedtohaveourparentsengaged,iftheydon'tthinkit'sgoodfortheir

childrenthenwewillgowiththem.Theyarethefirstteachersandwearethenextsteptoguidethemthrough.’

• ‘Ithastogobothways.We'vegottoacceptthatallchildrenwillbemainstreamed,it'samainstreamlifeandweneedtogivethesetoolstothesechildrensothattheycangointoanon‐Indigenouscontextandtakeontheworld,buttheystillkeeptheircultureinside.’

3.Partnershipobjectives

3.1DalaigurobjectivesThegoalsforDalaigurworkinginpartnershipinclude:

• developingqualityprogramsthatsupportchildrenandfamilies• ensuringtheserviceprovidesholisticsupportthataddressesalltheneedsof

childrenandfamilies:operatingasahubservice• providingtrainingandskillsdevelopmentforstaff• obtainingfundingandresourcestogrowandstrengthentheservice• promotingDalaigurandsharingthestrengthsoftheirapproach

3.2Partnerobjectives

Mary‐RuthMendelfromALNFdescribesthattheoverallobjectiveoftheirworkistoimprovethelanguageandliteracydevelopmentofchildren.SheexplainsthatALNFisguidedbytheobjectivesofthecommunityinsettingupprograms,

‘ALNFprogramswerewrittenbecausetheAboriginalpeoplehavebeensayingtous,nowwewantyoutoproblemsolve,thisisthenextproblem,howdowedothis,andwesaythisiswhatwecando.’

Sheexplainsthat‘whenpeopleunderstandwhatALNFdoesthentheywantitfortheirskillset,fortheirchildrenandfortheparentstoparticipate.’4.PartnershipnegotiationandagreementsThepartnershiprelationshipsthatDalaigurengagesinarelargelyinformalandtheyhavenotenteredintoanyformalpartnershipagreementsordevelopedMemorandaofUnderstanding.Atthenegotiationstageofpartnerships,Dalaigurdescribesthatanopennesstodifferentwaysofimplementingaprogramthatareculturallyappropriatefortheirchildrenandfamiliesisabottomlinerequirementforengaginginthepartnership:‘wepromoteourselvesasIndigenouseducationandthat'swhywealwaysreserve

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therighttoadaptprogramsforthatpurpose.’Whereanorganisationisnotopentoincludingculture,Dalaigurwillnotworkwiththem.BothDalaigurandALNFbelievethatagreementmakingshouldbeafocusandcouldbebeneficialfortheworktheydotogetherinthefuture.Mary‐Ruthexplains:‘wereallydoneedtoworkouthowwedoagreementmaking.Ifwe’regoingtobeworkingwithDalaigurforanumberofyears,weneedtogetittidyfromthefront.’Mary‐RuthdescribesotheragreementmakingprocessesthatALNFhasengagedin:

• InworkwithGrooteEylandtandPalmIslandALNFputtogetheraWorkingTogetherdocumentandsharedthiswithEldersbeforecommencingwork.ThisestablishedaninitialunderstandingwiththecommunityabouthowALNFwouldconductthemselvesandalsoaskedthecommunitytoaddanythingfurtherfromtheirperspective.

• ALNFhasanMoUinTennantCreekwhichrelatestotheworkwiththeCentreforIndigenousLiteracyattheTennantCreekLanguageCentre.Mary‐Ruthexplainsthatthisagreementisimportantbecauseitcreatesanentity,‘somethingthatwehavethatcan’tjustgetsuckedupintoeverydaybusiness.’Itrecognisesthat‘thisiswhatwedotogether.’

Mary‐Ruthhighlightsthatflexibilityiskeytotheworkingrelationship,butthattheframeworkforworkingtogetherisalsoimportant.Shedescribestheneedtocapturethis‘withoutgettingcaughtupinpaperwork.’

5.Ongoingpartnershipmanagement

5.1 RelationshipbuildingJanetandLottidescribethatstrongrelationshipsdevelopwhenpartnerssupportculturaladaptationofprogramsand‘theykeepcomingback.’Mary‐RuthdescribessomekeyprocessesthatsupportedrelationshipbuildingwithDalaigurstaffandfamilies:

• visitingandintroducingourselvestostaff• interactingwithstaffthroughworkshopsandaccreditedcoursework• havingpizzanightsandinformationsessionswithparents• beingatthepre‐schoolwhenparentscameintoexplainwhatweweredoing• puttingpostersupabouttheprogram

SheexplainsthatALNF‘tendstohaveafairlyupcloseandpersonalrelationshipratherthanjustbobbingup,doingourthingandgoing.It’sveryparticipatory.We’rearound,we’redoingthings,we’rewiththekids,we’reshowingandtellingandbeingthere.’Programfundinghaslimitedtheongoingrelationshipandfollowingtheinitial16‐weekprogramcontactwasmaintainedbutdroppedoffafterawhilebecausetherewasn’talotthatALNFcoulddowithoutfurtherfunding.Theprogramisnowfundedforanotherphaseandpartnershipworkwillcontinue.

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Mary‐RuthdescribesthattherelationshipwithDalaigurhasdevelopedovertimeandthatthereisnow‘amorefreeandcollegiaterelationship.’Sheexplainsthat,‘Dalaigurstaffnowunderstandwhatwehavetooffer:theskills,resourcesandunderstandingsthatwebring.We’vegrownupabittogether.Aswegettoknoweachotheritbecomesamorerobustworkingrelationship.’

5.2 CommunicationJanetandLottidescribethatcommunicationisaboutopendiscussionandnegotiationofhowtheprogramswillwork.Theyhighlighttheimportanceofconstructiveconversations:‘Ifsomethingcomesupandwedon’tlikeit,wedon'treactnegatively,wediscusswhythey'redoingitthatway.’Mary‐Ruthexplainsthateveryonewasinterestedin‘whetheritwouldwork,howitwouldworkandbetterwaystodoit’andthattherehasbeenalotofopencommunicationaboutthat.Shealsonotestheimportanceofcommunicatingandworkingcloselywithparentsandchildren,aswellascheckingpermissionandlisteningtofeedbackfromEldersandserviceleaders.ShenotesthatpartnerswilltellALNFwhotoaskaboutparticularmattersandhowtoaskcorrectly.Mary‐Ruthexplainsthat‘thebottomlineisthatyou’vegottokeeptalking’andwhatthecommunitywantsandhowtheywantitdonewillchangethroughouttherelationship.MichelleRosefromNAPCANdescribesthatrelationshipsandcommunicationwithDalaigurinimplementingACBShavebeen‘mostsupportivebetweenstaff,familiesandchildrenwhererespect,co‐operationandunderstandinghavebeenestablished.’Sheexplainsthatfacetofacecommunicationhasbeenmostbeneficial:‘wehaveclearerpathwaystowhateachstakeholderwantsandwhatwehopetoachievebygivingeachpersonavoice.’6.MonitoringandevaluationThereisafocusonmonitoringthedevelopmentofchildrenintheserviceandtheimpactofprogramsimplementedthroughpartnerships.TherearenoevaluationprocessesfocussedspecificallyonDalaigur’spartnershiprelationships.JanetandLottiexplainthatonewaythattheymonitorchangesthatarehappeningforthechildrenistomakealotofvideorecordings.Theseareusedforcommunicatingwithparentsaboutchildren’sprogress.ALNFalsousesvideorecordingasakeyapproachtodocumentingprogressandimpacts.ThiscreatesarecordfortheserviceaswellasallowingALNFtocarrymessagesforward.Mary‐RuthdescribesthestrengthofAboriginalpeopleinspeakingupandhavingtheirsayabouttheprogramandhighlightstheimportanceofcapturingtheirvoices.Sheexplains,‘paperworkisourdomain,butmessagegivingisveryimportantandwetrytomakesurethat’scaptured.’ALNFalsoteachesstaffandsomeparentshowtodotestingandinternaltrackingofthechildren.ALNFstaffpreandposttestchildrenatthebeginningandendoftheyeartoassessimpactsoftheprogram.TestresultsaresharedtransparentlywithDalaigurandmorewidely.

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7.Focusonculturalcompetency

7.1CulturallyappropriateeducationprogramsandresourcesDalaigurhasastrengthindeliveringculturallyappropriateprogramsandadaptingtheprogramsofotherstobeculturallyappropriateforDalaigurchildrenandfamilies.JanetdescribesthatorganisationslikeALNFlearnasmuchfromDalaigurasDalaigurlearnsfromthem.Thereissignificantlearningaboutthepossibilitiesforprogramadaptation.JanetexplainsthatastrengthoftherelationshipwithALNFisthatmanyoftheirresourcesandwaysofteachingwerealreadysoculturallyappropriate.Shereferredtoprogramslike‘turtletalk’whichhavestrongculturallinks.TheALNFprogramsarealsoappropriateforAboriginalcommunitieswhoexperiencehighlevelsofhearingdifficulties‘becausetherearesomanyvisuallearningtools.’Mary‐Ruthexplainsthattobemeaningfulthebooksandresourcesthatareusedmustbeaboutthepeopleandtheircommunities:‘AustraliaisonlyjustrealisingthatAboriginalchildrenhaven’thadbooksthathaveAboriginalchildreninthemorpicturesthatillustratewheretheylive.’Shedescribesthattheseresourcessignificantlyincreasetheengagementofchildren.ALNFalsodevelopsandworkswithAboriginallanguagebooks.JanetbelievesthatthereisnotenoughsupportfornewdirectorsofearlychildhoodserviceswhethertheyareAboriginalornon‐Aboriginalaroundincludingcultureineducation.SheexplainsthatalotofpeopleseeksupportfromDalaigurandservicesareincreasinglyseekingsupportinrelationtotherequirementsoftheNationalQualityStandard.JanetnotesthatDalaigurisalwayshappytoshareitspracticewithothers,butthattheyalsoneedtofocusontheirownserviceandneedfundingforreleasetimeandreplacementstaffiftheyaredoingteachingandsupportforotherservices.

7.2ConsultingwithfamiliesandcommunityJanetandLottiexplainthatdecisionsthataremadeatthecentrerequirethesupportoffamilies:

‘Nomatterwhatweintroduceitgoesthroughtheparentsfirstinourmeetings,andifwecan'tgetthematmeetingswe'llgetthemonbusrunsorI'lldohousecallsandchecktheirissuesandconcerns.’

Mary‐RuthdescribesthatconsultingwithEldersinthecommunityisanimportantpartofALNF’sapproach:‘inKempseywespokewiththeEldersaswellandtheyguidedourthinkingonlotsofimportantthingstodowithKempseychildren.’ALNFalsoworkswithElderswhoteachthemsothattheycandevelopfirstlanguageresources.Mary‐RuthdescribesthattherehasbeenchallengesworkingwithEldersinKempsey:‘Kempsey’sabitdifferentbecausetheydon’treallyhaveacouncilofEldersandit’sveryfractured.Wehaven’treallyhadthatrelationshipwithseniorAboriginalpeople.’However,ALNFrecognisestheimportanceofrelationshipswithElders,especiallywhenworkingwithyoungchildren,andisseekingtobuildfurther

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connections.Asdescribedabove,ALNFhasusedtheapproachinGrooteEylandtandPalmIslandofputtingforwardadocumenttoEldersabouthowtheywillconductthemselvesinthecommunitytobuildadialogueandunderstandingatthestartoftherelationship.ALNFalsoworkswithcommunityliaisonofficerswhoplayanimportantroleincommunicatingandorganisingpeopleformeetings.

7.3Culturalawarenesstraining

JanetandLotticonductculturalawarenesstrainingforprofessionalsworkingwithAboriginalpeople.TheyexplainthisroleisimportantforconnectingmainstreamservicesandprofessionalstoAboriginalpeopleandcommunities:‘mostoftheservices,especiallythecountryones,findgreatthingscomeoutoftheconnectiontocommunity,buttheyhavenoideahowtogoaboutit,sothey'rescaredtoinitiate.’Thetrainingapproachisdescribedas‘gentleandsubtle.’Janetexplains:

‘Ifit’sslambangthenyouwalkawayfeelingguiltyanddumpedonandpeopledon’twanttochangebecauseit’stoohardtochange.Wewantpeopletoknowthereishopeandcomeawayempowered.’

Mary‐RuthdescribesthatwhenALNFworksinAboriginalcommunities,‘ifthere’saninculturationprocesswherepeoplecandoaculturedayorworkshop,wetrytomakesurethathappensforourteams.’SheexplainsthatthishasbenefitsforthecommunityandalsoforALNFbecause‘ourpeoplefeelmorecomfortableandknowwhat’sacceptableandwhat’snot.’Thiswillalwayshappenlocally.

7.4StafflinkingroleDalaigurhaveprovidedtrainingforanAboriginalstaffmembertotakealinkingroleintherelationshipbetweenchildrenandfamiliesatDalaigurandearlyinterventiondisabilitysupportservices.JanetandLottidescribethatthislinkhasbeencriticaltomakingparentsfeelmorecomfortableusingtheservice.Thestaffmemberhasalsohelpedtoensurethatsupportsforthechildrenareincorporatedintheclassroom.8.FocusoncapacitybuildingJanetandLottiexplainthatthecapacityofDalaigurisstretchedanddedicationofstaffiscritical:‘Wedoitonashoestring.’TheyexplainthatDalaigurprovidesholisticcareandsupportforfamiliesbutoftenisn’tfundedforwhattheydoandstaffworkwellbeyondregularhours.TheyprovidetheexampleoftheGunawirracampwhichstaffvolunteeredtoattendbecausetherewasnofunding.Janetexplainsthat:

‘Ifwewantthekidstocometoschool,we’vegottolookaftertheparentsaswell.It'saboutlookingafterthecommunity,ensuringthattheparentsaren'thurtingsothekidsaren'thurting,andit'sworkingbecausethey'recomingtoourschool.We'realwaysfull’

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ToensurethatDalaigurcanprovidethisadditionallevelofsupporttoparents,threestaffmembershaveobtainedcounsellingandparentingsupportqualifications.Thisextendstheroleofstaffandcallsontheirpassionfortheworktomeettheneedsofthecommunity.Lottialsoexplainsthatstaffcanbestretchedbythetimeandworkrequiredforengaginginpartnershipsandthat,‘serviceswouldgainfromhavingareleaseworkertoengageinthedifferentpartnershipsaroundthecommunity.’

8.1StafftraininganddevelopmentPartnershaveprovidedimportantopportunitiesforstafftraininganddevelopmentwhichisviewedasakeycapacityoutcomeofpartnershipworkbyDalaigur.Forexample,theALNFprogramprovidesintensivetrainingtostaffforsupportinglanguageandliteracydevelopmentandalsoprovidestrainingforongoingtrackingofchildren’sprogress.Janetexplainsthattrainingforstaffisabout‘empoweringstafftogoupalevelanditbuildstheirself‐esteem.’Janetdescribesthat‘justbecausetheydon’thavethecertificatesdoesn’tmeanthattheydon’thavethepotential.’Mary‐RuthexplainsthatwhilesomeAboriginalstaffmaynothaveformalqualifications,theirstrengthsincaringforandsupportingchildrenareneededinearlychildhoodservices:

‘Wecangivethemenoughspecialisedlearningandunderstandingandthey’rereallyeffectivewiththechildren,thenintimetheycangoonanddotheirstudyastheirfamiliesgetolder,butdon’tmissoutontheirenergy,insightsandknowledgeofchildrenjustbecausetheydon’thavethequalifications.’

JanetexplainsthatwhenshebeganatDalaigurstafftoldherthattheywantedtobeacceptedinmainstreamandnotlookeddownonbecausetheyworkedatanAboriginalschool:‘theywantedtobeseenasequals.’ShedescribesthatDalaigurhassetouttoachievethisforthestaffthroughtrainingandthattheyhavesucceeded.Dalaigurhasthreestaffmemberswithdegreesandeveryotherstaffmemberhasaqualification.JanetexplainsthatqualificationrequirementsundertheNationalQualityStandardarecausingmainstreamservicestopanic,‘butwe'vealreadyaccomplishedit2yearsagoandwe'vegotuntil2014.’AsaresultoftrainingprovidedbyALNF,staffdevelopfocussedknowledgeaboutthechildrenintheircareandtalkaboutthiswithparents,colleaguesandoutsideprofessionalssuchasspeechpathologistsandoccupationaltherapists.Janetexplainsthat‘notonlydothestaffmakebetterjudgementsaboutthekids,buttheyknowexactlywhereeachofthesekidsaregoing.’Mary‐Ruthdescribesthat‘itgoesbeyondconfidenceandintoauthority:teachers,teacherassistantsandfamilymemberscansay,“IknowwhatishappeningforthischildandIcantalktoothersaboutitandbeanadvocateforthechild”.’JanetandLottialsodescribethatALNFtrainingisappropriatelytargetedforthestaff,providingabeginnercourseandtheopportunitytomoveontomoreadvancedlearning.ThereisafutureplanforJanetandLottitobetrainedbyALNFtoconducttrainingforotherssothattheycansharetheapproachwithAboriginalandnon‐Aboriginalearlychildhoodservices.Lottiexplainsthat‘thetraininghasenabledmetomodelandteachformoretrainedteacherswhonevergotthatatUniversity.’

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8.2Teachingresources

CollaborativeworkhasenabledDalaigurtoobtainsignificantresourcestoenhancetheirteachingpractice.Thesehaveincluded:

• resourcessupportingtheALNFlanguageandliteracyprogramincludingbooks,puppetsandsoundteachingcardswithvisualcues

• avarietyofresourcestosupporttheNAPCANAllChildrenBeingSafeprogram,includingvisualandinteractiveresourcestailoredattherequestofDalaigurtoteachingforthedifferentlearningstylesandneedsofthechildren

8.3Programdevelopment

MichelledescribesthatworkingwithDalaigurhashadsignificantimpactsforthedevelopmentoftheACBSprogramforNAPCAN:

‘Dalaigur'sevaluationoftheACBSprogramwhichhadpreviouslybeenimplemented,conveyedtousthatwenowneedtoincludedomesticviolence,traumaandseparationintotheACBSPreschoolProgram.ThisevaluationgavetheprogramthedirectionweneededtocaterforDalaigur'sindividualneeds,astheseissuesareanongoingmajorconcerntothestaff,familiesandchildrenatDalaigur.’

SheexplainsthatthislearningwillhavebroaderimpactsontheapproachofNAPCANastheydevelopandexpandACBS.Shedescribesthat‘throughourpracticewithDalaigurwehavegainedthenecessaryinsighttobeawarethateachcentrehasindividualneeds…theprogrammustbeflexibleandadaptable.’NAPCANrecognisesthatthereisanopportunityforservicesto‘expandtheprogramtofittheirrequirements,allowingstaff,families,localcommunityandchildrentohavepersonalinputregardingthecontenttobetaught.’9.FurtherpartnershipoutcomesandopportunitiesDalaigurandpartnerorganisationshavedescribedfurtherspecificoutcomesfortheservice,staff,childrenandfamiliesthattheylinktowhathasbeenachievedthroughpartnershipwork.Theseinclude:

• Dalaigurhasbecomeaserviceofchoiceintheareaandhasawaitinglistthatincludesalargenumberofnon‐Aboriginalfamilies.

• Parentshavebecomemoreawareofthesupportneedsofchildrenwithdisabilitiesandsupporthasimprovedthroughincreasedaccesstoearlyinterventionservicesandthecampsconductedforfamilies.

• Lottidescribesthat‘theprimaryschoolcan’tbelievehowkidsarecoming’intermsoftheirlanguageandliteracydevelopment.ShelinksthistothesuccessoftheworkwithALNF.

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• Dalaigurisregularlyaskedtoshowcasetheirworkandtosharewithotherservicesaboutincorporatingcultureintoeverydaylearning.Theyhavereceivedanumberofawardsfortheirworkincluding…

• DalaiguremploysmostlyAboriginalstaffwho‘areprovidingabetterservicethansomeonewithauniversitydegreecould.’

• Literacypracticesarechanginginhouseholdsand‘parentsaredoingliteracybasedthingswiththeirkidsthattheywouldneverhavedonebefore.’

• ThroughACBSchildrenhavedevelopedunderstandingoftheiremotionsanddevelopedwaystoexpressthemselves.MichelledescribesthatchildrenatDalaigur‘haveselfinitiatedlinkingtheirlearningtohome’andhavebeendiscussingACBSstoriesandactivitieswiththeirfamilies

• AsaresultofchildrenlearningaboutpersonalsafetyandlinkingthislearningtoknowledgeabouttheirownbodiesthroughACBS,Lottiexplainsthat‘alotofhurtingandviolenceatschoolhasstopped.’

Mary‐RuthhighlightstheopportunitythatexistsforALNFtodosomethingmorelong‐termandsustainablewithDalaigur.Shedescribestheconceptofahubthattheywouldliketodevelopthatcouldincludetrainingforteacherandparentsandsupportforspeechpathologistsandoccupationaltherapists.Thiswouldbeadedicatedtrainingplacewhereotherrelatedresourcescouldbebroughtin,forexampleinareasofnutritionandbabycare.Mary‐Ruthbelievesthattherelationshipwillneedtobemoreformalisedforthisconcepttobedeveloped.Shedescribestheneedforacommitteetotalkthroughaimsandobjectives,findoutwhatthecommunityiswantingandseekthenecessaryfunding.Mary‐Ruthexplains:‘weneedtoanchorearlyyearsliteracyanditneedstohaveconcentratedfocus.’

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PartnershipCaseStudy6AboriginalChild,FamilyandCommunityCareSecretariatNSW(AbSec)


AboriginalChild,FamilyandCommunityCareSecretariatNSW(AbSec)

PartnerOrganisation/s:

AssociationofChildren’sWelfareAgencies(ACWA);NSWDepartmentofFamilyandCommunityServices(FaCS);Aboriginalcommunitiesandcommunitycontrolledorganisations;otherOut‐of‐Home‐Careserviceproviders

PartnershipFocus:

ThiscasestudyfocusesontwoaspectsofAbSecworkinpartnershipwithgovernmentandNGOs:

1. ThepartnershipMoUwithFaCSforthedevelopmentanddeliveryofKeepThemSafeprojectswithaspecificfocusonthedevelopmentofthePACTservice.

2. TheemergingapproachtobuildingcapacityintheAboriginalOOHCsectorinpartnershipwithACWA,FaCS,Aboriginalorganisationsandcommunitiesand,mainstreamserviceproviders.

1.TheAboriginalChild,FamilyandCommunityCareSecretariat(NSW)(ABSEC)

AbSecisanot‐for‐profitincorporatedcommunityorganisation.TheorganisationisprimarilyfundedbytheNewSouthWalesDepartmentofFamilyandCommunityServices(FaCS)andisrecognisedasthepeakNSWAboriginalorganisationprovidingchildprotectionandout‐of‐homecare(OOHC)policyadviceonissuesaffectingAboriginalchildren,youngpeople,familiesandcommunities.AbSec’smembershipprimarilycomprisesofAboriginalOOHCandfamilysupportagenciesalongwithfosterandkinshipcarers.2.PartnershipFocus1:KeepThemSafe

2.1Overviewofthepartnershipagreement

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On17March2010AbSecandFaCSsignedaMemorandumofUnderstandingwhichrecognisedacommitment‘toworkingtogethertoimproveservicedeliveryforAboriginalchildren,youngpeople,theirfamiliesandcommunitiesatriskofharm,throughbetterconsultationandservicedesign.’325TheMoUrelatesspecificallytothedevelopmentanddeliveryoftwopilotprojectsasacomponentofKeepThemSafe:Asharedapproachtochildwellbeing,whichis‘theNSWGovernment’sfive‐yearplantofundamentallychangethewaychildrenandfamiliesaresupportedandprotected.’ThetwoservicesidentifiedintheMoUare:

• ProtectingAboriginalChildrenTogether(PACT)whichis‘anAboriginalchildspecialistadviceandsupportmodelofconsultationbasedontheVictorianLakidjekamodel.’

• IntensiveFamilyBasedServices(IFBS)whichprovidesanintensive,time—limited,homebasedprogramforAboriginalfamiliesincrisis.

UnderthisagreementtwopilotservicesarebeingdevelopedforbothPACTandIFBS.ThecollaborativeworkseekstopilottheimplementationoftwokeyrecommendationsoftheSpecialCommissionofInquiryintoChildProtectionServicesinNewSouthWales(2008):326

• Recommendation8.5:TheNSWGovernmentshoulddevelopastrategytobuildcapacityinAboriginalorganisationstoenableoneormoretotakeonarolesimilartothatoftheLakidjekaAboriginalChildSpecialistAdviceandSupportService,thatis,toactasadviserstoDoCSinallfacetsofchildprotectionworkincludingassessment,caseplanning,casemeetings,homevisits,attendingcourt,placingAboriginalchildrenandyoungpersonsinOOHCandmakingrestorationdecisions.

• Recommendation10.5:ThenumberandrangeoffamilypreservationservicesprovidedbyNGOsshouldbeextended.ThisshouldincludeextendingIntensiveFamilyBasedServicestoAboriginalandnon‐Aboriginalfamilies.

BeyondthetwospecificKeepThemSafepilotprojects,theMoUidentifiesthatfurtherpurposesoftheagreementare:

• toensureaculturallyappropriateresponsetoprotectingAboriginalchildrenatriskofharmandreducethenumberofchildrencomingintocontactwiththechildprotectionsystem.

• toensuretheSNAICCendorsedAboriginalandTorresStraitIslanderChildPlacementPrinciplesareacknowledgedandinformpolicyandserviceprovision.

325NSWDepartmentofHumanServices,CommunityServices,&AboriginalChild,FamilyandCommunityCareStateSecretariat.(2010).MemorandumofUnderstandingbetweentheNSWDepartmentofHumanServices,CommunityServicesandtheAboriginalChild,FamilyandCommunityCareStateSecretariat(NSW),March.326Wood,James,Hon.AOQC(2008).ReportoftheSpecialCommissionofInquiryintoChildProtectionServicesinNSW,November.Retrieved25January2012,fromtheWorldWideWeb:www.dpc.nsw.gov.au/publications/news/stories/?a=33794

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TheprinciplessectionoftheMoUfurtheridentifiesthattheMoUwill‘setoutpracticalmechanismsforrealconsultationandcollaboration’inkeyareasincluding:

• ‘buildingthecapacityofAboriginalNGOs,includingworkforcedevelopment,todeliverchildprotectionservicestoAboriginalclients.’

• ‘expandingthecapacityofmainstreamNGOs,includingworkforcedevelopmentandculturaltraining,tofosterpartnershipswithAboriginalagenciesanddeliverculturallyappropriatechildprotectionandfamilysupporttoAboriginalclients.’

• ‘developingmodelsforeffectiveconsultationandservicedeliveryacrossthespectrumofchildprotectionservices.’

TheMoUestablishesasteeringcommitteetoprovideleadershipandoverseetheimplementationoftheMoUcommitmentswithresponsibilityto:developreporting,governanceandaccountabilitymechanisms;identifypriorityareasforcollaboration;produceanannualworkplanand;developperformanceindicatorstomeasureprogress.TheprincipalmembersofthesteeringcommitteeareAbSec,FaCSandtheAssociationofChildren’sWelfareAgencies(ACWA).

2.2ReflectionsonthesignificanceoftheMoUThe2009‐2010KeepthemSafeannualreportdescribedthattheMoU:327

‘ishistoricinitsnatureandithasenabledCommunityServicestoachieveatruepartnershipwiththeAboriginalnon‐governmentsector.AbSechasbeedfundedtoworkwithCommunityServicesinthedevelopmentofkeyservicemodelsandprograms…andthereisasharingofinformationandformulationofjointpositions.’

AbSecdescribesastrongworkingrelationshipwiththeAboriginalServicesBranchandseniorstaffintheDepartment.AbSecOperationsManager,SamanthaJoseph,explainsthattheMoU‘hascreatedamorelevelplayingfieldwherewearenolongerjustreactingtogovernmentbutplanningwithgovernment.’KeywaysthattheMoUsupportsamoreequalworkingrelationshipbetweenAbSecandFaCSinrelationtothetwoKeepThemSafeprojectsinclude:

• AbSeccanpointtothecommitmentsandagreedprocessesandasaresult,negotiatefromastrongerposition.

• Thereisanidentifiedandsharedviewpointaboutwhattheoutcomesoftheworktogetherwillbe.

• Theidentificationofa‘tangibleproject’tobeundertakeninpartnershipbetweenFaCSandAbSeccreatestheopportunitytoworkcloselytogether.

327DepartmentofPremierandCabinetNSW.(2010).KeepThemSafe‐AnnualReport2009‐2010.Retrieved25January2012,fromtheWorldWideWeb:http://www.keepthemsafe.nsw.gov.au/resources/publications

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ThisextendswellbeyondatypicalserviceagreementintermsofcollaborativeworkbetweengovernmentandNGOstaff.

• TheMoUensuresthatAbSechasastrongvoiceanda‘seatatthetable’atvariouslevels,includingseniorexecutiveandservicedevelopmentandmanagementlevels.

• AsaresultoftheMoU,‘mirrored’staffingpositionshavebeenestablishedinFaCSandAbSecforthedevelopmentoftheIFBSandPACTservicesandhavepromotedcollaborativeworkbetweenstaffonprojectteamsthatgoacrossagencies.

2.3 FocusonpartnershipsforthedevelopmentofPACT

ThePACTserviceisbeingpilotedintwolocationsandiscurrentlyinthedevelopmentphasewithtwosightsidentified.ThetenderprocessforPACTserviceshasincludedrequirementsforservicestobeAboriginalcommunity‐controlledandhaveademonstratedqualityofrelationshipwiththelocalAboriginalcommunity.AbSecwasnotinvolvedintheselectionprocessbecauseoftheconflictofinterestcreatedbytheirmemberorganisationsbeingthelikelytenderingorganisations.Cross‐agencyprojectteamsandmirroredstaffingarrangementsarecurrentlyastrengthofthepartnershipfordevelopingthePACTservice,encouragingmoreequalworkingrelationshipsbetweenstaffofAbSecandFaCS.Staffofbothorganisationsidentifythatthereisapositive,open,flexibleandconstructiveworkingrelationship.Whenattendingmeetingsinthecommunity,staffgotogetherasaprojectteamwhichisimportantincommunicatingthattheserviceisbeingdevelopedtogetherbygovernmentandtheAboriginalnon‐governmentsector.WhiletherelationshipisworkingwellatthedevelopmentandmanagementlevelithasbeenidentifiedthatasignificantchallengewillbeensuringeffectivepartnershiprelationshipsbetweenthePACTservicedeliveryorganisationsandlocalCommunityServiceCentres(CSCs).ThiswillbecriticaltothesuccessofPACTinprovidingspecialistadviceandsupport.Thereisacurrentfocusonidentifyingstrategiesforsupportingeffectivepartnershipatthelocallevelandtheseinclude:

• TheestablishmentoflocalimplementationgroupswhichwillincluderepresentativesfromAbSec,thePACTserviceprovider,theCSCsand,regionalCommunityServicesstaff.

• EnsuringattheoutsetthatPACTstaffandCSCstaffpresenttogetheratcommunitymeetings.

• DevelopingtrainingforCSCstaffthatisdeliveredjointlybyPACTandCommunityServices.

• ThedevelopmentoflocallevelMemorandaofUnderstandingbetweentheCSCsandPACTserviceproviders.

Thesestrategiesremainatthenegotiationstageand,forexample,thedevelopmentoflocallevelMoUshasnotyetbeenagreed.TheAbSecSeniorProgramManager,AngelaWebb,believesthatthiswillbeanimportantprocess:

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‘frommyperspectiveweneedtohavesomethingmoreformalintermsofagreement,somethingatthelocallevelthatstaffcanreferbacktowhenthereareissues.’ThisapproachcouldbecriticaltoensuringPACTstaffareempoweredtoaddressproblemsandworkonamoreequalfootingwithCSCstaff.3.PartnershipFocus2:Capacitybuildingthroughpartnerships

3.1Overviewofthecapacitybuildingproject

ExtractedfromtheACWA/Absec–AboriginalOOHCGrowthPartnershipProjectPlan(December,2010):328TheSpecialCommissionofInquiryintoChildProtectionServicesinNSW(2008)putforwardrecommendationsrelatedtothedevelopmentofthecapacityofAboriginalagenciestodeliverarangeofAboriginalchildandfamilyservices.TheserecommendationswereacceptedintheGovernment’sresponse,KeepThemSafe.InJanuary2009,AbsecandACWAsubmittedtoCommunityServicesaproposalforthefundingofajointprojectforthedevelopmentofnewAboriginalOOHCservicesthroughapartnershipbetweennon‐AboriginalOOHCserviceprovidersandAboriginalcommunities,anapproachalignedwiththeSNAICCServiceDevelopment,CulturalRespectandServiceAccesspolicy.ThisproposalwasoriginallymootedattheACWAconferenceinAugust2008whereACWA,SNAICC,AbSecandthemajorityofOOHCserviceproviderssignedaninprincipleagreementforthedevelopmentofAboriginalservicesthroughthisapproach.Specifically,theoriginalproposalsought(throughcollaborationbetweenAbSecandACWA)todevelopnewOOHCAboriginalserviceprovidersthroughpartnershipsbetweennon‐AboriginalNGOsandAboriginalcommunities/agenciesinspecificareaswheretherewasanidentifiedpaucityofAboriginalagencycapacity.ThecurrentproposalseekstodeveloppartnershipsbetweenAboriginalandnon‐AboriginalserviceproviderstoenableAboriginalproviderstobeinapositiontotakeonagreaterroleindeliveringafullrangeofservices(includingOOHCserviceswhentheproposedtransferofOOHCservicestonon‐governmentsectoroccurs).Thescopeofthedevelopmentwouldbebasedonassessmentofthecurrentcapacityoftheagency/communitytodeliverservicesandassessmentofnon‐AboriginalNGOs’willingnesstomentorandparticipateintheproject.ItishopedthattheAboriginalservicescouldbedevelopedtoapointwheretheycouldofferabroadrangeofservices,whichwouldresultinbetteroutcomesforAboriginalcommunities.

328AboriginalChild,FamilyandCommunityCareStateSecretariatNSW(AbSec),&AssociationofChildren’sWelfareAgencies(ACWA).(2010).ProjectPlan:ACWA/Absec–AboriginalOOHCGrowthPartnershipProjectPlan,December.

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AbsecandACWAhavebeenfundedtosupportthedevelopmentofnewAboriginalOOHCservicesthroughfacilitatingpartnershipsin3‐4locationsbetweennon‐AboriginalNGOsandAboriginalcommunities.Theprojectisintheinitialstageofidentifyingparticipatingagenciesandcommunitiesandbeginningconversationsaboutpartnershippossibilities.ThegovernmentcommitmenttothetransitionofOOHCservicestothenon‐governmentsectorinNSWformsanimportantbackdroptothecapacitybuildingproject,andisscheduledtocommenceinJanuary2012.Theplannedtransferassistsincreatingasupportivepolicyenvironmentforsectorcapacitybuildingactivitiesneededtomaketheeffectivetransferpossible.ThesupportofexistingmainstreamservicestobuildcapacityofAboriginalOOHCservicesisconsiderednecessary,inpart,becauseofthecomplexaccreditationrequirementstoprovideOOHCservicesinNSWandthechallengesfornewagenciesinmeetingthoserequirements.DevelopingAboriginalagenciesthroughthepartnershipmodelcanassistinalleviatingtheconcernsofAboriginalcommunitiesaboutthetransition,whicharisebecauseofpastexperiencesofAboriginalpeopleswithlargemainstreamNGOs,includingsignificantlytheirinvolvementinthestolengenerations.However,thecapacitygrowthrequiredintheAboriginalOOHCsectorissignificant.AbSechasrecentlyidentifiedthatthecapacityofAboriginalagencieswillneedtoincreasefrom370childrento3000,abouteightfoldandthatafurthersevenAboriginalagenciesneedtobedevelopedbeyondthoseinitiallyidentifiedinthecapacitybuildingproject.ThereisnowanagreementtoextendcapacitybuildingactivitiestoaddressthiscapacitygapforAboriginalagenciesstatewide.Thestage1transitionplanstatesstronglytheprinciplethat:‘ultimately,allAboriginalchildrenandyoungpeopleinOOHCwillbecaredforbyAboriginalcarers,supportedbyAboriginalcaseworkersemployedbylocalAboriginalmanagedagencies.’329AbSecrecognisesthatitisimportantinachievingthisgoaltotailortransitionplanstotheneedsofspecificcommunities.Capacitybuildingsupportrequirementsvaryconsiderablyrelativetolocationandremotenessisafactor.

3.2Principlesthatunderpintheapproachtobuildingcapacitythroughpartnerships

AbSechasproducedapositionpaperontheEstablishmentandAuspiceofAboriginalCommunityControlledServicesforChildren,YoungPeopleandFamilies(September2011).Thispaperdescribessomeofthekeyrequirementsforanon‐AboriginalorganisationtotakeonanauspiceroleforanunaccreditedAboriginalagency.

329TheMinisterialAdvisoryGrouponTransitionofOOHCServiceProvisioninNSWtotheNon‐GovernmentSector.(2011).OOHCTransitionPlan:Stage1–The‘Who’andthe‘When’,October.Retrieved25January2012,fromtheWorldWideWeb:http://www.absec.org.au/data/files/6b/00/00/00/OOHC%20Transition%20Plan%20Stage%201.doc

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WhilesomeofthesearespecifictocapacitybuildingforOOHCservicedeliveryandaccreditation,mostmorebroadlyreflectprinciplesrequiredtoenableeffectivepartnershipworkwithAboriginalorganisations.Theseprinciplesalsohighlightnecessaryaspectsofa‘transition‐focussed’partnershipmodelthathasasitsgoal,AboriginalcommunitycontrolofAboriginalchildrenandfamilyservices:330Note:TheprinciplesbelowreflectthepositionofAbSec.ProbityissuesrelatingtoauspiceorganisationsforthecapacitybuildingprojectarecurrentlybeingnegotiatedwithFaCS.Theauspiceorganisationmusthave:

• AccreditationtoprovideOOHC• Commitmenttorecruitment,employmentandsupportofAboriginalstaff

andcarers• UnderstandingofandcommitmenttoAboriginalplacementprinciples• Demonstratedculturalproficiencyandcommitmenttoculturalsupportfor

Aboriginalchildren,youngpeopleandfamilies• Demonstratedsoundgovernanceandorganisationalcapacity• Childandfamilyfocusandcommitment• PracticalOOHCservicedeliveryexpertise• Understandingofandcommitmenttoregulatorycompliancebyauspice

body• Planstosupporttheauspicedservicetoachieveaccreditation• Planstosupporttheauspicedservicetodevelopautonomousgovernance

andorganisationalcapacity• Supportfortransitiontoautonomousorganisationalstatus

AbSechasfurtheridentifiedthatcoreprinciplesthatareimportantintheidentificationofappropriatemainstreamserviceagenciestoparticipateinthecapacitybuildingprojectincludethat:

• Theagencyisnotmotivatedbyspecificfinancialorgrowthbenefitsforthenon‐Aboriginalserviceprovider,butratherismotivatedbyacommitmenttogrowtheAboriginalservicesectorinordertoimprovesupportandoutcomesforAboriginalchildrenandfamilies.

• TheagencysupportsthepositionthatallAboriginalchildrenincareshouldbesupportedbyAboriginalagencies.

Thoughtheprojectisonlyinearlystagesofdevelopment,somespecifictypesofcapacitybuildingsupportthatcouldbeprovidedbyauspiceorganisationsthathavebeenidentifiedinclude:

330AboriginalChild,FamilyandCommunityCareStateSecretariatNSW(AbSec).(2011).PositionPaperontheEstablishmentandAuspiceofAboriginalCommunityControlledServicesforChildren,YoungPeopleandFamilies,September.

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• Sharinginfrastructurethroughinitialco‐locationtoreducestart‐upcostsfornewagencies.

• Assistingwithfinancialmanagement.• ProvidingsupervisionforOOHCworkers.• Makingtrainingopportunitieswithintheauspiceorganisationavailableto

workersofthenewagencyinitiallyandonanongoingbasis.• Developinglocalworkforcecapacitybysupportingtheemploymentand

trainingofAboriginalstaff.• Providingnewagencieswithopportunitiestoexperience,observeandlearn

fromcurrentgoodpractice.

3.3ChallengesandrisksItisimportanttonotethatwhiletheapproachhassignificantpotentialforbuildingtheAboriginalservicesectorthroughpartnerships,itisstillinthedevelopmentphaseandtherearesignificantchallengestobeaddressed.Whilethereiscurrentlyfundingtosupportfacilitationofpartnerships,fundingtosupporttheactualongoingcapacitybuildingworkisneeded.AbSecandACWAhaveidentifiedanumberofrisksassociatedwiththepartnershipmodel.Thoserisksmostrelevanttopartnershipfacilitationanddevelopmentaspectsoftheprojectinclude:

RiskDescription

Like

lihoo

d

Impa

ct

InitialResponseStrategyIdeas(e.g.avoid,transfer,mitigate,contingencyplanetc.)

RiskOwner

Non‐SuccessfulengagementofAboriginalcommunitiesandagencies

L H Ongoingcommunicationwiththem.Ensureflowofinformationtoandfromisopenandtransparent.

AbSec

Non‐Successfulengagementofnon‐Aboriginalagencies/NGOs

M H NeedtocommunicateprojectfromcommencementtoensurethatNGOsareengagedtoparticipateandproviderelatedservices.

ACWA–CS

Non‐SuccessfulengagementwithCSstaffatalocalandregionallevel

M H Referralandcommunicationsstrategiestobedeveloped.DirectortofacilitatemeetingsbetweenLocalCSCstaff,AbSecandACWAstaffandensureattendanceatcommunitymeetings

CS

Aboriginalcommunitiesdonotacceptorsupporttheservice.

L H EnsurerelevantAboriginalcommunitiesareappropriatelyconsultedatallstagesoftheproject.

AbSec

Non‐AboriginalNGOsdonotwishtoparticipateordonotparticipateastrueandequalpartners

L H ProjecttobedefinedandAgenciesassessedastotheirsuitabilitytoparticipateinmeaningfulway

ACWA

Extractfrom:ProjectPlan:ACWA/AbSec–AboriginalOOHCGrowthPartnershipProject(December,2010)AbSecCapacityBuildingManager,BarryLenihan,hasapositiveoutlookforthe

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successoftheproject.Hedescribesthatanumberofthelargenon‐AboriginalserviceprovidersinNSWarecomingonboardandhaveexpressedtheircommitmenttotheprinciplesthatunderpinthepartnershipmodel.BarrybelievesthatearlypartnershipnegotiationsareproceedingwellandthereissignificantpromiseforthesuccessfuldevelopmentofnewAboriginalOOHCservicesinpartnershipbetweenAboriginalcommunitiesandnon‐Aboriginalorganisations.

3.4SignificanceoftheAbSec/ACWApartnershipAbSecCEOBillPritchardexplainsthatthedevelopmentandinitialimplementationofthecapacitybuildingprojecthasbeendriventhroughthepartnershipwithACWA.ThepartnershipemergedfromajointcommitmenttosupportservicedevelopmentinlinewiththeSNAICCServiceDevelopment,CulturalRespectandServiceAccesspolicy.TheoutcomesoftheWoodInquirywereasignificantpartnershipcatalystasbothorganisationsrecognisedtheneedtoworktogethertorespondtotherecommendationsandinfluencesignificantchangeinthechildrenandfamilyservicesector.ACWADeputyCEOSylviaGhalyhighlightsthatAbSechasstrongleadership,acommittedboardandhighlyskilled,qualifiedanddedicatedstaff,makingAbSecaverystrongadvocateintheirownright.Sheexplainsthatwhenbothpeakbodieshaveastrongandunifiedmessagethisservestoincreasecredibilityandthepressureongovernmenttolistenandrespond.SylviaalsonotesthatfurtherstrengthsofthepartnershipworkatthistimeincludethatthereisstrongsupportfromtheAboriginalandnon‐AboriginalservicesectorsforthepeakbodiesandthatthepoliticalwillandcommitmenttofocusoncapacitybuildinginNSWissignificant.ACWAreliesonAbSecforspecialisedadviceinrelationtotheAboriginalservicesectorand,highlightsthekeyrolethatAbSecplaysinimplementingservicedevelopmentprojects,whicharebeyondthescopeofACWA’sadvocacyrole.AbSecandACWAarestronglypositionedtoinfluenceandcontributetogovernmentpolicyonOOHCservicedevelopmentthroughtheirpositionworkingalongsideFaCSrepresentativesastheonlytwonon‐governmentorganisationsontheMinisterialAdvisoryGroupontheTransitionofOOHCServiceProvisioninNSWtotheNon‐GovernmentSector.

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PartnershipCaseStudy7VictorianAboriginalChildCareAgency(VACCA)andChildandFamily

ServiceAllianceMembersAboriginalorTorresStraitIslanderOrganisation:



ChildandFamilyServiceAllianceMembers


KerryCrawford,ExecutiveManager,EarlyInterventionandFamilyServices,VACCAGabrielleBurke,Manager,ChildandFamilyProjects,VACCAValerieAyres‐Wearne,HumeMorelandIntegratedFamilyServices(HMIFS)AllianceSeniorProjectManager,locatedatKildonanUnitingCare

PartnershipFocus:

ThiscasestudyfocusesonthepartnershipbetweenVACCAandotherserviceprovidersasmembersofChildandFamilyServiceAlliancesfortheimplementationofChildFIRST

1.OverviewandhistoryChildFIRST(ChildandFamilyInformation,ReferralandSupportTeams)isaVictorianinitiativethatwasproposedoutofareviewoftheFamilyServicesInnovationsprojectin2007.ChildFIRSTispartoftheIntegratedFamilyServicesmodel,andprovidesintake,assessmentandcasemanagementservicestovulnerablechildren,youngpeopleandtheirfamilies,withtheaimofinterveningearliertoaddresschildren’svulnerabilityandoflimitingChildProtectioninvolvementwherepossible.AsKerryCrawfordofVACCAdescribes,“Itisacommunitywell‐beingmodelratherthananinterventionistmodel.”EachChildFIRSTservicewithinVictoriasitswithinaChildandFamilyServiceAlliance;agovernancestructurejoiningtogetherregisteredchildandfamilyserviceproviders,DHSandotherstakeholderswithinagivencatchmentarea.Each

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AlliancehasafacilitatingpartnerwhoChairstheAllianceExecutiveandisgenerallyalsotheChildFIRSTprovideragency.VACCA(EastBrunswick)isamemberagencyacrossfouroftheseAlliancesintheNorth&WestMetropolitanRegion,(facilitatedbyChildren’sProtectionSociety,MacKillopFamilyServices,AnglicareVictoriaandKildonanUnitingCarerespectively).ThiscasestudyfocusesontheworkofVACCAinpartnershipwithAlliancemembers,andespeciallyintheHumeMorelandIntegratedFamilyServices(HMIFS)Alliance,withinwhichKildonanUnitingCareisthefacilitatingpartneroftheAllianceandtheChildFIRSTprovider.WhenChildFIRSTwasrolledoutVACCAwasconcernedthatthenewmodeldidn’tcontainanytargetedAboriginalinitiatives,includingfundingforstaffpositions.VACCAadvocatedstronglyduringthisearlystagetohaveanAboriginalstrategyandresourcesidentified,sothatAboriginalfamilieswerevisibleandappropriatelysupported.AlliancememberssupportedthispositionandfundingwasredirectedfromfouroftheChildandFamilyServiceAlliancesuponwhichVACCAsattoprovideforaVACCAstaffmembertotakethepositionofAboriginalLiaisonWorker(ALW).TheALWroleprovidesadviceandsupportinrelationtoreferralsthatcomethroughforAboriginalfamilies.ThisoccursattheintakeandallocationstageandonceanAboriginalfamilyisallocatedtoamainstreamservice,toprovidesupportalongsidetheagencyworker.OtherAlliancememberssupportedthisinitiative,astheybelievedthiswouldgenuinelyassisttheIntegratedFamilyServicesmodel(includingChildFIRST)toprovideamoreculturallyappropriateresponseforAboriginalfamilies.FundingdecisionsfortheALWroleweremadebyAlliancesfromgrowthmoniesfromDHSprovidedineachcatchmentwiththeintroductionoftheChildFIRSTmodel.FollowingtheimplementationofChildFIRSTineachcatchment,DHSfundsVACCAdirectlyfortheposition.TheALWroleisfundedfor3500hoursannually,andhasspecifictargetsattachedtoit.WhenALWfundingwastransferreddirectlytoVACCAKerryexplainsthatfromherperspectivesomeAllianceshadnotshiftedtheirthinkingtounderstandthatitwasnolongertheirroletodeterminehowfundingwasspentagainsttheALWrole.VACCAfeltitwasimportantforDHStomakeitcleartoAlliancepartnersthatfundingfortheALWrolewasnolongerlinkedtoAlliancefunding,butwasdirectVACCAfundingwithattachedtargets.KerrydescribesthatDHSrespondedpositivelyandsupportedVACCAbyclearlycommunicatingthischangeingovernancestructuretoAlliancepartners.ThenextstageinVACCA’sengagementwithChildFIRSThasbeenthedevelopmentofaproposalforanewChildFIRSTservicetobedeliveredbyVACCAforAboriginalfamiliesintheNorthandWestRegionsofMelbourne.331Thismodelisdescribedunder‘OutcomesandOpportunities’below.2.Partnershipobjectives

331VictorianAboriginalChildCareAgency(VACCA).(2011).VACCAChildFIRST‐AnIntake,AssessmentandReferralServiceforAboriginalchildrenandfamiliesintheNorthandWestRegion,July.Retrieved25January2012,fromtheWorldWideWeb:http://www.vacca.org/resources‐information/vacca‐child‐first

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FromVACCA’spointofviewakeyobjectivefromtheoutsethasbeentoworkwithandthroughtheAlliancestoaligntheChildFIRSTmodelwithprinciplesthatVACCAbelievesunderpinaneffectiveapproachtoAboriginalserviceprovision.Theseprinciplesare:332

1.Selfdetermination–Thatis,thecommitmenttodecisionsaboutAboriginalpeoplebeingmadebyAboriginalpeople.2.TheprincipleofAboriginalservicesfirst‐Thatis,whereverpossible,servicesforAboriginalpeoplearedeliveredbyAboriginalorganisations.3.SelfManagement–Thatis,AboriginalservicesareresponsibleforservicedeliverytoAboriginalfamilies,therebyunderstandingissues,targetingresponsesandadvocatingsolutions.

GabrielleBurkeofVACCApointstoKerry’sinitialworkwiththeAlliancepartnersasbeingcriticaltogetallparties“onthesamepage…andsayingthesamething.”Acrucialelementhasbeentherespectfulrelationshipswithserviceprovidersandgovernmentthatwereformedovertime,beforeandoutsideofthespecificAlliancestructure.VACCAviewstheAllianceasan“open,transparentmeetingofsignificantpeople”,whereDHSareconsideredapartner,asopposedtoaleader.Thereisasharedappreciationfortheimportanceofthework.ChildFIRSTworksatthegroundleveldealingwithseriousandveryrealallegationsofabuse,whereallpartiesareawarethatifasituationishandledbadlytherewillbeseriousimplicationsforchildrenandfamilies.Gabriellecommentsthatanotherstrengthofthepartnershipis“thatleveloftrust[byallpartners]thatanAboriginalserviceisthebestservicetomakethoseassessmentsaboutAboriginalchildrenandfamilies.”ValerieAyres‐Wearne,theHMIFSAllianceSeniorProjectManager,describesthatduringtheinitialphase,AlliancepartnersrecognisedthattheALWrolewouldcontributetoculturallyappropriateserviceprovisionandsupportedVACCAtoimplementthisinitiativethroughtheuseofaportionofthegrowthfundingforIntegratedFamilyServicesprovidedtoeachAlliancewhentheChildFIRSTmodelwasbeingimplemented.ThisemergedfromasharedobjectivetoimprovesupportforAboriginalfamiliesandawillingnessofAlliancememberstoengageinconversationsabouthowthiscouldbeachievedandtheresourcesthatcouldbeputtowardsit.KerryexplainsthatitwasveryimportantforVACCAtohave‘champions’topushtheircauseattheinitialstage,becauseasanAboriginalorganisationthereweresomeelementsthatwerenon‐negotiable.TheopenandtransparentnatureofthepartnershipallowedthesediscussionstohappenandAlliancememberswereabletosupportVACCApositions.Asharedvision,having“somewhereyouwanttogo”asGabrielledescribes,isalsoa

332ibid

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criticalelement,includinghavingsomeonewithinthepartnershipwhocanarticulatethevisionandhelppushtowardsit.Valerieconfirmsthis,“peoplealwayssaythatpartnershipshavetohaveavision,andintheendthosethingsarereallycritical,becausethat’swhatkeepsyouatit.”3.PartnershipnegotiationandagreementsKerrybelievesthatforpartnershipnegotiationtobesuccessful,thepartnershipneedstooccurfromastrategicpushwithinthesector.Shefeelsthatgovernmentisremovedfromtheday‐to‐daybusinessofchildandfamilyservices,andthatthereforeautocratic,top‐downdesignprocessesdon’tmeettheindividualneedsofthesector.Whatisneededisforthesectortocometogethertopresenttheirbid,theirdesign,togovernment.PartofthisisunderstandingtheavailablefundingwithinTreasuryandthensittingdowntohavearoundtablediscussionaboutwhatisneeded.Thenextphase,howtheresourcesaresharedandroleswithinthepartnership,canthenbenegotiatedatthegovernmentallevel.Valerieunderstandsthatthekeytoapartnershipisalsotacklingquestionssuchaswhatbindsyoutogether,andwhatthelevelsofcommitmentandaccountabilityare.ShefeelsthatthepartnershipwithVACCAisprogressingmoreandmoretowhatshecallsthe‘higherend’ofthepartnershipscale.Shefocusesonthequalityofthedialogueasakeyfactorinpartnershipnegotiations,withthesecretbeing“acapacitytokeeptheconversationgoing…andnotdigin.”Shealsobelievesit’saboutworkingthroughdisagreementsconstructively,includingbalancingthefinelinebetweenmaintainingyourownintegrityandposition,andbeingrespectful,supportive,andknowing“whentostop.”Itrevolvesaroundbeingawareofquestionssuchas“whatarewetryingtoachievetogether,andhowbestareweabletokeepeverybodylistening?”Goodplanninghasalsobeenakeyingredient.ValeriebelievesthatbothsheandKerryhavesharedthisview,that“youdon’thavetohaveeverythinglockedup,butyouneedtobeonajourney,andyouneedtobekeepingonreflectingonthat.”Valeriebelievesthatallcollaborativearrangementscontainatension;ontheonehandtheyareallstillindividualagencies,withalevelofautonomy,individualfundingandserviceagreementswiththegovernment;ontheothertheyareallmutuallyaccountablefortheoutcomes.Shepointsoutthat“Whatthatmeansisthateverythingiseverybody’sbusinessintheend.”Shebelievesthatitiscriticalforallimplementingpartnerstojointlydiscussanddefinewhatmutualaccountabilitymeanswithinthecontextofthepartnership.Thisinvolvesconceptualisingwhatthepartnershipwillmeaninpracticeintermsofwhatindividualorganisationalrequirementsandresponsibilitiesare.Shebelievesthattherecanbeadiscordbetweenwhatpeoplesayaboutpartnershipagreements,andwhathappensinpractice.Workingwithintheframeworkofself‐determinationandself‐managementthatgovernsAboriginalagenciesaddsafurtherlayerofcomplexitytothis.Sheconcludes,“Sothatrealunpackingandclarityonthatiscritical4.Ongoingpartnershipmanagement

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4.1RelationshipdevelopmentKerrybelievesthatintheearlyphasesitwasvitalforVACCAtobecomeknownandconsideredlegitimateandcrediblewithinthesector.KerryandGabriellebothfeelthatstrongrelationshipsnowexistbetweentheAlliancemembers,bothbetweentheCEOsandtheprogrammanagers.VACCAalsohasastrongandproductiverelationshipwithDHS.Kerrydescribesthechangethathastakenplaceoverthelastfewyearsintermsofmeetinglocations,“Historicallyyou’dseeAboriginalorganisationhavingtoleavetheoffice,goandsitintheseclinicalgovernmentalprocessesandbe…overwhelmedwiththeamountofnon‐Aboriginalprocesses.”NowmeetingstakeplaceatVACCA,andKerryfeelsthatgovernmenthasembracedthisnewattitudetowardstherelationship.KerryandGabriellebothattributealargepartofthischangetotheleadershipofMurielBamblett,VACCACEO.AfurtherchangethattheyhaveseenintermsofhowVACCAisperceivedisthatthemainstreamorganisationsworkcloselywiththemandareverycommittedto“Aboriginalbusiness”,butappreciatethattheycan’ttakethisonwithoutVACCA’slead.ValeriedescribesthatitalsohelpsthattheagencieshavetobeinthepartnershiptoreceiveIntegratedFamilyServicesfunding(whichincludesChildFIRST).Shedescribessomeoftheotheringredientsrequired:

“You’vegotreallyrespectfulleadership,you’vegotreallygoodtrustwitheachother‐peoplegetthatsenseofcommonconcern,andwe’reinthistogether,thisisasharedmodel,themoreweplaytogetherthebetteritwillbe.Yeswe’dliketoretainsomeofourownindividuality,however,atleastwherewecanwe’llbeopenandhonestwitheachother.Andsometimesit’sthoseintangiblethingsthatwillreallymakeitallwork.”

4.2OngoingNegotiationandPartnershipDevelopmentKerryandGabrielledescribethatpartnershipnegotiationis“adailyexercise.”Theyneedtobepreparedtostandupforwhattheybelievein,andKerryexplainsthat,“Sometimesyoujustneedtobeclear,you’reallowedtohaveyouropinion,butwe’regoingforwardinthebestinterestsofAboriginalpeople.”Itisalsoimportanttoconstantlyseekimprovementandprogress.Whentryingtoidentifytheuniquefeatureoftheirpartnership,Gabriellecomments,

“Sowhatisit,aboutthepartnershipsinthisregion,thatmakesthemworkeffectivelyandleadtoservicedevelopment–no‐onesitsontheirlaurels.”

ValerieexplainsthattheAlliancepartnershipischaracterisedbycomplexstructures.TheAllianceincludeschildandfamilyserviceproviders,oneofwhomisalsotheChildFIRSTproviderandwhoalsotakesontheroleofpartnershipfacilitator,andtheDepartmentwhoarethefunder,thecontractmanagerforindividualchildand

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familyservicesagenciesandmonitorstheirperformanceandisthechildprotectionservicedeliverer.Integratingallofthesesystemsisacomplexundertaking,andsoitiscriticaltoarticulatewhatyou’retryingtoachieve.It’salsoimportanttoroutinelyunpackandanalysewhatroleeachorganisationisplaying,howtherelationshipsareworking,andhowtheexpectationsofthecollectiveareweighingupagainstthoseoftheindividualsconcerned. 4.3PartnershipfacilitationTheroleofthepartnershipfacilitatoriskey.Theymustkeepeverybody’sinterestsinmind,constantly“tryingtolistenandunderstand.”Valeriedescribesthattheyhaveto:“Keepthehelicopterviewallthetime,and…seeallthedifferentpressuresandhowthey’reallworking.Butthenyoutryanddosomethingaboutittogether.”Shedescribesthisroleasbeinglikethegluethatholdsthepartnershiptogether.InrecognitionoftheimportanceoftheAlliancefacilitationrole,ValeriebelievesthatdedicatedgovernmentfundingisneededtosupporttheAlliancefacilitationrole‐takingcarriageoftheprojectto“support,driveandfacilitateit.”Akeystrengthofthepartnershiphasbeenhavingapartnershipfacilitatorwhomaintainsrespectful,strongrelationshipswithallkeystakeholders.AccordingtoValerie,akeyfunctionofthisrolehasbeenkeepingissuesonthetable,andensuringthatpartnersdon’tfeel“likethey’rebeingtoldwhattodo,”whichshenotesdefinitelyhasn’tbeenthecaseinthispartnership. 4.4SustainabilityOnedangerwithinapartnershipjourneyisthatkeypeoplecanleave.Valerieexplains,“I’dsaywithinanyconversationaboutpartnership,sustainabilityhastoberightupthereatthefrontandcentre.”Whilstthepartnershiprequirespeopletoactivelydriveitandcreatechange,itcan’tbesolelyreliantonparticularpeople.ValerieconsidersthatacontributingfactortopartnershipsustainabilityintheAllianceisthat:

“Themoreeveryonesharesinthecommitment,andtakesownershipofit,themorelikelyitwillbesustainable.Andwe’veseenthattosomedegree.”

5.EvaluationofthepartnershipandpartnershipactivitiesKerryrecognisesthatthepartnershiproutinelyneedsassessing.Theservicescanbefranticwiththeresponsibilityfor“keepingfamiliesstableandgettingthemthroughtothenext24hours,ortheweekorthreemonths.”Thehighlyintensiveanddemandingservicedeliveryoftentakesawayfromthetimethereistoreflectwithpartnersonprogress.Toovercomethis,Kerrybelievesthatgoodevaluationmodelsarenecessary,butthatcurrentmodelsneedtobeimprovedtoprovideastrongerfocusonoutcomesforfamilies.VACCAintendstoconductaninternalevaluationoftheproposedVACCAChildFIRST,aspartoftheirstrategicandteamplans,andalsoincompliancewiththeirfundingagreement;howeverthiswon’tincludean

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evaluationoftheAlliancepartnershipitself.ValeriepointsoutthatthestategovernmenthasevaluatedthechildandfamilyservicereformsincludingtheimplementationofChildFIRSTandAlliancepartnerships,withKPMGcarryingoutthereview.333ShenotesthatakeypointtocomeoutofthereviewistheimportanceoftheAlliancefacilitationrole.6.FurtherpartnershipoutcomesandopportunitiesAkeyopportunityarisingoutofthepartnershiphasbeentheproposal,currentlybeingnegotiated,foranAboriginalChildFIRSTmanagedbyVACCAandtargetingfamiliesintheNorthandWestregionsofMelbourne.Thisproposalcameaboutinmid‐2011.ChildFIRSThadgrownsignificantlyandsoVACCAdecidedtoreviewtheALWrole.ItbecameapparentthatdemandatChildFIRSTwascontinuingtogrowwithre‐occurringdemandcapacitypressuresleadingtorepeatedperiodsofrestrictedintake.Withthisincreaseddemand,agrowingpercentageofallreferralstoChildFIRSTwerecomingfromChildProtection.ThisincludedreferralsforAboriginalfamilies.Valerieindicatedthatinthemidstoftheseincreasingpressures,theneedtostrengthentheinterfaceprocessesbetweeneachoftheChildFIRST’sintheregionandVACCAwasclearlyapparent.FromKerry’sperspectivetheALWrolewasbeingsidelined,therelationshipsweren’tfunctioningwellandtheALWwasn’ttakingonmanycases.Inshort,Aboriginalfamiliesweren’treceivingthesupporttheyneeded.Kerrynotes,“Whatcametoourattentionwasthatitwasaverycumbersome,clunkysystemthatdidn’tmeettheneedsofthemostvulnerablepeople,beingAboriginal.SoaswewerereviewingtheALWrole,wethoughtthatitdoesn’tmakesensetocontinuetohavethismainstreamsysteminplaceforAboriginalpeoplebeforetheyevengetaservice.Whatwefoundwasthatthelongerittakessomeonetoengageandreceiveaservice,thelesslikelythattheywill,sothatmeanstheyoftenescalateintothetertiaryendofchildprotection.Sowejustthought,let’shaveourownChildFIRST.”ThisproposalcoincideswiththecurrentVictorianchildprotectioninquiry,duringwhichKerryperceivesthatthegovernmentis“opentowaysofdoingbusinessdifferently,andwaysofdoingbusinessdifferentlyforAboriginalpeople.”ThenewChildFIRSTwillreflectthisnewwayofdoingbusiness,asKerrydescribes,“Whatwe’regoingtohaveisservicesthataresetupthatunderstandtheneedsoffamiliesfirstandforemost,becausewearethosefamilies.”Kerryviewsthisasthe‘thirdstage’ofChildFIRSTforAboriginalfamilies,buildingfrominitiallackofinvolvementtotheimplementationoftheALWroleandnowtowardsrealAboriginalleadership.Whilsttheyinitiallydetectedcautionfromgovernmentandthesectortowardstheidea,theynowfeelthattheAlliancesandDHSareverypositiveabouttheproposal.KerryandGabrielleattributethischangeinattitudestotwofactors:firstly,theestablishedrelationshipsmeantthatdifficult

333KPMG.(2011).ChildFIRSTandIntegratedFamilyServices–FinalReport,PreparedfortheDepartmentofHumanServices,February.

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conversationsandnegotiationscouldhappen,andkeeponhappening,untiltheissueswereresolved.GabriellecommentsthatKerry’songoingworkbuildingrelationships,trustandconfidencewiththeAlliancepartnershasbeencriticalingettingsupportforthisproposal,“…wheneveryone’sonthesamepageandeveryone’ssayingthesamething,it’smuchmorelikelytohappen.”Ifthepartnershiphadn’tbeeninplaceshefeelsthatthemainstreamorganisationscouldhavecontinuedtobequiteresistanttotheidea.KerrycommentsthatafurtheraspectcontributingtotheviabilityoftheproposalandsupportfromAlliancepartnersisVACCA’sreputationasastable,financiallyviableandqualityserviceprovider,having“…asteadymeasuredapproachtoAboriginalbusiness.Soit’soneofthoseorganisationsyoucanhaveabsoluteconfidencein.”

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PartnershipCaseStudy8VictorianAboriginalChildCareAgency(VACCA)andBerryStreetVictoriaAboriginalorTorresStraitIslanderOrganisation:



BerryStreetVictoria


KerryCrawfordExecutiveManager,EarlyInterventionandFamilyServices,VACCACraigCowieDirector,NorthWestRegion,BerryStreetDayleSchwartfegerProgramandServiceAdvisor,CommunityPrograms–Housing,NorthWestRegion,DepartmentofHumanServices(DHS)

PartnershipFocus:

ThiscasestudyfocusesonthepartnershipbetweenVACCAandBerryStreetfortheprovisionoftheIndigenousCaseManagementcomponentoftheNorthernIntegratedFamilyViolenceServices,WomenandChildren(NIFVS)

1.OverviewandhistoryTheIntegratedFamilyViolenceprogramwasrolledoutasacross‐agencyandcross‐governmentresponsetofamilyviolence.DayleSchwartfegerfromDHSexplainsaspartoftheIntegratedFamilyViolenceresponsethat‘therewasrecognitionthattherewasaneedforanintensiveandbetterfundedresponsetocasemanagementforAboriginalwomenandchildren.’Emergingfromthis,VACCAandBerryStreetdevelopedajointsubmissiontoprovidetheIndigenousCaseManagementcomponentoftheIntegratedFamilyViolenceServices,WomenandChildren(IFVS)inearly2009.TheyarefundedtoprovidetheservicejointlyuntilJune2012.BerryStreetreceivesallL17FamilyViolencereferralsfromthepoliceandprovidestheintakefunctionforthepartnershipwhichincludesthebroaderNIFVSgroupof

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serviceproviders.AtthepointofintakeAboriginalwomenaregiventheoptionofworkingwithVACCAoramainstreamservice.Inmid‐2010KerryCrawfordofVACCAandCraigCowieofBerryStreetcameintotheirrespectiverolesasdirectorsresponsiblefortheFamilyViolenceprogram.AtthistimeKerrydescribesthatthepartnership‘wasn’tworkingaseffectivelyasitcouldbe…itwasonpaperonly,therewasnorealconsideredworkbeingdoneatthatstage.’Craigexplainsthat:

‘therewasanarrativeatVACCAthatourfamilyviolenceprogramwasn’twellconnectedanddidnotvaluetheholisticmodelandtherewasanarrativefromoursidethatwehavetriedtoworkwithVACCAoveranumberofyearsandnoonestaysinthesamechairlongenoughtodoanything.Soweweren’tconnectedandwewereinthispartnershiptogether.’

VACCAandBerryStreetidentifiedthatinpracticereferralsforAboriginalwomenwerenotcomingacrosstoVACCA.Kerryexplainsthattherewasaneedtodevelopnewwaysofworkingandthat‘it’snotaboutBerryStreetnotwantingtorefer,wejusthadtofleshthroughhowthiswasgoingtowork.’Thefirstmajorinitiativeputinplaceatthistimetoaddresspartnershipchallengeswasafull‐timestaffsecondment.GayleCorrenti,anexperiencedFamilyViolenceprogrammanagerfromBerryStreetwassecondedtoVACCAfor12weeks.Thisprovidedanopportunitytodevelopsystems,reportingmechanismsandreferralprocessesthatwerecomplementaryandforBerryStreettodevelopunderstandingaroundhowtheycouldfitinwiththewayVACCAneededtodobusiness.2.EnablingfactorsandinitialchallengesSpecificpeopleandpersonalitiesareidentifiedaskeytoenablingthecurrentstrongfocusondevelopingandstrengtheningpartnershipwork.InparticulartherelationshipbetweenKerryCrawfordandCraigCowiehasbeencritical.KerryexplainsthatCraigbringssignificantexperience,arespectfulapproachtoworkingwithintheAboriginalspaceandasophisticatedculturallenstothework.CraigdescribesthatKerrycamewithaclearvisionofwhatneededtobedonewhichhasenabledhimtorespond:‘withoutthatIcouldjustbewellmeaningandtrite,butthereweresometangiblethingsthatwecouldstartdoingandIthinkthatmadeasignificantdifference.’CraigexplainsthatpartnershipworkissupportedbyotherstaffatBerryStreetwhoareabletoseethebigpictureandunderstandwhytherelationshipwithVACCAissoimportant.Itwaseasytoconvinceothersthatalthoughthestaffsecondmentwouldcausestrainontheorganisation,itwasn’tamatterthatBerryStreetcouldn’taffordtoloseGayleforthattime,itwasthat‘wereallycouldn’taffordnotto.’Thepartnershipisalsoenabledbyastrongorganisationalcommitmentonbothsidestoworkingtogetherandalong‐standingrelationshipbetweenthetwoorganisations.Craigdescribesthisasan‘ethoswithintheorganisation’thatoperatesatdifferentlevels.TheCEOsplayasignificantleadershiprole.Craigexplains,‘theyhavesuchrespectforeachotherandthatclearlyfiltersdownand

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influenceshowtherestoftheorganisationisexpectedtodobusinessintheAboriginalspace.’ThetwoorganisationshaveworkedcloselytogetherandalongsideMacKillopFamilyServicestodeveloptheBuildingRespectfulPartnershipsresource,whichdescribeshowmainstreamfamilyservicescanbuildAboriginalculturalcompetencetodelivereffectiveservicesforAboriginalchildrenandfamiliesandincludesafocusonbuildingrespectfulpartnershipswithAboriginalorganisations.Kerrydescribesthat:

‘BerryStreetissuchastrongpartner,andsuchastrongadvocateandsupportforAboriginalbusiness…I’msureBerryStreet’sabsoluterespectforthebusinessVACCAundertakeshasprovidedtheplatformforthistogoforward.’

TherearechallengesinthewaythisorganisationalcommitmenttorespectfulpartnershipfilterstothestaffteamlevelandCraigdescribestensionsinthebeginningwhere‘theorganisationshadmissedeachother.’HeexplainsthattheBerryStreetfamilyviolenceteamviewedthewayVACCAworksasnotbeingbestpractice,whileVACCAstaffviewedtheBerryStreetapproachasnotprovidingholisticsupporttofamilies.Therewerealotofassumptionsmadeonbothsidesratherthantryingtoworkthroughdifferences.Comingintotheirroleswithouthavingbeenpartofthathistory,KerryandCraighavetakentheopportunitytobeginunpackingthoseassumptionsandworkingonconnectionsbetweenstaff.Staffchangeover,especiallyatVACCA,hasbeenrecognisedasasignificantchallengeinitiallyandapossiblereasonwhythepartnershipdidn’tgatherthemomentumitneededintheinitialphase.StaffcontinuitywithKerry,CraigandGayleintheirrolesisnowrecognisedasastrengthindevelopingthenextphaseofpartnershipwork.Dayledescribesthat:

‘Peopleneedtimetodevelopanunderstandingofanewprogram…therehastobeenoughcontinuityandenoughinterestandawillingnesstoworkinpartnership.’

3.Objectives,negotiationandagreementsTheobjectivesofVACCAandBerryStreetalignstronglyaroundthecommitmenttoaddressingtheneedsoffamiliesandgettingtothebottomline,whichCraigdescribesas‘safetyandnoviolence.’TherehavebeensignificantdifferencesinapproachandKerryidentifiestheneedtounpackwhyfamilyviolencehappensanddeliveraservicethatmeetstheneedsoffamiliesandisn’tbasedon‘aWesternconceptofhowfamilyviolencecanbemanaged.’SheexplainsthatBerryStreetiswellplacedtoworkinpartnershipwithVACCAtodothisbasedontheorganisation’s:

‘commitmenttodoingthingsinawaythatmeetstheneedsofthefamily,becausethefamiliesaretheexpertsintheirworld.Wecan’texpectthatwomenwanttoautomaticallyhavecounselling.Youhavecounsellingwhenyou’reataspacewhereyoucanrecognisethatthere’sanissue.Foralotofourfamilies,wejustneedtomakesurethattheygetthroughtothenextmorningsafe.’

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CraigexplainsthatinworkingwithVACCAitisnecessaryforBerryStreettounderstand‘fromVACCA’spointofviewwhatisitthattheyneedtodobusinessthewaytheywanttodoit.’Thiswasvitaltoaddressasituationwhere:

‘wewerejustworkingwithAboriginalfamiliesonourownanditwasclearlynotuseful,notculturallyappropriateandnotgivingAboriginalfamiliestheopportunitytohaveaculturallyappropriateservice.WeweredoingourbestintermsofemployingsomeAboriginalstaffbuttheywerenotconnectedinwithalltheAboriginalorganisationstheyneedtobe.’

Craigexplainsthatnegotiatingawayforwardtodeveloptheserviceandthepartnershiphasbeenaboutbeingopentotheconversationandbeingcreative:

‘itwasaconversationaboutwheredowestart,acknowledgingthatwecouldn’tdoeverythinginonehit.Sowedecidedtostartwiththeprioritythatweneededtodosomethingdifferent…toconnecttheorganisationsandmeettheobjectiveswehadinourpartnership.’

Thiswasan‘organicprocessthathasreallygrown,andwe’vedonealotofit‘coffeemanagement’.’Craighighlightstheimportanceofmovingfromthisinformalprocesstodevelopwrittendocumentsthatclarifyagreementsandexpectations.TheseincludetheMoUandtheworkplanforGayleinrelationtohersecondment.Anewprojectbriefisbeingdevelopedtodetailthenextstepsinpartnershipworkandaworkplanwillemergefromthis.Craigexplainsthatbeingclearinagreementsiscriticalwhereresourcesarebeingsharedortransferredasthishasbroaderimplicationsforhowtheorganisationsoperateandthereisaneedtolookatthedetailsofhowitwillwork.WhiletheMoUitselfhasn’tchanged,CraignotestherequirementtonegotiateandadapttheserviceagreementwithDHSbecausethepartnershipworkcreatesaneedtolookattargetsandrethinkEFTallocation.ThishappensasaprocessofnegotiationbetweenVACCAandBerryStreetfollowedbytakingproposalstomeetingswithDHS.Dayleexplainsthatakeyaspectoftheprogramis‘thatthereisarelationshipthatreallyfocusesonprovidingajointservicebetweenmainstreamandanAboriginalagency.ShedescribesthattheworkthatVACCAandBerryStreetaredoingtogetheris‘dynamicandevolving’basedonacommitmenttoworkingthroughhowtheycandeveloptheserviceinpartnership,and‘gettingonwithit.’Whatisimportantisthatthepartnershipagreementsarebeingdevelopedasaresultof‘agoodprocessthatstrengthenstherelationship’ratherthanhavingasituationwhere‘onepartyfeelsthepartnershiphasbeenimposed.’4.Ongoingpartnershipmanagement

4.1RelationshipsandcommunicationKerryexplainsthatrelationshipsatthemanagementlevelaresupportive,drivenbyagroupofpeoplewhoareoperatingfrom‘thesameplatform.’Thelevelsoftrustintheserelationshipsenableadepthandsophisticationinconversationsthatischangingthewaytheworkunfolds.Kerrydescribesthattheconversationsare,

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‘challengingpolitically.Theychallengethewayprofessionalsinthefamilyviolencespacethinktheydotheirwork,andinalotofwaystheythinkthattheydoitwell,butit’snotworkingforAboriginalfamilies.’

CraigdescribesthatthesecondmentofGayletoVACCAandvariousotherstaffteaminteractionsarevitaltoensuringthatrelationshipsoftrustattheseniorlevelsfilterdowntolowerlevelsandpromote‘abeliefthatthisisapositiverelationshiptohave.’Staffinteractionsthataretakingplaceatlowerlevelsinclude:havingtheVACCAfamilyviolencecounsellorlinkedwiththeBerryStreetcounsellingteamandundertakingprofessionalsupervisiontogetherand;theVACCAteamcoordinatoraccessingsupervisionfromamanageratBerryStreet.Theprocesshasinvolveddevelopingsystemsforworkingtogetherandthishassupportedanagendato‘changethenarratives’thathavelimitedeffectivepartnershipbetweenstaffandchangethevaluetheyhaveforthepartnership.Craigdescribesthatthereareotherbenefitsthathavecomeoutofinformalrelationshipdevelopment.Heexplains:

‘IcangotoVACCA,walkin,wanderabout,getacupoftea,andthenextphaseisforVACCAstafftobeabletodothesame.Ithinkthatmakesabigdifference,becausewhenyouneedtodosomething,youcanjusttalkinsteadoftryingtogetthroughoursystems,whicharereallyhardtobreakintosometimes,tobeabletogettotherightpersonandgettherightoutcomefortheclient.’

CraigbelievesthatAboriginalorganisationsarebetteratthistypeofrelationshipdevelopmentandBerryStreetneedstoworkonopeningupthisspaceforVACCAstaff.Kerrydescribesthatoveralltherelationshipissupportiveandrepresentsarespectfulpartnership.Sheexplainsthattherelationshipissuchthatwherechallengesarise‘wewilladdressthemtogetherandberespectfulaboutthat.’ 4.2TimeandresourcesforpartnershipworkCraigdescribesthatitisdifficulttofindtheadditionaltimerequiredtoundertakepartnershipworkandthatthisputsastrainonindividualworkersandtheorganisation.IntermsofhisworkwithKerry,Craigexplains:

‘ourdiariesaresobusythatit’shardtoscheduleinthetimethatyouneed,that’sabitunstructured,tobeabletojustdreamaboutwhatyoucoulddo.Intermsofyourpriorities,youhavesupervision,youhaveallthesemeetingswiththeDepartment,youhavealltheseotherthings…Imadesomedecisionsanddroppedsomethingsoff.Ithasacost.AndI’msureKerryhashadtodothesame.’

StaffsecondmenttosupportpartnershipdevelopmenthasalsocreatedchallengesforBerryStreetinhavingtocovertherole,skillsandtimeofoneofitsmostseniorandexperiencedmanagers.

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Craigidentifiesthatthelackofresourcesdedicatedtopartnershiprelationshipsisathreattothesustainabilityofthepartnership.HereferspositivelytotheroleofAllianceProjectManagerswithintheChildFIRSTpartnershipmodelwhomaintainthepartnershipanddotheworkthatresourcesthemeetings.Craigexplains:

‘Ifyoudon’thavesomeoneresourcingit,itdropsoffwhenweareallbusyandweareallgoingtocontinuetobebusy.WewillbegoingtotheDepartmentandaskingwhetherwecanusesomeofthemoneysothatwecanhavethatroleintheresoitdoesn’tgobackwardsorfalloffacoupleofyearsdownthetrack…WeneedtohaveawayofvaluingpartnershipandChildFIRSTseemstobetheonlyprogramwhereyouhavelegitimatetimedevotedtotheexecutivemeetings,theoperationsmeetings,thatarejustabouttherelationship.’

4.3RoleofgovernmentKerrydescribesthatDHSistakingahighlysupportiveanduniqueroleinenablingVACCAandBerryStreettoworkinpartnershipanddevelopnewmodelsandwaysofworkingintheareaoffamilyviolence.Sheexplainsthatthisisdifferentfrom‘alotofgovernmentfundingwheretheyfundwithinaparticularagreement,butwethenhavetoreconfiguretomeettheneedsofAboriginalserviceprovision,butatalltimesstilldeliver.’Inthiscase:

‘they’renotactuallyhavingthesepaternalisticconstraintsaroundwhattheythink.They’reveryclearaboutworkinginaveryfluidpartnership,notahierarchicalstructurewherethey’resaying:we’rethefunder,you’lldeliver.Instead,they’resaying:here’sabitofspace,let’sseewhatwecandobecausethisneedstobesuccessful.’

KerrydescribesauniquelevelofrespectinmeetingswiththeDepartmentwhere

‘youfeelasisyou’retalkingthesamelanguage;thepartnershipisclear;thesupportisgenuine;there’snoargybargyacrossthetable;itreallyisjusthealthyadvocacyanddebate.’

CraigidentifiesthatkeyrolesthatDHScanplayinsupportingthefurtherdevelopmentofthepartnershipinclude:

• Acknowledgingthatbuildingthepartnershiptakestimeandallowingthetimeforittodevelop.

• Beingflexiblewithtargets.Forexample,targetsarecurrentlybasedoncarryingcasesandneedtotakeaccountoftheroleforconsultingoncasesandintake.DHScanassistwiththisandensuringthatthereportingprocessisnottooarduous,‘sothatwearenotspendingtoomuchtimeaccountingforwhatisjustgoingtobebetterpracticeattheendoftheday.’

KerryidentifiesanumberoffactorsthathaveenabledahighlevelofDHSsupportforthepartnershipwork:

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• ‘They’vereallypickedupontheenthusiasmandthegenuinenessofthis

partnership.’• VACCAbeingproudtotalkaboutit’sachievements:‘fromacultural

perspectivehumilityisvaluedandIthinkallAboriginalorganisationsreallyneedtospeakupabouttheexcellentworkthey’redoingandreallybeacknowledgedforit.However,itiscriticalforAboriginalorganisationstoberecognisedfortheirworkandcontributiontoserviceandpolicymodelsthatinfluencebusinessacrossthesectorasawhole.Theirachievementsshouldberecognised,valuedandheldupasleadmodels.’

• ‘It’snotjustabunchofmeetings,everyprocessthatwesaidwewouldundertake,we’vedoneit,we’veachievedit,andwe’vemovedforwardfromthatagain.’

• ‘DHSobviouslywantstofundAboriginalbusiness,andwantstoseeachange.’

KerrybelievesthatDHShasrecognisedthevalueofthepartnershipwithoutVACCAhavingtopushforthatrecognitionandarecommunicatingthat‘wereallywanttocelebratethiswhenit’sdevelopedandholditupasabestpracticemodel.’ 4.4AdvocacywithinthepartnershipThestrengthofadvocacythatisdevelopedoutofthepartnershipisconsideredanimportantaspectofthepartnershipwork.Craigexplainsthat,

‘advocacyissuchacollectivenotion,youcandoittosomedegreeonyourown,buttheeffectiveadvocacyhappenswhenpeoplearetogether,onthesamepage,inpartnership.’

Hehaslearntthatworkinginpartnershipsignificantlyincreasesthevoiceoforganisationswithgovernmentandtheresponseintermsoffundingsupport.CraigbelievesthatBerryStreethasaspecificroletoplayasamainstreamorganisationinsupportingAboriginalcommunitiesandorganisations:

‘Intermsofsay,Aboriginalbusiness,therearesomeAboriginalleaderstherebuttheyneedthesecondpeopletocomeinsothateveryonecomesinbehindthem.Andthat’saroleIthinkthatallmainstreamscouldplay.Theproblemisthatalotofmainstreamswanttobetheleaders.Thereareotherthingstoleadon,notAboriginalbusiness.’

CraigdescribessituationsinwhichhehasbeenabletosupportpositionsthatKerryputsforwardinmeetingsandthatthishasencouragedsupportfromothers. 4.5SustainabilityandsystemsdevelopmentCraigdescribesthatsystemsdevelopmentisthenextbitofworkthatneedstohappeninthepartnership.Heexplainsthatthiswillbeimportanttoensurethatthepartnershipcancontinuebeyondtheworkofcurrentstaff.AtBerryStreetthese

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systemswillneedtobeincorporatedwithinthepoliciesandproceduresoftheorganisation,‘sotheyarenotgoingtojustdropoff;theywillbeembeddedinthemanuals,inthepolicies,intheproceduresandthatwillbethegluethatwillholdittogether.’Kerryexplainsthatthevisionfortheservicedevelopmentincludessignificantstaff‐teamintegrationandco‐location:

‘aco‐locatedteamprocesswhereourfamilyviolenceteammembersaresittingandworkingwithBerryStreetquitestrategicallyandwe’redoinganintake,assessmentandreferralsprocess.InthesamewayBerryStreetwouldbeexplicitlyco‐locatedhere.Wewouldhaveforumsthatarerunjointlybybothorganisationsasaprofessionallearningprocess.’

Kerryrecognisesthatachallengeofbuildinginsustainabilityforthepartnershipworkisbeing‘atthemercyofthefundingcycle.’Sheexplains:

‘Youcanhaveallthestrengthsofpartnershipthatyouwant,butwhenorganisationsareprogrammaticallyfunded,you’reonlyasstrongasthepartners,andthefunding,andthecommitmentaroundyou.’

Kerrybelievesthattobuildsustainablerelationshipsandservicesthereisaneedforgovernmentcommitmenttolong‐termfundingsupportthatdoesn’tleaveorganisationsatthewhimofchangesinpoliticalleadership.5.MonitoringandevaluationKerryexplainsthatthenewmodelbeingdevelopedthroughthepartnershipwillbereviewedandevaluatedandthiswillbenecessarybothbecauseofthefundingcycleandtoshowsuccessandimprovements.Craigdescribesthatevaluationis‘somethingwehaven’teventalkedabout.’Intermsofevaluationofhowthetwoorganisationsworkinpartnership,heindicatesthatperhapsthisisanotherrolefortheDepartmenttoevaluatepartnershipworkandunpacktherhetoricaroundpartnershipandtheimportanceofworkingtogether.CraigrecognisesthatitwaseasytoevaluatewhatwashappeningbeforethepartnershipwasstrengthenedbecauseitwasallhappeningwithinBerryStreet,anditisimportantnow‘tolookatthevalueadd.’HebelievesthatitwouldnotbedifficulttobuildoncurrentevaluationprocessestocapturetheexperienceofanAboriginalfamilycomingthroughamainstreamintakeandbeingsupportedbyVACCA.ThoughCraignotesthatthisissomethinghewillneedtodiscussanddevelopfurtherwithKerry.6.FocusoncapacitydevelopmentCraigbelievesthatdevelopingcapacityforAboriginalorganisationshasalottodowithgettingthedistributionofresourcesright:

‘IthinktherearealotofresourcesinthesectorthatcouldandshouldgotoAboriginalorganisations…IthinktherearealotofresourcesthatmainstreamserviceshavegotthatshouldgotoAboriginalcontrolledorganisationsand

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thentheywouldhaveabetterchance,giventhescaleoftheirtask.’Craigexplainsthatthisisabout‘takingself‐determinationseriously’andthatitshouldhappen‘whenVACCAsaysitshouldhappen’;whentheybelievetheyhavethecapacityandreadinesstotakeresourceson.Thisapproachisaboutviewingtheresourcesinthesectoras‘communityresources’thatexisttomeettheneedsoffamiliesratherthanbeingownedbyaparticularorganisation.Craigbelievesthatpoolingandsharingofresourcescouldbringsignificantpositivechangeandexplains:

‘Idon’tthinkthat’sPollyanna;Ithinkthatthatcouldhappen.Butitjustneedsalittleparadigmshiftformainstreamorganisationstothinkaboutwhatitisthatweareheredoing,whatitisthatweareonabout.’

Dayleexplainsthatitisimportantto,

‘makesurethattheresourcesgoingtomainstreamcanbeequallyaccessedbyAboriginalorganisations,sothataclienthasachoiceofgoingtoanAboriginalorganisationoraccessingamainstreamserviceorusingtheAboriginalorganisationtoaccessthemainstreamontheirbehalf.’

DemandpressuresatVACCAhaveasignificantimpactonthepartnershipwork.CraigobservesthatstaffatVACCAhavetheequivalentof‘twoorthreejobs.’Inrespondingtounder‐resourcingandstaffingissuesatVACCA,BerryStreethavetriedto‘sayitlikeitis…Thisisdifficult,howcanwehelp?’AkeywaythatBerryStreetcontinuestosupportcapacityatVACCAisthroughstaffsharingarrangements.KerryexplainsthesupportthatGaylecontinuestoprovide:

‘Shecomesandco‐locatesfromBerryStreetonedayaweekasasupportandprofessionaldevelopmentpersonfortheteam,andtothinkofreallycreativewaysofprovidingwomeninfamilyviolencesituationswithaservice.’

Craigexplainsthatasaresultoftheworkthathasbeendonetogetherandthestrengtheningofthepartnership‘thereismorecapacityforreferralstobepickedupatVACCAnow…ThenextstepistogetVACCAinvolvedintheintakeprocess.’CraigdescribesthatkeylearningsfromworkingwithVACCAcontributetocapacityandwaysofworkingatBerryStreet.HeexplainsthatBerryStreethaslearntfromtheholisticapproachofVACCAandtheirviewpointthatitisnotasimportanttohaveafamilyviolenceprogramthatisdistinctfromotherfamilysupportwork.ThismatcheswellwiththedesireofBerryStreettolinktheirfamilyviolenceworktootherservicestheyprovide.Heexplainsthatthisisabout:

‘identifyingthingswecouldlearnfromVACCA,notonlyintermsofculturalcompetence,butalsoadifferentlenseforlookingathowyoudotheworkandunderstandingthateveryoneneedstohaveafamilyviolenceframeifyouareworkinginfamilysupport.’

7.Focusonculturalcompetency

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KerryprovidesanexplanationoftheculturalperspectiverequiredtounderstandfamilyviolencefromanAboriginalpointofviewandundertakefamilyviolenceworkintheAboriginalspace:

‘FamilyviolenceinAboriginalcommunitiescanbequiteovert,becausewe’remorelikelytoconductourselvesinapublicsituation,bynatureofthewayourcommunitiesaresetup.Whereasfamilyviolenceinawesternconceptiswhathappensbehindcloseddoorsandfences,andisverymuchmanagedinadifferentway.It’snotbecauseit’sculturallyacceptable,it’sbecauseofhowlegislativelyandpoliticallyourcommunitieshavebeensetup,andhowviolencehasmanifesteditself,frombeingapeoplethathavebeencompletelyabusedalltheirlivesbypolicy.Sothewholemanifestationoffamilyviolencecomesfromadifferentspace,butviolenceisviolence.It’sreallyaboutthinkingabouthowwedeliveritinthecontextofAboriginalstrengthandresilience,tomeettheneedsoffamiliesandchildren.’

KerryexplainsthatthefocusforVACCAisthatitshouldbeaboutafamilystrengtheningandresilienceprogram.‘We’rereallytryingtoturnitonitshead,moveoutofthisWesternconceptofwhatfamilyviolenceisandaddressitthroughamoreholisticcareteamapproach.’Craigidentifiesthevisionforaconsultationprocessthatisabouthaving‘aculturallensethatgoesacross’thefamilyviolenceworkforeveryAboriginalfamily.Thisisalsoabout‘acknowledgingthatVACCAaren’tgoingtobeabletopickupallthefamiliesandsomefamiliesthroughchoicemightnotwanttogothatroute.’ThiscouldbeaprocessthatmirrorstheLakidjekaservicethatprovidesculturaladvicetoDHSforChildProtectioncases,anditwouldenableVACCAtohaveinputatsignificantdecision‐makingpoints.CraigbelievesthatthereisatensionintherelationshipbecauseofthewaythattraininginAboriginalculturalknowledgehappensforBerryStreetstaff.Thetrainingiscompulsoryforallstaffandconductedinternally.CraigexplainsthatthereisamissedopportunityforreciprocitybecauseitisdoneinternallyandbelievesthatthisisaroleVACCAmayfeelisimportantforthemtobeinvolvedin.CraigdescribesthatonestrategyfordealingwiththistensionhasbeentoarrangemeetingsbetweenthefamilyviolenceteamssothatVACCAstaffhaveanopportunity‘totelluswhattheythinkweneedtoknow.’8.FurtheroutcomesandopportunitiesCraigdescribesthatasthepartnershipdevelopsoverthenextyearBerryStreetandVACCAaspiretoachievearealityinwhich:

‘therearefarmorewomenworkingwithAboriginalcontrolledorganisationsandfarmorewomenwhoareworkinginmainstreamwhohaveamoreculturallycompetentservice.’

HebelievesthatintermsoftheserviceBerryStreetprovides,‘wearegettingthere

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tobemoreculturallyappropriate.’Craigexplainsthat‘ultimatelyitisreallystrengtheningtheresponsethatcanbegiventoaclientbywideningthenumberofchoicesthataclienthas.’DayledescribesthatfromtheperspectiveofDHSthereisasenseofthetwoorganisationscomingtogetherstrongly:‘there’smoreofawraparoundofpeoplefrombothorganisations.Theyaresaying‘weareheretogethertoprovideaservice’andthat’sthedifference.’Kerrydescribesthatthepartnershipisunique:

‘Intermsofalargemainstreamorganisation,suchasBerryStreet,Ithinktohavesuchahealthypartnershipwithanorganisationlikethatisunique,becauseit’snotapaternalisticpartnership.ItbringstogethertheautonomyandsophisticationofbothorganisationsthatworkinthesamespacereallywellandthenforDHStoalsobeaclearsupportivepartnerinthatisveryunique.’

CraigdescribesthatgiventhesuccessofthepartnershipmovingfromacloseworkingrelationshipbetweentheCEOstoworkingcloselyacrosstheboardindifferentprograms,

‘Ithinkthereisaroleforleadingthesectorinsomeofthattoo…KerryandIcangotosomeofournetworksandalliancesandsay,thisisoneofthewaysthatyoumightbeabletoimprovetherelationshipbetweenyourselfandVACCAorotherAboriginalcontrolledorganisations.’

Dayleexpressesapositiveoutlookforthefutureofthepartnershipwork:

‘It’sgotthisveryrichpotentialatthemoment,thatwethinkthatVACCAandBerryStreetareworkingthroughandteasingout.It’sstillatastagewhereitneedstogrow.Itneedstogettherootsoutandthelinksrightthroughbothorganisations.Sometimesyouwatchsomethingandyouknowthatthereisanenergytherethat’sareallystronglycreativeenergy.That’swhereIthinkthiswillgo.Therewillbesomereallyinterestingthingsthatwillcomeoutofthisthatwillbevaluable,notonlyinfamilyviolencebutalsoaroundpartnershipsandaroundmainstreamandAboriginalorganisationsworkingtogether.’

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PartnershipCaseStudy9LarrakiaNationAboriginalCorporationandSavetheChildren


LarrakiaNationAboriginalCorporation(‘Larrakia’)


SavetheChildren


TravisBorsiPlayschemeCoordinator,NTNancySweeneyPlayschemeDirector,NTIlanaEldridgeCEOLarrakiaKelvinCostelloFormerCEOLarrakia;currentCEOofIronbarkCorporationTaniaMcLeodFormeremployeeofLarrakia;currentCoordinatoroftheGovernanceProject,FredHollowsFoundation

PartnershipFocus: ThiscasestudyfocusesonthepartnershipbetweenLarrakiaandSavetheChildrenfortheprovisionofaPlayschemeprojectintheformalisedtowncampsinDarwin.

1.OverviewandhistoryIn2003,FaHCSIAapproachedSavetheChildren,anindependentnon‐governmentalorganisationguidedbyprinciplesoftheUnitedNationsConventionontheRightsoftheChild,aboutthepossibilitiesofreplicatingtheirPlayschemeprograminDarwin’surbantowncamps.TheSavetheChildrenPlayschemesprovidearangeofplayandlearningactivitiestochildrenandparentalsupportinthecommunitiesinwhichtheyoperate.Afterconversingwithdifferentlocalgroupsandcommunitymembers,SavetheChildrenenteredaformalpartnershipwithLarrakiaNationAboriginalCorporation(‘Larrakia’),alarge,membership‐basedAboriginalCorporationandrepresentative

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bodyoftraditionalowners,whichdeliversfundedservicestolargenumbersofAboriginalpeopleintheDarwinregion.ThepartnerscametogethertodeliveraculturallyappropriatePlayschemeformarginalisedchildrenandfamilies.LisaHillanfromSavetheChildren,initiallyinvestedsignificanttimeandefforttoestablishthepartnershipandPlayschemeproject.Taniaexplainsthat,beforethecommencementoftheprogram,LisatravelledtoDarwinafewtimestoformrelationshipsandgetasenseofhowSavetheChildrencouldworkwiththeLarrakiaNationincommunity.Taniastated:

‘Itwasn’tdonein5minutes.[Lisa]tookthreetosixmonthsofpreparation.Shewantedtogettherightpeoplefirst.Thatwasabigthing.Theyhadagroupofthreeandtheydidalotoftrainingbeforetheystarted.TheywenttoQueenslandanddidlotsofon‐the‐jobtrainingtogettheirconfidenceandskilllevel,whatwasexpectedofthem.’

Whenthepartnershipwasformalised,SavetheChildrenpaidanamounttohavestaffcollocatedwithLarrakiaNation,withaccompanyingITsupportandofficespace.LarrakiasetupanemailaddressandallocatedspacefortheSavetheChildrenstaffandprogramwithinLarrakiaoffices.ThreepeoplewereemployedbyLarrakiatoworkonthePlayschemeproject.Nancyexplainsthat:

‘Westartedwithateamofactionplanning.Allserviceproviderscametogetherandspokeaboutbestway…todothePlayscheme,whatwerethechallengesweneededtoconsider,andhowitwouldlooklike,makingsurethatitwasculturallyappropriateforourmob.’

AccordingtoKelvin,fromthatpointonwards,thePlayschemeprojectessentiallyoperatedasifitwereLarrakia’sproject.Heexplained:

‘Coordinationfortheorganisationwasdonejointly.SavetheChildrenattendedmanagementmeetingsofLarrakia.Wesupportedasmuchaspossibletheirprojectsbyusingourresources–e.g.forBBQs.SoessentiallythePlayschemewasaprojectofLarrakiaatthattime.’

TheSavetheChildrenPlayschemesarenowheldweeklyinfourdifferentlocations.TheyarefacilitatedbylocalIndigenousstaff,whothemselvesaresupportedbyqualifiedearlychildhoodeducatorsandprofessionalsfromoutsidethecommunity.ThePlayschemeprojectsupportsthedevelopmentofanearlychildhoodworkforceandlocalleadershipinthecommunitythroughtheemploymentoflocalstaffandtheinclusionofanadvisorycommitteeoflocalwomentoprovidelocalmanagementtotheplaygroups.2.EnablingfactorsSeveralfactorswereidentifiedasimportantinsupportingtheformation,developmentandsuccessofthepartnership.

2.1Consultationwiththelocalcommunity

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SeveralpersonsinvolvedinthepartnershipprocessattheoutsethighlightedtheimportanceofSavetheChildrenengagingandconsultingwiththelocalcommunityanditstraditionalownersbeforeimplementingtheproject.TaniaemphasisedthatSavetheChildreninvestedsignificanttimeandenergyconsultingwiththeLarrakiacommunitybeforeestablishingthepartnershipandtheprogramand,indoingso,developedastrongrelationshipwiththelocalcommunity.ThisrelationshipwasfosteredbyLisa’srespectfulattitudetowardsthelocalcommunityandit’sElders.Taniaexplainedthat:

‘TherewasadifferentattitudebySaveofcomingintothecommunity.YouneedknowledgeofAboriginalhistoryandtorecognisetheimportanceofhavingthat.Totakethetimetolearnaboutpeople.Andreallytreatpeoplewithrespectandashumanbeings.Lisadidthatreallygood.’2.2Personalitiesandrelationshipsofkeyparticipants

Thepersonalitiesandapproachesofkeypeoplewithinthepartnershipwerealsocriticalenablingfactors.Lisa’sapproach,whichwascharacterisedbyrespect,genuineness,empathyandenthusiasm,wasregardedasessentialtotheeffectiveoperationofthepartnership.Nancycommentedthat:

‘WhatwasuniquewasLisa’sapproachreally–thewaysheworkedwithpeople.Therespectshehad.Shealwayssaidhowmuchshelearntfromusandthatshecouldneverunderstandandtalktothecommunitythewaywedid.Butshegavethespaceforthat.Shegavethespaceforbrainstormingandthinkingthingsthroughfromacommunityperspective.ShehadenormousknowledgeaboutAboriginalhistoryandsuffering.Andshewaswillingtolearn.Shecared.Ithurther.TheissuesandallthemoneyfromNGOsgoinginwithlittlechange.Thiswasthepremiseofherwork.Thatapproachgovernedthepartnership.’

Kelvinreinforcedthesecomments,regardingLisa’shonesty,frankness,andenthusiasmas‘criticaltothedevelopmentofthepartnership.’Taniahighlightedtheimportanceoftherespectfulandnon‐judgmentalapproachoftheSavetheChildrenstaffmorebroadlyandalsothesignificanceofthesupportiverelationshipbetweenKelvinandLisa.Sheexplainedthat:

‘SavetheChildrenwerenon‐judgementalandnothierarchical,theyweren’tpatronizing.[Theydidnotgive]thefeelingthatLarrakiashouldworkinsimilarwaysorsetupsimilarprocessestothem.Theyweregenuineandveryhelpfuloverall–ifwehadotherissuesthatweregoingon,theywouldtalkitthrough,bringinideas–thisexchangebecameacultureofhowweworkedtogether.WhenIwasthere,therewasnoholdinginformation,therewaslotsofinformalengagementabouteverything,andmutualsupportandassistancebetweenKelvinandLisa.’

2.3Thenatureoftheorganisationsinvolved

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Kelvinsuggestedthatthefactthatthepartnershipwasbetweenalocalcommunityorganisationandanoutsideorganisationwithnonegativepastexperiencesworkinginthecommunitycontributedtothesuccessofthepartnershipandtheachievementofitsobjectives.Kelvinexplainedthat:

‘Thisisasmallcommunity,therearealotofpeopleherewhoarenotaccepted.Theycomewithbaggage,andworkinservicesthataremeanttoprovideservicestothecamps.Itwasreallyimportantthatanoutsideorganisationcameinandworkedwiththecommunity,inpartnershipwithalocalorganisation.’

IlanaalsotouchedontheimportanceofSavetheChildrenprinciplesandphilosophiestothesuccessofthepartnershipoverall,highlightingthatLarrakia’srelationshipswithotherorganisationshavebeenlessfruitful.Shecommentedthat:

‘IntermsofworkingwithNGOs,Saveiscertainlyapositiveexperience.[Ithasbeen]markedlydifferentfromhowwehavebeenabletorelatetoothers.’

Larrakia’sstrongrelationshipwiththelocalcommunityalsoprovidedastrongfoundationforgainingthecommunity’ssupportforthePlayschemeprojectandforbuildingthecommunity’strustinSavetheChildrenasanoutsideorganisation.TaniadescribedthewayinwhichshehelpedLisaestablishrelationshipswithmembersofthelocalcommunity:

‘IwasquitehappytoworkwithLisaandgotothedifferenttowncampsandintroducehertopeople,informheraboutwhatweweredoing,andconnectherin.’

IlanaexplainedtheimportanceofLarrakia’spositioninthecommunitytothesuccessofthePlayscheme:

‘WhatwasaverysignificantoutcomeforSavewasthemoralintegrityofcomingundertheauspicesoftheLarrakiaNation,andthatisquiteasignificantemotionaltriggertogetgoodengagementfromthecommunity.’

3.BarriersandchallengesatthebeginningofthepartnershipTherewaswidespreadconsensusthatthepartnershipcametogetherwithoutsignificantproblemsorbarriers.Travisexplainsthat‘therelationshipfromthebeginningwasfluidandnatural:therewerenorealmajordifficulties.’AchallengenotedforSavetheChildrenwasestablishingarelationshipoftrustwiththelocalcommunity.Nancyhighlightedthat:

‘AlthoughTravisandIwerefromhere,andsomemembersknewourfamilies…itstilltookfamiliesupto18monthstofullytrustusin thesetupofthePlayscheme.’

Taniaalsoacknowledgedthisinitialbarrier.Shecommentedthat:

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‘Ittakesalotoftimetobuildthetrust.Itwasabitofconcernatthebeginning–thefactthatthereweresofewthere–3wouldturnupforthePlayscheme.

OneofthecentralfactorsthatallayedthischallengewasthesupportprovidedbyLarrakiaineducatingSavetheChildrenaboutthelocalcommunityandhelpingSavetheChildrenmanageitsexpectationsandmaintainmorale.Taniaexplainedthat:

‘ThiswasanimportantrolethatLarrakiaplayedinthebeginning:skillingupSavetheChildrenabouttheareaandthecommunityandhelpingthemtomanageexpectationsandmaintainmorale.Reinforcingthatpeoplewillcome,intime.Talkingthemthroughitandhelpingthemtohavefaith…Ireinforcedthatthatwasok…peoplewerewatchingthemandseeinghowtheywouldreact.Youjustneedtobethere,continuetobuilditup,andwatch.Thingswillchange.’

Therewerealsosomeminorlogisticalproblemsconcerningofficespace.Taniaexplainedthat:

‘Barriersatthebeginningwereonlyaroundofficespaceissues‐logisticalstuff.Larrakiamovedtwiceduringthattime.Theremighthavebeensomeissuestherewithofficespaceandcommunicationsandrespectinghowweworktogether….moveslikethatalwaysaddstress.Sometensionwasthere.Peoplewerematureenoughtoworkthroughit.’

4.PartnershipobjectivesBothmembersofthepartnershiparewellplacedtoassisttheothertofulfilitsobjectives.AsanoutsideorganisationcomingintoanAboriginalcommunity,oneofSavetheChildren’sobjectiveswithrespecttothePlayschemeprojectwastocollaboratewithlocalEldersandAboriginalorganisationswhoknowthecommunitywellandwhocanhelpSavetheChildrencommunicateandengagewiththecommunityeffectively.Travisexplainedthat:

‘Savedidn’twanttocomeinasoutsiders.ThiswasparticularlyasalltheworkwastobewithAboriginalcommunities.Theyreallywantedinputfromlocalcommunities:wantedittobebasedonrelationshipswiththem….Itisaboutgettingaconsensusonwhatthecommunitieswant.Notaskingarounduntilyouhearthemessageyouwanttohear.Thecommunityneedtobeinvolvedfromconception.’

AsrepresentativesoftraditionalElders,LarrakiawasinapositiontohelpSavetheChildrenachievethisobjective.Ontheotherhand,SavetheChildrenwaswellplacedtohelpLarrakiaachieveobjectivesofitsown.KelvinhighlightedthatLarrakiawastryingtoestablishitselfwithgovernmentsatthetimeitenteredthepartnership,includingNorthernTerritorygovernmentdepartmentsandthefederalDepartmentofFamilies,Housing,CommunityServices,andIndigenousAffairs(FaHCSIA).HeassertedthatLarrakia’srelationshipwithSavetheChildrencameat

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anopportunetimeandprovidedLarrakiawith‘goodexperienceandconnections’forgovernmentengagement.ThepartnershipwithSavetheChildrenandthejointprojectalsoallowedLarrakiatomeetitsobjectivesofprovidingtrainingandfullemploymenttoCommunityDevelopmentEmploymentProjects(CDEP)participantsinthelocalcommunityandencouragingtheprovisionofchildren’sservicesinthetowncamps.TherearealsoseveralcommonobjectivesunderlyingtheSavetheChildren‐Larrakiapartnership.BothpartnersarecommittedtocreatinganeffectiveandculturallyappropriatePlayschemeprogramfordisadvantagedandmarginalisedchildrenandfamiliesinDarwin’stowncampsandtopromotetheparticipationofchildrenandtheirfamilieswithinthePlayscheme.Thepartnersseektoimprovechildrenandfamilies’accesstoavailableservicesandresourcesandtodevelopandshareknowledge,skills,andresourcesfortheirbenefit.Bothpartnersalsohaveastrongincentivetoengagethelocalcommunityandit’sEldersinthedeliveryoftheprojectandtoemploymembersofthelocalcommunitytoworkinthePlayscheme.Bydoingthis,thepartnersaimtoensuretheprovisionofaculturallyappropriateserviceandtoenhancetheemploymentoptionsandqualityoflifeofthelocalcommunity.Lisaformallytranslatedtheagreementbetweenthepartiesintoamemorandumofunderstanding(MOU),which,accordingtoKelvin,isaveryflexibledocumentthataccommodatesandreflectstheflexibilityofthepartnership.However,nocopyoftheMOUstillexistsandsomeoftheintervieweeshadneverseenit.ThissuggeststhattheMOUhasnotplayedasignificantroleinthepartnership.Ilanareinforcedthisbystating:

‘Thepartnershiphasnotcountedonformaldocuments‐ithasbeenmuchmorebasedonrelationships.’

5.Ongoingpartnershipmanagement

5.1RelationshipdevelopmentTherelationshipbetweenthepartnersischaracterisedbycollaboration,support,andunderstandingofeachother’sneeds.AccordingtoNancy,thepartnersarealwaystheretooffersupportandassistancetoeachotherwhenitisneeded.Travissharedsomeexamplesofhowthissupportiverelationshipoperatesinrespecttoservicedelivery,explainingthat:

‘Therehavebeenservicegrantsthatwehaven’tappliedforbecausetheywantedtoapplyaswell,sothatthereisnotconflictwithinthepartnershipandwearenotduplicating.Weworktogether,wecomplementeachotherwithourprograms.Forexample,theydonightpatrolsandthroughthistheycansendreferralstofeedintoourfamilysupportwork.Theyhavetargetedfamilysupportservices.Ourfamilyworkerscanreferfamiliestothemasthatisnotaservicethatweprovide.’

Therelationshipsatthemanageriallevelhavealsobeenclose,supportive,and

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collaborative.Taniaexplainsthat:

‘Themanagementdevelopedreallycloserelationships.KelvinhadcertainissuesthatheconsultedLisaon…Kelvinwasreallygoodlikethis…Lisawasthesamecomingin.Theyworkedtogetheralot,theyhadagoodrelationship.’

However,therehavebeensomechangesintheworkingrelationshipofthepartnersovertime.Thisshiftmayhavearisenbyvirtueofchangesinleadership,SavetheChildrennolongerbeingcollocatedwithinLarrakiaandinternalgrowthissuesinLarrakia,whichexpandedfromaround20to80staffovertheperiod.AccordingtoTravis,thesechangesmeanthatprioritieshaveshiftedand‘thepartnershiphaslessfocus’.WithregardtotheimplicationsofthechangeofleadershipinLarrakia,heexplainedthat:

‘KelvinhadavisionforLarrakiatohaveachildrenandfamiliesareafocus.OvertimeheleftandthingsshiftedtothejusticesystemandyouthandhomelessnessinLarrakiaNation.Sothereisnotagreatdealoffamilyandchildren’sstuff.HoweverwestillmaintainpartnershipswithLarrakia.’

Ilanaemphasisedthat,whilethepartnership‘usedtobefinanciallybased,withmutualmentoring,generalassistance,andakindofunifiedattitudinalsynergyaboutwhatwewantedtodo’,itisnowmoreofastrongrelationshipthanaformalbusinesspartnership.Sheassertedthat:

‘Itisreallyanominal,innameonly,partnershipatthemoment.Wecertainlyassisteachotherandareincontactbutthereisnoformalsharedbusiness.’

5.2Communication

Thecommunicationbetweenthepartners,whichhasbeenregular,fluid,andinformal,hasbeenamajorstrengthofthepartnership.Taniaexplainedthat:

‘Regularinformalchatswerethemainpointsofcommunication.Realcasualstuff.Whenthingsarise,youtalk…Becausetheirworkersfeltsocomfortablewithintheorganisation,staffwouldcomeupandsayIhaveconcernsaboutthis,thisneedstochange.Thisisveryrareinthiskindoforganisation.Andthatwascultivated.Thebenefitsareobvious.Itwasresponsive,itwassolid.’

NotsurprisinglygiventheclosenessofKelvinandLisa’srelationship,therewasalsostrongcommunicationatthemanageriallevel.Kelvincommentedthat:

‘ItwasdaytodayinteractionwithLisaandherteam.Myofficewasjustacrossfromtheteam’s.RegularcontactandvisitsfromLisawerealsocritical…Lisaensuredthatanyissuesthatarosewereredressedinareallyfrankway.’

5.3Disputeresolution

Kelvinalsohighlightedthatthepartnerstookafrank,positive,andproactiveapproachtodisputesandsituationswhereparticularparticipantsinthePlayscheme

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werenotsuitablefortheirpositions.Heexplainedthat:

‘Itriedtoensurethatpeopleunderstandthatwhileitisimportantthattheyarehappy,theyalsohavetogiveback‐thereneedstobesomecoreproductivity.Lisawasthesame:itwasaboutgettingtherightpeopleonboard.Therewereacoupleofpeoplewhoexpressedsomeinterestinworkingwithchildren,butintheendwhocouldn’tdeliver.Thishadtobedealtwith,andwasdonesoinapositiveway.’

5.4Flexibilityofthepartnershiptochangingneedsandopportunities

Althoughthepartiesinitiallynegotiatedthekeyaspectsoftheprogramandthepartnership,thereappearstobeamutualunderstandingthatthepartnershipisflexibleandadaptabletothechangingcircumstancesandprioritiesofthepartners.Kelvinexplainedthat:

‘WenegotiatedthekeypointsoftheprogramandoverallpartnershipwhenLisaHillanwasup,andwithNancyaswellinanongoingmanner.Butwewerenotstickingtodetail.Itwasarelationshipthatwasbuiltontrustandrespect,itwasnotaboutlegallybindingcontractsandoutcomes.Soitwasreasonablyflexible,asopposedtotooloose.’

Ilanaalsoacknowledgedtheflexibilityofthepartnership,commentingthatthepartnershipcanberenegotiated‘wherenewneedsareidentifiedoropportunitiesarise’andthat‘…wewouldbebothopentojointprojectsinthefutureorastrengtheningpartnersapproachtorespondtospecificissuesortherealitiesofthetime.’Duringtheyearsinwhichthepartnershiphasbeeninplace,Larrakiahasexpandedsignificantlyandrequiredtoshiftattentiontoitsinternaldevelopmentandimplementationofotherpriorityprograms,whichhasseenthepartnershipbecomelessofafocus.SavetheChildrenhasrespondedflexiblytothesechangesinthenatureofthepartnershipandhasofferedmentoringandsupporttoLarrakiaworkers.Nancyexplainedthat:

‘AlotofmentoringandsupportforLarrakiaworkershastakenplace.ThatlevelofsupportisalsoreflectedinthenumberofstaffthathavecomeovertoSave.Larrakiawentthroughsomedifficulttimes,sothingsbackedoffwiththepartnership,butwewouldprovidesupervision,guidance,supporttothestaff.Wesawtheneedforsupportandjustassumedtherole.’

6.MonitoringandevaluationWhileTravisacknowledgedthatmonitoringandevaluationofthepartnershipwouldbe‘areallygoodidea,’bothheandKelvinstatedthatnoformalmonitoringorevaluationhastakenplace.Kelvinofferedtime‐restraintsasoneexplanationforthelackoffocusonevaluation,explainingthathewas‘toobusytofocusonreviewsandsignificantprojectdevelopment.’

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However,bothTravisandKelvinalsofeltthatmonitoringhasnotbeennecessaryduetotheblatantbenefitsandpositiveoutcomesofthejointprojectandthepositivefeedbackthatKelvinhasreceivedfromthecommunityandElders,whohaveaffirmedthattheprogramiseffectiveandisworkingwell.Kelvinstated:“Iwasconfidentthatserviceswerebeingprovidedthatwerebenefitingthecommunity.Thatwasenoughforus.”Ilanaalsocommentedonthemanifestsuccessoftheproject,stating:

‘WhenIcameonboard,thePlayschemehadbeeninplaceforanumberofyearsandwasworkingreallywell.Therewasagreatresponsefromthecommunityanditwasobviouslyavaluableproject.ItstillisagreatprojectforurbanAboriginalpeople.’

7.Focusoncapacitydevelopment

7.1ProfessionaldevelopmentandworkforceAccordingtoTania,SavetheChildrenrecognisedthatcapacitybuildingwasimportantindevelopingasustainableworkforce.Shesaid:

‘IamnotsurewhetherthatwasastipulationfromLarrakia…butitwasquicklyassumedthatthiswasneeded,anditcertainlyprovidedgreatassistance.’

BeforethecommencementofthePlayschemeproject,thethreeSavetheChildrenPlayschemestaffunderwentsignificanttrainingtoacquiretheconfidence,knowledge,culturalawarenessandskillstheyneededtoeffectivelyimplementtheprogramintheLarrakiacommunity.Larrakiastaffhavealsobenefitedgreatlyfromthecapacitybuildingconductedthroughthepartnership.AshighlightedbyTania,theLarrakiaPlayschemestaffhavebeenempoweredbynewknowledgeandskills.Taniaexplainedthat:

‘Theprogramisstillgrowing,theyhaveastrongworkforceandanumberofvansgoingtoabroaderarea.YouhaveIndigenouspeoplewhoarestilltherefromthestart.Thisisalsorare.Thismeansthattheyhavebeenmadetofeelveryvaluedintheorganisationandtheyhavebeentrainedproperly.Theyhavebeensupported.Theyarefeedingintoprogramdesignanddelivery.TheLarrakiastaffworkinginthePlayschemeareveryhappyandveryempowerednowaboutchildren’sandfamily’sissues,aboutchildren’srights.’

IlanaalsocommentedonthebenefitsofthetrainingLisahasprovidedforLarrakiastaff.Sheexplainedthat:

‘Lisa,whoisahighlyskilledpractitionerinthisareaofsocialworkforkidsandfamilies,didcounsellingtrainingandbriefinterventiontrainingforourstaff.This,duringaperiodinwhichweweredrasticallyunderfundedaswellasjustintheleaduptotheNTinterventionwhichledtoamassiveinfluxofpeopleintoDarwin,wasreallyuseful.’

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Thiscollaborationhadbroadimplications,asIlanarecounted:

‘IworkedcloselywithLisaHillanondeepeningthepartnershipinasensewhereweactuallysharedsometrainingoutcomesandalsostartedtoworkonclosercollaborationbetweenprojects.…ItassistedintheearlydaysagreaterdeepeningoftheprojectsandtheservicesthatweprovidetoAboriginalcommunitiesinthearea.ItwasquiteusefultodosharedcollaborativetrainingparticularlyhavingastandardapproachtowardsthecasemanagementpracticesinbothLarrakiaandSavetheChildrenstaff.’

SavetheChildrenalsoprovidedvaluableguidanceandassistancetoNancy,which,accordingtoKelvin,wasanimportantgifttoboththepartnershipandthelocalcommunity.Kelvinassertedthat:

‘Thesupport,guidanceandassistancethatSavetheChildrenandparticularlyLisagavetoNancyisanabsolutecredit.IseeNancybecomingasignificantIndigenouswomenleader.ShecomeswithgreatcredibilitybecauseofthesupportandguidancethatSavetheChildrenprovided.Thatreflectsthroughherteam.Thatisgreat.Someofthechallengesthatthiscommunityhasseeninthepastisdominationofmalesandmaleegos.Sothiswasanimportantdevelopment.’

AccordingtoNancy,whilecapacitydevelopmentwithinthepartnershipisongoing,itnowtakestheformofeachpartnerinvitingtheothertoattenditsinternaltrainingprograms.Inthisway,staffwithinbothorganisationshaveenhancedopportunitiesforprofessionaldevelopmentandthepartnersbenefitfromsharedlearning.Nancycommentedthat:

‘Thereisnostructuredwaythatthistrainingormutualsupporthappens.Itjustmorphs.Itisatmoreofarespectlevel.IfwehavegotfundingtodoitthenwhynotbringmoreofourAboriginalworkersintobeskilledup.’

Ilanaalsoexplainsthatcapacitybuildinghasoccurredthroughthecrossoverofstaffbetweenthetwoorganisations.Sheexplainedthat:

‘Personnelwouldcrossover,workforusforawhilethencrossovertoSaveandthenmaybebackagain.Thisstilloccurs.Weareallprettyclose,itisaclose‐knitcommunity.Darwinhasdramaticallymaturedoverthelastfewyears,althoughthereisstillalongwaytogo,intermsoftheNGOsectorgettingmuchmoreprofessionalandbetterresourced.Thisprocesshascontributedtothis.’

7.2Fundingandresourcing

SavetheChildreninitiallypaidLarrakiaanamounttosetuptheirofficewithinLarrakiaNation.Withregardstostaffing,threepeoplewereemployedbyLarrakiatoworkonthePlayschemethroughCDEP.ThesewagesweretoppedupbySavetheChildren.NancywasdirectlyengagedbySavetheChildren.

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Thepartnershavealsoprovidedeachotherwithassistanceinapplicationsforfundingandgrants.NancyexplainedthatSavetheChildrenassistedLarrakiainwritingasubmissiontotheDepartmentofChildrenandFamilies(DCF)forfundingtooperateatargetedfamilysupportservicewithintheDepartment.Nancyexplainedthat:

‘Weassistedinwritingthesubmission,includingSaveasthechildprotectionexpertsinthefieldtosupporttheirstaffthroughtheprocesswithDCF.Thingschangedwithmanagementhowever,sothisdidn’tgoahead.However,theydidgettheofferandhavesetuptheservice.’

IlanaalsomentionedthatLarrakiaassistedSavetheChildreninitsbidtogetfundingforagroundbreakingprojecttoimproveeducationoutcomesinthelocalcommunity,forwhichLarrakia’slocalcommunityconnectionwascritical.8.CulturalcompetencyCulturalcompetencyandappropriatenesswererecognisedbybothpartnersasbeingimperativeintheirownrightandalsovitaltothesuccessofthePlayschemeprojectintheLarrakiaNation.ParticularemphasiswasplacedontheemploymentofIndigenousstafftooperatethePlayscheme.Taniaexplainedthat:

‘ThepeoplethatLisagotworkingwereLarrakiapeople.Sothiswasrootedinthepartnership.ThatwasalotofwhatitwasaboutfromLarrakiaside–employingandsupportingLarakiapeople.’

TravisandNancyrecognisedtheimportanceofthisaspectoftheproject,commentingthat:

‘Ifwehadn’thavehadanNTstaffthatwasindigenous,itwouldnothavehappened.98percentAboriginalstaff.Thiswasamajorfactor.Itbroughtculturalunderstandingandbasictrust.’

Ilanaalsoelaboratedonthispoint,explainingthat:

‘Developmentsinculturalcompetencyhavebeenprettymutual.MostofSaveislocalstaffandSavehasalwayshadaverystrongphilosophyofworkingwithlocalpeopleinaculturalsenseinthecommunitieswheretheyareoperating,andthatisreallyimportant...Withlocalstaff,youhavelifelongrelationshipsbetweenpeoplelikeNancySweeneyandourstaff:thatisforeverstuff…Soutilisinglocalstaffinmanagementrolesisareallygoodthingandworkswellforeverybody.’

9.PartnershipoutcomesThepartnershipandthePlayschemeprojecthaveyieldedanumberofpositiveoutcomesforboththepartnersandthelocalcommunity.

9.1IncreasedadvocacyandlobbyingpowerforLarrakia

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OneoutcomeofthepartnershiphasbeenanincreasethelobbyingandadvocacypowerwieldedbyLarrakiathroughitsassociationwithSavetheChildren.Ilanaassertedthat:

‘SavetheChildrenhavebeenreallyhelpfulinthepastwithLisaHillan’spositiononnationalbodiestoadvocateonissues.Itwasgoodforustohaveaconduitwherewecouldgetourintelligenceofwhatwashappeningonthegroundintopolicydebate.Thatwasprettyuseful.Wesawissuesgettingvoiced.’

Ilanaassertedthatthisincreaseingovernmentengagementhasledtoreforminthecommunityservicesphere.Morespecifically,sheassertedthat:

‘…thecombinedworkthatwehavedonetogether,withthefocusedlobbyingandrepresentationtogovernment,hasledtogreatreformtobothhavefamilysupportworkersacknowledgedasacriticalelementintheservicesphereaswellastoengagetheNGOsectorinbetteroutcomesforfamilies,recognisingthatwedoitbest,betterthangovernmentcan…wehavebeenthefrontrunnersinachievingthis.’

Kelvinalsocommentedonthisparticularoutcomeofthepartnership,andhighlightedthebenefitsofincreasedadvocacyandlobbyingpowerfortheIndigenouscommunity.Hestatedthat:

‘IamsurethereisalevelofevidencethatSavetheChildrenhavetriedtowaveunderthenosesofgovernmentandinformthemofissuesanddemandattention,whichissomethingmuchneeded.ThemoresupportyoucangivetoIndigenousmothersthebetterthequalityoflifefortheirchildrenandgrandchildren.Thereareabsolutetragediesinthetowncampsbecausethegovernmentsdonotresourcethecriticalissues.EverythingthatGovernmenthasbeenconcernedwiththroughtheNTERalsohappeninthetowncamps.SavetheChildrenassistinprovidingavoicetotheseissues.’

9.2AnIncreaseintheIntegrityandAwarenessofSavetheChildrenintheCommunity

BothIlanaandTravisalsohighlightedthatthepartnershiphasalsobeenhighlyadvantageousforSavetheChildrenintermsofincreasingcommunityawarenessofSavetheChildrenanditswork,andallowingSavetheChildrentogainthetrust,respectandsupportofthelocalcommunity.Ilanahighlightedthat:

‘…ThepartnershiphasbeenusefulforSavetheChildrentogivethemauthoritytoworkwithAboriginalcommunitiesanddowhattheydoandinrelationtoreferrals.MothersidentifyissuesatthePlayscheme,andthentheycanreferthemandfollowup.Thishashadanimpact.’

TravisalsocommentedontheseparticularbenefitsthathavebeenconferreduponSavetheChildren,assertingthat:

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‘ThepartnershipprovidedSavewithlegitimacyandachannelforawarenessofSavethroughthecommunity.Itmaynothavesucceededwithoutthepartnership,andmayhavefallenoffitswheels.Thiswasacriticalaspectforitssuccess.Larrakiawerethetraditionalowners,theywererespected,andsupportbythem,andthemspreadingthewordgaveusourbase.’

9.3EnhancedopportunitiesforLarrakiatoexpanditsservices

KelvinalsorecognisedthatthepartnershiphasincreasedtheintegrityofLarrakiaasaproviderofservicesforchildrenandfamiliesinthecommunityandthushasprovidedLarrakiawithopportunitiestoexpandtheirservices.Heexplainedthat:

‘DeliveryofthatPlaygroupprogramwasimportantforLarrakiaNationtoprovideotherservicesandcoordinationactivities.Forexample,intheperiodfollowingthesetupofthePlaygroup,wewereprovidingcommunitytrainingonvariousskillbuildingactivitiesandartworkshops.SavetheChildrenprovidingthePlaygroupenabledanopportunityovertimeforthecommunitytoacceptotherservicesfromLarrakiaNation.Itprovidedauthority,andgoodfaithforthearea.’

IlanaalsoacknowledgedthatthetrainingandcapacitybuildingprovidedbySavetheChildrenhasgivenLarrakiatheexpertiseandconfidencetotakeonnewservices,suchasthetargetedfamilyservice.AfterdescribingthecounsellingandbriefinterventiontrainingthatLisaprovidedforLarrakiastaff,Ilanacommentedthat:

‘AndIguessthatledusintofeelingconfidenttotakeonthetargetedfamilyservice,whichisstillinearlystages.Itisquiteacomplexprogramthathasrequiredalotofnegotiationbetweenusandgovernment.’

9.4Ongoingmutualsupportandacommonvoice

Ilanaalsohighlightedthatanotheroutcomeofthepartnershipistheongoingmutualsupportandthecommonvoicethatthepartnersoffereachotheraslikemindedorganisationsworkingtoachievecommonobjectivesinadifficultpoliticalclimate.Ilanacommentedthat:

‘Wehavebeencollaboratingandareideologicallyveryclosewhenitcomes,forexample,tohavingapeakbodysetupthatisgrassrootsratherthantop‐heavydepartmental.Thereisstillalotofvaluederivedfromtheselong‐termrelationshipsinthiskindofway–providingmutualsupportandacommonvoiceforissuesinthesector.’

9.5Outcomesforthelocalcommunity

ThePlayschemeprojecthasalsoyieldedarangeofpositiveoutcomesforthelocalcommunity.Theseincludeenhancedemploymentoptionsformembersofthelocalcommunity,someofwhomhavereceivedtrainingandemploymentwithinSavetheChildren.TherearealsohigherlevelsofschoolattendanceamongstthosechildreninthecommunitywhohavegonethroughthePlayschemeprogram.Thirdly,the

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Playschemeappearstohavecontributedtoageneralincreaseinthequalityoflifeofpeoplelivinginthetowncamps.Withrespecttothelatteroutcome,Kelvincommentedthat:

‘Larrakiastartedtooffersignificantprogramsforcommunitiesthatwerereallyneededandappreciated,includingtheSavetheChildrenprogram.Theseallstartedtomakeadifferenceinthelifeofpeopleintowncamps,thequalityoflife.Theysawthat.Theseprogramsdidn’texistinthecampsbeforethis.’

10.FurtheropportunitiesAccordingtoIlana,anotherfutureopportunityarisingfromthepartnershipisthepossibilityofSavetheChildren‘managingthechildren’sprogramfundedbyFaHCSIAforacouplemoreyearsandthentransferringitoverto[Larrakia].’However,Ilanaemphasisedthatthiswasonlyanideaatthisstageandmaynoteventuate.Shestatedthat:

‘Thatisatheoryatthemomentandwhetheritgoesaheaddependsonalotoffactors,includinghowthisorganisationevolvesoverthenextcoupleofyearsandwhetherwehavecapacitytohavethatproject.Thereisanideologytoworkoutaswell.Theirprojectisbasedonpunitiveincomemanagementapproachtochildprotection–whichwedon’tsupport.ThatisagovernmentissueandIfullyunderstandwhySavetheChildrenhavetakeniton.Itisatleastawaytointeractwithandengagewithfamilies,evenwiththebigstickoveryou.Butwehavealsogotreallydifficultpoliticalambiencebetweentheterritorygovernmentandfederalgovernmentoncommunicatingaboutthoseprojects.’

Ilanaalsosharedthatatthisstagethatitremainsaquestionofhavingpracticalpartnershipfocuseddiscussionsaboutprioritiesandpossibilitiesforbothorganisations.AsIlanaexplained:

‘Idothinkthatthepartnershipisnowatatheoreticalstage,ratherthanpractical.Forexample,NancyhassaidwearegoingtogetthefamilysupportprogramupandrunningandthenpassitovertoLarrakia.WeinLarrakiadon’tknowhoweverwhetherwewillhavethecapacityorthedesiretomanage20additionalstaffandaclientlistinthe1000s.Soapracticalpartnershipdiscussionwherewearewillingparticipantsinworkingtowardsamutuallybeneficialoutcomeneedstooccur.Butinthemeantime,friendships,historicalsuccesses,likemindedapproach,respectandgoodwillbetweenusispriceless,andagreatexampleofhowaninternationalNGOcanworkwithmutualbenefitasequalwiththelocals.’

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APPENDIXBSUMMARYPARTNERSHIPCASESTUDIES

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ContentsPartnershipCaseStudy1:GippslandandEastGippslandAboriginalCooperative(GEGAC)andUnitingCareGippsland(UCG) 179PartnershipCaseStudy2:GippslandandEastGippslandAboriginalCooperative(GEGAC)andGippslandLakesCommunityHealth(GLCH) 184PartnershipCaseStudy3:CONFIDENTIAL 189PartnershipCaseStudy4:WyndhamEarlyLearningActivity(WELA)andSavetheChildren 190PartnershipCaseStudy5:DalaigurPre‐SchoolandChildren’sServices 194PartnershipCaseStudy6:AboriginalChild,FamilyandCommunityCareSecretariatNSW(AbSec) 200PartnershipCaseStudy7:VictorianAboriginalChildCareAgency(VACCA)andChildandFamilyServiceAllianceMembers 205PartnershipCaseStudy8:VictorianAboriginalChildCareAgency(VACCA)andBerryStreetVictoria 210PartnershipCaseStudy9:LarrakiaNationAboriginalCorporationandSavetheChildren 215

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UnitingCareGippsland(UCG)ThepartnershipGEGACandUCGhavealong‐standingrelationshipthatbeganinthe1970sandhasdevelopedovertimethroughactivitiesincludingculturalawarenesseducation,governancetraining,staffsecondments,partnershipsonparticularprograms,andeducationandtrainingofstaff.InrecentyearsthepartnershipbetweenGEGACandUCGinthedevelopmentanddeliveryofearlyyearsserviceshasstrengthenedthroughsignificantjointinitiatives.In2004UCGwasappointedasthefacilitatingpartnerfortheFaHCSIAfundedCommunitiesforChildren,aplace‐basedcommunitydevelopmentprogramthatfocusesontheearlyyearsservices.AnincreaseinfundingfromstateandfederalgovernmentforearlyyearsservicesthreeandahalfyearsagofoundGEGACwiththeopportunitytofocusmoreontheearlyyears,butlackingthecapacitytorespondtothisopportunity.AtthesametimeUCGhadtofacefundingconstraintsandwasunderthreatoflosingaveryexperiencedworker.Consequently,thetwoorganisationsmadethedecisiontoenterintoapartnershipthroughwhichGEGACcouldbenefitfromtheearlyyearsexpertiseofUCGandUCGcouldretainthisstaffmemberbyemployingherintheroleofIndigenousEarlyYearsCoordinator,workingacrossbothorganisations.CurrentlyGEGACandUCGworktogetherinapartnershipagreementthatencompassesthesharedroleoftheIndigenousEarlyYearsCoordinator,asharedfamilyservicesreceptionandearlyyearsassistantrole,thedevelopmentoftheBairnsdaleAboriginalChildrenandFamilyCentreandtheFaHCSIAfundedIndigenousParentingSupportServicedeliveredthroughtheBooraiSupportedPlaygroup.TheyalsocollaborateatthebroaderstrategiclevelasmembersoftheEastGippslandEarlyYearsCommitteeandhavebeenatthetabletogetherforplanningaroundprogramssuchasBestStartandHealthyforLife.ObjectivesofworkinginpartnershipThepartnershipagreementbetweenGEGACandUCGdescribesthesharedcommitment‘toAboriginalself‐determinationandthepriorityofensuringservicesaredevelopedandimplementedinculturallyacceptableways.’ProcessesofgoalsettingbetweenGEGACandUCGinrelationtotheirpartnershipworkaresharedandlargelyinformal.Whilespecificprogrammaticgoalsaremoreformalised,partnershipgoalsareoftennegotiatedinthecontextofrespondingtotheneedsthatpresent.AlysonFerguson,ManagerofChildren,YouthandFamilyServicesatGEGAC,identifiesthefollowingobjectivesthatunderpinpartnershipworkwithUCG:

Akeyinitialobjectiveistoensurethatprogramsarerolledouttomeetcommunityneeds.

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Thepartnershipisalsoabout‘survival’underthepressuretoroleoutgovernment‐fundedprograms.

KimMcAlister,DirectorofEarlyYearsPracticeatUCG,identifiesthefollowingobjectivesthatunderpinpartnershipworkwithGEGAG:

ThekeyobjectiveinthepartnershipforUCGisbuildingcapacityforGEGACandfortheAboriginalcommunity.

Self‐determinationisakeyprincipleunderpinningthepartnership. Thepartnershiphasbeenestablishedtohelpremovebarrierssothat

Aboriginalchildrenandfamiliescanactivelyparticipateandhaveimprovedchoicesthatleadtogoodhealth,educationandconnections.

PartnershipnegotiationsandagreementsThecurrentformalagreementsbetweenGEGACandUCGarestructuredintermsofanoverarchingpartnershipagreementandfourindividualmemorandaofunderstandingrelatingtospecificpartnershipactivitiesidentifiedinthe‘partnershipactionareas’sectionoftheagreement.PartnershipnegotiationsbetweenGEGACandUCGarebasedonrelationshipsandconversationsatalllevels.Itistheneedsandtherelationshipsthatultimatelyinformtheagreements,ratherthantheagreementsdrivingtherelationship.Thepartnersrecognisethatformalagreementsshouldnotrestraintheflexibilityofday‐to‐dayworkingarrangements.Theyareconsideredvaluabletoreflectthecommitmenttoworkingtogetherandensurethatworkcancontinueevenifthereisachangeoverofstaff.Theimportanceofgoodcommunicationaboutagreementswithineachorganisationishighlightedbecauseitensuresthatpartnershipnegotiationsatdifferentlevelsarewellinformedanddonotencounterdifficulties.Reflectingonthestrengthoftherelationshipbetweentheorganisations,GEGACandUCGexpressconfidencethatanychallengesintheprocessofnegotiationcanbeovercome.Negotiationsaregenerallystraightforwardbecauserelationshipsareopenandhonestandtheorganisationsareworkingtogethertoachievethesharedgoal,toaddressdisadvantagesandtoimproveoutcomesforchildrenandfamilies.Practices–OngoingpartnershipmanagementUCGandGEGACidentifythefollowingkeypracticesforworkingsuccessfullyinpartnership:Openandhonestcommunication:

Mostcommunicationsareinformal,immediateanddirect. Immediateanddirectconflictresolution:Ifthereisa‘misunderstandingor

somethinguncomfortable’staffwilltalkaboutitfacetofaceassoonastheyhavetheopportunity.

Leadersareattentivetorelationshipsensuringthat‘everybodyisokay’andissuesaredealtwith.

Sharedplanningprocesses:

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SignificantsharedplanningactivitiestakeplaceespeciallythroughtheEarlyYearsCommittee,inrelationstospecificprogramsandinrelationtothedevelopmentoftheChildrenandFamilyCentre;

ThereareregularmeetingsbetweenAlysonandKiminregardsto:o formalmeetingsthathappenatthebroaderstrategiclevelin

multi‐partnerforumssuchastheEarlyYearsCommittee;o meetingsfocussedaroundspecificpartnershipactivitiessuchas

reviewofsharedstaffingarrangementsordevelopingpositiondescriptions;

o meetingsforthedevelopmentoftheChildrenandFamilyCentre. CEOsmeetregularlyandareattentivetothepartnershiprelationship

andthestrategicdirectionoftheorganisationsworkinginpartnership.Monitoringandevaluation:

ThereisshareddevelopmentofevaluationframeworksforallsharedprojectsofGEGACandUCG.

UCGprovideevaluationsupporttoGEGACthroughinvitingstafftoevaluationtrainings.

Alotofevaluationisrelatedtothepushforacquittalandaccountabilitytofundingbodies.

Areviewofthepartnershipitselftakesplaceonanannualbasisbutdoesnotinvolveahighlyformalisedevaluationprocessandfocusesmoreonthecurrentneedsandwhathastohappennext.

CapacitybuildingAsignificantpartnershipgoalisdevelopingsharedcapacity.Neitheragencywouldwanttosaynotoanyoftheresourcesonofferfromgovernment.Iftheyworktogethertheyhavetheopportunityto‘strengthenthedeliveryofthoseresourcesinawaythatwillhavebetteroutcomesforthecommunities.’UCGsupportscapacitydevelopmentofGEGACaccordingtotheneedsidentifiedbytheorganisationsinpartnership.WhereUCGholdsthenecessaryresources,staff,knowledgeorexpertise,thetwoorganisationsnegotiatehowthatcanbesharedortransferred.TheroleofUCGistofacilitateandsupportAboriginalcommunityandorganisationalgovernancestructures,ratherthantotakeagovernancerole.UCGbelievesitisimperativethatgovernanceofservicesforAboriginalfamiliesis‘communityownedandcontrolled’.UCGprovidessupportfordevelopingprocessessuchasriskanalysisandstructuresofaccountability.ArecentexampleofcapacitydevelopmenthasbeentheidentificationofahighneedforGEGACforfacilitationandadministrationsupportaroundthedevelopmentoftheChildrenandFamilyCentre.AsGEGACwerelackingstaffcapacityforthisrole,UCGhasprovidedastaffmemberwiththeneededskills,whileGEGACisfundingtheposition.Itisintendedthatthiswillfillashort‐termcapacitygapandGEGACwillemploytheirownstaffforthepositioninthefuture.ThestrategyforestablishingtheCentreincludesathree‐yearplanforUCGtoworkalongsideGEGACinthedevelopmentanddeliveryoftheservicewhilesupportingcapacitytotransitiontheservicetooperationbyGEGACinthattimeframe.AsKimdescribes:

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‘Weusethewords'walkalongside'andwechoosetowalkalongsidewheneverandwhereverwecantosupporttheircapacitytodowhattheyneedtodo…theidealforusattheendofthedayisthatthewholeprogramareamovestoGEGACwhenthey'rereadyforthat.’CulturalcompetencyUCGdemonstratesaclearcommitmenttoAboriginalcommunityengagementandpartnershipnotonlyinitsengagementpractice,butalsothroughevaluationofcommunityengagementandawillingnesstosharelearning.TheagencyhasaReconciliationActionPlanthatdescribestheircommitmentto‘workinginpartnershipwithAboriginalandTorresStraitIslandercommunitiesinawaythatempowersandenablesarespectful,two‐waylearningenvironment.’UCGformallyevaluatestheoverallengagementoftheagencywithAboriginalcommunities.Thishashappenedspecificallythroughthe2008CommunitiesforChildrenevaluationandthe2011WalkingTogetherProjectevaluation.AkeypartnershipevaluationlearningexpressedbyUCGhasbeenthat,‘Partnershipsareessential,butcanbeaboutpower,andyouneedtopromotepartnershipsofequalitythroughrespect,communicationandunderstanding.’AboriginalculturaltrainingformsanimportantpartofinductionprocessesforUCGstaffandUCGexpressesaclearcommitmenttoself‐determination.ThiscommitmentraisesthequestionofwhetherandtowhatextentUCG,asamainstreamagency,shouldbeinvolvedinservicedeliveryforAboriginalandTorresStraitIslandercommunities.UCGprovideausefuldescriptionoftheirperspectiveonthisrole:‘ItcouldbearguedthatlocalAboriginalorganisationsshoulddothiswork,butacoupleofrealitiesmustbeacknowledged‐1)notallcommunitymembers/leaderswillworkwithlocalAboriginalorganisationsand2)expectationsonAboriginalorganisationstomanagemultipleprogramsfromStateandFederalgovernmenthasresultedinoverloadduetoissuesaroundcapacitytomanagealargebreadthofprogramsandrespondtohighcommunityneeds.ThisprojectisworkingcloselywithlocalAboriginalorganisationsandtheirkeycommunityleaders/workersandprovidessupporttoinitiativestheyareundertaking.’WithGEGACinparticular,therearevariouslearningandmentoringopportunities:

GEGAC’sKeepingPlaceprovidesaculturallearningplacefornewUCGstaff. Sharedstaffmembersareextremelyvaluableforsharingaboutcultureand

waysofworkingthatfiltersthroughatthestafflevelandimproveseveryone’spracticewithAboriginalfamilies.

Thesharedstaffmemberfunctionsasanadvocateforfamiliesandthecommunitywithbothorganisations.

Furtheropportunitiesexisttoimproveculturallearningtogetherifcapacityissuescanbeovercome.

SignificantchallengesSignificantchallengesidentifiedbyUCGandGEGACinthepartnershipinclude:

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Capacityandfundingissueslimittheactivitiesthattheorganisationscandotogetherandthetimeavailableforpartnershipwork.

Significantexpectationsfromgovernmentandhighcommunityneedinthecontextofcapacityconstraints.

Short‐termandproject‐basedgovernmentfundingthatlimitsthefocusonlong‐termoutcomes.Fundingneedstobe‘pooledandflexible’toenablebetteroutcomes.

OutcomesandopportunitiesAlysondescribestheearlyyearscollaborationthroughthesharedstaffmemberasthemostcriticalpartnershipenablingthedevelopmentofGEGACearlyyearsservices.Kimcomments,‘Idon'tthinkI'veseenatruerintegrationanywhereofstafffluidlyworkingbetweentheorganisations.’‘Youcanputaprograminandrollitout,that'sreallysimple,buttomakeiteffectivelyworkandmakeitsustainableisnotthateasy.That’swhereitwasreallygoodtohavethesharedworkercomeonboardandmakesuretheprogramsweresustainable,effectiveandworkedforcommunity.’

AlysonFerguson,ManagerofChildren,YouthandFamilyServices,GEGACThesharedworkerarrangementisacriticallinkbetweentheorganisationsthathasimprovedaccesstoservicesforAboriginalfamilies.CommunitymembersaremorelikelytoaccessUCGservicesbecause,‘Communitymembersthatdon'twanttocometoGEGAC,andtherearecommunitymemberswhodon'twanttouseanACCO,willknowthatshealsoworksatUCGandwillseeheroverthere.’

KimMcAlister,DirectorofEarlyYearsPractice,UCGFamiliesarecomfortableaccessingthecommunitykindergartenbecausetheywouldn’tknowitwasownedandoperatedbyUCG.Whattheyseeisthetwoorganisationsworkingtogether:‘Nowwe'vegotnearly100percentattendanceatkindy.Threeorfouryearsagothatwasn'tthecaseandthat'soneofthereasonswhythecommunitykindergartenwasestablished.Wenowhaveawaitinglist.’

AlysonFerguson,ManagerofChildren,YouthandFamilyServices,GEGACWhenaskedtocommentonthecontributionofthepartnershiptoGEGAC’soverallcapacity,Alysonexplained,‘It'simmeasurable.Inallhonesty,ifwedidn'thaveapartnershipwewouldn'thavetheprogramsoperatingaswellastheyare.Youcan'tmeasuretheimpactofthat,it'sjustbeencritical.’

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GippslandLakesCommunityHealth(GLCH)

ThepartnershipGEGACandGLCHhaveworkedtogetheroveranumberofyearsonvariouscommittees,butbegantoworkmoresignificantlyinpartnershipinrecentyears,beginningwithajointFamilyViolencesubmissionin2006.TheworkofGEGACandGLCHinFamilyViolenceServicesgrewoutofapartnershipapproachandcurrentlyGEGACmanagetheshelterandAboriginalfamilyviolenceoutreachwhileGLCHmanagethemainstreamfamilyviolenceoutreach.ThereisanagreementbetweentheorganisationsunderwhichanyL17FamilyViolencereferralsthatcomefromthepolicetoGLCHandrelatetoanAboriginalpersonarereferreddirectlyontoGEGACwhomakethefirstcontactwiththefamily.GEGACandGLCHhaveworkedmostcloselytogetherinrelationtothedeliveryoftheChildFIRST(ChildandFamilyInformation,ReferralandSupportTeams)service,forwhichGLCHistheleadagency.Therewasaneedtoensurethatfamilieshadachoiceofservicesandthattheinitialassessmentswereculturallyappropriate.Accordingly,peoplearegivenachoiceinitiallytoworkwithGEGACorwiththemainstreamservice.WhereAboriginalpeoplechoosetoworkwithmainstream,GEGACsupportstoensuretheinitialassessmentisculturallyappropriate.MorerecentlyGEGACandGLCHhavealsoworkedtogetherinrelationtothedevelopmentoftheBairnsdaleAboriginalChildrenandFamilyCentreandhaveaseparatemulti‐partnerMoUinrelationtothis,togetherwithUnitingCareGippslandandEastGippslandShireCouncil.ObjectivesforworkinginpartnershipThekeyobjectiveinenteringapartnershiparoundChildFIRSTfromGEGAC’sperspectivewas‘tomakesurecommunitystillhadachoiceandthattheservicesprovidedwereculturallyappropriate.’Astherearemembersofthecommunitythatwouldn’twanttouseamainstreamservice,AilsaCarr,ExecutiveManagerforFamily,YouthandChildren’sServicesatGLCH,explainsthatitisnecessaryandimportant‘toworktogetheraroundbeingabletoprovidethebestservicetothoseclients.’Theopennessofbothorganisationstoworktogetherandmoveoutsideindividualsilosisthereforecrucialtoenablingthepartnership.Bothorganisationshavethesharedgoaltoensureallfamiliescanaccesssupportandchildrenaresafe.GLCHrecognisesthattheyhavearoletosupportGEGACinrespondingtotheoverrepresentationofAboriginalchildrenandfamiliesinthechildprotectionsector.Otherkeyobjectivesofthepartnershipworkaresharedlearninganddevelopingnewwaysofworking,asAilsanotes:‘TherearealwaysdifferentwaysofdoingthingsanddifferentwaysofapproachingthingsandIthinkthemoreopenyouaretolookingathowthingscanbedonedifferentlythenthebettertheservicesthatyou’regoingtobeabletoprovide.’

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NegotiationandagreementsThetwomostsignificantpartnershipdocumentsthathavebeennegotiatedbetweenGEGACandGLCHhavebeentheFamilyViolencesubmissionandtheChildFIRSTMoU.Therepresentativesofbothorganisationsindicatethattherewerenosignificantissuesinnegotiatinganddevelopingtheseagreements.Thelong‐standingworkingrelationshipbetweenthemmadeitpossibletohavehonestandopennegotiationsthatwererelativelyeasy.AlysonFerguson,theManagerofChildren,YouthandFamilyServicesatGEGAC,explainsthatnegotiationwithintheEastGippslandFamilyViolenceCommitteehasbeenimportanttoachievingpositivechangeinthepartnershipwithinputfromvariousstakeholders.Practices–WorkingtogetherGEGACandGLCHidentifythefollowingkeypracticesforworkingsuccessfullyinpartnership:Opencommunication

Honestandopencommunicationandnegotiationsasaresultofalong‐standingworkingrelationship.

Regularconversationstodiscussissuesthatarise.Supportandmediationareprovidedwheretherearechallengesordisputesbetweenstaff.

Sharedworkandstaffinteraction

Regularmeetings,staffcontactandcommunicationthrough:o caseconferencingo maternalandchildhealthnursingclinicsrunbyGLCHatGEGACo GLCHdisabilitystaffworkingatGEGAC

Planning

Participationinmulti‐partnerforumsandstructuresprovidesplatformsforpartnershipcommunicationandplanning,including:o ChildandFamilyServiceAlliancemeetingso theEastGippslandFamilyViolenceSteeringCommitteeo thepartnershipfordevelopmentoftheBairnsdaleChildrenand

FamilyCentre Takingadvantageofexistingstructurestosupportpartnershipwork

ratherthantryingtocreatenewonesthatincreaseworkloadsandpressure.

Monitoringandevaluation:

ChildFIRSTworkisevaluatedthroughtheChildandFamilyServicesAlliance.

Thereisevaluationofthepartnershipworkintheformalmeetingsbutnoevaluationprocessesfocusedonthepartnershiprelationship.InformalreviewandongoingdiscussionaroundpartnershipactivitiesleadtochangesinhowGLCHandGEGACworktogether.

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ProcessesaroundevaluatingtheculturalcompetencyofGLCHwillbebuiltintotheCulturalAwarenessFrameworkthatGLCHiscurrentlydeveloping.

CapacitybuildingInrelationtotheChildFIRSTAlliance,thepartnershipbetweenGLCHandGEGAChasenabledasmallamountofadditionalfundingsupportforGEGAC’sintakeandassessmentrole.However,thishasnothadalargeimpactonhowGEGACdoesbusiness.CulturalcompetencyActivitiesandwaysofworkingthatreflectthelevelofculturalcompetencyofGLCHasanorganisationinclude:

supportingandattendingcommunityevents; acknowledgingsorrytime; acknowledgingtheAboriginalcommunityasawholeandGEGAC’sroleasan

integralpartofthatcommunity;as‘theleadagencyinthearea’; displayingAboriginalandTorresStraitIslanderflags; formingacommitteefocusedonorganisationalculturalcompetence

(‘CulturalAwarenessFrameworkProject’)TheorganisationalsousestheDHSculturalcompetenceframework,whichconnectstotheCSOregistrationstandardsforChildFIRST.IntermofthecontributionofGEGACtoculturalcompetencydevelopmentinGLCH,Ailsadescribesthat‘wegetprobablyasmuchfromGEGACastheygetfromus.’Waysinwhichthishappensinclude:

culturalsharingfromGEGACheldattheKeepingPlace; informallearningthroughinteractionbetweenstaffwhenservicesare

providedinpartnership; culturaladvicefromGEGACinrelationtospecificclients.

AlysonidentifiesthatGLCHhas‘awaytogoindevelopingculturallyappropriateservices.’Challenges,fromherperspective,haveincludedthatGLCHhasnoteffectivelymadecontactwithAboriginalwomenwhoarethesubjectofL17familyviolencereferralsandalsoalackofvaluefortheculturalknowledgeandskillsofGEGACstaff.AlysonbelievesthereisanopportunityforGEGACtohaveagreaterroleintrainingandsupportforGLCHstafftoworkinculturallyappropriatewayswithAboriginalpeople.GLCHarecurrentlyengagedinaprojecttodevelopanorganisational‘AboriginalCulturalAwarenessFramework’whichaims‘todevelopasetofpoliciesthatdetailhowGLCHwillworkeffectivelywiththeAboriginalcommunity.’Thepolicyareasunderdevelopmentinclude:

• culturalawarenesstraining;• creatingawelcome,safeandaccessibleenvironment;• recruitmentandemployment;• agencycommitmenttoself‐determinationandacknowledgement;

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• partnershipsand;• culturallyresponsiveservicedelivery.

Thisprocesshasbeenestablishedtoensurethattheorganisationdevelopsculturalcompetenceinastrategicandcoordinatedway.SignificantchallengesSignificantchallengesidentifiedbyGLCHandGEGACinthepartnershipinclude:

TheChildFIRSTMoUis‘allgoodintheory’buthasnotbeenworkingwellinpractice.AlysonnotesthatGLCHhasnotinvolvedGEGACsignificantlyinclientwork.

Findingtimeforpartnershipworkischallenging,asAilsaexplains:‘Achievingthingsinpartnershiptakestime.Tomakepartnershipsworkyouhavetobeabletomeetandtalkthingsover.It’sachallengetofindthetimeforthosemeetings.’

HighexpectationsonGEGACfromGovernmenttodevelopanddeliverservicesfortheAboriginalcommunitywithoutadequatefundingandresourceslimitstheircapacitytofocusonthepartnershipdevelopment.

Thedifferentwaysofworkingofbothorganisationsimpactareassuchas:o sharingofinformation:theGLCHapproachtoprivacyofinformation

forclientsmakesitdifficultforGEGACtoworkwithfamilieswithinsufficientinformation;

o case‐managementmodel:GEGACalwaysadoptsanindividualcasemanagementapproach,whereasGLCHmayhavealargenumberofdifferentprogramsworkingwithonefamily.;

o outcomesfocus:AlysondescribesthatGLCHare‘datadriven’whileGEGACarenotdrivenbytargets,butby‘whatthefamilyneedstosurvive.’Ailsadescribesthatthereisastrongfocusonwell‐beingoutcomesforallclientsofGLCHthatisnotlimitedbyadatafocusandthereisaneedtoworkwithGEGACtounpackdifferencesinunderstandingofevaluationapproaches.

OutcomesandopportunitiesAccordingtoAilsa,theincreaseinemploymentofAboriginalpeopleatGLCHisasignificantoutcomeoftheirpartnershipworkwithanumberofAboriginalcommunity‐controlledorganisations.ThishasbeenamovefromhavingnoAboriginalemployeestoninepercent,whichisnotlarge,buthasbeenaproactivemovetosupportemploymentwhichbringsarichnesstotheorganisation.AlysonaffirmstheimportanceoftherecentshiftinprocessfordealingwithL17referralsasapositivepartnershipoutcome.Previously,inthecaseofL17FamilyViolencereferrals,GLCHwouldmakethefirstcontactinresponsetoallreferrals.ThroughtheinputfromGEGAC,community,thepoliceandotherstakeholdersitwasdecidedthatthiswasnot‘themostculturallyappropriatewaytorespondtosomethingasdifficultasfamilyviolence.’Asaresult,referralswherethevictimisidentifiedasAboriginalwillbepasseddirectlytoGEGAC.

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Ailsabelievesthattherehasbeen,‘increasedaccessforthecommunitytoawholerangeofservices,whetherthey’reprovidedbyGEGACorourselves.’SheprovidedtheexampleoftheEarlyChildhoodInterventiondisabilityservicethathadnoAboriginalchildrenenrolledandnowhasfiftypercentAboriginalenrolment.ThiscameoutofworkdoneinconjunctionwithGEGAC’sBooraiplaygroup.Alysonnotesthesignificantopportunitythatexists,especiallywiththechangeintheL17referralprocess,forstrengtheninghowGEGACandGLCHworkinrelationtotheMoU,‘totryandreallygetthatbeddeddowninpractice.’

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PartnershipCaseStudy3

CONFIDENTIAL

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PartnershipCaseStudy4WyndhamEarlyLearningActivity(WELA)andSavetheChildren

ThepartnershipTheWyndhamEarlyLearningActivity(WELA)startedasacommunityinitiativeforyoungmothersandbabiesattherecreationcentreinWyndham.Themumsfeltthatmainstreamservicesweren’tmeetingtheirneedsandweremeetingregularlyusingwhateverresourcestheycouldtobuildcapacityforthemselvesandtheirchildren.SavetheChildrenbecameinvolvedin2005throughtheGovernmentprogram,CommunitiesforChildren.SavetheChildrenpartneredwithJoorookNgarniAboriginalCorporationinWyndhamtofundandsupportthedevelopmentofWELA.SincethistimeWELAhasevolvedfromaplaygrouptoanincorporatedandindependentbroaderservicewithactivitiesincluding:focusedlearningforchildrenwiththeirMums,healthandnutritionsupport,transitiontoschoolsupport,abreakfastclub,awomen’scentreand,men’sgroups.PrinciplesforworkinginpartnershipSavetheChildrenidentifieskeyprinciplesthatunderpinpartnershipworkwithWELA:

ItisnotabouttheimageorgrowthofSavetheChildren,itisaboutsupportforWELAtofulfilltheirobjectives.

Ideallywewouldn’tbeherein20or50years,soitisimportantforustobuildcapacitylocally.

Itistakingtheirleadonit.Theprogramwasdictatedbywhattheythoughtwouldworkwithinthecommunity.

ThepartnershipbuildsonthestrengthsoftheyoungMumsgroupthatwasalreadyoperating.

Wesuggestpossibilitiesandtheyidentifypriorities.Throughouractionswedemonstratewhatwecandoforthem.

WELAidentifieskeyprinciplesthatunderpinpartnershipworkwithSavetheChildren:

EverythingwedowithSavetheChildrenshouldberelevanttothecommunity.

Theaimistorespondtowhatthecommunitywants:WELAmusthavetheflexibilitytoadaptprogramstoemergingcommunityneeds.

Thefocusisprovidingtheserviceandwedonotwanttobecome‘anofficeorabureaucracy’.

WELAneedstogrowinordertoprovideaholisticservicetothecommunitywhichaddressesalltheneedsofchildrenandfamilies.

Developingstrongcommunityleadersiskey,includingemploymentandtrainingoflocalpeopleandhavingalocalboardofmanagement.

CulturalawarenessofSavetheChildrenstaffiscriticaltoeffectiverelationships.

Agreements

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Therelationshipoperatesunderafundingforserviceagreement,whichisre‐negotiatedannually.Thefundingagreementchangesbasedontheneedsofthecommunityandjointreviewofactivitiesthathavebeenconducted.ThereisnoMemorandumofUnderstandingthatreflectsthewaythepartnershipworks.Practices–WorkingtogetherWELAandSavetheChildrenidentifythefollowingkeypracticesforworkingsuccessfullyinpartnership:Buildingrelationships

beingpatient:havingandgivingtimetoestablishrelationships. employmentoflocalAboriginalstaffbySavetheChildren. strongpresenceinthecommunity:staffnumbersandvisitingregularly. strongmutualtrust:WELAknowsthatSavetheChildrenwillbethereif

theyarestuck. mutualrespect:WELAdescribes:‘theyseewehavesomethingto

contribute;weareacentralpartner;wehaveavoiceindecisions’. part‐timeco‐locationofstaffintheWyndhamofficeforaperiod

facilitatedrelationshipbuildingandsupport.Openandhonestcommunication

regularinformalcommunication:phonecalls,emails,visits. concernsandissuescanberaisedwithoutbeingtakenpersonally. nofearforWELAthatfundingwillbewithdrawnbecauseofwhatissaid.

Flexibility

operationalflexibilitythatenablesdecisionmakingatthecommunitylevel.

agreementscanberenegotiatedinresponsetocommunityneeds.Sharedplanningprocesses

informalandopennegotiationoffundingagreement. activitiesplannedinresponsetocommunityandserviceneeds. inputandfeedbackfromSavetheChildrenontheWELAstrategicplan.


independentreviewofprogrambyCurtinUniversityevery6months. discussionandplanningforprogrambasedonreviewoutcomes. monthlyreportsonprogramfromWELA‐relevantandnottime

consuming. nospecificevaluationofthepartnershiprelationship.

CapacitybuildingThepartnershipbuildscapacityforWELAinthefollowingkeyareas:Governance:SavetheChildrenprovidesgovernancecapacitysupportforWELAby

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providingadviceandassistingwith:theprocessofincorporation;operatingasanincorporatedbody;policyandproceduredevelopment;financialmanagement;anddatacollectionformonitoringandevaluation.SavetheChildrenhaveconnectedWELAwithcorporatevolunteerswhosupportgovernancedevelopment.Professionaldevelopmentandworkforce:SavetheChildrenmakesrecommendationsandprovidessupportinrelationtoidentifiedtrainingneeds.Theyhaveassistedinprovidingearlychildhoodeducationtrainingopportunitiesforstaff.SavetheChildrenalsoprovidesprofessionaldevelopmentopportunitiesfortheWELACoordinatorandthereisamutual,ongoingmentoringrolebetweentheWELACoordinatorandtheSavetheChildrenProgramCoordinator.Fundingandresourcing:FundingfromSavetheChildrenisstaticanditisvitalforWELAtoidentifyothersources,whichithassuccessfullydone.SavetheChildrenplaysakeysupportandadvocacyroleforWELAinattractingnewfunding.SavetheChildrenprovidesinformationaboutfundingopportunities;assistsplanningforsustainablefunding;lobbieswithfundingbodies;providesfeedbackonapplicationsand;profilesWELAontheirwebsite.CulturalcompetencyTheculturalcompetencyjourneyofSavetheChildrenworkingwithWELAandinEastKimberleyhasbeenasignificantlearningexperiencewithmanychallenges.Aspectsofthisjourneyinclude:

SavetheChildrenplannedtousecommunitydevelopmentexpertisedevelopedinSouthEastAsiaandimplementedthesamemodels,whichdidn’twork.

Earlyon,staffworkedinwaysthecommunityconsideredculturallyinappropriate.PartnershipswereformedandculturaltrainingdonewithAboriginalorganisationsnotfromEastKimberley.

TheemploymentoflocalAboriginalstaffpromotedafocusonculturalawarenessforstaffandchangedrelationshipswiththecommunity.

SavetheChildrenhadnoformalframeworkfordevelopingculturalcompetency.ThedevelopmentofaReconciliationActionPlanhasbroughtanorganisationalfocusandensuredculturalawarenesstrainingfornewstaff.

WELAbelievesthatovertimeSavetheChildrenhavechangedtheirapproach,developedanappropriateteam,builtrelationshipsandovercomeculturalchallenges.

SignificantchallengesSignificantchallengesidentifiedbySavetheChildrenandWELAinthepartnershipinclude:

oneyearfundingagreementsthatlimitlong‐termprogramplanning. fittingservicedevelopmentto‘topdown’governmentfundingrequirements.

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differentapproachestoevaluationanddifferentperspectivesonhowoutcomesshouldbemeasured.

significantstructuralchangeandgrowthrequiredforWELAandadjustingtoproceduralandreportingrequirementswhichtheyseeasnotalwaysrelevant.

lackofculturalawarenessofSavetheChildrenstaffandbuildingcommonunderstanding.

staffturnoveratSavetheChildrenwhowillbebringingontheirfourthProgramCoordinatorsince2005inJanuary2012.ThishasrequiredWELAtore‐establishrelationshipsregularly.

Outcomesandopportunities‘ThereisadirectlinkbetweenthepartnershipandnewprogramsWELAarerunning.SavetheChildrensupportedthemtogrowandbecomeincorporatedandthishasenabledthemtobewheretheyaretoday.’

AntheaWhan,SavetheChildren‘IfSavetheChildrenhadnotcomein,therewouldnotbethefamilyengagement…therewouldnotbeWELA.Theytookachanceonafledglinggroup.Thishasbeenamassivechangeforoursustainabilityandcapacityforserviceoutcomes.’

JaneParker,Coordinator,WELA‘ThekidsinWELAareastepaheadoftherest.Schoolbecomeseasyforthem,theirreadinglevelsarehigh,theirbehaviourisgood,theyknowwhattodoandtheydoit.Theyinteractwellwithotherkids.Theyaremoreindependent.Thekidsshare.Theyaremoreconfident.’

EstelleHunter,Chairperson,WELA‘IhaveonlyAboriginalstaffatthemomentandthatisbecausetheyaregood.TheyarepartofthesuccessofWELA,theirpersonalgrowthascommunitywomen.Thebuildingoftheirskillsandconfidenceisenormous.’

JaneParker,Coordinator,WELA‘Inthefuturetherewillbetimeswhenweneedthemmoreandwhenwedon’tneedthemsomuch.Therelationshipisflexibleenoughtosupportthatandtoevolvewiththat.’

JaneParker,Coordinator,WELA

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PartnershipCaseStudy5DalaigurPre‐SchoolandChildren’sServices

ThepartnershipsDalaigurPre‐SchoolandChildren'sServicesisa3‐unitindependentAboriginalownedcommunitypre‐schoolwhichservesthecommunityofKempseyandoutlyingareasofKempseyShire.Thepre‐schoolcurrentlyenrols110children,including104Aboriginalchildren.Ithasbeenoperatingforover45yearsandhasbeenself‐managedsince1991.Dalaigurhighlightsitsindependence,andisnotaffiliatedtoaparticularAboriginalclan.IthasanAboriginalcommunityboardandemployspredominantlyAboriginalstaff.Thepre‐schoolisstronginpartnershipsandregularlyseekstobuildandpromotetheserviceinpartnershipwithotherorganisationsandthelocalcommunity.Availableprogramfundingisoftenkeyintheinitiationofthesepartnerships.Dalaigurengagesinpartnershipworkwith:

theAustralianLiteracyandNumeracyFoundation(ALNF)asapilotsitefortheimplementationoftheEarlyChildhoodLanguageandLiteracyProject.

NAPCANfortheimplementationoftheAllChildrenBeingSafe(ACBF)programasatoolfordevelopingprotectivebehavioursforchildren.

theKidsMatterEarlyChildhoodInitiativetoplanandimplementevidence‐basedmentalhealthpromotion,preventionandearlyinterventionstrategies.

Earlyinterventionservicestosupportchildrenwithdisabilitiesandtheirfamilies.

Gunawirrafoundationtoconductcamps,whichsupportfamiliesofchildrenwithdisabilities.

TheKempseyprimaryschooltosupporttransitiontoschoolandtoconductleadershipprograms,sportsdaysandliteracyprogramsthatareempoweringfortheprimaryschoolandpre‐schoolchildren.

VariouscommunityboardsandcommitteesforlocalplanningandtoensureanAboriginalperspectiveindecision‐making.

Partnershipexamples:ALNF: Dalaiguridentifiedthatchildrenweremissingoutbecausetherewasnospeechtherapistworkingattheschool.ALNFhadreceivedfundingthroughDEEWRtoundertaketheEarlyChildhoodLanguageandLiteracyProjectintheregionandofferedtheopportunityforpre‐schoolstoparticipate.Dalaigurtookuptheopportunityin2008.SixstaffatDalaigurweretrainedtoimplementtheproject.OngoingtrackingbyALNFandfeedbackfromDalaigurstaffindicatethattheprogramhasbeenhighlysuccessfulinsupportinglanguageandliteracydevelopmentofthechildren.

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NAPCAN:DalaigurhasworkedwithNAPCANsince2009inimplementingtheAllChildrenBeingSafe(ACBS)Pre‐SchoolProgram.ThisworkhasfocusedonidentifyingtheindividualneedsofDalaigurchildren,familyandstaffregardingchildprotectionandwaysinwhichtheneedscanbesupportedthroughACBS.Dalaigurhighlightsthesuccessofthisprograminenablingchildrentotalkabouttheirfeelingsandreducinghurtingandviolencebetweenchildren.EarlyInterventionDisabilitySupport:Dalaigurworkscloselywithearlyinterventionservicestoprovidesupportforthefamiliesofchildrenwithdisabilities.DalaigurdescribesthatengagementwithearlyinterventionserviceshasincreasedconsiderablybecausetheservicenowcomestoDalaigur,whereasinthepastparentswouldnotgototheservice.DalaiguralsopartnerswithGunawirrafoundationtoprovidefurthersupporttothesefamiliesthroughcampexperiencesthatreducetheirisolationbyconnectingthemwithotherAboriginalfamilieswithsimilarexperiencesandallowingthemtodiscussissues.PrinciplesandobjectivesforworkinginpartnershipJanetJensen,DirectorofDalaigurPre‐School,andRoslyn‘Lotti’Moseley,staffmemberatDalaigurPre‐School,describethatkeyprinciplesthatunderpintheirapproachtoworkinginpartnershipinclude:

Itisvitaltoensurethatprogramsareeffectiveandacceptabletothecommunity.

StaffsofpartnerorganisationsneedtorespectandunderstandtheimportanceoflocalAboriginalculture.

PartnersneedtobetrustingandacceptingofthewayinwhichstaffatDalaigurwork.

Partnersshouldnot‘comeinonathoughtandatheory’butwithanopenmindtodeveloptheprogramtogether.‘It’saboutworkingtogetherandrespectingeachother’sthoughts.’

Partnersshouldbereceptiveand‘readytochange.’ ‘Wedon’tneedtobesaved,wejustwanttobetaught.’ ‘Weneedtohaveourparentsengaged,iftheydon'tthinkit'sgoodfortheir

childrenthenwewillgowiththem.Theyarethefirstteachersandwearethenextsteptoguidethemthrough.’

‘Ithastogobothways.We'vegottoacceptthatallchildrenwillbemainstreamed,it'samainstreamlifeandweneedtogivethesetoolstothesechildrensothattheycangointoanon‐Indigenouscontextandtakeontheworld,buttheystillkeeptheircultureinside.’

ThegoalsforDalaigurworkinginpartnershipinclude:

developingqualityprogramsthatsupportchildrenandfamilies; ensuringtheserviceprovidesholisticsupportthataddressesallthe

needsofchildrenandfamilies:operatingasahubservice; providingtrainingandskillsdevelopmentforstaff;

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obtainingfundingandresourcestogrowandstrengthentheservice; promotingDalaigurandsharingthestrengthsoftheirapproach.

AgreementsThepartnershiprelationshipsthatDalaigurengagesinarelargelyinformalandtheyhavenotenteredintoanyformalpartnershipagreementsordevelopedMemorandaofUnderstanding(MoUs).Dalaigurdescribesthatanopennesstodifferentwaysofimplementingaprogramthatareculturallyappropriatefortheirchildrenandfamiliesisabottomlinerequirementforengaginginthepartnership:‘wepromoteourselvesasIndigenouseducationandthat'swhywealwaysreservetherighttoadaptprogramsforthatpurpose.’Whereanorganisationisnotopentoincludingculture,Dalaigurwillnotworkwiththem.Practices–WorkingtogetherAsanexample,DalaigurPre‐SchoolandALNFidentifythefollowingkeypracticesforworkingsuccessfullyintheirpartnership:Buildingrelationships

ALNFhasanongoingrelationshipwithDalaigurthatMary‐RuthMendell,co‐chairofALNFdescribesas‘upcloseandpersonalratherthanjustbobbingup,doingourthingandgoing.’Dalaigurrecognisesthatstrongrelationshipsdevelopwhenpartners‘keepcomingback.’

RelationshipbuildingbetweenDalaigurstaffandfamilies,andALNFhashappenedthroughregularvisitsandinteractionwithstaffandfamiliesnotonlyonaworkingbasisbutalsothroughinformationsessions,postersandeventssuchaspizzanights.Mary‐Ruthdescribes,‘It’sveryparticipatory.We’rearound,we’redoingthings,we’rewiththekids,we’reshowingandtellingandbeingthere.’

Openandhonestcommunication

Regular,opendiscussionsandnegotiationsofhowtheprogramwillwork.

Constructiveconversations:JanetandLottiexplain,‘Ifsomethingcomesupandwedon’tlikeit,wedon'treactnegatively,wediscusswhythey'redoingitthatway.’

Communicatingandworkingcloselywithparentsandchildrenisapriority,aswellascheckingpermissionandlisteningtofeedbackfromEldersandlocalserviceleaders.

CulturalwaysofcommunicationarerespectedandALNFseeksadvicefromalloftheirAboriginalandTorresStraitIslanderpartnersaboutwhotoaskaboutparticularmattersandhowtoaskcorrectlyinordertoestablishrespect,co‐operationandunderstandingwiththecommunity.

Flexibility

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Flexibilityiskeytotheworkingrelationship,butestablishingagreementsandprocessesforworkingtogetherisalsoconsideredimportant,aslongasthishappens‘withoutgettingcaughtupinpaperwork.’


NoevaluationprocessesfocusspecificallyonDalaigur’spartnershiprelationships.

Thereisafocusonmonitoringthedevelopmentofchildrenintheserviceandtheimpactofprogramsimplementedthroughpartnerships.Thisincludesalong‐termoutcomesfocus,forexample,bymonitoringthefuturesuccessofchildreninschool.

Videorecordingsareakeyapproachtodocumentingprogressandimpacts.

ALNFstaffpreandposttestchildrenatthebeginningandendoftheyeartoassessimpactsoftheprogram.TheyalsoteachstaffandsomeparentsatDalaigurhowtodotestingandinternaltrackingofthechildren.

CapacitybuildingTherangeofpartnershipsthatDalaigurengagesinbuildcapacityinthefollowingkeyareas:Professionaldevelopmentandworkforce: PartnershipsenableopportunitiesforDalaigurstafftraininganddevelopmentprovidedbypartners.Forexample,asaresultoftrainingprovidedbyALNF,staffdevelopfocussedknowledgeaboutthechildrenintheircareandtalkaboutthiswithparents,colleaguesandoutsideprofessionals.Janetexplainsthatthisempowersstaffand‘buildstheirself‐esteem.’Mary‐RuthexplainsthatwhilesomeAboriginalstaffmaynothaveformalqualifications,theirstrengthsincaringforandsupportingchildrenareneededinearlychildhoodservices:

‘Wecangivethemenoughspecialisedlearningandunderstandingandthey’rereallyeffectivewiththechildren,thenintimetheycangoonanddotheirstudyastheirfamiliesgetolder,butdon’tmissoutontheirenergy,insightsandknowledgeofchildrenjustbecausetheydon’thavethequalifications.’

Fundingandresourcing:CollaborativeworkhasenabledDalaigurtoobtainsignificantresourcestoenhancetheirteachingpractice.Thesehaveincluded:

o ResourcessupportingtheALNFlanguageandliteracyprogramincludingbooks,puppetsandsoundteachingcardswithvisualcues.

o AvarietyofresourcestosupporttheNAPCANAllChildrenBeingSafeprogram,includingvisualandinteractiveresourcestailoredattherequestofDalaigurtoteachingforthedifferentlearningstylesandneedsofthechildren.

Programdevelopment:MichelleRose,AllChildrenBeingSafePre‐SchoolProgramCoordinatoratNAPCAN,describesthatworkingwithDalaigurhashadsignificantimpactsforthe

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developmentoftheACBSprogramforNAPCANwhichwillhavebroaderimpactsontheapproachofNAPCANastheydevelopandexpandACBS:

‘Dalaigur'sevaluationoftheACBSprogramwhichhadpreviouslybeenimplemented,conveyedtousthatwenowneedtoincludedomesticviolence,traumaandseparationintotheACBSPreschoolProgram.ThisevaluationgavetheprogramthedirectionweneededtocaterforDalaigur'sindividualneeds,astheseissuesareanongoingmajorconcerntothestaff,familiesandchildrenatDalaigur.’

CulturalcompetencyDalaigurisstronginthedeliveryofeffectiveculturallyappropriateprogramsandadaptingtheprogramsofotherstobeculturallyappropriateforDalaigurchildrenandfamilies.Bysharingthisstrengthandknowledgeofculture,partnerorganisationslikeALNFlearnasmuchfromDalaigurasDalaigurlearnsfromthem.ApproachesthathavepromotedunderstandingofcultureandwaysofworkingdifferentlywithAboriginalchildrenandfamiliesforDalaigur’spartnersinclude:

Stafflinkingrole:DalaigurhaveprovidedtrainingforanAboriginalstaffmembertotakealinkingroleintherelationshipbetweenchildrenandfamiliesatDalaigurandearlyinterventiondisabilitysupportservices.Thislinkhasbeencriticaltomakingparentsfeelmorecomfortableusingtheservice.Thestaffmemberhasalsohelpedtoensurethatsupportsforthechildrenareincorporatedintheclassroom.

Consultingwithfamiliesandcommunity:Decisionsthataremadeatthecentrerequirethesupportoffamilies:‘Nomatterwhatweintroduce,itgoesthroughtheparentsfirstinourmeetings,andifwecan'tgetthematmeetingswe'llgetthemonbusrunsorI'lldohousecallsandchecktheirissuesandconcerns.’ConsultingwithEldersinthecommunityalsoplaysanimportantroleinprovidingguidanceforprogramsandfordevelopingfirstlanguageresources:‘inKempseywespokewiththeEldersaswellandtheyguidedourthinkingonlotsofimportantthingstodowithKempseychildren.’

ALNFshowsastrongcommitmenttoworkingdifferentlyandrespectfullyinAboriginalcommunities.DalaigurrecognisesthatmanyALNFresourcesandwaysofteachingarealreadyculturallyappropriateandthattheuseofvisuallearningtoolsassistsAboriginalchildrenwhooftenexperiencehearingdifficulties.Mary‐Ruthdescribestheneedforculturallyappropriateresourcedevelopment:‘AustraliaisonlyjustrealisingthatAboriginalchildrenhaven’thadbooksthathaveAboriginalchildreninthemorpicturesthatillustratewheretheylive.’Shedescribesthattheseresourcessignificantlyincreasetheengagementofchildren.Insomecommunitiestheyhaveworkedin,ALNFhasputforwardadocumenttoEldersabouthowtheywillconductthemselvesinthecommunitytobuildadialogueandunderstandingatthestartoftherelationship.Theorganisationalsoworkswithcommunityliaisonofficerswhoplayanimportantroleincommunicatingandorganisingpeopleformeetings.

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SignificantchallengesSignificantchallengesidentifiedbyDalaigurPre‐Schoolintheirpartnershipsinclude:

Short‐termandlimitedprogramfundingthathinderspartnershipdevelopmentbeyondthefundedactivities.

ThecapacityofDalaigurisstretchedandtimeforpartnershipdevelopmentdependsonthededicationofstaff:‘Wedoitonashoestring.’Dalaigurbuildsontheirholisticcareandsupportmodelthroughpartnershipsbutoftenisn’tfundedfortheadditionalworktheydoandstaffworkwellbeyondregularhours.

OutcomesandopportunitiesDalaigurandpartnerorganisationshavedescribedfurtherspecificoutcomesfortheservice,staff,childrenandfamiliesthattheylinktowhathasbeenachievedthroughpartnershipwork.Theseinclude:

Dalaigurhasbecomeaserviceofchoiceintheareaandhasawaitinglistthatincludesalargenumberofnon‐Aboriginalfamilies.

Parentshavebecomemoreawareofthesupportneedsofchildrenwithdisabilitiesandsupporthasimprovedthroughincreasedaccesstoearlyinterventionservicesandthecampsconductedforfamilies.

Dalaigurisregularlyaskedtoshowcasetheirworkandtosharewithotherservicesaboutincorporatingcultureintoeverydaylearning.Theyhavereceivedanumberofawardsfortheirwork.

DalaiguremploysmostlyAboriginalstaffwho‘areprovidingabetterservicethansomeonewithauniversitydegreecould.’

Literacypracticesarechanginginhouseholdsand‘parentsaredoingliteracybasedthingswiththeirkidsthattheywouldneverhavedonebefore.’

ThroughACBSchildrenhavedevelopedunderstandingoftheiremotionsanddevelopedwaystoexpressthemselves.ChildrenatDalaigur‘haveselfinitiatedlinkingtheirlearningtohome’andhavebeendiscussingACBSstoriesandactivitieswiththeirfamilies

AsaresultofchildrenlearningaboutpersonalsafetyandlinkingthislearningtoknowledgeabouttheirownbodiesthroughACBS,‘alotofhurtingandviolenceatschoolhasstopped.’

ThereisanopportunityforALNFtodosomethingmorelong‐termandsustainablewithDalaigur.Theyareproposingthedevelopmentofan‘integratedhub’thatwouldincludetrainingforteachersandparentsandsupportforspeechpathologistsandoccupationaltherapists.Thiswouldbeadedicatedtrainingplacewhereotherrelatedresourcescouldbebroughtin,forexampleinareasofnutritionandbabycare.

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PartnershipCaseStudy6AboriginalChild,FamilyandCommunityCareSecretariatNSW(AbSec)

TheAboriginalChild,FamilyandCommunityCareSecretariatNSW(AbSec)AbSecisanot‐for‐profitincorporatedcommunityorganisation.TheorganisationisprimarilyfundedbytheNewSouthWalesDepartmentofFamilyandCommunityServices(FaCS)andisrecognisedasthepeakNSWAboriginalorganisationprovidingchildprotectionandout‐of‐homecare(OOHC)policyadviceonissuesaffectingAboriginalchildren,youngpeople,familiesandcommunities.AbSec’smembershipprimarilycomprisesofAboriginalOOHCandfamilysupportagenciesalongwithfosterandkinshipcarers.

PARTNERSHIPFOCUS1:KEEPTHEMSAFEAgreementsandprinciplesforworkinginpartnershipOn17March2010AbSecandFaCSsignedaMemorandumofUnderstandingwhichrecognisedacommitment‘toworkingtogethertoimproveservicedeliveryforAboriginalchildren,youngpeople,theirfamiliesandcommunitiesatriskofharm,throughbetterconsultationandservicedesign.’TheMoUrelatesspecificallytothedevelopmentanddeliveryoftwopilotprojectsasacomponentofKeepThemSafe:Asharedapproachtochildwellbeing,whichis‘theNSWGovernment’sfive‐yearplantofundamentallychangethewaychildrenandfamiliesaresupportedandprotected.’ThetwoservicesidentifiedintheMoUare:

ProtectingAboriginalChildrenTogether(PACT)whichis‘anAboriginalchildspecialistadviceandsupportmodelofconsultationbasedontheVictorianLakidjekamodel.’

IntensiveFamilyBasedServices(IFBS),whichprovidesanintensive,time—limited,homebasedprogramforAboriginalfamiliesincrisis.

UnderthisagreementtwopilotservicesarebeingdevelopedforbothPACTandIFBS.ThecollaborativeworkseekstopilottheimplementationofkeyrecommendationsoftheSpecialCommissionofInquiryintoChildProtectionServicesinNewSouthWales(2008).BeyondthetwospecificKeepThemSafepilotprojects,theMoUidentifiesthatfurtherpurposesoftheagreementare:

toensureaculturallyappropriateresponsetoprotectingAboriginalchildrenatriskofharmandreducethenumberofchildrencomingintocontactwiththechildprotectionsystem.

toensuretheSNAICCendorsedAboriginalandTorresStraitIslanderChildPlacementPrinciplesareacknowledgedandinformpolicyandserviceprovision.

TheprinciplessectionoftheMoUfurtheridentifiesthattheMoUwill‘setout

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practicalmechanismsforrealconsultationandcollaboration’inkeyareasincluding:

‘buildingthecapacityofAboriginalNGOs,includingworkforcedevelopment,todeliverchildprotectionservicestoAboriginalclients.’

‘expandingthecapacityofmainstreamNGOs,includingworkforcedevelopmentandculturaltraining,tofosterpartnershipswithAboriginalagenciesanddeliverculturallyappropriatechildprotectionandfamilysupporttoAboriginalclients.’

‘developingmodelsforeffectiveconsultationandservicedeliveryacrossthespectrumofchildprotectionservices.’

TheMoUestablishesasteeringcommitteetoprovideleadershipandoverseetheimplementationoftheMoUcommitmentswithresponsibilityto:developreporting,governanceandaccountabilitymechanisms;identifypriorityareasforcollaboration;produceanannualworkplananddevelopperformanceindicatorstomeasureprogress.TheprincipalmembersofthesteeringcommitteeareAbSec,FaCSandtheAssociationofChildren’sWelfareAgencies(ACWA).Practices–WorkingtogetherThe2009‐2010KeepthemSafeannualreportdescribedthattheMoU:334‘ishistoricinitsnatureandithasenabledCommunityServicestoachieveatruepartnershipwiththeAboriginalnon‐governmentsector.AbSechasbeenfundedtoworkwithCommunityServicesinthedevelopmentofkeyservicemodelsandprograms…andthereisasharingofinformationandformulationofjointpositions.’AbSecdescribesastrongworkingrelationshipwiththeAboriginalServicesBranchandseniorstaffintheDepartment.AbSecOperationsManager,SamanthaJoseph,explainsthattheMoU‘hascreatedamorelevelplayingfieldwherewearenolongerjustreactingtogovernmentbutplanningwithgovernment.’KeywaysthattheMoUsupportsamoreequalworkingrelationshipbetweenAbSecandFaCSinrelationtothetwoKeepThemSafeprojectsinclude:

AbSeccanpointtothecommitmentsandagreedprocessesandasaresult,negotiatefromastrongerposition.

Thereisanidentifiedandsharedviewpointaboutwhattheoutcomesoftheworktogetherwillbe.

Theidentificationofa‘tangibleproject’tobeundertakeninpartnershipbetweenFaCSandAbSeccreatestheopportunitytoworkcloselytogether.ThisextendswellbeyondatypicalserviceagreementintermsofcollaborativeworkbetweengovernmentandNGOstaff.

TheMoUensuresthatAbSechasastrongvoiceanda‘seatatthetable’atvariouslevels,includingseniorexecutiveandservicedevelopmentandmanagementlevels.

334KeepThemSafeAnnualReport2009‐2010,availableat:http://www.keepthemsafe.nsw.gov.au/resources/publications

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AsaresultoftheMoU,‘mirrored’staffingpositionshavebeenestablishedinFaCSandAbSecforthedevelopmentoftheIFBSandPACTservicesandhavepromotedcollaborativeworkbetweenstaffonprojectteamsthatgoacrossagencies.

FocusonpartnershipsforthedevelopmentofPACTThePACTserviceisbeingpilotedintwolocationsandiscurrentlyinthedevelopmentphase.ThetenderprocessforPACTserviceshasincludedrequirementsforservicestobeAboriginalcommunity‐controlledandhaveademonstratedqualityofrelationshipwiththelocalAboriginalcommunity.Cross‐agencyprojectteamsandmirroredstaffingarrangementsarecurrentlyastrengthofthepartnershipfordevelopingthePACTservice,encouragingmoreequalworkingrelationshipsbetweenstaffofAbSecandFaCS.Staffofbothorganisationsidentifythatthereisapositive,open,flexibleandconstructiveworkingrelationship.Whenattendingmeetingsinthecommunity,staffgotogetherasaprojectteamwhichisimportantincommunicatingthattheserviceisbeingdevelopedtogetherbygovernmentandtheAboriginalnon‐governmentsector.WhiletherelationshipisworkingwellatthedevelopmentandmanagementlevelithasbeenidentifiedthatasignificantchallengewillbeensuringeffectivepartnershiprelationshipsbetweenthePACTservicedeliveryorganisationsandlocalCommunityServiceCentres(CSCs).ThiswillbecriticaltothesuccessofPACTinprovidingspecialistadviceandsupport.Thereisacurrentfocusonidentifyingstrategiesforsupportingeffectivepartnershipatthelocallevelandtheseinclude:

Earlyon,staffworkedinwaysthecommunityconsideredculturallyinappropriatetheestablishmentoflocalimplementationgroupswhichwillincluderepresentativesfromAbSec,thePACTserviceprovider,theCSCsand,regionalCommunityServicesstaff.

EnsuringattheoutsetthatPACTstaffandCSCstaffpresenttogetheratcommunitymeetings.

DevelopingtrainingforCSCstaffthatisdeliveredjointlybyPACTandCommunityServices.

ThedevelopmentoflocallevelMemorandaofUnderstandingbetweentheCSCsandPACTserviceproviders.

Thesestrategiesremainatthenegotiationstageand,forexample,thedevelopmentoflocallevelMoUshasnotyetbeenagreed.TheAbSecSeniorProgramManager,AngelaWebb,believesthatthiswillbeanimportantprocess:‘frommyperspectiveweneedtohavesomethingmoreformalintermsofagreement,somethingatthelocallevelthatstaffcanreferbacktowhenthereareissues.’ThisapproachcouldbecriticaltoensuringPACTstaffareempoweredtoaddressproblemsandworkonamoreequalfootingwithCSCstaff.

PARTNERSHIPFOCUS2:CAPACITYBUILDINGTHROUGHPARTNERSHIPSThecapacitybuildingapproach

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TheAbSec/ACWACapacityBuildingProjectisseekingtodevelopnewAboriginalOOHCagenciesthroughpartnershipsbetweenexistinglargeandeffectivenon‐AboriginalOOHCprovidersandAboriginalcommunities.Theprojectisininitialstagesofpartnershipnegotiationanddevelopmentandisbeingundertakenin3‐4locations,withagreementtoextendthecapacitybuildingactivitiestoaddressthecapacitygapforAboriginalagenciesstatewide.Theprojectproposesauspicingarrangementsthroughwhichmainstreamserviceproviderswillsupportthegrowth,developmentandaccreditationofnewAboriginalagenciesthatwilltransitiontoautonomousgovernancewithinanagreedtimeframe.Aspectsoftheapproachthatshowpromiseforbuildingrespectfulandeffectivepartnershipsinclude:

AbSecasbothanAboriginalcontrolledorganisationandthepeakbodyforAboriginalOOHCprovidersinNSWistakingaleadingroleandensuringtheapproachreflectsbothgoodpracticeinserviceprovisionforAboriginalchildrenandfamiliesandtheaspirationsofAboriginalpeoples.

ThereisafundedroleforbrokeringpartnershipsandfacilitatinginitialpartnershipdevelopmentthatsitswiththeAbSecCapacityBuildingManager.ThisroleenhancesthenegotiatingpositionofAboriginalcommunitiesandnewAboriginalserviceproviders.

Agreementsarebeingestablishedfromthestart,whichclearlyidentifypartnershipgoalsandincludeacommitmentfrommainstreamorganisationstoasupportedtransitiontoautonomousgovernanceforthenewAboriginalagency.

Thecapacitybuildingapproachisbeingtailoredtotheneedsoflocalcommunities,takingaccountofneeds,existingserviceprovisionandthechallengesinruralandremotelocations.

TheprojectisbeingimplementedbyAbSecandACWAinpartnership,withsignificantsupportfromFaCSandreflectsacommitmenttorespectfulandeffectivepartnershipatalllevels.

PrinciplesthatunderpintheapproachTheapproachseekstoensurethatrelationshipsareunderpinnedbyprinciplesofeffectiveandrespectfulpartnershipwithAboriginalorganisations.AbSecisgivingsignificantattentiontoidentifyingthebaselinecommitmentthisrequiresfrommainstreamorganisations.ElementsofthiscommitmentidentifiedbyAbSecinclude:335

• Commitmenttorecruitment,employmentandsupportofAboriginalcarers.• UnderstandingofandcommitmenttoAboriginalChildPlacementPrinciples.• Demonstratedculturalproficiencyandcommitmenttoculturalsupportfor

Aboriginalchildren,youngpeopleandfamilies.• Planstosupporttheauspicedservicetoachieveaccreditation,autonomous

335Note:TheseprinciplesreflectthepositionofAbsec.ProbityissuesrelatingtoauspiceorganisationsforthecapacitybuildingprojectarecurrentlybeingnegotiatedwithFaCS.

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governanceandorganisationalcapacity.• CommitmentthatismotivatedbyadesiretogrowtheAboriginalservice

sectorandimproveoutcomesforAboriginalfamiliesratherthanspecificfinancialandgrowthbenefitsforthemainstreamagency.

Practices:FacilitatingeffectivepartnershipsAbSecandACWAidentifythatfacilitatingeffectivepartnershipsbetweenmainstreamorganisationsandAboriginalcommunitiesandagencieswillrequire:

OngoingcommunicationwithAboriginalcommunitiesandagenciesfromAbSectoensuretheflowofinformationtoandfromthemisopenandtransparent.

CommunicationandleadershipfromACWAandFaCSwithmainstreamservicestoencouragetheirengagementandparticipation.

CommitmentfromFaCStodevelopreferralandcommunicationstrategiesthatensuretheengagementoflocalandregionallevelFaCSstaff.

AppropriateconsultationofAboriginalcommunitiesatallstagesoftheproject.

Assessmentofthesuitabilityofindividualmainstreamagenciestoparticipateinameaningfulway.

Thoughtheprojectisonlyinearlystagesofdevelopment,somespecifictypesofcapacitybuildingsupportthatcouldbeprovidedbyauspiceorganisationsthatAbSechaveidentifiedinclude:

Sharinginfrastructurethroughinitialco‐locationtoreducestart‐upcostsfornewagencies.

Assistingwithfinancialmanagement. ProvidingsupervisionforOOHCworkers. Makingtrainingopportunitieswithintheauspiceorganisationavailableto

workersofthenewagencyinitiallyandonanongoingbasis. Developinglocalworkforcecapacitybysupportingtheemploymentand

trainingofAboriginalstaff. Providingnewagencieswithopportunitiestoexperience,observeandlearn

fromcurrentgoodpractice.

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PartnershipCaseStudy7VictorianAboriginalChildCareAgency(VACCA)andChildandFamily

ServiceAllianceMembers

ThepartnershipChildFIRST(ChildandFamilyInformation,ReferralandSupportTeams)isaVictorianinitiativethatwasproposedoutofareviewoftheFamilyServicesInnovationsprojectin2007.ChildFIRSTispartoftheIntegratedFamilyServicesmodel,andprovidesintake,assessmentandcasemanagementservicestovulnerablechildren,youngpeopleandtheirfamilies,withtheaimofinterveningearliertoaddresschildren’svulnerabilityandoflimitingChildProtectioninvolvementwherepossible.EachChildFIRSTservicewithinVictoriasitswithinaChildandFamilyServiceAlliance;agovernancestructurejoiningtogetherregisteredchildandfamilyserviceproviders,DHSandotherstakeholderswithinagivencatchmentarea.EachAlliancehasafacilitatingpartnerwhochairstheAllianceExecutiveandisgenerallyalsotheChildFIRSTprovideragency.VACCA(EastBrunswick)isamemberagencyacrossfouroftheseAlliancesintheNorth&WestMetropolitanRegion,(facilitatedbyChildren’sProtectionSociety,MacKillopFamilyServices,AnglicareVictoriaandKildonanUnitingCarerespectively).ThiscasestudyfocusesontheworkofVACCAinpartnershipwithAlliancemembers,andespeciallyintheHumeMorelandIntegratedFamilyServices(HMIFS)Alliance,withinwhichKildonanUnitingCareisthefacilitatingpartneroftheAllianceandtheChildFIRSTprovider.WhenChildFIRSTwasrolledoutVACCAadvocatedstronglytohaveanAboriginalstrategyandresourcesidentified,sothatAboriginalfamilieswerevisibleandappropriatelysupported.AlliancememberssupportedthispositionandfundingwasredirectedfromfouroftheChildandFamilyServiceAlliancesuponwhichVACCAsattoprovideforaVACCAstaffmembertotakethepositionofAboriginalLiaisonWorker(ALW).TheALWroleprovidesadviceandsupportinrelationtoreferralsthatcomethroughforAboriginalfamilies.ThisoccursattheintakeandallocationstageandonceanAboriginalfamilyisallocatedtoamainstreamservice,toprovidesupportalongsidetheagencyworker.OtherAlliancememberssupportedthisinitiative,astheybelievedthiswouldgenuinelyassisttheIntegratedFamilyServicesmodel(includingChildFIRST)toprovideamoreculturallyappropriateresponseforAboriginalfamilies.ObjectivesandnegotiationsTheAlliancepartnershipischaracterisedbycomplexstructures.TheAllianceincludeschildandfamilyserviceproviders,oneofwhomisalsotheChildFIRSTproviderandwhoalsotakesontheroleofpartnershipfacilitator,andtheDepartmentwhoarethefunder,thecontractmanagerforindividualchildandfamilyservicesagenciesandmonitorstheirperformanceandisthechildprotectionservicedeliverer.ValerieAyres‐Wearne,theHMIFSAllianceSeniorProjectManager,explainsthatintegratingallofthesesystemsisacomplexundertaking,

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andsoitiscriticaltoarticulatewhatyou’retryingtoachieve.Itisalsoimportanttoroutinelyunpackandanalysewhatroleeachorganisationisplaying,howtherelationshipsareworking,andhowtheexpectationsofthecollectiveareweighingupagainstthoseoftheindividualsconcerned.FromVACCA’spointofviewakeyobjectivefromtheoutsethasbeentoworkwithandthroughtheAlliancestoaligntheChildFIRSTmodelwithprinciplesthatVACCAbelievesunderpinaneffectiveapproachtoAboriginalserviceprovision.Theseprinciplesare:336

Self‐determination–Thatis,thecommitmenttodecisionsaboutAboriginalpeoplebeingmadebyAboriginalpeople.

TheprincipleofAboriginalservicesfirst‐Thatis,whereverpossible,servicesforAboriginalpeoplearedeliveredbyAboriginalorganisations.

Self‐Management–Thatis,AboriginalservicesareresponsibleforservicedeliverytoAboriginalfamilies,therebyunderstandingissues,targetingresponsesandadvocatingsolutions.

GabrielleBurke,ManagerofChildandFamilyProjectsatVACCA,pointstotheinitialworkwiththeAlliancepartnersasbeingcriticaltogetallparties‘onthesamepage…andsayingthesamething.’Acrucialelementhasbeentherespectfulrelationshipswithserviceprovidersandgovernmentthatwereformedovertime,beforeandoutsideofthespecificAlliancestructure.ValeriedescribesthatchangesinthewaytheAllianceoperates,includingthedevelopmentoftheALWrolehaveemergedfromasharedobjectivetoimprovesupportforAboriginalfamiliesandawillingnessofAlliancememberstoengageinconversationsabouthowthiscouldbeachievedandtheresourcesthatcouldbeputtowardsit.ShefeelsthatthepartnershipwithVACCAisprogressingmoreandmoretowhatshecallsthe‘higherend’ofthepartnershipscale.Shefocusesonthequalityofthedialogueasakeyfactorinpartnershipnegotiations,withthesecretbeing‘acapacitytokeeptheconversationgoing…andnotdigin.’KerryCrawford,ExecutiveManagerofEarlyInterventionandFamilyServicesatVACCA,explainsthatitwasveryimportantforVACCAtohave‘champions’topushtheircauseattheinitialstage,becauseasanAboriginalorganisationthereweresomeelementsthatwerenon‐negotiable.TheopenandtransparentnatureofthepartnershipallowedthesediscussionstohappenandAlliancememberswereabletosupportVACCApositions.Asharedvision,having‘somewhereyouwanttogo’asGabrielledescribes,isalsoacriticalelement,includinghavingsomeonewithinthepartnershipwhocanarticulatethevisionandhelppushtowardsit.Valerieconfirmsthis,‘peoplealwayssaythatpartnershipshavetohaveavision,andintheendthosethingsarereallycritical,becausethat’swhatkeepsyouatit.’

336VictorianAboriginalChildCareAgency(VACCA).(2011).VACCAChildFIRST‐AnIntake,AssessmentandReferralServiceforAboriginalchildrenandfamiliesintheNorthandWestRegion,July.Retrieved25January2012,fromtheWorldWideWeb:http://www.vacca.org/resources‐information/vacca‐child‐first

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Kerrybelievesthatforpartnershipnegotiationtobesuccessful,thepartnershipneedstooccurfromastrategicpushwithinthesector.Shefeelsthatgovernmentisremovedfromtheday‐to‐daybusinessofchildandfamilyservices,andthatthereforeautocratic,top‐downdesignprocessesdon’tmeettheindividualneedsofthesector.Whatisneededisforthesectortocometogethertopresenttheirbid,theirdesign,togovernment.

Practices–WorkingtogetherKerry,GabrielleandValerieidentifythefollowingkeypracticesforworkingsuccessfullyinpartnership:Buildingrelationships

Respectfulrelationshipswithserviceprovidersandgovernmentwereformedovertime,beforeandoutsideofthespecificAlliancestructure.VACCAviewstheAllianceasan‘open,transparentmeetingofsignificantpeople’,wheretheVictorianDepartmentofHumanServices(DHS)isconsideredapartner,asopposedtoaleader.

VACCAhasdevelopedstrongrelationshipswithAlliancemembersatCEOandprogrammanagerlevels,aswellasastrongworkingrelationshipwithDHS.AchangeinrecentyearsisforgovernmenttoattendmeetingsatVACCA,whichisanimportantshiftfrom‘Aboriginalorganisationhavingtoleavetheoffice,goandsitintheseclinicalgovernmentalprocessesandbe…overwhelmedwiththeamountofnon‐Aboriginalprocesses.’

Openandhonestcommunication

Respectfulleadership,trust,openandhonestcommunication,andawillingnesstoworktogetherenableimportantandchallengingdiscussionstohappen.

Workingthroughdisagreementsconstructively,includingbalancingthefinelinebetweenmaintainingyourownintegrityandposition,andbeingrespectfulandsupportiveofthepositionofothers.

Sharedplanningprocesses

Goodplanningisakeyingredient:‘youdon’thavetohaveeverythinglockedup,butyouneedtobeonajourney,andyouneedtobekeepingonreflectingonthat.’

Itiscriticalforallimplementingpartnerstojointlydiscussanddefinewhatmutualaccountabilitymeanswithinthecontextofthepartnership.Thisinvolvesconceptualisingwhatthepartnershipwillmeaninpracticeintermsofwhatindividualorganisationalrequirementsandresponsibilitiesare.

Facilitation Theroleofthepartnershipfacilitatoriskey.Theymustkeepeverybody’s

interestsinmind,constantly‘tryingtolistenandunderstand.’Valeriedescribesthattheyhaveto:‘Keepthehelicopterviewallthetime,

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and…seeallthedifferentpressuresandhowthey’reallworking.Butthenyoutryanddosomethingaboutittogether.’

Valeriedescribesthisroleasbeinglikethegluethatholdsthepartnershiptogether.InrecognitionoftheimportanceoftheAlliancefacilitationrole,ValeriebelievesthatdedicatedgovernmentfundingisneededtosupporttheAlliancefacilitationrole‐takingcarriageoftheprojectto‘support,driveandfacilitateit.’

AkeystrengthofthepartnershiphasbeenhavinganAlliancefacilitatorwhomaintainsrespectful,strongrelationshipswithallkeystakeholders.

Sustainability

Onedangerwithinapartnershipjourneyisthatkeypeoplecanleave.Whilstthepartnershiprequirespeopletoactivelydriveitandcreatechange,itcan’tbesolelyreliantonparticularpeople:‘Themoreeveryonesharesinthecommitment,andtakesownershipofit,themorelikelyitwillbesustainable.Andwe’veseenthattosomedegree.’

Monitoringandevaluation: VACCAintendstoconductaninternalevaluationoftheproposedChild

FIRST,aspartoftheirstrategicandteamplans,howeverthiswon’tincludeanevaluationoftheAlliancepartnershipitself.

ThestategovernmenthasevaluatedthechildandfamilyservicereformsincludingtheimplementationofChildFIRSTandAlliancepartnerships,withKPMGcarryingoutthereview.

Thehighlyintensiveanddemandingservicedeliveryoftentakesawayfromthetimethereistoreflectwithpartnersonprogress.

KerryCrawfordidentifiesthatcurrentevaluationmodelsneedtobeimprovedtoprovideastrongerfocusonoutcomesforfamilies.

OutcomesandopportunitiesThenextstageinVACCA’sengagementwithChildFIRSThasbeenthedevelopmentofaproposalforanewChildFIRSTservicetobedeliveredbyVACCAforAboriginalfamiliesintheNorthandWestRegionsofMelbourne.ChildFIRSThadgrownsignificantlyandsoVACCAdecidedtoreviewtheALWrole.ItbecameapparentthatdemandatChildFIRSTwascontinuingtogrowwithre‐occurringdemandcapacitypressuresleadingtorepeatedperiodsofrestrictedintake.Withthisincreaseddemand,agrowingpercentageofallreferralstoChildFIRSTwerecomingfromChildProtection.ThisincludedreferralsforAboriginalfamilies.Valerieindicatedthatinthemidstoftheseincreasingpressures,theneedtostrengthentheinterfaceprocessesbetweeneachoftheChildFIRST’sintheregionandVACCAwasclearlyapparent.FromKerry’sperspectivetheALWrolewasbeingsidelined,therelationshipsweren’tfunctioningwellandtheALWwasn’ttakingonmanycases.Inshort,Aboriginalfamiliesweren’treceivingthesupporttheyneeded.ThenewChildFIRSTwillreflectnewwaysofdoingbusiness,asKerrydescribes,‘Whatwe’regoingtohaveisservicesthataresetupthatunderstandtheneedsoffamiliesfirstandforemost,becausewearethosefamilies.’

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Kerryviewsthisasthe‘thirdstage’ofChildFIRSTforAboriginalfamilies,buildingfrominitiallackofinvolvementtotheimplementationoftheALWroleandnowtowardsrealAboriginalleadership.Whilsttheyinitiallydetectedcautionfromgovernmentandthesectortowardstheidea,theynowfeelthattheAlliancesandDHSareverypositiveabouttheproposal.KerryandGabrielleattributethischangeinattitudestotwofactors:firstly,theestablishedrelationshipsmeantthatdifficultconversationsandnegotiationscouldhappen,andkeeponhappening,untiltheissueswereresolved.GabriellecommentsthatKerry’songoingworkbuildingrelationships,trustandconfidencewiththeAlliancepartnershasbeencriticalingettingsupportforthisproposal,‘…wheneveryone’sonthesamepageandeveryone’ssayingthesamething,it’smuchmorelikelytohappen.’Ifthepartnershiphadn’tbeeninplaceshefeelsthatthemainstreamorganisationscouldhavecontinuedtobequiteresistanttotheidea.KerrycommentsthatafurtheraspectcontributingtotheviabilityoftheproposalandsupportfromAlliancepartnersisVACCA’sreputationasastable,financiallyviableandqualityserviceprovider,having‘…asteadymeasuredapproachtoAboriginalbusiness.Soit’soneofthoseorganisationsyoucanhaveabsoluteconfidencein.’

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PartnershipCaseStudy8VictorianAboriginalChildCareAgency(VACCA)andBerryStreetVictoriaThepartnershipTheIntegratedFamilyViolenceprogramwasrolledoutinVictoriaasacross‐agencyandcross‐governmentresponsetofamilyviolence.TherewasrecognitionthattherewasaneedforanintensiveandbetterfundedresponsetocasemanagementforAboriginalwomenandchildren.Emergingfromthis,VACCAandBerryStreetdevelopedajointsubmissiontoprovidetheIndigenousCaseManagementcomponentoftheIntegratedFamilyViolenceServices,WomenandChildren(IFVS)inearly2009.TheyarefundedtoprovidetheservicejointlyuntilJune2012.BerryStreetreceivesallL17FamilyViolencereferralsfromthepoliceandprovidestheintakefunctionforthepartnership,whichincludesthebroaderNIFVSgroupofserviceproviders.AtthepointofintakeAboriginalwomenaregiventheoptionofworkingwithVACCAoramainstreamservice.Inmid‐2010VACCAandBerryStreetidentifiedthatinpracticereferralsforAboriginalwomenwerenotcomingacrosstoVACCA.KerryCrawford,theExecutiveManagerofEarlyInterventionandFamilyServicesatVACCAexplainsthattherewasaneedtodevelopnewwaysofworkingandthat‘it’snotaboutBerryStreetnotwantingtorefer,wejusthadtofleshthroughhowthiswasgoingtowork.’Amajorinitiativeputinplaceatthistimetoaddresspartnershipchallengeswasafull‐timestaffsecondment.GayleCorrenti,anexperiencedFamilyViolenceprogrammanagerfromBerryStreetwassecondedtoVACCAfor12weeks.Thisprovidedanopportunitytodevelopsystems,reportingmechanismsandreferralprocessesthatwerecomplementaryandforBerryStreettodevelopunderstandingaroundhowtheycouldfitinwiththewayVACCAneededtodobusiness.ObjectivesandenablingfactorsThispartnershipisenabledbyastrongorganisationalcommitmentonbothsidestoworkingtogetherandalong‐standingrelationshipbetweenthetwoorganisations.PartnershipworkissupportedbyseniorstaffatBerryStreetwhounderstandwhytherelationshipwithVACCAissoimportant.CraigCowie,Director,NorthWestRegionatBerryStreet,explainsthatitwaseasytoconvinceothersintheorganisationthatalthoughthestaffsecondmentwouldcausestrainontheorganisation,itwasn’tamatterthatBerryStreetcouldn’taffordtoloseGayleforthattime,itwasthat‘wereallycouldn’taffordnotto.’ThereisstrongrespectbetweentheCEOsandCraigidentifiesthatthis‘clearlyfiltersdownandinfluenceshowtherestoftheorganisationisexpectedtodobusinessintheAboriginalspace.’ThetwoorganisationshaveworkedcloselytogetherandalongsideMacKillopFamilyServicestodeveloptheBuildingRespectfulPartnershipsresource,whichdescribeshowmainstreamfamilyservicescanbuildAboriginalculturalcompetencetodelivereffectiveservicesforAboriginalchildrenandfamiliesandincludesafocus

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onbuildingrespectfulpartnershipswithAboriginalorganisations.TheobjectivesofVACCAandBerryStreetalignstronglyaroundthecommitmenttoaddressingtheneedsoffamiliesandgettingtothebottomline,whichCraigdescribesas‘safetyandnoviolence.’TherehavebeensignificantdifferencesinapproachandKerryidentifiestheneedtounpackwhyfamilyviolencehappensanddeliveraservicethatmeetstheneedsoffamiliesandisn’tbasedon‘aWesternconceptofhowfamilyviolencecanbemanaged.’CraigdescribesthecommitmentofBerryStreettoworkingdifferentlywithAboriginalfamilieswithafocusinthepartnershiponunderstanding‘fromVACCA’spointofviewwhatisitthattheyneedtodobusinessthewaytheywanttodoit.’NegotiationandagreementsNegotiatingawayforwardtodeveloptheserviceandthepartnershiphasbeenaboutbeingopentotheconversationandbeingcreative.Craigexplains:

‘itwasaconversationaboutwheredowestart,acknowledgingthatwecouldn’tdoeverythinginonehit.Sowedecidedtostartwiththeprioritythatweneededtodosomethingdifferent…toconnecttheorganisationsandmeettheobjectiveswehadinourpartnership.’

Itwasan‘organicprocessthathasreallygrown,andwe’vedonealotofitby‘coffeemanagement’.’DayleSchwartfegeroftheVictorianDepartmentofHumanServices(DHS)describesthattheworkthatVACCAandBerryStreetaredoingtogetheris‘dynamicandevolving’,basedonacommitmenttoworkingthroughhowtheycandeveloptheserviceinpartnership,and‘gettingonwithit.’Sheobservesthat,whatisimportantisthatthepartnershipagreementsarebeingdevelopedasaresultof‘agoodprocessthatstrengthenstherelationship’ratherthanhavingasituationwhere‘onepartyfeelsthepartnershiphasbeenimposed.’Craigidentifiesthatbeingclearinagreementsiscriticalwhereresourcesarebeingsharedortransferredasthishasbroaderimplicationsforhowtheorganisationsoperateandthereisaneedtolookatthedetailsofhowitwillwork.Theorganisationshighlighttheimportanceofmovingfrominformalprocessesofnegotiationtodevelopwrittendocumentsthatclarifyagreementsandexpectations.TheseincludetheMoUandaworkplanforGayleinrelationtohersecondment.Anewprojectbriefisbeingdevelopedtodetailthenextstepsinpartnershipworkandaworkplanwillemergefromthis.Practices–WorkingtogetherVACCAandBerryStreetidentifythefollowingkeypracticesforworkingsuccessfullyinpartnership:Buildingrelationships

Relationshipsatthemanagementlevelaresupportive,respectfulanddrivenbyagroupofpeoplewhoareoperatingfrom‘thesameplatform.’

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Thestaffsecondmenthasbuiltunderstandingbetweenstaffinthetwoorganisationsandpromoted‘abeliefthatthisisapositiverelationshiptohave.’

StaffinteractionsthataretakingplaceatlowerlevelsandcontributingtorelationshipbuildingincludethelinkingoftheVACCAfamilyviolencecounsellorwiththeBerryStreetcounsellingteamandthesharedundertakingofprofessionalsupervision.

Openandhonestcommunication Trustintherelationshipenablesadepthandsophisticationin

conversationsthatischangingthewaytheworkunfolds.Kerryexplains:‘Theychallengethewayprofessionalsinthefamilyviolencespacethinktheydotheirwork,andinalotofwaystheythinkthattheydoitwell,butit’snotworkingforAboriginalfamilies.’

Strongrelationshipsenableinformalinteractionsthatsupportpartnershipdevelopment:‘Whenyouneedtodosomething,youcanjusttalkinsteadoftryingtogetthroughoursystems,whicharereallyhardtobreakintosometimes,tobeabletogettotherightpersonandgettherightoutcomefortheclient.’

Bothpartnersareopentoconversationandproactiveintheirapproachchallengesthatarise:‘wewilladdressthemtogetherandberespectfulaboutthat.’

Advocacywithinthepartnership:

Beinginapartnershipsignificantlyincreasesthevoiceoforganisationswithgovernmentandtheresponseintermsoffundingsupport.

CraigidentifiestheroleofmainstreamorganisationinsupportingAboriginalcommunitiesandorganisations:‘Intermsofsay,Aboriginalbusiness,therearesomeAboriginalleaderstherebuttheyneedthesecondpeopletocomeinsothateveryonecomesinbehindthem.Andthat’saroleIthinkthatallmainstreamscouldplay.’


Evaluationofthepartnershiphasnothappenedyet,butwillbediscussedanddevelopedinordertodemonstratesuccessandimprovementsthathavebeenachievedinpartnership.

Governmentrole: DHSistakingahighlysupportiveanduniqueroleinenablingVACCAand

BerryStreettoworkinpartnershipanddevelopnewmodelsandwaysofworkingintheareaoffamilyviolence.Kerryexplains:‘They’renotactuallyhavingthesepaternalisticconstraintsaroundwhattheythink.They’reveryclearaboutworkinginaveryfluidpartnership,notahierarchicalstructurewherethey’resaying:we’rethefunder,you’lldeliver.Instead,they’resaying:here’sabitofspace,let’sseewhatwecandobecausethisneedstobesuccessful.’

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CapacitybuildingThepartnershipbuildscapacityforVACCAandBerryStreetinthefollowingkeyareas:Professionaldevelopmentandworkforce:BerryStreethaslearntfromtheholisticapproachofVACCAandtheirviewpointthatitisnotasimportanttohaveafamilyviolenceprogramthatisdistinctfromotherfamilysupportwork.ThismatcheswellwiththedesireofBerryStreettolinktheirfamilyviolenceworktootherservicestheyprovide.AkeywaythatBerryStreetcontinuestosupportcapacityatVACCAisthroughstaffsharingandsecondmentarrangementsasaresponsetounder‐resourcingandstaffingissues.Fundingandresourcing:AccordingtoCraig,increasingthecapacityofAboriginalorganisationshasalottodowithgettingthedistributionofresourcesright:‘

‘IthinktherearealotofresourcesinthesectorthatcouldandshouldgotoAboriginalorganisations…IthinktherearealotofresourcesthatmainstreamserviceshavegotthatshouldgotoAboriginalcontrolledorganisationsandthentheywouldhaveabetterchance,giventhescaleoftheirtask.’

Thisapproachisaboutviewingtheresourcesinthesectoras‘communityresources’thatexisttomeettheneedsoffamiliesratherthanbeingownedbyaparticularorganisation.Craigbelievesthatpoolingandsharingofresourcescouldbringsignificantpositivechangeandthatinlinewiththeprincipleofself‐determinationresourcesshouldbetransferred‘whenVACCAsaysitshouldhappen’;whentheybelievetheyhavethecapacityandreadinesstotakeresourceson.CulturalcompetencyWorkingwithVACCAenablesstaffatBerryStreettounderstandfamilyissues‘fromVACCA’spointofview’andtoprovidebetterservicetoAboriginalfamilies.Craigdescribesthatthepartnershiphasbeennecessarytoaddressasituationwhere:

‘wewerejustworkingwithAboriginalfamiliesonourown…itwasclearlynotuseful,notculturallyappropriateandnotgivingAboriginalfamiliestheopportunitytohaveaculturallyappropriateservice.WeweredoingourbestintermsofemployingsomeAboriginalstaffbuttheywerenotconnectedinwithalltheAboriginalorganisationstheyneedtobe.’

KerryemphasisesthatthepartnershipworkhastobeaboutnewanddifferentwaysofworkingwithAboriginalfamiliesthatareculturallyappropriateandrecognisethestrengthsofAboriginalpeople.Itshouldbeaboutafamilystrengtheningandresilienceprogram:‘We’rereallytryingtoturnitonitshead,moveoutofthisWesternconceptofwhatfamilyviolenceisandaddressitthroughamoreholisticcareteamapproach.’Significantchallenges

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SignificantchallengesidentifiedbyVACCAandBerryStreetinthepartnershipinclude:

Inthebeginningthepartnership‘wasn’tworkingaseffectivelyasitcouldbe.’WhereastheBerryStreetfamilyviolenceteamviewedthewayVACCAworksasnotbeingbestpractice,VACCAstaffviewedtheBerryStreetapproachasnotprovidingholisticsupporttofamilies.Thepartnershiphashadastrongfocusonaddressingtheseissuesthroughstaffinteractionandsharedstaffingarrangementstopromotesharedunderstanding.

Staffchangeover,especiallyatVACCA,hasbeenrecognisedasapossiblereasonwhythepartnershipdidn’tgatherthemomentumitneededintheinitialphase.Dayleexplains,‘Peopleneedtimetodevelopanunderstandingofanewprogram…therehastobeenoughcontinuityandenoughinterestandawillingnesstoworkinpartnership.’Thereisacurrentfocusonsystemsdevelopmentwithinthepartnershiptoensurethatitcancontinuebeyondtheworkofcurrentstaff.

Itisdifficulttofindtheadditionaltimerequiredtoundertakepartnershipwork,whichputsastrainonindividualworkersandtheorganisations.Craigidentifiesthatthelackofresourcesdedicatedtopartnershiprelationshipsisathreattothesustainabilityofthepartnership:‘Ifyoudon’thavesomeoneresourcingit,itdropsoffwhenweareallbusyandweareallgoingtocontinuetobebusy.’

StaffsecondmenttosupportpartnershipdevelopmenthascreatedchallengesforBerryStreetinhavingtocovertherole,skillsandtimeofoneofitsmostseniorandexperiencedmanagers.

OutcomesandopportunitiesCraigbelievesthatintermsoftheserviceBerryStreetprovides,‘wearegettingtheretobemoreculturallyappropriate.’‘Intermsofalargemainstreamorganisation,suchasBerryStreet,Ithinktohavesuchahealthypartnershipwithanorganisationlikethatisunique,becauseit’snotapaternalisticpartnership.ItbringstogethertheautonomyandsophisticationofbothorganisationsthatworkinthesamespacereallywellandthenforDHStoalsobeaclearsupportivepartnerinthatisveryunique.’

KerryCrawford,ExecutiveManager,EarlyInterventionandFamilyServices,VACCA

‘It’sgotthisveryrichpotentialatthemoment,thatwethinkthatVACCAandBerryStreetareworkingthroughandteasingout.[…]Sometimesyouwatchsomethingandyouknowthatthereisanenergytherethat’sareallystronglycreativeenergy.That’swhereIthinkthiswillgo.Therewillbesomereallyinterestingthingsthatwillcomeoutofthisthatwillbevaluable,notonlyinfamilyviolencebutalsoaroundpartnershipsandaroundmainstreamandAboriginalorganisationsworkingtogether.’

DayleSchwartfeger,ProgramandServiceAdvisor,CommunityPrograms–Housing,NorthWestRegion,DHS

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PartnershipCaseStudy9LarrakiaNationAboriginalCorporationandSavetheChildren

ThepartnershipIn2003,FaHCSIAapproachedSavetheChildren(‘StC’),anindependentnon‐governmentalorganisationguidedbyprinciplesoftheUnitedNationsConventionontheRightsoftheChild,aboutthepossibilitiesofreplicatingtheirPlayschemeprograminDarwin’surbantowncamps.TheStCPlayschemesprovidearangeofplayandlearningactivitiestochildrenandparentalsupportinthecommunitiesinwhichtheyoperate.Afterconversingwithdifferentlocalgroupsandcommunitymembers,SavetheChildrenenteredaformalpartnershipwithLarrakiaNationAboriginalCorporation(‘Larrakia’),alarge,membership‐basedAboriginalCorporationandrepresentativebodyoftraditionalowners,whichdeliversfundedservicestolargenumbersofAboriginalpeopleintheDarwinregion.ThepartnerscametogethertodeliveraculturallyappropriatePlayschemeformarginalisedchildrenandfamilies.Whenthepartnershipwasformalised,StCpaidanamounttohavestaffcollocatedwithLarrakiaNation.ThreepeoplewereemployedbyLarrakiatoworkonthePlayschemeprojectthroughCommunityDevelopmentEmploymentProjectsandtoppedupbySavetheChildren.SavealsoemployedtheManagerofthePlayscheme.TheStCPlayschemesarenowheldweeklyinfourdifferentlocations.TheyarefacilitatedbylocalAboriginalstaff,whothemselvesaresupportedbyqualifiedearlychildhoodeducatorsandprofessionalsfromoutsidethecommunity.ThePlayschemeprojectsupportsthedevelopmentofanearlychildhoodworkforceandlocalleadershipinthecommunitythroughtheemploymentoflocalstaffandtheinclusionofanadvisorycommitteeoflocalwomentoprovidelocalmanagementfortheplaygroups.Thepartnershiphaschangedovertimehowever,accordingtoneedsandpriorities,andtherearefewconcretepartnershipactivitiesatthisstage.ObjectivesandprinciplesforworkinginpartnershipSeveralprinciplesandinitialapproacheswereidentifiedasimportantinenablingtheformation,developmentandsuccessofthepartnership.Theseincluded:

SavetheChildrenengagingandconsultingwiththelocalcommunityanditstraditionalownersbeforeimplementingtheproject.

Thepersonalitiesandapproachesofkeypeoplewithinthepartnershipwerecriticalenablingfactors.Respect,genuineness,empathyandenthusiasmwereessentialpersonalcharacteristicscontributingtotheeffectiveoperationofthepartnership.

Theimportanceofarespectfulandnon‐judgmentalapproachoftheSavetheChildrenstaffwasrecognisedbyLarrakia.

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Keyobjectivesoutlinedbytheorganisationsforworkinginpartnershipinclude:

BothpartnerscommitmenttocreatinganeffectiveandculturallyappropriatePlayschemeprogramfordisadvantagedandmarginalisedchildrenandfamiliesinDarwin’stowncamps,andtopromotetheparticipationofchildrenandtheirfamilieswithinthePlayscheme.

AsanoutsideorganisationcomingintoanAboriginalcommunity,oneofStC’sobjectiveswastocollaboratewithlocalEldersandAboriginalorganisationsinordertoengagewiththecommunityeffectively.

LarrakiaaimedtoengagethelocalcommunityanditsEldersinthedeliveryofchildren’sservices,andtosupporttrainingandfullemploymentoflocalcommunitymembers.

AnotherobjectiveifLarrakiawastobuildconnectionsandrelationshipswithGovernmentofficialsandtostrengthenitspositionandlegitimacythroughpartnerships.

AgreementsTheagreementbetweentheorganisationshasbeentranslatedintoaflexiblememorandumofunderstanding(‘MoU’).However,thisMoUdoesnothaveasignificantroleintheday‐to‐dayoperationofthepartnership:‘thepartnershiphasnotcountedonformaldocuments‐ithasbeenmuchmorebasedonrelationships.’Practices–WorkingtogetherLarrakiaandSavetheChildrenidentifythefollowingkeypracticesforworkingsuccessfullyinpartnership:Buildingrelationships

Regularcollaboration,supportandassistance. Mutualunderstandingofeachother’sneeds. Focusonrelationshipdevelopment,builtontrustandrespect. Relationshipsatmanagementlevelhavebeenclose,supportiveand

collaborative. Co‐locationofstaffforaperiodsupportedrelationshipdevelopment HighlevelofAboriginalstaffandculturalcompetencyofnon‐Aboriginal

staffofSavetheChildren

Openandhonestcommunication Regular,fluidandinformalcommunication:‘Regularinformalchatswere

themainpointsofcommunication.Realcasualstuff.’ Nofearofaddressingissuesandconcerns:frank,positiveandproactive

approachtodisputesandsituationswhereparticularparticipantsinthePlayschemewerenotsuitablefortheirpositions.

Strongcommunicationatthemanagementlevel. Quicklyrespondingtoanyissuesorconcernsthatarise.

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Flexibility Flexibility,andadaptabilityofthepartnership,withthepossibilityto

renegotiateaccordingtochangingneeds,opportunitiesandprioritiesofpartners.

‘Itwasarelationshipthatwasbuiltontrustandrespect.Itwasnotaboutlegallybindingcontractsandoutcomes.Soitwasreasonablyflexible,asopposedtoloose.’

Sharedplanningprocesses

jointcoordinationoftheprogramattheoutset,includingjointmanagementmeetings.

Monitoringandevaluation: Noformalmonitoringorevaluationhastakenplaceduetotime‐

restraintsandabeliefthatmonitoringhasnotbeennecessaryduetoevidentbenefitsandpositiveoutcomesofthejointproject.

PositivefeedbackfromthecommunityandEldersaffirmthattheprogramiseffectiveandworkingwell:‘…serviceswerebeingprovidedthatwerebenefitingthecommunity.Thatwasenoughforus.’

CapacitybuildingThepartnershipbuildscapacityforLarrakiaandSavetheChildreninthefollowingways:

SavetheChildrenwaswellplacedtohelpLarrakiatoestablishitselfwithgovernments,includingNorthernTerritorygovernmentdepartmentsandFaHCSIA.ThepartnershipwithSavetheChildrenprovidedLarrakiawith‘goodexperienceandconnections’forgovernmentengagement.

Bothorganisationsbenefitedfromsharedcollaborativetraining,‘particularlyhavingastandardapproachtowardsthecasemanagementpracticesforbothLarrakiaandSavetheChildrenstaff.’

Bothpartnersinvitetheothertoattendinternaltrainingprograms.Inthisway,staffwithinbothorganisationshaveenhancedopportunitiesforprofessionaldevelopmentandthepartnersbenefitfromsharedlearning.

Mutualmentoringandguidancetookplaceintheearlystages,includingatsenormanagementlevels.

Capacitybuildingoccurredlaterthroughthecross‐overofstaffbetweenthetwoorganisations.LarrakiaCEOIlanaEldridgerecognisesthatthispracticehascontributedmorebroadlytoworkforcedevelopmentinDarwin:‘Darwinhasdramaticallymaturedoverthelastfewyears,althoughthereisstillalongwaytogo,intermsoftheNGOsectorgettingmuchmoreprofessionalandbetterresourced.Thisprocesshascontributedtothis.’

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CulturalcompetencyCulturalcompetencyandappropriatenesswererecognisedbybothpartnersasbeingimperativeintheirownrightandalsovitaltothesuccessofthePlayschemeprojectintheLarrakiaNation.ParticularemphasiswasplacedontheemploymentofAboriginalstafftooperatethePlayscheme:

‘Ifwehadn’thavehadanNTstaffthatwasIndigenous,itwouldnothavehappened.Ninety‐eightpercentAboriginalstaff.Thiswasamajorfactor.Itbroughtculturalunderstandingandbasictrust.’

SavetheChildreninvestedsignificanttimeandenergyconsultingwiththeLarrakiacommunitybeforeestablishingthepartnershipandtheprogramand,indoingso,developedastrongrelationshipwiththelocalcommunity.BeforethecommencementofthePlayschemeproject,thethreeSavetheChildrenPlayschemestaffunderwentsignificanttrainingtoacquiretheconfidence,knowledge,culturalawarenessandskillstheyneededtoeffectivelyimplementtheprogramintheLarrakiacommunity.AsrepresentativesoftraditionalElders,LarrakiawasinapositiontohelpSavetheChildrendeveloprelationshipswiththecommunityanditsEldersinordertoengageandworkeffectivelywiththecommunity:

‘ThiswasanimportantrolethatLarrakiaplayedinthebeginning:skillingupSavetheChildrenabouttheareaandthecommunityandhelpingthemtomanageexpectationsandmaintainmorale.Reinforcingthatpeoplewillcome,intime.Talkingthemthroughitandhelpingthemtohavefaith’

‘Savedidn’twanttocomeinasoutsiders.ThiswasparticularlyasalltheworkwastobewithAboriginalcommunities.Theyreallywantedinputfromlocalcommunities:wantedittobebasedonrelationshipswiththem….Itisaboutgettingaconsensusonwhatthecommunitieswant.Notaskingarounduntilyouhearthemessageyouwanttohear.Thecommunityneedtobeinvolvedfromconception.’

LarrakiarecognisedthatotheraspectsoftheSavetheChildrenapproachthatwereimportantincluded:respectforthelocalAboriginalcommunity;willingnesstolearnfromthem;knowledgeofAboriginalhistory;providingspaceforplanningfromacommunityperspective;andempathyforthesufferingofAboriginalpeople.SignificantchallengesThereiswidespreadconsensusthatthepartnershipcametogetherwithoutsignificantproblemsorbarriers.AsTravisBorsi,PlayschemeCoordinator,NT,explains:‘therelationshipfromthebeginningwasfluidandnatural:therewerenorealmajordifficulties.FormerLarrakiaemployee,TaniaBorsiexplained,‘Barriersatthebeginningwereonlyaroundofficespaceissues‐logisticalstuff.’SavetheChildrennotedthatestablishingarelationshipoftrustwiththelocalcommunitytookasignificantamountoftime:‘…itstilltookfamiliesupto18monthstofullytrustusin

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thesetupofthePlayscheme.’OutcomesandopportunitiesThepartnershipandthePlayschemeprojecthaveyieldedanumberofpositiveoutcomesandopportunitiesforboththepartnersandthelocalcommunity:

IncreasedadvocacyandlobbyingpowerforLarrakiathatresultedinincreasedgovernmentengagementandledtoreformsinthecommunityservicesphere.Ilanaexplains:Itwasgoodforustohaveaconduitwherewecouldgetourintelligenceofwhatwashappeningonthegroundintopolicydebate.Thatwasprettyuseful.Wesawissuesgettingvoiced.’

AnincreaseintheIntegrityandawarenessofSavetheChildreninthecommunity,allowingSavetheChildrentogainthetrust,respectandsupportofthelocalcommunity.

EnhancedopportunitiesforLarrakiatoexpanditsservicesandcoordinationactivities,suchascommunitytrainingonvariousskillbuildingactivitiesandartworkshops.

ThetrainingandcapacitybuildingprovidedbySavetheChildrenhasgivenLarrakiatheexpertiseandconfidencetotakeonnewservices,suchasthetargetedfamilyservice.

Ongoingmutualsupportandacommonvoicetoachieveobjectivesinadifficultpoliticalclimate.

Positiveoutcomesforthelocalcommunitysuchasenhancedemploymentandtrainingoptionsforcommunitymembers,higherlevelsofschoolattendanceamongstthosechildrenwhohavegonethroughthePlayschemeprogrammeandageneralincreaseinthequalityoflifeofpeoplelivinginthetowncamps.Kelvindescribes:‘Larrakiastartedtooffersignificantprogrammesforcommunitiesthatwerereallyneededandappreciated,includingtheSavetheChildrenprogram.Theseallstartedtomakeadifferenceinthelifeofpeopleintowncamps,thequalityoflife.Theysawthat.’

Thepartnershavealsoprovidedeachotherwithassistanceinapplicationsforfundingandgrants.

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APPENDIXCPARTNERSHIPTOPICSFORDISCUSSION

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PartnershipsResearch:TopicsforDiscussion

Thetopicsfordiscussionaddressdifferentstagesofpartnershipdevelopment,managementandreview.Theyaredesignedtoguidetheconversationandpromotelearningaboutgoodpracticesandprocessesaswellaschallengesinthepartnershiprelationship.Wewelcomeanyotherwaysthatyouwouldliketosharethestoryofthepartnership.

OverviewofPartnershipsandCollaborations

TopicsforDiscussion• Overviewofexistingpartnershipsandcollaborationsoftheorganisation• Howthespecificpartnershipcameabout• Factorsthatenabledthepartnershiptoform• Barriersandchallengesatthebeginningofthepartnership• Overviewofpartnershipactivities

Documents• Recordedpartnershiphistories• Overviewdocuments• Newsletters,brochures,factsheetsreferencingthepartnerships• Referencegroupdocuments

ObjectivesofthePartnership

TopicsforDiscussion• Reasonsforcollaborating• Goalsettingwiththepartner• Alignmentofobjectives• Initialcapacityandcapacitybuildinggoals• Initialculturalawarenessandculturalawarenessgoals

Documents• Goalsettingdocuments• Initialpartnershipplanningdocuments• Mission/purposestatements

PartnershipNegotiation

TopicsforDiscussion• Detailsofthenegotiationprocess• Formalisationofthepartnershipbyagreementorworkingprotocols• Mutualrespectinthenegotiationprocess• Culturalchallengesinthenegotiationprocess• Outcomesofthenegotiationandinclusionofmutualobjectives

Documents• Negotiationframeworksandprocesses• MemorandaofUnderstanding/partnershipagreements/contracts• Serviceagreements

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OngoingPartnershipManagement

Topicsfordiscussion• Communicationandrelationships• Culturalcompetencyframework/s• Sharedplanningprocesses• Flexibilityofthepartnershiptochangingneedsandopportunities• Changesintheworkingrelationshipovertime

Documents• communicationprotocols• culturalprotocols• culturalcompetencyframeworks/documents• strategicplanningdocuments

EvaluationofthePartnership

Topicsfordiscussion• Evaluationofthepartnershiprelationshipand/oragreement• Participationindesignofmonitoringandevaluationprocesses• Indicatorsofsuccessandtheiralignmentwithmutualobjectives• Evaluationofcapacitybuildingandculturalcompetencybenefits• Partnershipchangesasaresultofmonitoringandevaluation

Documents• monitoringtools/reports• evaluationprocessandoutcomedocuments• partnershipreviewdocuments• renegotiatedagreements/contracts

OutcomesofthePartnership

TopicsforDiscussion• Governanceandservicecapacityoutcomes• Culturalcompetencyoutcomes• Servicedeliveryandaccessoutcomesforchildrenandfamilies• Keyfactorsthatenabledorlimitedoutcomes• Opportunitiesforstrengtheningpartnership

Documents• evaluationoutcomedocuments• partnershipreviewdocuments

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APPENDIXDMATRIX:GOODPRACTICEPARTNERSHIPPRINCIPLESAND

PRACTICES

APPENDIXD:OpeningDoorsThroughPartnerships

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Matrix:GoodPracticePartnershipPrinciplesandPracticesPrinciplesofGood

PracticePartnershipsPartnershipDevelopment PartnershipManagement PartnershipOutcomes

RelationshipBuilding

NegotiationandAgreements


FacilitationandResourcing

MonitoringandEvaluation

CollectiveInnovationandAdvocacy

CulturalCompetency

CapacityBuilding

Commitmenttodevelopinglongtermsustainablerelationshipsbasedontrust.

Long‐termcommitmenttoarelationshipwithorganisationsandcommunities,ratherthantoprojectsortime‐limitedactivities.MainstreampartnerdevelopsstrongphysicalpresencewithACCOpartnerandinthebroadercommunity,through,forexample,regularphonecalls,visitstoACCOofficeandconsultationwithEldersandothercommunitymembers.IncludingACCOsfromthestartofaprojectorprocess.Willingnessofmainstreampartnertoinvestandengageinissuesimportanttothelocalcommunity,expressedthroughtheACCO.Ongoingtimeinvestedinpersonalrelationshipsatalllevelsofpartnershipstructures.Introducingstaffingstructuresandarrangementsgearedtowardssharedlearningandrelationshipbuilding.Upperlevelmanagementleadingbyexample,withconductexplicitlycommunicatingtostaffroleandimportanceofpartnershipanditsimplications.

Openandhonestdiscussions,workingthroughthehardissuesdespitechallenges.Partnersdon’t‘digin’andarepreparedtoletgoofindividualneedstoachievesharedgoals.Focusonformalisingagreementstoclarifycommitments,roles,managementstructuresandprocesses,andresourceallocation.Policiesandproceduresincorporatepartnershipagreementsandprocesses,aswellasinstitutionalknowledgeofpartnerships,toprevent'dropoff'whenstaffarebusyorturnover.Agreementsarenotoverlyprescriptive,butallowforsufficientflexibilityandresponsivenesstoarisingneeds.Partnershipsincludeplatformsforongoingdiscussionsbetweenpartnersandwithinbroadercommittees,toidentifyopportunities,facilitatestrategicdiscussionsandenablepartnershipnegotiation.

ConsistentcontactwiththeACCOandAboriginalandTorresStraitIslandercommunitytocreateopportunitiesforregularinformalinteractionandcommunication.Examplesareregularvisitstocommunity,participationincommunitymeetings/eventsandinformationsessionsonpartnershipactivities.Openandhonestdiscussions,face‐faceorbyphone,thataddressconcerns,issuesanddisputesastheyarise.Theseareconductedfacetoface,onthephoneifnecessary,butneverbyemail.Staffingarrangementsincluding,forexample,co‐location,secondment,sharedstaffandmirroredstaffteams.Proactivelysharerelevantclientandcaseinformationwithinprivacylegislationconstraints.

Allocateresourcestopartnershipdevelopmentandmanagementprocesses.Developfundedfacilitationrolesthatassistinbrokeringrelationships,managingpartnershipstructuresandsupportingpartnershipdevelopment,includingwithinintegratedservicedeliverymodels.Longerterm,flexibleGovernmentfundingcommitmentsandmodels.

Indicatorsofsuccessaremutuallyagreedbetweenpartnersand,whereappropriate,jointlyreportedon.

GovernmentdepartmentsprovideresourcesandsupportforopenandflexiblepartnershipdevelopmentbetweenACCOsandmainstreamservicestocreatespaceforserviceinnovation.Partnershipsincludeplatformsforongoingstrategicdiscussionsbetweenpartnersandwithinbroadercommittees,toidentifyanddevelopopportunities,informoneanother,andstrengtheninnovationandadvocacy.

Staffofmainstreampartnersundertakeculturalawarenesstrainingrelevanttothelocalculture/s.Theydothiswithdirection,guidanceand/orparticipationoftheirACCOpartners.Staff‐sharing,secondmentandco‐locationarrangements.MainstreampartneremploysandsupportlocalAboriginalandTorresStraitIslanderstaff.Mutualmentoringoccursbetweenupperlevelmanagementthroughregulardiscussions,observationandinteractions.

Staffofbothpartnersworkcloselytogetherandundertakemutualmentoringroles,exchangingskillsandknowledgethatcontributetotheresponsetocommunityneeds.Mainstreampartnerprovidessupportsforobtainingsustainablefundingthatinclude:providinginformation,facilitatinglinks;advocacyandpromotion;gapfunding;jointsubmissionsand;supportfordevelopingsubmissions.

RespectforAboriginalandTorresStraitIslanderculturalknowledge,history,livedexperienceandconnectiontocommunityandcountry.

MainstreampartnerdevelopsstrongphysicalpresencewithACCOpartnerandinthebroadercommunity,through,forexample,regularphonecalls,visitstoACCOofficeandconsultationwithEldersandothercommunitymembers.Bringingideas,skillsandresourcestothetable,butwaitingforACCOtoexpresscommunityneedsandrequestsupport.

MainstreampartnerslistentoandincorporateperspectivesandinterestsofACCOsandtheircommunitiesinagreements.ThisincludesrecognisingACCO’simportantroletoidentify,communicateandrespondtocommunityneeds.Partnershipsincorporateandmeetotheridentifiedobjectivesofbothpartners.Agreementsarenotoverly

Planningisinformal,flexibleandongoing,ensuringthatthepartnershipisdynamicandresponsivetoneedsandopportunities.Planningisdirectedtowardsastrongvisionthatisclearlyarticulatedandagreed.Stafftrainingisdesigned,deliveredand/orundertakenjointlybystaffofpartnerorganisations,asarecommunityandstakeholder

ACCOsandculturallycompetentmainstreamorganisationsundertakefacilitationrolesthatassistinincorporatingACCOperspectiveinpartnershiprelationshipsandmulti‐partnerstructures.Partnersviewresourcesascommunityresourcesforthebenefitofchildrenandfamilies.Partnersworktogethertodeterminehowtoallocateresourcestoachieve

WhereanACCOreportstoapartnerwhoisalsoafunder,theACCOparticipatesindevelopingrelevantandnotoverlyonerousreportingprocesses.ACCOpartnersparticipateinthedesignofevaluationandreviewprocesses.EvaluationprocessesacknowledgeandincorporateAboriginalculturalperspectivesonevaluation

GovernmentlistensandrespondstoserviceinnovationsdevelopedandproposedbystrongpartnershipsthatincludeACCOperspectives.Mainstreampartnerswithsignificantbroaderinfluencerepresent‘on‐the‐ground’realitiesandperspectivesofACCOpartnersinpolicydebate.Mainstreampartnerslistento

Staffofmainstreampartnersundertakeculturalawarenesstrainingrelevanttothelocalculture/s.Theydothiswithdirection,guidanceand/orparticipationoftheirACCOpartners.MainstreampartnersrecognisethatculturaldifferencesrequirethemtoworkdifferentlywithAboriginalandTorresStraitIslanderpeoplesandorganisations.

MainstreampartnersworkwithACCOstoidentifyopportunitiesforstafftraining,mentoringandskillsdevelopmentinkeyareasofneedACCOsidentify.Staffofbothpartnersworkcloselytogetherandundertakemutualmentoringroles,exchangingskillsandknowledgethatcontributetotheresponsetocommunityneeds.


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PrinciplesofGoodPracticePartnerships

PartnershipDevelopment PartnershipManagement PartnershipOutcomes







CulturalCompetency

CapacityBuilding

IncludingACCOsfromthestartofaprojectorprocess.Mainstreampartnersopentoapplyingtheirideas,skillsandresourcesindifferentandculturallyappropriatewaysofworking.Willingnessofmainstreampartnertoinvestandengageinissuesimportanttothelocalcommunity,expressedthroughtheACCO.

prescriptive,butallowforsufficientflexibilityandresponsivenesstoarisingneeds.Partnershipsincludeplatformsforongoingdiscussionsbetweenpartnersandwithinbroadercommittees,toidentifyopportunities,facilitatestrategicdiscussionsandenablepartnershipnegotiation.

informationsessions.Staffingarrangementsincluding,forexample,co‐location,secondment,sharedstaffandmirroredstaffteams.

goodoutcomes.ThisincludesresourcesharingandtransferarrangementsthatstrengthenACCOroleandcapacity.Longerterm,flexibleGovernmentfundingcommitmentsandmodels.GovernmentchildrenandfamilysupportprogramsspecifyandsupportrolesforACCOsandmainstreampartnersinapartnershipmodel,wheremainstreamroleisnecessary.IntegratedservicedeliverysystemsarticulatethesignificantroleofACCOsinleadingculturallyappropriateserviceresponsestocommunityneeds,andincorporateresourcesandtimelinesthatenabletheireffectiveparticipation.

including,forexample,qualitativefeedbackandstorytellingapproaches.MainstreampartnerslistentoandsupporttheperspectivesofACCOpartnersoneffectiveresponsestoAboriginalandTorresStraitIslandercommunityneeds.Indicatorsofsuccessaremutuallyagreedbetweenpartnersand,whereappropriate,jointlyreportedon.

andsupportACCOperspectivesoneffectiveresponsestocommunityneeds.Partnershipsincludeplatformsforongoingstrategicdiscussionsbetweenpartnersandwithinbroadercommittees,toidentifyanddevelopopportunities,informoneanother,andstrengtheninnovationandadvocacy.

Staff‐sharing,secondmentandco‐locationarrangements.MainstreampartneremploysandsupportlocalAboriginalandTorresStraitIslanderstaff.ACCOsprovideculturaladviceservicestosupportmainstreampartnersworkingwithAboriginalandTorresStraitIslanderfamilies.Mainstreampartnersutiliseanddevelopframeworkdocumentstodescribeandinformtheirapproachtodevelopingculturalcompetency,includingReconciliationActionPlans.ThisprocessincludesinputandsupportfromACCOpartnersandAboriginalandTorresStraitIslandercommunities.Mainstreampartnershaveacommitmenttoself‐determinationandidentifywhatthismeansfortheirpractice;includingsupportingandempoweringAboriginalandTorresStraitIslandercommunitiesandorganisationstoleadtheresponsetocommunityneeds.Mutualmentoringoccursbetweenupperlevelmanagementthroughregulardiscussions,observationandinteractions.

MainstreampartnersprovidesupportforgovernancesystemdevelopmentthatpromotesstrongandautonomousgovernancestructuresthatenableAboriginalandTorresStraitIslandercommunityleadership.Mainstreampartnerssupporttransferofleadership,resourcesandresponsibilitytoACCOsforserviceprovisiontoAboriginalandTorresStraitIslanderchildrenandfamilies.GovernmentandNGOpeakbodiesidentifysectorandgeographicalcapacitygapsforACCOchildandfamilyservicedelivery,andstrategicallyaddresscapacitygapsbysupportingandenablingpartnerships.

CommitmenttoselfdeterminationforAboriginalandTorresStraitIslanderpeoples

Bringingideas,skillsandresourcestothetable,butwaitingforACCOtoexpresscommunityneedsandrequestsupport.ACCOsmakingcleartheirneeds,perspectiveandvisionfortheirworkwithAboriginalchildrenandfamiliesandthewaysthatmainstreampartnerscansupport.Willingnessofmainstreampartnerstoinvestandengageinissuesimportanttothelocalcommunity,expressedthroughtheACCO.

MainstreampartnerslistentoandincorporateperspectivesandinterestsofACCOsandtheircommunitiesinagreements.ThisincludesrecognisingACCO’simportantroletoidentify,communicateandrespondtocommunityneeds.Partnershipsincorporateandmeetotheridentifiedobjectivesofbothpartners.Partnershipsincludeplatformsforongoingdiscussionsbetweenpartnersandwithinbroadercommittees,toidentifyopportunities,

Planningisinformal,flexibleandongoing,ensuringthatthepartnershipisdynamicandresponsivetoneedsandopportunities.Stafftrainingisdesigned,deliveredand/orundertakenjointlybystaffofpartnerorganisations,asarecommunityandstakeholderinformationsessions.Staffingarrangementsincluding,forexample,co‐location,secondment,sharedstaffandmirroredstaffteams.

Fundingforservicedeliveryinpartnershipispooledandflexible,enablingcollaborativeandcreativeresponsetocommunityneeds.Partnersviewresourcesascommunityresourcesforthebenefitofchildrenandfamilies.Partnersworktogethertodeterminehowtoallocateresourcestoachievegoodoutcomes.ThisincludesresourcesharingandtransferarrangementsthatstrengthenACCOroleandcapacity.

WhereanACCOreportstoapartnerwhoisalsoafunder,theACCOparticipatesindevelopingrelevantandnotoverlyonerousreportingprocesses.PartnersprovidesupporttoACCOsforevaluationcapacitydevelopmentanddatacollectionprocesses.ACCOpartnersparticipateinthedesignofevaluationandreviewprocesses.Mainstreampartnerslistento

GovernmentdepartmentsprovideresourcesandsupportforopenandflexiblepartnershipdevelopmentbetweenACCOsandmainstreamservicestocreatespaceforserviceinnovation.GovernmentlistensandrespondstoserviceinnovationsdevelopedandproposedbystrongpartnershipsthatincludeACCOperspectives.Mainstreampartnerswithsignificantbroaderinfluencerepresent‘on‐the‐ground’realitiesandperspectivesof

MainstreampartnersrecognisethatculturaldifferencesrequirethemtoworkdifferentlywithAboriginalandTorresStraitIslanderpeoplesandorganisations.MainstreampartneremploysandsupportlocalAboriginalandTorresStraitIslanderstaff.ACCOsprovideculturaladviceservicestosupportmainstreampartnersworkingwithAboriginalandTorresStraitIslanderfamilies.Mainstreampartnershavea

MainstreampartnersworkwithACCOstoidentifyopportunitiesforstafftraining,mentoringandskillsdevelopmentinkeyareasofneedACCOsidentify.MainstreampartnersmakerecommendationsandofferstoACCOpartnersinrelationtotrainingneedsthatmakeclearwhattheycanprovide.MainstreampartnersprovidesupportforgovernancesystemdevelopmentthatpromotesstrongandautonomousgovernancestructuresthatenableAboriginalcommunity


226









CulturalCompetency

CapacityBuilding

facilitatestrategicdiscussionsandenablepartnershipnegotiation.

IntegratedservicedeliverysystemsarticulatethesignificantroleofACCOsinleadingculturallyappropriateserviceresponsestocommunityneeds,andincorporateresourcesandtimelinesthatenabletheireffectiveparticipation.

andsupporttheperspectivesofACCOpartnersoneffectiveresponsestoAboriginalandTorresStraitIslandercommunityneeds.

ACCOpartnersinpolicydebate.MainstreampartnerslistentoandsupportACCOperspectivesoneffectiveresponsestocommunityneeds.Partnershipsincludeplatformsforongoingstrategicdiscussionsbetweenpartnersandwithinbroadercommittees,toidentifyanddevelopopportunities,informoneanother,andstrengtheninnovationandadvocacy.

commitmenttoself‐determinationandidentifywhatthismeansfortheirpractice;includingsupportingandempoweringAboriginalandTorresStraitIslandercommunitiesandorganisationstoleadtheresponsetocommunityneeds.Mutualmentoringoccursbetweenupperlevelmanagementthroughregulardiscussions,observationandinteractions.

leadership.Mainstreampartnerprovidessupportsforobtainingsustainablefundingthatinclude:providinginformation,facilitatinglinks;advocacyandpromotion;gapfunding;jointsubmissionsand;supportfordevelopingsubmissions.GovernmentandNGOpeakbodiesidentifysectorandgeographicalcapacitygapsforACCOchildandfamilyservicedelivery,andstrategicallyaddresscapacitygapsbysupportingandenablingpartnerships.

AimtoimprovelongtermwellbeingoutcomesforAboriginalandTorresStraitIslanderchildren,familiesandcommunities

Long‐termcommitmenttoarelationshipwithorganisationsandcommunities,ratherthantoparticularprojectsortime‐limitedactivities.ACCOsmakingcleartheirneeds,perspectiveandvisionfortheirworkwithAboriginalandTorresStraitIslanderchildrenandfamiliesandthewaysthatmainstreampartnerscansupport.

Negotiationsarebaseduponasharedobjectivetoimproveoutcomesforchildrenandfamilies.Agreementsarenotoverlyprescriptive,butallowforsufficientflexibilityandresponsivenesstoarisingneeds.Partnershipsincludeplatformsforongoingdiscussionsbetweenpartnersandwithinbroadercommittees,toidentifyopportunities,facilitatestrategicdiscussionsandenablepartnershipnegotiation.

Planningisinformal,flexibleandongoing,ensuringthatthepartnershipisdynamicandresponsivetoneedsandopportunities.Planningisdirectedtowardsastrongvisionthatisclearlyarticulatedandagreed.

Allocateresourcestopartnershipdevelopmentandmanagementprocesses.Partnersviewresourcesascommunityresourcesforthebenefitofchildrenandfamilies.Partnersworktogethertodeterminehowtoallocateresourcestoachievegoodoutcomes.ThisincludesresourcesharingandtransferarrangementsthatstrengthenACCOroleandcapacity.Longerterm,flexibleGovernmentfundingcommitmentsandmodels.Fundingforservicedeliveryinpartnershipispooledandflexible,enablingcollaborativeandcreativeresponsetocommunityneeds.GovernmentchildrenandfamilysupportprogramsspecifyandsupportrolesforACCOsandmainstreampartnersinapartnershipmodel,wheremainstreamroleisnecessary.IntegratedservicedeliverysystemsarticulatethesignificantroleofACCOsinleadingculturallyappropriateserviceresponsestocommunityneeds,andincorporateresourcesandtimelinesthatenabletheireffectiveparticipation.

Staffofmainstreampartnersundertakeculturalawarenesstrainingrelevanttothelocalculture/s.Theydothiswithdirection,guidanceand/orparticipationoftheirACCOpartners.MainstreampartneremploysandsupportlocalAboriginalandTorresStraitIslanderstaff.ACCOsprovideculturaladviceservicestosupportmainstreampartnersworkingwithAboriginalandTorresStraitIslanderfamilies.Mainstreampartnershaveacommitmenttoself‐determinationandidentifywhatthismeansfortheirpractice;includingsupportingandempoweringAboriginalandTorresStraitIslandercommunitiesandorganisationstoleadtheresponsetocommunityneeds.

Staffofbothpartnersworkcloselytogetherandundertakemutualmentoringroles,exchangingskillsandknowledgethatcontributetotheresponsetocommunityneeds.Mainstreampartnerprovidessupportsforobtainingsustainablefundingthatinclude:providinginformation,facilitatinglinks;advocacyandpromotion;gapfunding;jointsubmissionsand;supportfordevelopingsubmissions.Mainstreampartnerssupporttransferofleadership,resourcesandresponsibilitytoACCOsforserviceprovisiontoAboriginalandTorresStraitIslanderchildrenandfamilies.GovernmentandNGOpeakbodiesidentifysectorandgeographicalcapacitygapsforACCOchildandfamilyservicedelivery,andstrategicallyaddresscapacitygapsbysupportingandenablingpartnerships.


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CulturalCompetency

CapacityBuilding

Sharedresponsibilityandaccountabilityforsharedobjectivesandactivities

Introducingstaffingstructuresandarrangementsgearedtowardssharedlearningandrelationshipbuilding.ACCOsmakingcleartheirneeds,perspectiveandvisionfortheirworkwithAboriginalandTorresStraitIslanderchildrenandfamiliesandthewaysthatmainstreampartnerscansupport.Mainstreampartnersopentoapplyingtheirideas,skillsandresourcesindifferentandculturallyappropriatewaysofworking.IncludingACCOsfromthestartofaprojectorprocess.Upperlevelmanagementleadingbyexample,withconductexplicitlycommunicatingtostaffroleandimportanceofpartnershipanditsimplications.

Openandhonestdiscussions,workingthroughthehardissuesdespitechallenges.Partnersdon’t‘digin’andarepreparedtoletgoofindividualneedstoachievesharedgoals.Negotiationsarebasedonsharedobjectivetoimproveoutcomesforchildrenandfamilies.Focusonformalisingagreementstoclarifycommitments,roles,managementstructuresandprocesses,andresourceallocation.Policiesandproceduresincorporatepartnershipagreementsandprocesses,aswellasinstitutionalknowledgeofpartnerships,toprevent'dropoff'whenstaffarebusyorturnover.Partnershipsincorporateandmeetotheridentifiedobjectivesofbothpartners.

Openandhonestdiscussions,face‐faceorbyphone,thataddressconcerns,issuesanddisputesastheyarise.Theseareconductedfacetoface,onthephoneifnecessary,butneverbyemail.Planningisdirectedtowardsastrongvisionthatisclearlyarticulatedandagreed.Stafftrainingisdesigned,deliveredand/orundertakenjointlybystaffofpartnerorganisations,asarecommunityandstakeholderinformationsessions.Proactivelysharerelevantclientandcaseinformationwithinprivacylegislationconstraints.

Partnersviewresourcesascommunityresourcesforthebenefitofchildrenandfamilies.Partnersworktogethertodeterminehowtoallocateresourcestoachievegoodoutcomes.ThisincludesresourcesharingandtransferarrangementsthatstrengthenACCOroleandcapacity.

Indicatorsofsuccessaremutuallyagreedbetweenpartnersand,whereappropriate,jointlyreportedon.ACCOpartnersparticipateinthedesignofevaluationandreviewprocesses.

Partnershipsincludeplatformsforongoingstrategicdiscussionsbetweenpartnersandwithinbroadercommittees,toidentifyanddevelopopportunities,informoneanother,andstrengtheninnovationandadvocacy.GovernmentdepartmentsprovideresourcesandsupportforopenandflexiblepartnershipdevelopmentbetweenACCOsandmainstreamservicestocreatespaceforserviceinnovation.

Staffofmainstreampartnersundertakeculturalawarenesstrainingrelevanttothelocalculture/s.Theydothiswithdirection,guidanceand/orparticipationoftheirACCOpartners.Mutualmentoringoccursbetweenupperlevelmanagementthroughregulardiscussions,observationandinteractions.

Staffofbothpartnersworkcloselytogetherandundertakemutualmentoringroles,exchangingskillsandknowledgethatcontributetotheresponsetocommunityneeds.

Valueforprocessasintegraltosupportandenablepartnership

Bringingideas,skillsandresourcestothetable,butwaitingforACCOtoexpresscommunityneedsandrequestsupport.ACCOsmakingcleartheirneeds,perspectiveandvisionfortheirworkwithAboriginalandTorresStraitIslanderchildrenandfamiliesandthewaysthatmainstreampartnerscansupport.Introducingstaffingstructuresandarrangementsgearedtowardssharedlearningandrelationshipbuilding.Ongoingtimeinvestedinpersonalrelationshipsatalllevelsofpartnershipstructures.MainstreampartnerdevelopsstrongphysicalpresencewithACCOpartnerandinthebroadercommunity,through,forexample,regularphonecalls,visitstoACCOofficeand

Openandhonestdiscussions,workingthroughthehardissuesdespitechallenges.Partnersdon’t‘digin’andarepreparedtoletgoofindividualneedstoachievesharedgoals.Focusonformalisingagreementstoclarifycommitments,roles,managementstructuresandprocesses,andresourceallocation.Policiesandproceduresincorporatepartnershipagreementsandprocesses,aswellasinstitutionalknowledgeofpartnerships,toprevent'dropoff'whenstaffarebusyorturnover.Partnershipsincorporateandmeetotheridentifiedobjectivesofbothpartners.

ConsistentcontactwiththeACCOandAboriginalandTorresStraitIslandercommunity.Examplesareregularvisitstocommunity,participationincommunitymeetings/eventsandinformationsessionsonpartnershipactivities.Openandhonestdiscussions,face‐faceorbyphone,thataddressconcerns,issuesanddisputesastheyarise.Theseareconductedfacetoface,onthephoneifnecessary,butneverbyemail.Planningisinformal,flexibleandongoing,ensuringthatthepartnershipisdynamicandresponsivetoneedsandopportunities.Planningisdirectedtowardsastrongvisionthatisclearlyarticulatedandagreed.Stafftrainingisdesigned,deliveredand/orundertaken

Allocateresourcestopartnershipdevelopmentandmanagementprocesses.Developfundedfacilitationrolesthatassistinbrokeringrelationships,managingpartnershipstructuresandsupportingpartnershipdevelopment,includingwithinintegratedservicedeliverymodels.StaffinACCOsandculturallycompetentmainstreampartnersundertakefacilitationrolesthatassistinincorporatingACCOperspectiveinpartnershiprelationshipsandmulti‐partnerstructures.Longerterm,flexibleGovernmentfundingcommitmentsandmodels.

WhereanACCOreportstoapartnerwhoisalsoafunder,theACCOparticipatesindevelopingrelevantandnotoverlyonerousreportingprocesses.PartnersprovidesupporttoACCOsforevaluationcapacitydevelopmentanddatacollectionprocesses.ACCOpartnersparticipateinthedesignofevaluationandreviewprocesses.

GovernmentdepartmentsprovideresourcesandsupportforopenandflexiblepartnershipdevelopmentbetweenACCOsandmainstreamservicestocreatespaceforserviceinnovation.

Staff‐sharing,secondmentandco‐locationarrangements.Mainstreampartnersutiliseanddevelopframeworkdocumentstodescribeandinformtheirapproachtodevelopingculturalcompetency,includingReconciliationActionPlans.ThisprocessincludesinputandsupportfromACCOpartnersandAboriginalandTorresStraitIslandercommunities.

MainstreampartnersmakerecommendationsandofferstoACCOpartnersinrelationtotrainingneedsthatmakeclearwhattheycanprovide.Staffofbothpartnersworkcloselytogetherandundertakemutualmentoringroles,exchangingskillsandknowledgethatcontributetotheresponsetocommunityneeds.


228









CulturalCompetency

CapacityBuilding

consultationwithEldersandothercommunitymembers.IncludingACCOsfromthestartofaprojectorprocess.Upperlevelmanagementleadingbyexample,withconductexplicitlycommunicatingtostaffroleandimportanceofpartnershipanditsimplications.

jointlybystaffofpartnerorganisations,asarecommunityandstakeholderinformationsessions.Staffingarrangementsincluding,forexample,co‐location,secondment,sharedstaffandmirroredstaffteams.

Acommitmenttoredressingstructures,relationshipsandoutcomesthatareunequaland/ordiscriminatory

Bringingideas,skillsandresourcestothetable,butwaitingforACCOtoexpresscommunityneedsandrequestsupport.Mainstreampartnersopentoapplyingtheirideas,skillsandresourcesindifferentandculturallyappropriatewaysofworking.

Focusonformalisingagreementstoclarifycommitments,roles,managementstructuresandprocesses,andresourceallocation.Partnershipsincorporateandmeetotheridentifiedobjectivesofbothpartners.Partnershipsincludeplatformsforongoingdiscussionsbetweenpartnersandwithinbroadercommittees,toidentifyopportunities,facilitatestrategicdiscussionsandenablepartnershipnegotiation.

ConsistentcontactwiththeACCOandAboriginalandTorresStraitIslandercommunity.Examplesareregularvisitstocommunity,participationincommunitymeetings/eventsandinformationsessionsonpartnershipactivities.Stafftrainingisdesigned,deliveredand/orundertakenjointlybystaffofpartnerorganisations,asarecommunityandstakeholderinformationsessions.Staffingarrangementsincluding,forexample,co‐location,secondment,sharedstaffandmirroredstaffteams.Proactivelysharerelevantclientandcaseinformationwithinprivacylegislationconstraints.

Allocateresourcestopartnershipdevelopmentandmanagementprocesses.Developfundedfacilitationrolesthatassistinbrokeringrelationships,managingpartnershipstructuresandsupportingpartnershipdevelopment,includingwithinintegratedservicedeliverymodels.ACCOsandculturallycompetentmainstreamorganisationsundertakefacilitationrolesthatassistinincorporatingACCOperspectiveinpartnershiprelationshipsandmulti‐partnerstructures.Fundingforservicedeliveryinpartnershipispooledandflexible,enablingcollaborativeandcreativeresponsetocommunityneeds.Partnersviewresourcesascommunityresourcesforthebenefitofchildrenandfamilies.Partnersworktogethertodeterminehowtoallocateresourcestoachievegoodoutcomes.ThisincludesresourcesharingandtransferarrangementsthatstrengthenACCOroleandcapacity.GovernmentchildrenandfamilysupportprogramsspecifyandsupportrolesforACCOsandmainstreampartnersinapartnershipmodel,wheremainstreamroleisnecessary.Integratedservicedeliverysystemsarticulatethe

Indicatorsofsuccessaremutuallyagreedbetweenpartnersand,whereappropriate,jointlyreportedon.WhereanACCOreportstoapartnerwhoisalsoafunder,theACCOparticipatesindevelopingrelevantandnotoverlyonerousreportingprocesses.ACCOpartnersparticipateinthedesignofevaluationandreviewprocesses.MainstreampartnerslistentoandsupporttheperspectivesofACCOpartnersoneffectiveresponsestoAboriginalandTorresStraitIslandercommunityneeds.PartnersprovidesupporttoACCOsforevaluationcapacitydevelopmentanddatacollectionprocesses.

GovernmentlistensandrespondstoserviceinnovationsdevelopedandproposedbystrongpartnershipsthatincludeACCOperspectives.Mainstreampartnerswithsignificantbroaderinfluencerepresent‘on‐the‐ground’realitiesandperspectivesofACCOpartnersinpolicydebate.MainstreampartnerslistentoandsupportACCOperspectivesoneffectiveresponsestocommunityneeds.Partnershipsincludeplatformsforongoingstrategicdiscussionsbetweenpartnersandwithinbroadercommittees,toidentifyanddevelopopportunities,informoneanother,andstrengtheninnovationandadvocacy.

Staffofmainstreampartnersundertakeculturalawarenesstrainingrelevanttothelocalculture/s.Theydothiswithdirection,guidanceand/orparticipationoftheirACCOpartners.MainstreampartnersrecognisethatculturaldifferencesrequirethemtoworkdifferentlywithAboriginalandTorresStraitIslanderpeoplesandorganisations.Staff‐sharing,secondmentandco‐locationarrangements.MainstreampartneremploysandsupportlocalAboriginalandTorresStraitIslanderstaff.ACCOsprovideculturaladviceservicestosupportmainstreampartnersworkingwithAboriginalandTorresStraitIslanderfamilies.Mainstreampartnersutiliseanddevelopframeworkdocumentstodescribeandinformtheirapproachtodevelopingculturalcompetency,includingReconciliationActionPlans.ThisprocessincludesinputandsupportfromACCOpartnersandAboriginalandTorresStraitIslandercommunities.Mainstreampartnershaveacommitmenttoself‐determinationandidentifywhatthismeansfortheirpractice;includingsupportingandempoweringAboriginalandTorresStraitIslander

MainstreampartnersworkwithACCOstoidentifyopportunitiesforstafftraining,mentoringandskillsdevelopmentinkeyareasofneedACCOsidentify.MainstreampartnersprovidesupportforgovernancesystemdevelopmentthatpromotesstrongandautonomousgovernancestructuresthatenableAboriginalandTorresStraitIslandercommunityleadership.Mainstreampartnerprovidessupportsforobtainingsustainablefundingthatinclude:providinginformation,facilitatinglinks;advocacyandpromotion;gapfunding;jointsubmissionsand;supportfordevelopingsubmissions.Mainstreampartnerssupporttransferofleadership,resourcesandresponsibilitytoACCOsforserviceprovisiontoAboriginalandTorresStraitIslanderchildrenandfamilies.GovernmentandNGOpeakbodiesidentifysectorandgeographicalcapacitygapsforACCOchildandfamilyservicedelivery,andstrategicallyaddresscapacitygapsbysupportingandenablingpartnerships.


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CulturalCompetency

CapacityBuilding

significantroleofACCOsinleadingculturallyappropriateserviceresponsestocommunityneeds,andincorporateresourcesandtimelinesthatenabletheireffectiveparticipation.

communitiesandorganisationstoleadtheresponsetocommunityneeds.

OpennesstoworkingdifferentlywithAboriginalandTorresStraitIslanderpeoples,recognisingthatthemainstreamapproachmaynotbethemostappropriateoreffective

Bringingideas,skillsandresourcestothetable,butwaitingforACCOtoexpresscommunityneedsandrequestsupport.Willingnessofmainstreampartnerstoinvestandengageinissuesimportanttothelocalcommunity,expressedthroughtheACCO.Mainstreampartnersopentoapplyingtheirideas,skillsandresourcesindifferentandculturallyappropriatewaysofworking.

MainstreampartnerslistentoandincorporateperspectivesandinterestsofACCOsandtheircommunitiesinagreements.ThisincludesrecognisingACCO’simportantroletoidentify,communicateandrespondtocommunityneeds.Agreementsarenotoverlyprescriptive,butallowforsufficientflexibilityandresponsivenesstoarisingneeds.

ConsistentcontactwiththeACCOandAboriginalandTorresStraitIslandercommunity.Examplesareregularvisitstocommunity,participationincommunitymeetings/eventsandinformationsessionsonpartnershipactivities.Staffingarrangementsincluding,forexample,co‐location,secondment,sharedstaffandmirroredstaffteams.

Fundingforservicedeliveryinpartnershipispooledandflexible,enablingcollaborativeandcreativeresponsetocommunityneeds.

EvaluationprocessesacknowledgeandincorporateAboriginalculturalperspectivesonevaluationincluding,forexample,qualitativefeedbackandstorytellingapproaches.

GovernmentdepartmentsprovideresourcesandsupportforopenandflexiblepartnershipdevelopmentbetweenACCOsandmainstreamservicestocreatespaceforserviceinnovation.GovernmentlistensandrespondstoserviceinnovationsdevelopedandproposedbystrongpartnershipsthatincludeACCOperspectives.

Staffofmainstreampartnersundertakeculturalawarenesstrainingrelevanttothelocalculture/s.Theydothiswithdirection,guidanceand/orparticipationoftheirACCOpartners.MainstreampartnersrecognisethatculturaldifferencesrequirethemtoworkdifferentlywithAboriginalandTorresStraitIslanderpeoplesandorganisations.Staff‐sharing,secondmentandco‐locationarrangements.ACCOsprovideculturaladviceservicestosupportmainstreampartnersworkingwithAboriginalandTorresStraitIslanderfamilies.Mainstreampartnersutiliseanddevelopframeworkdocumentstodescribeandinformtheirapproachtodevelopingculturalcompetency,includingReconciliationActionPlans.ThisprocessincludesinputandsupportfromACCOpartnersandAboriginalandTorresStraitIslandercommunities.Mainstreampartnershaveacommitmenttoself‐determinationandidentifywhatthismeansfortheirpractice;includingsupportingandempoweringAboriginalandTorresStraitIslandercommunitiesandorganisationstoleadtheresponsetocommunityneeds.Mutualmentoringoccursbetweenupperlevelmanagementthroughregulardiscussions,observationandinteractions.

Mainstreampartnerssupporttransferofleadership,resourcesandresponsibilitytoACCOsforserviceprovisiontoAboriginalandTorresStraitIslanderchildrenandfamilies.

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