Opening Doors Through

Transcription

1 Secretariat of National Aboriginal and Islander Child Care Opening Doors Through Partnerships Practical approaches to developing genuine partnerships that address Aboriginal and Torres Strait Islander community needs April 2012

2 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. Researched and written by: John Burton, Policy Officer, SNAICC SNAICC Level 1, St Georges Rd North Fitzroy Victoria Phone: (03) 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. 2

3 TableofContents EXECUTIVESUMMARY 5 1.INTRODUCTION 11 2.METHODOLOGY 16 3.PRINCIPLESFORWORKINGINPARTNERSHIPWITHABORIGINALANDTORRES STRAITISLANDERORGANISATIONS 18 4.PROMISINGPRACTICES:PARTNERSHIPDEVELOPMENT Relationshipbuildinganddevelopment Relationshipsoftrust Communityconsultation Havingsomethingtoofferandrespondingtorequests Maintainingandsustainingrelationships Staffingarrangementsforrelationshipdevelopment Negotiationandagreementmaking Formalisingpartnerships Theprocessofnegotiation IncludingACCOperspectives Accountabilityandsustainability Agreementatdifferentlevelsofpartnershipstructures 32 5.PROMISINGPRACTICES:PARTNERSHIPMANAGEMENT Ongoingpartnershipmanagement Communication Addressingchallengesanddisputes Planninginpartnership Sharedlearningandstaffingarrangements Jointstafftrainingandstakeholderinformationsessions Informationsharingbetweenpartners Resourcingandfacilitatingpartnerships Resourcingforpartnershipwork Promisingpartnership basedserviceintegrationandpartnershipfacilitation models Monitoringandevaluation Monitoringandevaluationinpartnership 49 6.PROMISINGPRACTICES:PARTNERSHIPOUTCOMES Collectiveinnovationandadvocacy Culturalcompetencydevelopmentformainstreamserviceproviders Workingwithinaculturalcompetencyframework WhatdoesitmeantoworkdifferentlywithAboriginalandTorresStrait Islanderchildrenandfamilies Culturalawarenessandculturalcompetencytraining Culturaladvice EmployingAboriginalandTorresStraitIslanderstaff Utilisingculturalcompetencyframeworkdocuments Commitmenttoself determination Serviceaccessforchildrenandfamilies CapacitybuildingforAboriginalandTorresStraitIslandercommunity controlled organisations Training,mentoringandworkforcedevelopment Governancesystemsdevelopment 70 3

4 6.3.3Supportforobtainingsustainablefundingandresources Transferandhandovermodels 71 7.APROMISINGMODELFORPARTNERSHIPDEVELOPMENT 74 8.CONCLUSIONANDRECOMMENDATIONS Concludinganalysis Recommendations Supportresearchandmonitorinnovativepractice Identifyneed Strengthenandenablefacilitationofgoodpracticepartnerships Resourcedevelopmenttoassistservices Enableandenforceasufficientlevelofculturalcompetenceacrossthesector Inclusionofactionswithinnationalplanninginstruments 84 REFERENCES 85 APPENDIXAPARTNERSHIPCASESTUDIES 88 APPENDIXBSUMMARYPARTNERSHIPCASESTUDIES 177 APPENDIXCPARTNERSHIPTOPICSFORDISCUSSION 220 APPENDIXDMATRIX:GOODPRACTICEPARTNERSHIPPRINCIPLESAND PRACTICES 223 4

5 EXECUTIVESUMMARY 1.Introduction,aimandapproach IncreasingaccesstoandengagementwithchildandfamilyservicesforAboriginal andtorresstraitislanderspeoplesisvitaltoaddressthesignificantpovertyand disadvantagetheyexperience.inthispapersnaiccbuildsuponpreviousresearch thathighlightsthebarriersforfamiliesinaccessingservicesandrecognisestwokey approachestoincreasingtheiraccessandengagement: workingwithinaculturalcompetenceframework;and engagingineffectivepartnershipswithaboriginalandtorresstraitislander communitiesandorganisations. SNAICCcontendsthatgenuineandrespectfulpartnershipsbetweenmainstream serviceprovidersandaboriginalandtorresstraitislandercommunity controlled organisations(accos)havemultiplebenefitsincluding: culturalcompetencedevelopmentformainstreamserviceproviders; governanceandservicecapacitydevelopmentforaccos; developmentofsharedcapacitytorespondtocommunityneeds;and developmentofindividualandcommunitycapacityforaboriginalandtorres StraitIslanderpeoplesinareasincludingworkforceandcommunity leadership. Thisisconsistentwithbroad levelgovernmentpolicyframeworksthatacknowledge theneedfor,andsupport,apartnership basedapproachwithaboriginalandtorres StraitIslandercommunitiesandorganisationsfortargetedservices. Inordertoadvanceeffortstoachievethesepotentialoutcomesthrough partnerships,however,snaiccidentifiestheneedtounpackwhatgenuine partnershiprequiresatdifferentstagesofpartnershipdevelopment,operationand management;theresourcesandpracticalsupportthatarerequiredtoenable effectivepartnerships;andthepracticesthatcontributeto goodpractice partnershipsbetweenaccosandmainstreamserviceproviders. InthispaperSNAICCusesacasestudyanalysisapproachtoexploretheseissues, focusinginparticularonpracticalstepsthatmainstreamserviceproviders,accos andgovernmentcantaketodevelopandsupportgenuinepartnerships,thereby increasingthequalityandchoiceofculturallyappropriateservicesforaboriginal andtorresstraitislanderchildrenandfamilies.interviewswithserviceproviders havecontributedtoninedifferentcasestudiesthatdemonstratesuccessinthe developmentandmanagementofgoodpracticepartnerships,andinformthis paper.thefullcasestudiesareincludedinappendixaandasummaryversionin AppendixB. 5

6 2.Partnershipprinciples Thecurrentpaperdraws,fromgoodpracticesidentifiedinthecasestudies reviewed,thecoreprinciplesthatunderpingenuineandsuccessfulpartnerships betweenaccosandmainstreamserviceproviders.theseare: 1. Commitmenttodevelopinglong termsustainablerelationshipsbasedon trust. 2. RespectforAboriginalandTorresStraitIslanderculturalknowledge,history, livedexperienceandconnectiontocommunityandcountry. 3. Commitmenttoself determinationforaboriginalandtorresstraitislander peoples. 4. Aimtoimprovelong termwell beingoutcomesforaboriginalandtorres StraitIslanderchildren,familiesandcommunities. 5. Sharedresponsibilityandaccountabilityforsharedobjectivesand activities. 6. Valuingprocesselementsasintegraltosupportandenablepartnership. 7. Acommitmenttoredressingstructures,relationshipsandoutcomesthat areunequaland/ordiscriminatory. 8. OpennesstoworkingdifferentlywithAboriginalandTorresStraitIslander peoples,recognisingthatthemainstreamapproachesarefrequentlynotthe mostappropriateoreffective. Theseprinciplesareinterconnectedandinterdependent,withthecasestudies demonstratingthattheymustallbepresentandintegratedwithineachpartnership stagetoachievepotentialpartnershipoutcomes.thispapercontendsthatthese principlesformthebedrockofgenuineandsuccessfulpartnerships,andthatthey havemajorimplicationsforpartnershipdevelopment,operation,managementand resourcing. 3.Partnershipdevelopment (a) Relationshipbuildinganddevelopment Thecasestudiesrevealthatasignificantcommitmenttoandinvestmentin developingrelationshipsoftrustisnecessarytoenablegenuineandrespectful partnerships.thisisespeciallyimportantformainstreamserviceprovidersthat needtore establishtrustthathasbeendamagedbythehistoryofmistreatmentof AboriginalandTorresStraitIslanderpeoples.Practicescontributingtopositive relationshipdevelopmentinclude:mainstreampartnersmakinglong term commitmentstorelationships;establishingastrongcommunitypresenceand participation;andtailoringsupporttocommunityneedbasedonrequestsfrom ACCOpartners. (b) Negotiationandagreementmaking Formalisingpartnershipsthroughagreementsandincorporatingpartnership processesandactivitiesintothepoliciesandproceduresofpartneringorganisations arerecognisedbyparticipantsinthisresearchasimportantpractices.participants 6

7 7 identifythatthesepracticesarenecessaryto:ensurethatpartnershipsare sustainable;clarifycommitmentsandresourceallocation;andpromotemutual accountabilityforsharedobjectives.agreementsrarelydrivetherelationshipand theirqualityreflectstheprocessesofrelationshipbuilding,andopenandhonest negotiationthatunderpintheagreement.partnersrecognisethatspecialattention isneededtoincorporatingaccoperspectivesinagreements,includingrecognition frommainstreampartnersoftheimportantleadingroleofaccosinidentifying needs,anddesigninganddeliveringresponsesforaboriginalandtorresstrait Islanderchildrenandfamilies. 4.Partnershipmanagement (a) Ongoingpartnershipmanagement Participantsidentifythatregularandopencommunicationisvitaltotheongoing managementofapartnership.theabilitytoraiseandworkthroughchallengesand issuesinafrankandopenwaybothenablesandreflectsarespectfulworking relationship.informalandflexibleplanningprocessesinpartnershipsallowspace fordiscussionandplanningatthecommunityleveltofeedintoandguide partnershipwork.staffingarrangementsthatfacilitatelinkages,relationship buildingandlearningacrossorganisationshavebeendescribedbyparticipantsas centrallyimportant,andformedanelementofpracticeforalmostallpartnerships withinthecasestudies. (b) Resourcingandfacilitatingpartnerships Thecasestudiessuggeststronglythatasignificantinvestmentoftimeand resourcesisrequiredtoenableeffectivepartnerships.efficiencybenefitsof partnershipstendtobelong termandresultfromgoodprocess.snaiccidentifies awidelyrecognisedneedtofundprocesselementsofpartnershipdevelopmentand management.snaiccalsoidentifiesthatanumberofmodelshaveshownpromise intakingapartnership basedapproachtoserviceintegrationandproviding dedicatedresourcesforpartnershipdevelopmentandmanagement.withinthe casestudiesconsidered,thesemodelshaveprovidedplatformsforrelationship development.partnershipfacilitationandbrokeringroleshavebeencriticaltothe successoftheseapproaches.snaiccnotes,however,thattheeffortsof facilitating partners indevelopingculturalcompetencyandrespectfulrelationshipshavealso beencriticaltoenablingsuccessfulandgenuineparticipationofaccoswithin partnershipstructures. (c) Monitoringandevaluation Nopartnersinthecasestudiesreviewedhaveconductedasignificantreviewof partnershiprelationshipsandtheirimpactonoutcomes,whichsnaiccargues, again,reflectsthelackofresourcesavailabletosupportpartnershipprocess elements.evaluationwasconductedofserviceoutcomesforservicesdeliveredin partnership.accoscommonlyidentifysignificantdifferencesincultural understandingof,andapproachesto,evaluationbetweenaccosandmainstream partners.thesedifferencescreatechallengesforevaluationofpartnershipprojects.

8 8 Practicesthatincludesignificantparticipationofallpartnersinthedesignof evaluationprocesseshaveshownpromiseforovercomingchallenges. 5.Partnershipoutcomes (a) Collectiveinnovationandadvocacy Thispaperhighlightsvariouswaysinwhichpartnershipsprovideforumsfor developingsharedunderstandingaboutcommunityneeds,aswellasresponsesthat areeffectiveandculturallyappropriate.sharedunderstandinghasenabledthe developmentofjointstrategiesandnewservicemodelsandapproaches. ResourcinggenuinepartnershipdevelopmentbetweenACCOsandmainstream serviceproviderscreatesspaceforthedevelopmentoflocal,responsivestrategies. Participantsfurtheridentifythatpartnershipsprovideopportunitiesforlarger mainstreampartnerswithsignificantinfluenceto back up oradvocateonbehalfof theiraccopartners.inthisway,mainstreampartnershaveactedasconduitsto represent on the ground realitiesinhigher levelpolicydebate. (b) Culturalcompetencydevelopmentformainstreamserviceproviders Participantsidentifyboththeneedforacommitmenttodevelopingcultural competencytoenablepartnershipwithaccos,andthesignificantopportunitythat existsformainstreamserviceproviderstodevelopculturalcompetencyin partnershipwithaccosandaboriginalandtorresstraitislandercommunities.the approachtodevelopingculturalcompetencycannotbeafinitechecklist,but requiresabroadfocusontheattitudes,behavioursandpoliciesnecessaryforan organisationanditsstafftoworkeffectivelyincross culturalsituations.itiscritical thattheapproachincludesrecognitionof,andvaluefor,theculturalknowledgeand skillsofaccosandaboriginalandtorresstraitislanderpeoplesthatarecrucialfor appropriateserviceprovisionsforchildrenandfamilies.thecasestudiesalso reinforcethatacommitmenttoself determinationforaboriginalandtorresstrait Islanderpeoplesunderpinsculturallycompetentpractice. Practicesidentifiedbyparticipantsthatcontributetoculturalcompetencyfor mainstreamserviceprovidersthroughpartnershipinclude:localculturalawareness trainingwithdirection,guidanceand/orparticipationofaccopartners;integrated staffingarrangementsthatprovideopportunitiesforsharedlearning;employment oflocalaboriginalortorresstraitislanderstaffbymainstreampartners; developmentoforganisationalculturalcompetencyframeworks;andculturaladvice servicesprovidedbyaccopartnerstosupportmainstreampartnersworkingwith AboriginalandTorresStraitIslanderfamilies. (c) CapacitybuildingforAboriginalandTorresStraitIslandercommunitycontrolledorganisations Itisimportanttorecognisethatmultiplecapacitydevelopmentbenefitsaccruefor bothpartnersinallthecasestudiesconsidered,andmanyofthecapacitybenefits formainstreampartnersarereflectedoninrelationtoculturalcompetencyinthe previoussection.thefocusinthissectionisongovernanceandservicedelivery

9 9 capacitydevelopmentforaccosthroughpartnerships.mainstreamparticipantsin thisstudyidentifythatcapacitychallengesfortheiraccopartnerslargelyrelateto theextentofcommunityneedandthelargeservicedeliverydemandsplacedupon thoseorganisations.capacitybuildingisstronglyrecognisedinthecasestudiesas enablinganenhancedroleforaccosandempoweringaboriginalandtorresstrait Islandercommunities.Mainstreampartnershaveprovidedsignificantsupportto buildcapacityforaccopartnersinareasincluding:trainingandlocalworkforce development;mentoringofstaff;governancesystemsdevelopment;andsupport forobtainingsustainablefunding. Successfulandrespectfulpartnershipsregularlyhaveastrongfocusonatransferof resources,leadershipandresponsibilityforserviceprovisionforaboriginaland TorresStraitIslanderchildrenandfamiliestoACCOs.Inlinewiththeprincipleof self determination,participantshighlightthatthistransfershouldhappenatthe requestofaccosandaccompaniedbysupporttoensuresustainability. Partnershipsthatparticipatedinthisstudycommonlyfeaturedacommitmentto buildingaboriginalservicecapacityforthelong term,whileworkingtogetherto addressimmediateneedsandmeetexpectations. 6.Apromisingapproach TheAboriginalChild,FamilyandCommunityCareSecretariat,NewSouthWales (AbSec)andtheAssociationofChildren swelfareagencies(acwa)have commencedaprocessfordevelopingnewaboriginalcommunity controlledout of HomeCare(OOHC)servicesthroughapartnership basedcapacitybuildingmodel. Theapproachshowssignificantpromiseforbuildingstate widecapacityforthe provisionofoohcservicesbyaccos.promisingaspectsinclude:anaboriginal peakbodyleadingtheprocesstoensureappropriateserviceprovisionforaboriginal childrenandfamilies;afundedroleforpartnershipbrokeringandfacilitation; agreementsnegotiatedtoidentifysharedgoalsandcommitmentsattheoutset; andatailoredapproachtoensurerelevancetolocalcommunitycontexts. 7.Conclusionandrecommendations Thecasestudiesreviewedrevealgoodpracticesthatsupportpartnerships,butalso theongoingstrugglesofbothpartnerstorealisethegoodpracticeprincipleswithin theirservicesandinengagementwitheachother.implementationoftheprinciples isinhibitedbydeeplyembeddedapproachesthattaketime,commitmentand persistencetochange,aswellasinconsistentgovernmentstructuresanddemands, andanabsenceofresourcesrequiredfortheirrealisation. Ultimately,practicedemonstratesthatwheretheeightprinciplesidentifiedare embeddedinthestructures,processesandpracticesofpartnerorganisations, supportedbyuppermanagementandconsciouslyfilteredthroughtostaffatother levelsofservicedelivery,theycontributetoimprovedservicedevelopmentand deliveryforaboriginalandtorresstraitislanderchildrenandfamilies. Importantly,thispaperunpackskeypracticesthatillustratehowservicescanreflect theseprinciplesintheirpractice.thesepracticesprovideclearguidancetoinform

10 andsupportpartnershipdevelopmentforchildrenandfamilyserviceproviders.a matrixthatdescribesclearlythepracticesthatpromoteeachoftheidentified principlesatdifferentstagesofpartnershipdevelopmentisincludedinappendixd. Thepracticesandprinciplesidentifiedalsohighlightimportantprioritiesfor governmentpolicydevelopmenttopromotegoodpracticepartnershipsinthechild andfamilyservicesectorthataredetailedintheincludedrecommendations. Governmentactionisrequiredinkeyareasincludingtheidentificationofremaining capacitygapsanddevelopmentofresponsiveprogramsthatutilisethebenefitsof partnership,andresearchandmonitoringofinnovativepartnershippractices. SNAICCalsorecommendsvariousstrategiesfortheGovernmenttostrengthenand enablethefacilitationofgoodpracticepartnerships,includingthroughregulation, servicecontractmodels,provisionofrelevantresourcesandsupportforservicesto engageingenuinepartnerships,andenablingasufficientlevelofcultural competencyacrossthesector.snaiccalsoconsidersthenextthree yearplanfor thenationalframeworkfortheprotectionofaustralia schildren asan opportunitytocapitaliseonthepotentialofgoodpracticepartnerships.in particular,recommendationsstrengthenexistinginitiativesaimedatproducing strongoutcomesforaboriginalandtorresstraitislanderchildrenandfamilies throughculturallyappropriateandresponsiveintegratedservices. 10

11 1.INTRODUCTION Engagementwithchildandfamilysupportservicesiscriticaltostrengthening AboriginalandTorresStraitIslanderfamiliesandimprovinglifeoutcomesfor vulnerablechildrenexperiencingsignificantpovertyanddisadvantage.national statisticsindicatethataboriginalandtorresstraitislanderchildrencontinuetobe athighriskofexperiencingmultipledisadvantages,withsignificantlypoorerhealth andwellbeingindicatorsthanthegeneralpopulation,includingvast overrepresentationinthechildandfamilywelfareandjuvenilejusticesystems. 1 The nationalmovetowardsapublic healthmodelofengagementpromotesaccessto servicesthatseektopreventfamilybreakdownandchildprotectionintervention andinterveneearlytosupportfamilies,reducingtheemphasisonstatutorysystems thatarereactiveandoverburdened. 2 StatisticsindicatealownationallevelofaccesstosupportservicesbyAboriginal andtorresstraitislanderfamilies, 3 whoservicesregularlyidentifyas hard toreach. 4 InSNAICC sviewthisismoreproperlycharacterisedasaservicesystem thatpresentssignificantbarrierstoaboriginalandtorresstraitislander engagement;barriersthatcanbeovercomebyserviceadaptationandquality serviceprovision.theliteraturedetailsmultipletypesofbarriers,including historical,cultural,social,geographicalandpractical. 5 Addressingthesebarriers andenablingsupportforchildrenandfamiliesrequiressignificantfocuson strategiesforincreasingaccesstoandengagementwithchildandfamilyservices foraboriginalandtorresstraitislanderpeoples. SNAICCidentifiesthattwokeymeanstoincreaseaccesstoandengagementwith childrenandfamilyservicesforaboriginalandtorresstraitislanderpeoplesare: 6 1 SteeringCommitteefortheReviewofGovernmentServiceProvision(SCRGSP).(2009). OvercomingIndigenousDisadvantage:KeyIndicators2009,Canberra:Productivity Commission. 2 ReferredtogenerallyinCouncilofAustralianGovernments.(2009).ProtectingChildrenis Everyone sbusiness:nationalframeworkforprotectingaustralia schildren Canberra:CommonwealthofAustralia. 3 Flaxman,S.,Muir,K.,&Oprea,I.(2009).OccasionalPaperNo.23:Indigenousfamiliesand children:coordinationandprovisionofservices.canberra:departmentoffamilies,housing, CommunityServicesandIndigenousAffairs(FaHCSIA),10. 4 Cortis,N.,Katz,I.,&Patulny,R.(2009).OccasionalPaperNo.26:Engaginghard to reach familiesandchildren.canberra:departmentoffamilies,housing,communityservicesand IndigenousAffairs. 5 ForacomprehensivereviewoftheliteratureonservicebarriersforAboriginalandTorres StraitIslanderchildrenandfamiliesreferto:SecretariatofNationalAboriginalandIslander ChildCare(SNAICC).(2010a).TowardsAboriginalandTorresStraitIslanderaccessand engagement:overcomingbarrierstochildandfamilyservices.melbourne:snaicc, SecretariatofNationalAboriginalandIslanderChildCare(SNAICC).(2011a).Increasing AboriginalandTorresStraitIslanderaccessandengagementwithchildandfamilyservices. Melbourne:SNAICC. 11

12 workingwithinaculturalcompetenceframework;and engagingineffectivepartnershipswithaboriginalandtorresstraitislander communitiesandorganisations. Basedonallavailableevidence,SNAICCcontendsthatgenuineandrespectful partnershipsbetweenaboriginalandtorresstraitislandercommunity controlled organisations(accos)andmainstreamserviceprovidersprovideopportunitiesfor mutualcapacitybuildingbenefits.thesebenefitsinclude: culturalcompetencydevelopmentformainstreamserviceproviders; governanceandservicecapacitydevelopmentforaccos; developmentofsharedcapacitytorespondtocommunityneeds;and developmentofindividualandcommunitycapacityforaboriginalandtorres StraitIslanderpeoplesinareasincludingworkforceandcommunity leadership. Community basedandcontrolledorganisationsovercomemanyidentifiedbarriers toaccess, 7 andprovidemultiplebenefitstochildrenandfamiliesincludingculturally appropriatecareandsupport. 8 InSNAICC sviewtheseorganisations,becausethey aredrivenbyanddirectlyaccountabletoaboriginalandtorresstraitislander communities,arebestplacedtorepresenttheneedsandaspirationsofaboriginal andtorresstraitislanderpeoples.evidencestronglysuggeststhataccosarealso bestpositionedtodeliverservicesthatareculturallyappropriateforaboriginaland TorresStraitIslanderpeoples. 9 CapacitydevelopmentforACCOsenablesthemto takealeadingroleincommunity basedcommunitydevelopmentapproachesthat respondtocommunity identifiedneeds.theseapproachescontributetosocialand economicempowermentandalignwithcurrentgovernmentpolicyprioritiesthat highlighttheimportanceof Indigenous ledandmanagedsolutions. 10 SNAICCandothersarguethatwhilemainstreamserviceprovidershaveasignificant roletoplay,theycannotreplicatethebenefitsofcommunity ledandculturally appropriateserviceprovisionthroughaccos. 11 InsomecasesAboriginaland 7 Ibid,2. 8 Higgins,J.&Butler,N.(2007).CharacteristicsofpromisingIndigenousout of homecare programsandservices.promisingpracticesinout of HomeCareforAboriginalandTorres StraitIslanderCarers,ChildrenandYoungPeople.Melbourne:SecretariatofNational AboriginalandIslanderChildCare(SNAICC)&AustralianInstituteofFamilyStudies. 9 Bond,D.(2000).MultifunctionalAboriginalChildren sservicesnationalreport.melbourne: SNAICC,13 14;Trigwell,J.(2000).Childcaremodelsandoptionsinruralandremote Indigenouscommunities.Perth:WesternAustralianCouncilofSocialService;andFasoli,L.& James.R.(2007).ResearchingRemoteAboriginalChildren sservices:it sallaboutrules. ContemporaryIssuesinEarlyChildhood,8(4). 10 CouncilofAustralianGovernments.(2009).ProtectingChildrenisEveryone sbusiness: NationalframeworkforprotectingAustralia schildren Canberra:Commonwealth ofaustralia, SNAICC(2011a).IncreasingAboriginalandTorresStraitIslanderaccessandengagement withchildandfamilyservices.melbourne:snaicc,23.seealsosims,m.(2011).early childhoodandeducationservicesforindigenouschildrenpriortostartingschool.resource Sheet3,ClosingtheGapClearinghouse.Canberra:AustralianInstituteofFamilyStudies. 12

13 TorresStraitIslanderfamilieswillchoosetoaccessmainstreamservices;andin manycasesanexistinglackofcapacityforaccosmeansthatvitalservicescanonly beaccessedthroughmainstreamserviceproviders.itiswidelyacceptedthata focusonculturalcompetencydevelopmentformainstreamserviceprovidersis necessarytoenablethemtoundertakethisroleeffectively, 12 andthatafocuson respectfulpartnershipswithaccosisacornerstoneofculturallycompetent organisationalpractice. 13 SNAICCcommendsbroad levelgovernmentpolicyframeworkswhichacknowledge theneedforandsupportapartnership basedapproachwithaboriginalandtorres StraitIslandercommunitiesandorganisations.TheNationalIndigenousReform Agreement(NIRA)recognisesthecommitmentoftheCouncilofAustralian Governments(COAG) toworkinginpartnershipwithaboriginalandtorresstrait IslanderpeopletoachievetheClosingtheGapreforms. 14 TheNationalFramework forprotectingaustralia schildren assertsthat toprovideculturally appropriateresponses,strategiesunderthenationalframeworkmustbebasedon partnershipsbetweenindigenousfamiliesandcommunities,andbetween Indigenousagencies,mainstreamserviceprovidersandgovernments. 15 SNAICCrecognisesthatmanyoftheNIRAServicedeliveryprinciplesforprograms andservicesforindigenousaustraliansalsopromoteandsupporteffective partnershipdevelopmentbetweenaccosandmainstreamserviceproviders.three principlesidentifiedinthenirathatreflectapartnership basedapproach(see section3below)are: Ensuringservicesandprogramsareprovidedinanintegratedand collaborativemannerbothbetweenalllevelsofgovernmentandbetween services. 16 Ensuringmainstreamservicedeliveryagencieshavestrategiesinplaceto 12 SNAICC(2011a).IncreasingAboriginalandTorresStraitIslanderaccessandengagement withchildandfamilyservices.melbourne:snaicc,11;secretariatofnationalaboriginal andislanderchildcare(snaicc).(2010a).towardsaboriginalandtorresstraitislander accessandengagement:overcomingbarrierstochildandfamilyservices.melbourne: SNAICC,9;Flaxman,S.,Muir,K.,&Oprea,I.(2009).OccasionalPaperNo.23:Indigenous familiesandchildren:coordinationandprovisionofservices.canberra:departmentof Families,Housing,CommunityServicesandIndigenousAffairs(FaHCSIA),23 28;Victorian AboriginalChildCareAgency(VACCA).(2008).AboriginalCulturalCompetenceFramework. Melbourne:VictorianGovernmentDepartmentofHumanServices. 13 VictorianAboriginalChildCareAgency(VACCA).(2010).BuildingRespectfulPartnerships: ThecommitmenttoAboriginalculturalcompetenceinchildandfamilyservices.Melbourne: VACCA, CouncilofAustralianGovernments.(2008).NationalIndigenousReformAgreement (ClosingtheGap).Canberra:CommonwealthofAustralia. 15 CouncilofAustralianGovernments.(2009).ProtectingChildrenisEveryone sbusiness: NationalframeworkforprotectingAustralia schildren Canberra:Commonwealth ofaustralia, CouncilofAustralianGovernments.(2008).NationalIndigenousReformAgreement (ClosingtheGap).Canberra:CommonwealthofAustralia,D12(c). 13

14 achieveindigenousoutcomesandmeetindigenousneeds. 17 SupportingthecapacityoftheIndigenousservicesectorandcommunities toplayaroleindeliveringservicesandinfluencingservicedelivery systems/organisationstoensuretheirresponsiveness,accessand appropriatenesstoindigenouspeople. 18 Keygovernmentinitiativesthatseektoimplementthesepolicyprioritiesincludea significantfocusonintegratedservicesystemsandintegratedservicedeliveryhubs. Theseinclude,forexample,the38ChildrenandFamilyCentres(CfCs)currently beingestablishedandthecommunitiesforchildrenstrandofthefahcsiafamily SupportProgram.Itisrecognisedthateffectiveintegratedservicesystemsrequire governancestructuresandsupportforestablishingcommunity based partnerships. 19 Giventhemajorpolicyfocusonpartnershipdevelopment,SNAICCidentifiesthe needfor: unpackingwhatgenuinepartnershiprequiresatdifferentstagesof partnershipdevelopment,operationandmanagement; resourcingandpracticalsupporttoenableeffectivepartnership development,operationandmanagement;and identificationandpromotionofpracticesthatcontributetogenuineand respectful goodpractice partnershipsbetweenaccosandmainstream serviceproviders. InthispaperSNAICCexploresthepracticalstepsthatmainstreamserviceproviders, ACCOsandgovernmentcantaketodevelopandsupportgenuinepartnerships, therebyincreasingthequalityandchoiceofculturallyappropriateservicesfor AboriginalandTorresStraitIslanderchildrenandfamilies.Existingpartnerships thatdemonstratekeygoodpracticeprinciples,andenjoyalevelofsuccessin buildingtheroleandcapacityofaccosandstrengtheningculturalcompetent practiceformainstreamserviceproviders,areusedtoinformanalysisandpromote learningfromgoodpractice.theoutcomesofthispaperhaveimplicationsfor mainstreamserviceproviders,accos,governmentserviceprovidersandpolicy makers. Thebodyofthispaperisdividedintothreepartsfocussingonpartnership development,partnershipmanagementandpartnershipoutcomes.sections3to7 explorekeyprinciplesthatunderpingoodpartnershippracticeandpresentkey practices.appendixdprovidesamatrixthatalignspartnershipprinciplesagainst stagesofpartnershipdevelopmentandkeypracticesthatpromotetheidentified principles.insection8thepaperdrawstogethersomekeyconclusionsand recommendationstobetterrecognise,assist,promoteandensuregenuine 17 Ibid,D13(b). 18 Ibid,D13(g). 19 Moore,T.&Skinner,A.(2010).BackgroundPaper:Anintegratedapproachtoearly childhooddevelopment.melbourne:centreforcommunitychildhealth,theroyal Children shospital,10. 14

15 partnershipsbasedongoodpracticeprinciples. 15

16 2.METHODOLOGY Thispaperusesacasestudyanalysisapproachtoidentifyandexploregood practicesinexistingpartnershipsbetweenaccosandmainstreamservice providers.asthefocusofthepaperisonhighlightinggoodpractice,the partnershipsselecteddemonstratealevelofsuccessasdefinedinthecriteriabelow. Criteriausedfortheselectionofpartnershipsforparticipationinthestudyinclude: AtleastoneACCOandonemainstreamorgovernmentserviceprovideris involvedinthepartnership. Thepartnershipcontributestoservicedeliverywithinthechildandfamily servicesector. Theapproachtopartnershipisrecognisedasdemonstratingsignificant alignmentwithpreviouslyidentifiedprinciplesofeffectivepartnerships. 20 Thepartnershipisrecognisedascontributingtooutcomesthatenhance engagementandaccesstoservicesforaboriginalandtorresstraitislander people,oriscommencingorpilotingserviceswiththatidentifiedaim. Thepartnershipcontributestogovernanceandservicedeliverycapacityfor ACCOsandtoorganisationalculturalcompetencyformainstreamservice providers. Partnershipswereselectedtorepresentarangeofurban,regionalandremote servicecontextsandincludedexamplesfromfourdifferentaustralianjurisdictions. TheidentificationofpartnershipswasbasedonconsultationwiththeSNAICC NationalExecutiveandmembership,SNAICC spartnerorganisations,andkeychild andfamilyserviceleadersacrossaustralia. AlthoughthefocusisonpartnershipsbetweenACCOsandmainstreamservice providers,governmentpartnersareincludedinsomecasestudies.thisrecognises thatgovernmentdepartmentshaverolesindirectserviceprovisionandcase management,andsometimesundertaketheserolesinpartnershipwithaccos.it alsorecognisesthatgovernmentdepartmentsplayakeyroleinfundingand supportingpartnershipstructuresandservicesdeliveredbypartnerships. SNAICCstudiedninepartnershipsforthispaper,includingapproximately15service deliveryorganisationsorgovernmentdepartments.interviewswereconducted separatelywithallpartnersandrelevantdocumentswerecollectedandreviewed forthepurposesofthispaper.snaiccdevelopedcasestudiesforeachpartnership thatwereusedforanalysisofgoodpractice.thecasestudiesareincludedin AppendixA.Summarycasestudieshavealsobeendevelopedforbroader applicationandaccessibilityofinformationaboutthepartnershipsandareincluded inappendixb. 20 Seesection3below. 16

17 Interviewsdidnottakeahighly directedquestionandanswerapproach,butrather useda topicsfordiscussion documenttoguideaconversationandprovide participantswiththeopportunitytotellthestoryoftheirpartnershipswith referencetokeyaspectsandstagesofpartnershipdevelopment,managementand review.thisapproachwasnecessarygiventheflexibleanddynamicnatureof partnershipsthatdidnotoftenconformtoaparticularstructureorstage based processofdevelopment.whileastructuredunderstandingofpartnershipsisuseful andnecessaryforeffectivepolicyanalysis,thisdidnotalwaysfiteasilywiththeway participantsunderstoodandexperiencedpartnerships.theapproachwasalso designedtobenon confrontationalandnon interrogativetopromoteopensharing aboutrelationshipsthatcapturedtheexperienceoftheparticipantsinpartnerships. Inthiswayparticipants,whowereconsideredinmanycasestobeleadersin partnershipdevelopment,wereabletotakeanactiveroleindefiningthescopeof theresearchasitprogressed.thetopicsfordiscussiondocument,includedin AppendixC,wasdevelopedwithreferencetokeyaspectsandprinciplesof partnershippreviouslyidentifiedbysnaicc. 21 Thispaperdescribesgoodpracticeprimarilydrawnfromtheknowledgeand wisdomofserviceleaderswithsignificantexperienceinpartnershipsinaboriginal andtorresstraitislanderchildandfamilyservicecontexts.directquotesand descriptionsareusedtopromotelearningandgoodpracticebasedontheir experiences.thepaperdrawsonpastliteraturereviewbysnaiccandleading culturalcompetencyframeworkdocumentsthataddresspartnershipprinciplesand practice. 22 Itdrawsonthisbaseintheanalysisofpractice basedunderstandingof effectivepartnershipprinciplesandhowtheycanenablepositivepartnership relationshipsthatcontributetobetterserviceoutcomes. 21 See:SecretariatofNationalAboriginalandIslanderChildCare(SNAICC).(2011a). IncreasingAboriginalandTorresStraitIslanderaccessandengagementwithchildandfamily services.melbourne:snaicc. 22 See:Ibid;SecretariatofNationalAboriginalandIslanderChildCare(SNAICC).(2010b). WorkingandWalkingTogether:SupportingfamilyrelationshipservicestoworkwithAboriginal andtorresstraitislanderfamiliesandorganisations.melbourne:snaicc;victorian AboriginalChildCareAgency(VACCA).(2010).BuildingRespectfulPartnerships:The commitmenttoaboriginalculturalcompetenceinchildandfamilyservices.melbourne: VACCA;andVictorianAboriginalChildCareAgency(VACCA).(2008).AboriginalCultural CompetenceFramework.Melbourne:VictorianGovernmentDepartmentofHumanServices. 17

18 3.PRINCIPLESFORWORKINGINPARTNERSHIPWITH ABORIGINALANDTORRESSTRAITISLANDERORGANISATIONS TheVictorianAboriginalChildCareAgency(VACCA)hassuccinctlydescribedwidely identifiedpre requisiteprinciplesforpartnershipdevelopmentbetweenaccosand mainstreamserviceproviders.snaiccbelievesthattheseprinciples,describedin theboxedtextbelow,bothinformandarereflectedtoalargeextentinthe successfulpartnershipsreviewedinthispaper. FUNDAMENTALUNDERSTANDINGSFORBUILDINGGENUINEAND RESPECTFULPARTNERSHIP TheVictorianAboriginalChildCareAgency(VACCA)hasworkedinpartnershipwith leadingmainstreamserviceproviders,berrystreetandmackillopfamilyservices, toproducethebuildingrespectfulpartnershipsresource todescribeculturally competentandrespectfulpracticeacrossanorganisation. 23 Theybelievethe approachdescribedcan improveoutcomesforaboriginalchildrenandfamiliesand strengthenpartnershipsbetweenaboriginalandmainstreamorganisations. 24 The resourcedescribespartnershipsas acornerstoneofculturalcompetency and identifiesfundamentalunderstandingsthatarepre requisitetodevelopinggenuine andrespectfulpartnershipswithaccos.the fundamentalunderstandings below areextractedfrombuildingrespectfulpartnerships: 25 UnderstandthatAboriginalOrganisationsareDifferent TheywereestablishedthroughpoliticalactionforAboriginalvoicestobeheard. Theyhavebroadobjectives.InadditiontoprovidingservicesforAboriginalchildren andfamilies,objectivesincludeculturaladvancement,communitydevelopment, self determination,indigenousrights,redressingthedisadvantagethataboriginal peoplefaceandcontinuingtoprovidespaceforaboriginalvoices. UnderstandthatAboriginalProfessionalismisDifferent Aboriginalprofessionalsincorporateknowledgeandunderstandingsofhistoryand cultureintoservicedelivery.manyarepartofthelocalaboriginalcommunityand providelocalknowledgeandunderstandingandconnectiontocultureand community. SupportSelf DeterminationforAboriginalPeople RespecttheprincipleofAboriginalorganisationsasthefirstchoiceforservicesfor Aboriginalpeople.TakeopportunitiestosupportAboriginalorganisationstogrow anddevelopthroughfinancialsupportandassistancewithcapacitybuilding.never competewithaboriginalorganisationsforresourcestodeliverservicesto 23 VictorianAboriginalChildCareAgency(VACCA).(2010).BuildingRespectfulPartnerships: ThecommitmenttoAboriginalculturalcompetenceinchildandfamilyservices.Melbourne: VACCA,1. 24 Ibid. 25 Ibid,52. 18

19 Aboriginalchildrenandfamilies. UnderstandthatAboriginalFamiliesWillRequireMainstreamServices Combinethisunderstandingwiththeknowledgethattheseservicescanonlybe effectiveiftheyundergocapacitybuildingtobeculturallycompetent. 26 Eventhe mostculturallycompetentmainstreamorganisationcannotreplaceaboriginal services. UnderstandtheImportanceofEstablishingPartnerships Suchpartnershipsshouldbebasedonequityandculturalrespect.Theyshouldnot justbeawayfornon Aboriginalserviceto ticktheaboriginalbox. Thecurrentpaperdraws,fromgoodpracticesidentifiedinthecasestudies,core principlesthatunderpingenuineandsuccessfulpartnershipsbetweenaccosand mainstreamserviceproviders.theseare: 1. Commitmenttodevelopinglong termsustainablerelationshipsbasedon trust. 2. RespectforAboriginalandTorresStraitIslanderculturalknowledge,history, livedexperienceandconnectiontocommunityandcountry. 3. Commitmenttoself determinationforaboriginalandtorresstraitislander peoples. 4. Aimtoimprovelong termwell beingoutcomesforaboriginalandtorres StraitIslanderchildren,familiesandcommunities. 5. Sharedresponsibilityandaccountabilityforsharedobjectivesand activities. 6. Valuingprocesselementsasintegraltosupportandenablepartnership. 7. Acommitmenttoredressingstructures,relationshipsandoutcomesthat areunequaland/ordiscriminatory. 8. OpennesstoworkingdifferentlywithAboriginalandTorresStraitIslander peoples,recognisingthatthemainstreamapproachesarefrequentlynotthe mostappropriateoreffective. Thecasestudiesreflecttheseprinciplesatthedifferentstagesofpartnership development,operationandmanagement,andembedthemwithinpartnering organisations processes,systemsandpractices.theprinciplesareinterconnected andinterdependent,withthecasestudiesdemonstratingthattheymustallbe presentandintegratedwithineachpartnershipstage.thispapersuggeststhat theseprinciplesformthebedrockofgenuineandsuccessfulpartnerships,andthat theyhavemajorimplicationsforresourcesandtimethatpartnershipsrequire,as wellasknowledge,skills,andattitudesforstaffofpartneringorganisations.these principlesarelinkedtogoodpracticesidentifiedattheendofeachsectioninthe bodyofthispaperandanalysedinmoredetailintheconclusion. 26 Bamblett,M.2007inIbid,52. 19

20 4.PROMISINGPRACTICES:PARTNERSHIPDEVELOPMENT Thissectionhighlightsthekeysuccessfulpracticesthatparticipantsidentifiedinthe developmentphaseofpartnerships,includingrelationshipbuilding,negotiationand agreementmaking.partnershipchallengesandbarriersthatindicateimportant areasoffocusforsupportandimprovedpracticearealsoidentified.. 4.1Relationshipbuildinganddevelopment 4.1.1Relationshipsoftrust EffectivepartnershipswithAboriginalandTorresStraitIslanderorganisations requireaconsiderableinvestmentindevelopingrelationshipsoftrust. 27 Thisisa two wayprocess,thoughsignificantlyinfluencedbythejustifiablemistrustthat manyaboriginalandtorresstraitislanderpeoplehavedevelopedofmainstream serviceprovidersandgovernmentasaresultofahistoryofmistreatmentandfailed policyinitiatives.thisisparticularlysoforchildrenandfamilyservicesthathada roleinthedevastatingpolicyandactionsthatcontributedtothestolen Generations.In2008,thethenPrimeMinister,KevinRudd,recognisedinhis ApologytotheStolenGenerationstheneedtoengagewithAboriginalandTorres StraitIslandercommunitiestorebuildtrustlostthrough thelawsandpoliciesof successiveparliamentsandgovernmentsthathaveinflictedprofoundgrief, sufferingandloss. 28 Re establishingtrustrequiresasignificantandcontinuing commitmentfrommainstreamserviceprovidersandgovernment,andisaprocess whichtakesalongtime. 29 Successfulrelationshipsidentifiedinthecasestudiesconsideredwerebasedon long termcommitmentstoaboriginalandtorresstraitislanderorganisationsand communities. 30 Thesearefocusedonrelationshipsfirstandforemost,and particularprojectsandactivitiesasmanifestationsofthoserelationships.the partnershipsstudiedindicatethattrustisestablishedwhere: Apartnerorganisationhasastrongpresenceinthecommunityand 27 SecretariatofNationalAboriginalandIslanderChildCare(SNAICC).(2011a).Increasing AboriginalandTorresStraitIslanderaccessandengagementwithchildandfamilyservices. Melbourne:SNAICC,15;andFlaxman,S.,Muir,K.,&Oprea,I.(2009).OccasionalPaperNo. 23:Indigenousfamiliesandchildren:coordinationandprovisionofservices.Canberra: DepartmentofFamilies,Housing,CommunityServicesandIndigenousAffairs(FaHCSIA),8. 28 Rudd,K.(2008).ApologytoAustralia sindigenouspeople.houseofrepresentatives OfficialHansard.No.1,2008.Canberra:HouseofRepresentatives, Flaxman,S.,Muir,K.,&Oprea,I.(2009).OccasionalPaperNo.23:Indigenousfamiliesand children:coordinationandprovisionofservices.canberra:departmentoffamilies,housing, CommunityServicesandIndigenousAffairs(FaHCSIA), Long termrelationshipswereexistingorenvisionedinallcasestudies. 20

21 communicatesregularlyandopenlywiththepartnerorganisation. 31 Apartnerbringsideas,skillsandresourcestoshare,butisopentodifferent andculturallyappropriatewaysofworking. 32 Apartnermakesacommitmenttopartnershipbeyondaparticularprojector activityand keepscomingback. 33 Apartnerwhoisalsoafunderallowsopendiscussionoffundingpossibilities anddoesnotthreatenwithdrawaloffunding. 34 Apartnerispatientandrespectfulofcommunityneedsandpriorities,andso waitsforthecommunitytorespondandrequestsupport,ratherthan imposingsolutions. 35 AnAboriginalorganisationdescribestheirexperienceofthistrust: Wecanhavetheopenandhonestdiscussionsnow Wearenotuncertainthat theywillcomebackandsay, finewewilltakeyourfundingaway. 36 Amainstreamserviceproviderexplainsthatwhiletheyarefirmonwhattheyseeas importantinapartnership,andmaywithdrawfromaspecificpartnershipstructure oractivitywherethereisalackoftransparencyorparticipationofeveryonein decision making, Wewouldn twalkawayfromourrelationship[withtheaboriginal organisation] Communityconsultation AboriginalandTorresStraitIslandercommunity controlledorganisations commonlyidentifythatculturalcompetencyofmainstreampartnersiscriticalto effectivecommunityengagement.culturalawarenessofstaffimpactsoninitialand ongoingrelationshipdevelopmentwithaccosandaboriginalandtorresstrait Islandercommunities. 38 Theseconceptsaredefinedandexploredmorefullyinthe focusonculturalcompetencyinsection6.2below.significanttimeisrequiredfor consultationandlisteningtothecommunity,especiallyintheearlystagesof 31 Forcommunitypresence,seeespeciallycasestudiesinregionalandremotelocations, including:casestudy4:wela/stc;casestudy5:dalaigur;andcasestudy9:larrakia/stc. Forreferencetoregularandopencommunicationseeallcasestudies. 32 Seeespecially:CaseStudy1:GEGAC/UCG;CaseStudy2:GEGAC/GLCH;CaseStudy4: WELA/StC;CaseStudy5:Dalaigur;CaseStudy8:VACCA/BerryStreet;andCaseStudy9: Larrakia/StC. 33 Seeespecially:CaseStudy1:GEGAC/UCG;CaseStudy4:WELA/StC;CaseStudy5: Dalaigur;CaseStudy8:VACCA/BerryStreet;andCaseStudy9:Larrakia/StC. 34 Seeforexample:CaseStudy4:WELA/StC;andCaseStudy9:Larrakia/StC. 35 Seeforexample:CaseStudy1:GEGAC/UCG;CaseStudy4:WELA/StC;andCaseStudy9: Larrakia/StC. 36 CaseStudy4:WELA/StC, CaseStudy1:GEGAC/UCG, Seeforexample:CaseStudy1:GEGAC/UCG;CaseStudy2:GEGAC/GLCH;CaseStudy3: VACCALakidjeka;CaseStudy4:WELA/StC;CaseStudy5:Dalaigur;CaseStudy8: VACCA/BerryStreet;andCaseStudy9:Larrakia/StC. 21

22 partnershipdevelopment. 39 AnACCOdescribeshowthishappenedeffectively: Therewasadifferentattitudeby[them]comingintothecommunity.Youneed knowledgeofaboriginalhistory Totaketimetolearnaboutpeopleandreally treatpeoplewithrespectandashumanbeings Shealwayssaidhowmuch shelearntfromusandthatshecouldneverunderstandandtalktothe communitythewaywedid.shegavethespaceforbrainstormingandthinking thingsthroughfromacommunityperspective. 40 Participantsidentifyaneedforbothpartnerstoestablishrelationshipswithand provideadequateinformationtochildrenandfamiliesthatengagewithaservice thatisprovidedinpartnership. 41 AsoneACCOprovidingearlychildhoodeducation andcareservicesexplains: Weneedtohaveourparentsengaged.Iftheydon tthink[apartnership project]isgoodfortheirchildrenthenwewillgowiththem.theyarethefirst teachersandwearethenextsteptoguidethemthrough. 42 Anopennesstoadaptprogramsandapproachestolocalculturalneedsand perspectivesisvitaltobeginningconversations. 43 Ensuringtherelevanceof plannedactivitiestothecommunityisimportant. 44 Theseconsiderationsare exploredfurtherinthefocusonculturalcompetencyinsection6.2below. IncludingACCOsfromtheoutsetofaproject,activityorprocessthatisfocusedon servicesforaboriginalandtorresstraitislanderchildrenandfamiliesisrecognised asimportanttoshowrespectfortheroleofaccosinthecommunityandenablea genuinepartnership: tohaveanequalpartnershipwehavetobetogethermakingthedecisionsat theverystart,notforustocomeinlateron. 45 Oneidentifiedpracticeisforpartnerstoprovideinformationtocommunitiesand undertakeconsultationsjointly,demonstratingthattheyareundertakingthework togetherfromthestart. 46 Insomecasesitisclearlyidentifiedthatmainstream serviceprovidersneedtoconsultwitheldersandothercommunitymembers outsideof,andwiththeadviceandsupportof,accopartners. 47 ACCOsare accountabletotheircommunitiesandoftenrequiretimeandspacefortheirown 39 Seeespecially:CaseStudy4:WELA/StC;andCaseStudy9:Larrakia/StC. 40 Seeforexample:CaseStudy9:Larrakia/StC, Seeforexample:CaseStudy1:GEGAC/UCG;CaseStudy4:WELA/StC;CaseStudy5: Dalaigur;andCaseStudy9:Larrakia/StC. 42 CaseStudy5:Dalaigur, Seeforexample:CaseStudy5:Dalaigur, Seeforexample:CaseStudy4:WELA/StC, CastStudy3:VACCALakidjeka. 46 Seeforexample:CaseStudy5:Dalaigur,4. 47 SeeforexampleCaseStudy5:Dalaigur,131;CaseStudy9:Larrakia/StC,165;andCase Study1:GEGAC/UCG,

23 consultationprocessesbeforecommittingtopartnershipactivities. 48 Building processestogetherthattakeintoaccounttheserequirementsiscriticaltothe effectiveparticipationofanaccoandarespectfulpartnership Havingsomethingtoofferandrespondingtorequests Mainstreampartnersidentifythatanimportantaspectofrelationshipbuildingwith ACCOsissettingoutclearlywhattheyhavetoofferandthesupportthattheycan provide. 49 Thisenablestheorganisationtounderstandthesupportsavailable,but ensuresthatrequestsforsupportcomefromaccosandarebasedoncommunity need.accoshavearoletobeclearabouttheirneeds,perspectiveandvisionfor theirworkwithchildrenandfamilies,andthewaysinwhichmainstreampartners cansupport. 50 Onestaffmemberofamainstreamserviceproviderexplainsthat expressionofaclearvisionofwhatwasneededbythepartnerorganisationhas enabledhimtorespond: WithoutthatIcouldjustbewellmeaningandtrite,butthereweresome tangiblethingsthatwecouldstartdoingandithinkthatmadeasignificant difference Maintainingandsustainingrelationships HighstaffturnoverforbothACCOsandmainstreampartnersisregularlyidentified asasignificantbarriertodevelopingandmaintainingeffectiverelationships. 52 Further,manyorganisationsidentifythatpartnershipsaredrivenandsupported throughthecommitmentofparticularworkersandthepersonalitiesofspecific peoplethatmakeeffectiverelationshipspossible. 53 Partnershipscanbevulnerable tochangesinstaffwhicheffectrelationshipsandcommitments. However,manyalsoidentifythatwherestructuresandsystemsarebuiltintoa partnershipandrelationshipdevelopmentworkhappensbetweenthe organisations,long termsustainabilityofpartnershipsispossible. 54 Inaddition, partnershipworkonspecificprogramsandactivitiesisenabledbylong term 48 Seeforexample:CaseStudy4:WELA/StC, ;CaseStudy9:Larrakia/StC,165;and CaseStudy5:Dalaigur, Seeforexample:CaseStudy4:WELA/StC;CaseStudy5:Dalaigurand;CaseStudy8: VACCA/BerryStreet. 50 Seeforexample:CaseStudy4:WELA/StC,112;andCaseStudy8:VACCA/BerryStreet, CaseStudy8:VACCA/BerryStreet, Seeforexample:CaseStudy3:VACCALakidjeka;CaseStudy4:WELA/StC;andCase Study8:VACCA/BerryStreet. 53 Seeforexample:CaseStudy1:GEGAC/UCG;CaseStudy3:VACCALakidjeka;CaseStudy 7:VACCA/HMIFSAlliance;CaseStudy8:VACCA/BerryStreet;andCaseStudy9: Larrakia/StC. 54 Seeforexample:CaseStudy1:GEGAC/UCG;CaseStudy3:VACCALakidjeka;CaseStudy 6:AbSec;CaseStudy7:VACCA/HMIFSAlliance;andCaseStudy8:VACCA/BerryStreet. 23

24 respectfulrelationshipsbetweenorganisations. 55 Thiscanbedrivenbydifferent imperatives,asillustratedbytheexamplesbelow. Inapartnershipwheretworecentemployeeshavesoughttoestablisharelationship infamilyviolencework,theaccodescribes: [Theyare]suchastrongadvocateandsupportforAboriginalbusiness I msure theirabsoluterespectforthebusiness[we]undertakehasprovidedthe platformforthistogoforward. 56 Therecentemployeeofthemainstreamserviceprovideridentifiesthatthe opportunitytopartnerisenabledbythecultureoftheorganisation,an ethos which operatesatdifferentlevels,andwiththeceosplayingasignificantleadershiprole, theyhavesuchrespectforeachotherandthatclearlyfiltersdownand influenceshowtherestoftheorganisationisexpectedtodobusinessinthe Aboriginalspace. 57 Aparticipantinanotherpartnershipidentifiesthatmaintainingeffectivepartnership relationshipsisvitallyimportantinregionallocationswheretherearealimited numberofserviceprovidersandbreakdownofrelationshipsleadsinevitablytoan inabilitytoengageaboriginalandtorresstraitislanderpeopleandprovideservices. Wecan taffordnottogetonbecausewedon thavemultipleorganisationsup heretoworkwith,andallofusareveryawareofthat,thatweallneedtowork togetherbecausewedon treallyhaveanyotheroptions Staffingarrangementsforrelationshipdevelopment Partnership focusedstaffingarrangements,includingco location,staffsharing, staffsecondmentandfacilitationrolescontributesignificantlytobothrelationship developmentandoperationalsupportsforpartnership.specificstaffingpractices thatpromoterespectfulrelationshipsinclude: Co location,especiallyininitialstages,thatpromotesconversationand sharedunderstanding;withafocusonco locationandjointworkatthesite oftheaccowhichdemonstratesrespectfortheirrole. 59 EmploymentoflocalAboriginalstaffbynon Aboriginalpartnerscan promoteafocusonculturalawarenessanddemonstratesacommitmentto 55 Seeespecially:CaseStudy1:GEGAC/UCG;CaseStudy3:VACCALakidjeka;andCase Study8:VACCA/BerryStreet. 56 CaseStudy8:VACCA/BerryStreet, CaseStudy8:VACCA/BerryStreet, CaseStudy1:GEGAC/UCG, Seeforexample:CaseStudy4:WELA/StC;CaseStudy8:VACCA/BerryStreet;andCase Study9:Larrakia/StC. 24

25 thecommunity. 60 Staffsecondmentfromnon Aboriginalpartners,usuallyatacosttothat organisation'simmediateeffectiveness,showsavalueforwhattheycan contributetoandlearnfromaccos. 61 Staffsharingcreatessignificanttwo waylearningwhereasharedstaff memberleadscapacitydevelopmentandincorporatesculturalperspectives inbothorganisations. 62 Operationalbenefitsofsuchstaffingarrangementsarediscussedfurtherbelowin section5.14. KeyPractices RelationshipBuilding 1. Long termcommitmenttoarelationship withorganisationsandcommunities,rather thantoparticularprojectsortime limited activities. 2. Mainstreampartnersdevelopingastrong physicalpresencewithaccopartnerandin thebroadercommunity,through,for example,regularphonecalls,visitstoacco officeandconsultationwitheldersandother communitymembers,withadviceor supportfromanaccopartner. 3. Mainstreampartnersbringingideas,skills andresourcestothetable,butwaitingfor ACCOstoexpressneedsandrequest supportbasedoncommunityneed. 4. Mainstreampartnersopentounderstanding andapplyingtheirideas,skillsandresources indifferentandculturallyappropriateways. 5. ACCOsmakingcleartheirneeds, perspectiveandvisionfortheirworkwith AboriginalandTorresStraitIslanderchildren andfamiliesandthewaysthatmainstream partnerscansupport. 6. IncludingACCOsfromthestartofaproject Keyprinciplesreflected throughpractice Principles:1and4 Principles:1,2and6 Principles:2,3,6,7and8 Principles2,5,7and8 Principles:3,4,5and6 Principles:1,2,3,5and6 60 Seeforexample:CaseStudy4:WELA/StC;andCaseStudy9:Larrakia/StC. 61 SeeespeciallyCaseStudy8:VACCA/BerryStreet. 62 SeeespeciallyCaseStudy1:GEGAC/UCG. 25

26 orprocess,whichreflectsrespectandvalue fortheirrole. 7. Willingnessofmainstreamservicestoinvest andengageinissuesimportanttothelocal community,expressedthroughtheacco. 8. Ongoingtimeinvestedinpersonal relationshipsatalllevelsofpartnership structures. 9. Introducingstaffingstructuresand arrangementsthatprovideopportunitiesfor sharedlearningandrelationshipbuilding. 10. Upperlevelmanagementleadingby example,withconductexplicitly communicatingtostaffroleandimportance ofpartnershipanditsimplications. Principles:1,2,3and8 Principles:1and6 Principles:1,5and6 Principles:1,5and6 4.2Negotiationandagreementmaking 4.2.1Formalisingpartnerships Mostpartnershipsincludedinthecasestudieshaveformalisedtherelationshipto someextentthroughaprocessofagreementmaking.someorganisationsinvolved inmoreinformalpartnershipsalsoexpressaclearinterestandvisiontodoso. 63 The varietyofdocumentsthatreflectpartnershipagreementsandinformpartnership workinthecasestudiesexploredinthispaperinclude: MemorandaofUnderstanding,PartnershipAgreementsandAgreed Protocols:non legallybindingagreementsthatcommonlydefinethe purpose,principlesandactivitiesofapartnership. 64 Serviceagreementsthatreflectfundingandservicerelationshipswith governmentorngofunders,andrelationshipsbetweenorganisations deliveringjointorsharedgovernmentfunding. 65 Staffpositiondescriptionsandworkplansthatrelatetosharedstaffingand secondmentarrangementsinpartnerships. 66 Legislativeframeworksthatincorporatepartnershipprinciplesordirecthow 63 Seeforexample:CaseStudy5:Dalaigur;andCaseStudy4:WELA/StC, Seeforexample:CaseStudy1:GEGAC/UCG;CaseStudy2:GEGAC/GLCH;CaseStudy6: AbSec;andCaseStudy8:VACCA/BerryStreet. 65 Seeforexample:CaseStudy3:VACCALakidjeka;CaseStudy7:VACCA/HMIFSAlliance; andcasestudy8:vacca/berrystreet. 66 Seeforexample:CaseStudy1:GEGAC/UCG;andCaseStudy8:VACCA/BerryStreet. 26

27 organisationsinteractwitheachotherandgovernment;forexample, legislativeconsultationrequirementsofthevictoriandepartmentofhuman ServiceswithAboriginalagenciesinrelationtochildprotectioncases. 67 Organisationalpoliciesandproceduresthatincorporateaspectsof partnershipagreements,responsibilitiesthatarisefromthepartnership,and partnershipprocesseswithinoperations;forexample,practiceinstructions forservicestaff. 68 Theboxedtextbelowprovidesanexampleofapartnershipagreementthatthe participatingpartnersconsidertobeeffective. FEATURESOFANEFFECTIVEPARTNERSHIPAGREEMENT GippslandandEastGippslandAboriginalCooperative(GEGAC)andUnitingCare Gippsland(UCG)havealong standingrelationshipthathasdevelopedovertime throughactivitiesincluding culturalawarenesseducation,governancetraining, staffsecondments,partnershipsonparticularprograms,andeducationandtraining ofstaff. CurrentlyGEGACandUCGcollaboratesignificantlyaroundthe developmentanddeliveryofearlyyearsservices,includingthedevelopmentofthe BairnsdaleChildrenandFamilyCentre.Afulldescriptionofthepartnershipis includedincasestudy1inappendixa. GEGACandUCGdescribethattheiragreementsarebasedonandemergefromthe relationshipbetweenthetwoorganisationsandidentifiedcommunityneeds.the negotiatingprocesshasbeenstraightforwardbecauseofthestrongrelationship andsharedvision,anditis onlythedollaramountsthatsometimescause tension. 69 Theyidentifysomekeyfeaturesoftheiragreementsthatareimportant topracticeas: clearlydescribingthecommitmentsofbothorganisationsworkingin partnership; notrestrainingtheflexibilityofday to dayworkandtheabilitytorespondto needsthatpresent; beingpartofaprocesstoensurethecollaborationis morestrategic, systematicandabasisforfuturegrowthofopportunity ;and creatingsustainability,suchthat workcancontinueevenifthereisa changeoverofstaff. 70 ThecurrentformalagreementsbetweenGEGACandUCGarestructuredintermsof anoverarchingpartnershipagreementandfourindividualmemorandaof understandingrelatingtospecificpartnershipactivitiesidentifiedinthe partnership 67 SeeCaseStudy3:VACCALakidjeka. 68 Seeforexample:VictorianGovernmentDepartmentofHumanServices(DHS).(2007). AdvicePaper:RespondingtoAboriginalChildren.ProtectingVictoria schildren:child ProtectionPracticeManual.Melbourne:DHS;describedinCaseStudy3:VACCALakidjeka. 69 CaseStudy1:GEGAC/UCG, CaseStudy1:GEGAC/UCG,93. 27

28 actionareas sectionofthepartnershipagreement.thereisalsoaseparate memorandumofunderstandingthatthepartnershavetogetherwithgippsland LakesCommunityHealthandEastGippslandShireCouncilfortheestablishmentof thebairnsdaleaboriginalchildrenandfamilycentre. Thekeyelementsofthepartnershipagreementare: anintroductorydescriptionofthehistoryofthepartnershipandthenature ofthecollaboration; anacknowledgementoftheroleoftheagreementinmakingthe collaboration morestrategic,systematicandasabasisforfuturegrowth ; astatementofthebroadsharedvisionoftheorganisations; alistofspecificpartnershipactionareas; adescriptionofthepartnershipmanagementstructure,includingindividual responsibilities,meetingarrangements,andpartnershipreview; anacknowledgementthatthepartnershipneedstobeembeddedin organisationalpractice; aprocedureforsettlementofdisputes; apolicystatementaboutcomplaints;and abriefdescriptionofthetermsoftheagreementincluding:timeframe, reviewprocesses,modificationofactionareasand,reportingtogoverning boards. Commonelementsofthememorandaofunderstandingwhichaccompanythe partnershipagreementinclude: statementofsharedvision; projectbackground; projectscope; projecttimelines; projectdeliverables;and projectadministrationandresourcing. Administrationandresourcingarrangementsaredetailedinthememorandaof understandingandincludeagreementsrelatingto: sharedstaffingpositions locationofposition hoursofworkanddivisionoftime ratesofpay supervisionandsupport projectresources fundingallocationandscheduleofpayments wages physicalresources,forexample:officespace,vehicles,computers otherprogramcosts,forexample:trainingandmeetingcosts. 28

29 4.2.2Theprocessofnegotiation Althoughagreementsinthemselvesarerarelyviewedasdrivingforcesinthe developmentandmaintenanceofapartnershiprelationship,participantsdescribe thattheprocessesofrelationshipbuildingandnegotiationthatleadtoagreement makingarecriticaltoboththequalityandcontentoftheagreements,andthe successofthepartnership. 71 Oneparticipantdescribesthatdevelopingand maintainingtrustisthestartingpointforagreeingonpartnershipactivities: Wecomefromapositionoftrust.Oftenwewillrunwiththingsandstart beforewehavethedocumentationtogetheriftheneedisthereandwejust trustthatwearegoingtoworkitoutasfarasresources. 72 Wherepartnershiprelationshipsarerequired,forexamplethroughjointfunding thatmustbedeliveredinpartnership,participantsidentifythatthiscanassistin bringingorganisationstothetableandopeningupconversations. 73 However, wherepartnershiprelationshipsare forced, outcomeswillbevariableandhighly dependentupontheleveloftrustthatexistsorisdevelopedbetweenthe organisations: Whatisimportantisthattheagreementsarebeingdevelopedasaresultofa goodprocessthatstrengthenstherelationship ratherthanhavingasituation where onepartyfeelsthepartnershiphasbeenimposed. 74 Itisclearthat,regardlessofcircumstancesinwhichthepartnershiparises,partners cannotskipthecomponentoftrustbuilding.openandhonestdiscussionhasbeen criticaltoeffectivenegotiationofworkingrelationships. 75 Havingthehard conversationsandbeingableto keephavingthem isimportant.thisrequires a capacitytokeeptheconversationgoing andnotdigin. 76 Platformsforthese discussionsarealsovitaltoidentifyingpartnershipopportunitiesandenablingthe negotiationofpartnershipwork.theseplatformscanincluderegionalsector focusedserviceprovidercommitteesandintegratedservicedeliverynetworksand alliances. 77 Aparticipantwhohasafacilitationroleforamulti partneralliance structuredescribesthatmulti partnernegotiationscanbeparticularlychallenging, andrequirelettinggoofindividualneeds,andmustbebasedonacommitmentto worktogethertowardssharedgoals: 71 Seeforexample:CaseStudy1:GEGAC/UCG,93;andCaseStudy8:VACCA/BerryStreet, CaseStudy1:GEGAC/UCG, SeeespeciallyCaseStudy7:VACCA/HMIFSAlliance.Forreferencetothebenefitsof participationinmulti agencyforums,seealsocasestudy1:gegac/ucg;andcasestudy 2:GEGAC/GLCH. 74 CaseStudy8:VACCA/BerryStreet, Seeforexample:CaseStudy1:GEGAC/UCG;CaseStudy2:GEGAC/GLCH;CaseStudy4: WELA/StC;CaseStudy5:Dalaigur;CaseStudy7:VACCA/HMIFSAlliance;CaseStudy8: VACCA/BerryStreet;andCaseStudy9:Larrakia/StC. 76 CaseStudy7:VACCA/HMIFSAlliance,4. 77 Seeforexample:CaseStudy1:GEGAC/UCG;CaseStudy2:GEGAC/GLCH;CaseStudy7: VACCA/HMIFSAlliance;andCaseStudy8:VACCA/BerryStreet. 29

30 You vegotreallyrespectfulleadership,you vegotreallygoodtrustwitheach other,peoplegetthatsenseofcommonconcern,andwe reinthistogether, thisisasharedmodel,themoreweplaytogetherthebetteritwillbe.yeswe d liketoretainsomeofourownindividuality,however,atleastwherewecan we llbeopenandhonestwitheachother IncludingACCOperspectives Participantsrecognisetheneedformainstreampartnerstofocusonhowthe perspectivesofaccosandaboriginalandtorresstraitislandercommunitiesare includedinnegotiations. 79 Participantsregularlyhighlightthatprocessesof negotiationandrelationshipbuildingareintrinsicallylinkedandmusthappen togetherandovertimetoestablishtrust.thisincludestheprocessdescribedin section4.13aboveofmainstreamorganisationsbuildinganunderstandingofthe localcommunitythroughdirectinteraction;engaginginopendialoguewithaccos, Eldersandothersontheissues;puttingideasonthetable;andprovidingACCOs withtheopportunitytorespondandnegotiatepartnershipactivitiesbasedon communityneed. (The)programswerewrittenbecausetheAboriginalpeoplehavebeensayingto us,nowwewantyoutoproblemsolve,thisisthenextproblem,howdowedo this,andwesaythisiswhatwecando. 80 Theyreallywantedinputfromlocalcommunities,wantedittobebasedon relationshipswiththem Itisaboutgettingaconsensusonwhatcommunities want,notaskingarounduntilyouhearthemessageyouwanttohear. 81 Partnersregularlydescribethatpartnershipworkisenabledbyacommonobjective toimproveoutcomesforaboriginalandtorresstraitislanderchildrenand families. 82 Thissharedgoalguidesandinformsnegotiations.Althoughthis objectiveiscommontomostwhoworkinthechildandfamilyservicesector, participantsidentifythatenablingrespectfulrelationshipswithaccosrequires recognitionfrommainstreampartnersoftheimportantleadingroleofaccosin identifyingneeds,anddesigninganddeliveringresponses. 83 Oneparticipant describesthatarespectfulnegotiationrequires: Thatthemainstreamorganisationsworkcloselywiththemandarecommitted 78 CaseStudy7:VACCA/HMIFSAlliance, Seeforexample:CaseStudy5:Dalaigur,127;CaseStudy9:Larrakia/StC,167;andCase Study4:WELA/StC, CaseStudy5:Dalaigur, CaseStudy9:Larrakia/StC, Seeforexample:CaseStudy1:GEGAC/UCG,3;CaseStudy2:GEGAC/GLCH,3;Case Study5:Dalaigur,4;andCaseStudy8:VACCA/BerryStreet,3. 83 Seeforexample:CaseStudy1:GEGAC/UCG,99;CaseStudy4:WELA/StC, ;Case Study8:VACCA/BerryStreet,

31 to Aboriginalbusiness,butappreciatethattheycan ttakethisonwithout[the ACCO s]lead Accountabilityandsustainability Agreementscreatenegotiatingstrengthforsmallerpartners,whowilloftenbethe ACCOs,partneringwithlargermainstreamorganisationsandalsowith government. 85 Thiscanbeespeciallyimportantwherethepartnerisalsoa governmentornon governmentfunderwithpowertoprovideandwithdraw fundingsupporttotheaccooralterthetermsonwhichitisprovided. 86 Agreementsthatreflecttheinterestsofbothpartiescreatealevelofaccountability; theopportunityforpartnerswhowouldotherwisebeinaweakernegotiating positiontoholdpartnersaccountabletotheircommitments: That saboutsayingthatit sformal,it slegitimateandit sthingsthatbothof ushavesignedonto.it snotjustaboutsayingthisishowwe resupposedtodo things,we reactuallysayingthatthisiswhatweagreedtoandwebothhave someresponsibilityforit. 87 Agreementsarerecognisedasimportantforclarifyingcommitmentsandensuring theyarefollowedthrough.thisisparticularlyimportantwherepartnership activitiesimpactonresourceallocation,staffingandoperationalaspectsof organisations. 88 Formaldocumentsthatincorporatepartnershipworkintothe policies,proceduresandoperationsofpartnerorganisationsarevitaltoensuring sustainabilityofpartnershipactivities.onemainstreamserviceproviderexplains: [partnershipprocesses]arenotgoingtojustdropoff;theywillbeembeddedin themanuals,inthepolicies,intheproceduresandthatwillbethegluethatwill holdittogether. 89 AnothermainstreamserviceproviderexplainsthattheMemorandaof Understandingarevitaltoensurethatthepartnershipscancontinueevenifthereis achangeoverofstaff: It sthat donoharm work.don tputsomethingouttherethatwillfallto piecesifsomeoneleaves. 90 Otherparticipantsidentifythatthereisaneedtobringafocustoformalising 84 CaseStudy7:VACCA/HMIFSAlliance, Seeforexample:CaseStudy3:VACCALakidjeka,andthefocusonfutureagreement makingincasestudy6:absec. 86 Seeforexample:CaseStudy3:VACCALakidjeka. 87 CaseStudy3:VACCALakidjeka. 88 Seeforexample:CaseStudy8:VACCA/BerryStreet,155;andCaseStudy1:GEGAC/UCG, 93, CaseStudy8:VACCA/BerryStreet, CaseStudy1:GEGAC/UCG,93. 31

32 agreementstoensurethefuturesustainabilityofpartnershipwork Agreementatdifferentlevelsofpartnershipstructures Thepartnershipsconsideredinthispaperhighlightthatsignificantattentionis neededtothedevelopmentanddisseminationofagreementsatdifferentlevelsof partnershipstructures.organisationsregularlyidentifythattherearechallengesfor partnershipagreementsandtheprinciplesthatunderpinthemfilteringfromsenior levelstostaffteamsorfromcentralandheadofficeleveltoregionalandlocalstaff workingrelationships. 92 Thishasbeenrecognisedasaconsiderablechallengein relationtoculturaladviceservicesforchildprotectioncases. 93 Forexample,in Victoriathereisfrustrationthatwithinthecontextofahighlysupportivelegislative andpolicyenvironment,compliancewithconsultationrequirementswithaboriginal agenciesatkeydecision makingpointsremainspoorinsomeregions. 94 Ithasbeen suggestedthatlocallevelmemorandaofunderstandingbetweenchildprotection andaccoscouldassistbynotonlydescribingrolesandresponsibilities,butby addressingprinciplesfor,andwaysofworkingtogether,ineachregion. 95 Itisalso suggestedthattheseshouldbeincorporatedwithinkeyperformanceindicatorsfor regionaldirectorstopromoteaccountability. 96 InNewSouthWalesasimilar culturaladviceserviceisunderdevelopmentthatgivessignificantattentionto ensuringeffectivepartnershiprelationshipsbetweenaccosdeliveringtheservice andgovernmentcommunityservicecentres: Weneedtohavesomethingmoreformalintermsofagreement,somethingat thelocallevelthatstaffcanreferbacktowhenthereareissues. 97 TheAbSec/ACWApilotprojectfordevelopingthecapacityofAboriginalout ofhomecareagencies,describedinmoredetailinsection7andinappendixa, demonstratesasignificantcommitmenttopartnershipatalllevels.theapproach includesafocusonpartnershipsbetweenpeakbodies,withtherelevant governmentdepartment,andfacilitatedpartnershipsbetweenservice organisationsatthecommunitylevel. KeyPractices NegotiationandAgreement Making 1. Openandhonestdiscussions,working throughthehardissuesdespitethe KeyPrinciplesReflected ThroughPractice Principles:1,5and6 91 CaseStudy4:WELA/StC, ;andCaseStudy5:Dalaigur, Seeforexample:CaseStudy3:VACCALakidjeka;CaseStudy6:AbSec;andCaseStudy8: VACCA/BerryStreet. 93 SeeCaseStudy3:VACCALakidjeka;andCaseStudy6:AbSec. 94 CaseStudy3:VACCALakidjeka. 95 CaseStudy3:VACCALakidjeka. 96 CaseStudy3:VACCALakidjeka. 97 CaseStudy6:AbSec,

33 33 challenges.partnersdonot digin andare preparedtoletgoofindividualneedsto achievesharedgoals. 2. Mainstreampartnerslistentoandincorporate theperspectivesandinterestsofaboriginal andtorresstraitislandercommunitiesand organisationsinagreements.thisincludes recognisingtheaccos importantrolein identifying,communicatingandresponding tocommunityneeds. 3. Negotiationsarebaseduponashared objectivetoimproveoutcomesforchildren andfamilies. 4. ACCOpartnerhasopportunitytoexpresscore objectives,whicharethenincorporatedinto thepartnership. 5. Thereisafocusonformalisingagreementsto clarifycommitments,roles,management structuresandprocesses,andresource allocation,tostrengthenmutual accountabilityforagreedobjectives,andto ensureagreaterlevelofpartnership sustainability. 6. Policiesandproceduresincorporate partnershipagreementsandprocesses,as wellasinstitutionalknowledgeof partnerships,toprevent'dropoff'whenstaff arebusyorthereisstaffturnover. 7. Agreementsarenotoverlyprescriptive,but allowforsufficientflexibilityand responsivenesstoarisingneeds. 8. Partnershipsincludeplatformsforongoing discussionsbetweenpartnersandwithin broadercommittees,toidentify opportunities,facilitatestrategicdiscussions andenablepartnershipnegotiation. Principles:2,3and8 Principles:4and5 Principles:2,3,5,6and7 Principles:1,5,6and7 Principles:1,5and6 Principles:1,2,4and8 Principles:1,2,3,4,7

34 5.PROMISINGPRACTICES:PARTNERSHIPMANAGEMENT Thissectionhighlightsthekeysuccessfulpracticesparticipantsidentifyinthe managementofpartnerships,includingongoingmanagementpractices,funding andresourcingofpartnerships,andmonitoringandevaluation.partnership challengesandbarriersareidentifiedthatindicateimportantareasoffocusfor supportandimprovedpractice. 5.1Ongoingpartnershipmanagement 5.1.1Communication Organisationsinterviewedidentifythatastrongpresenceinthecommunityand consistentcontactwithanaccothatenablesregularface to facecommunication isimportantinpartnerships. 98 Thisapproachisviewedasenablinginformal interactionwhichisnecessaryandbeneficialforpartnershipwork: Regularinformalchatswerethemainpointsofcommunication.Realcasual stuff.whenthingsarise,youtalk. 99 becausewhenyouneedtodosomething,youcanjusttalkinsteadoftryingto getthroughoursystems,whicharereallyhardtobreakintosometimes,tobe abletogettotherightpersonandgettherightoutcomefortheclient. 100 Face to facecommunicationandstrongcommunitypresenceareviewedas practicesthatpromoteeffectiveconsultationwithaboriginalandtorresstrait Islandercommunitiesthatareaffectedbypartnershipwork. 101 Practicesthatreflect communitypresenceinclude,forexample,visitingthecommunityregularlyifbased outsideofit, 102 participatingincommunitymeetings,eventsandcelebrations, 103 andconductingandparticipatingincommunityinformationsessionsandmeetings relatedtopartnershipactivities. 104 Oneparticipantdescribesthatthroughmeeting andtalkingtofamilieswhoaccessservices: wehaveclearerpathwaystowhateachstakeholderwantsandwhatwehope 98 Seeforexample:CaseStudy4:WELA/StC;CaseStudy5:Dalaigur;CaseStudy8: VACCA/BerryStreet;andCaseStudy9:Larrakia/StC. 99 CaseStudy9:Larrakia/StC, CaseStudy8:VACCA/BerryStreet, Seeespecially:CaseStudy4:WELA/StC;CaseStudy5:Dalaigur;andCaseStudy9: Larrakia/StC. 102 CaseStudy4:WELA/StC;CaseStudy9:Larrakia/StC;andCaseStudy5:Dalaigur, Seeforexample:CaseStudy4:WELA/StC,115;andCaseStudy1:GEGAC/UCG, CaseStudy5:Dalaigur,

35 toachievebygivingeachpersonavoice. 105 Participantsrecognisethatanimportantaspectofarespectfulrelationshipincludes awillingnessonthepartofmainstreamserviceprovidersandgovernmenttocome toandundertakemeetingsattheofficesofaccos.oneparticipantdescribesthis asasignificantrecentchangeofapproachthathasaddressedanimbalanceof powerwithinrelationshipsforaccos: Historicallyyou dseeaboriginalorganisationshavingtoleavetheoffice,go andsitintheseclinicalgovernmentalprocessesandbe overwhelmedwiththe amountofnon Aboriginalprocesses Addressingchallengesanddisputes Participantscommonlydescribethattheabilitytoraiseandworkthrough challengesandissuesinafrankandopenwaybothenablesandreflectsarespectful workingrelationship. 107 Althoughmostpartnershipagreementscontaindispute resolutionprocedures,thesehaverarelybeenengagedinaformalwaybecause issuesareworkedthroughproactivelyastheyarise. 108 OneACCOdescribesthatin partnershipsthereisaneedtobeattentivetoindividualstaffrelationships: You vegottoworkatthemandwatchthemverycloselyandcheckinthat everybodyisokay,anddealwiththeissuesthatariseratherthanjustputthem awayandhideandhopetheywillgoawaybecausetheywon t,they lljust festerandbuildandgrow. 109 Thisattentivenessisnecessaryatalllevelsonwhichapartnershipoperates,and shouldincludeafocusonmanagingrelationshipsandworkingthroughdisputes betweenservicedeliverystaffaswellasatthemoreseniorexecutivelevels.in effectivepartnerships,participantsrecognisethatstaffwillfeelcomfortabletoraise concernsandaddressissues: Becausetheirworkersfeltsocomfortablewithintheorganisation,staffwould comeupandsayihaveconcernsaboutthis,thisneedstochange.thisisvery rareinthiskindoforganisation.andthatwascultivated.thebenefitsare obvious.itwasresponsive,itwassolid. 110 Participantsdescribethatthestyleofcommunicationisimportant,andthatissues arebestdealtwithface to face,oronthephoneifnecessary,butneverby 105 CaseStudy5:Dalaigur, CaseStudy7:VACCA/HMIFSAlliance, Seeforexample:CaseStudy1:GEGAC/UCG,94 95;CaseStudy2:GEGAC/GLCH, ;CaseStudy4:WELA/StC,116andCaseStudy9:Larrakia/StC, Seeforexample:CaseStudy1:GEGAC/UCG,94 95;andCaseStudy2:GEGAC/GLCH, CaseStudy1:GEGAC/UCG, CaseStudy9:Larrakia/StC,

36 whichshouldonlybeused tomovethingsalongtimelinewise. 111 Thereisanadditionallayerofcomplexityindisputeresolutionwhereonepartneris afunderintherelationship.partnersidentifytrustthatraisingconcernsand speakingopenlywillnotimpactfundingsupportasnecessarytoensureaneffective andmoreequalworkingrelationshipwiththefundedpartner. 112 OneACCO explainsthattheyareabletoraiseissueswiththeirpartnerandfunderopenly because: Theyknowthatourintentionsaretodothebestwecanforourcommunityand weknowthattheyareheretosupportusifweneedit Planninginpartnership Partnershipswithinthecasestudiescommonlyincludeplanningprocessesthatare significantlyinformalandflexible. 114 Participantsconsiderthesearrangements necessaryandimportanttopartnershipplanningthatisdynamicandresponsiveto need. 115 Asexplainedbyoneparticipant: Ithinkalotofthegreatworkcomesoutofthatactualpracticalwalking alongsideandnegotiatingstep by step you rejustgoingtogetherwalking thetrackratherthansittingdownfirstandsayingwe regoingtodoa,b,cand d. 116 Thisapproachtoplanninginpartnershipisdescribedasflexibleratherthanloose: Wewerenotstickingtodetail itwasarelationshipbuiltontrustandrespect,itwas notaboutlegallybindingcontractsandoutcomes. 117 Thisisaboutensuringthe partnershipcanberenegotiated wherenewneedsareidentified or torespondto specificissuesortherealitiesofthetime. 118 OneACCOdescribesaprocessthatsupportseffectiveplanninginpartnership: IsetdownabudgetofwhatIneed,shesetsdownabudgetbasedonthe moneyavailableandthenwetalktogetherandlookatacompromise.within thatwealsolookatwhatprojectswehaverun,whathasbeensuccessful, achievedoutcomesandwhathasn tandthenwereflectthenextphasebased onthat CaseStudy1:GEGAC/UCG, SeeespeciallyCaseStudy4:WELA/StC. 113 CaseStudy4:WELA/StC, Seeforexample:CaseStudy1:GEGAC/UCG;CaseStudy4:WELA/StC;CaseStudy5: Dalaigur;andCaseStudy9:Larrakia/StC. 115 Seeforexample:CaseStudy1:GEGAC/UCG;CaseStudy4:WELA/StC;CaseStudy5: Dalaigur;andCaseStudy9:Larrakia/StC. 116 CaseStudy1:GEGAC/UCG, CaseStudy9:Larrakia/StC, Ibid. 119 CaseStudy4:WELA/StC,

37 Flexibleplanningprocessescanallowspacefordiscussionandplanningatthe communityleveltofeedintoandguidepartnershipwork, 120 asoneparticipant highlights: providing[them]withflexibilityinrelationtohowtheyoperateisimportantso thatdecisionscanbemadeatthecommunitylevel. 121 ACCOsdescribethatthisisimportanttothewaytheyoperatebecauseanACCOisa partofthecommunityandnotthecommunityasawhole.accosexplainthatthey canonlyrepresentthecommunitytotheextentthattheyconsultandlistento communityneeds. 122 Otherplanningprocessesidentifiedassupportingeffectivepartnershipwork include: apartnerprovidingsupportforthedevelopmentandreviewofanaccos strategicplan; 123 broadersectorcommitteesandintegratedservicedeliveryplatforms providingforumsforshared,strategicandlong termplanning. 124 Havingandnamingavisioncanbevitaltoenableeffectiveplanninginpartnership thatisdirectedtowardsachievingthatvision.participantsdescribethatleadersin bothaccosandmainstreamserviceprovidershavearoletoplayindevelopingand articulatingavisionthatprovidesdirection. 125 Twoexamplesillustrate: Asharedvision,having somewhereyouwanttogo isalsoacriticalelement, includinghavingsomeonewithinthepartnershipwhocanarticulatethevision andhelppushtowardsit. 126 Peoplealwayssaythatpartnershipshavetohaveavision,andintheendthose thingsarereallycritical,becausethat swhatkeepsyouatit youdon thaveto haveeverythinglockedup,butyouneedtobeonajourney,andyouneedtobe keepingonreflectingonthat. 127 Participantsdiscussedthisissueasimportanttofacilitatingsuccessfulpartnerships atallstagesofpartnershipdevelopment,operationandmanagement.withinsome ofthepartnershipsstudiedaclearvisiontoimproveservicedeliveryforaboriginal andtorresstraitislanderchildrenandfamilieshasenabledpartnerstodevelopnew 120 SeeespeciallyCaseStudy4:WELA/StC;andCaseStudy9:Larrakia/StC. 121 CaseStudy4:WELA/StC, Seeforexample:CaseStudy4:WELA/StC,117.Seealso:CaseStudy1:GEGAC/UCG; CaseStudy5:Dalaigur;andCaseStudy9:Larrakia/StC. 123 CaseStudy4:WELA/StC, Seeforexample:CaseStudy1:GEGAC/UCG;andCaseStudy7:VACCA/HMIFSAlliance. 125 Seeespecially:CaseStudy7:VACCA/HMIFSAlliance;andCaseStudy8:VACCA/Berry Street. 126 CaseStudy7:VACCA/HMIFSAlliance, Ibid. 37

38 andinnovativeservicedeliverymodels Sharedlearningandstaffingarrangements Staffingarrangementsthatenablelinkages,relationshipbuildingandlearning acrossorganisationshavebeendescribedascentrallyimportantby,andformedan elementofpracticefor,almostallpartnershipswithinthecasestudies. Staffingarrangementsthathavecontributedtoeffectivepartnershipworkare describedbelow: Co locationofstaffhasprovedeffectiveforbuildingrelationships,easeof communication,undertakingmentoringandsupportrolesand,reducing coststhroughsharedinfrastructure. 129 ACCOsemphasisethatthereshould beafocusonco locationattheofficesoftheaccoasthisisimportantto maintainingindependencewhenworkingwithalargerngoorgovernment partner,andisawayofshowingrespectandvaluefortheroleoftheacco inthepartnership. 130 Sharedstaffwillusuallybeemployedbyonepartnerbutworkapartoftheir weeklyloadfortheotherpartnerbyagreementbetweenthe organisations. 131 Sharedstaffhavebeenidentifiedasmakingacritical contributiontocross education,sharingskillsandknowledgebetween partnerorganisations.onepartnershipdescribesthatasharedstaff memberworks fluidly acrossthetwoorganisationsandtakesafurtherrole asanadvocateforfamilieswithboththeaccoandmainstreamservice provider. 132 Short termsecondment:onepartnershipprovidestheexampleofashorttermsecondmentarrangementwhereaseniormanagerofthemainstream partnerwassecondedtotheaccoforaperiodof12weeksintheearly stagesofpartnershipdevelopment.thisservedapurpose todevelop systems,reportingmechanismsandreferralprocessesthatwere complementary and todevelopunderstandingaroundhow[we]couldfitin withtheway[they]neededtodobusiness' 133 Anotherpartnershipprovides theexampleofasecondmentintendedtofillastaffcapacitygapforan ACCOwithaclearvisionthattheACCOwouldemploytheirownstaff memberforthepositioninthefuture Seeforexample:CaseStudy6:AbSec;CaseStudy7:VACCA/HMIFSAlliance;andCase Study8:VACCA/BerryStreet. 129 Seeforexample:CaseStudy4:WELA/StC,120;CaseStudy6:AbSec,142;CaseStudy8: VACCA/BerryStreet,151;andCaseStudy9:Larrakia/StC, CaseStudy3:VACCALakidjeka. 131 Seeforexample,CaseStudy1:GEGAC/UCG;andCaseStudy8:VACCA/BerryStreet. 132 CaseStudy1:GEGAC/UCG, CaseStudy8:VACCA/BerryStreet, CaseStudy1:GEGAC/UCG,99. 38

39 MirroredstaffingteamshavebeenestablishedinanAboriginalpeakbody andagovernmentdepartmentforthedevelopmentandmanagementof twopilotservicemodels. 135 Thisstaffingstructurehas promoted collaborativeworkbetweenstaffonprojectteamsthatgoacrossagencies andisdescribedas encouragingmoreequalworkingrelationshipsbetween staff Jointstafftrainingandstakeholderinformationsessions Threekeypracticesareidentifiedbyparticipantsaspromotingeffectivepartnership throughtrainingandinformationprovisionforstaff,communitymembersand stakeholders: Staffofpartnerorganisationsundertaketrainingjointlytodevelop relationshipsandsharedunderstanding. 137 Stafftrainingisdeliveredand/ordesignedjointlybystaffofpartner organisations. 138 Wealwaysdidtrainingtogether;itwasalwaysacommonfocusonhowwe worktogether.wheneverwedoregionaltraining,wealwaysmakesurethat it'susandthedepartmenttogether. 139 Communityandstakeholderinformationandconsultationsessionsare conductedjointlybystaffofpartnerorganisations. 140 Furthertrainingpracticesthatrelatespecificallytodevelopingculturalcompetency inpartnershiparediscussedbelowinsection Informationsharingbetweenpartners Partnersnotethatafailuretofullysharerelevantinformationbetween organisationsisaweaknessofsomeotherwiseeffectivepartnerships. 141 Participantsidentifythatfailurestosharerelevantinformationcangobeyond legislativeprivacyconstraintsandcanbelinkedtoa reluctance toletgoofpower intherelationship. 142 OneACCOdescribesthatthisrequiresthemtotakea proactiveroletofindoutwhatishappeningwithacase,ratherthaninformation 135 CaseStudy6:AbSec, Ibid. 137 Seeforexample:CaseStudy3:VACCALakidjeka;andCaseStudy4:WELA/StC. 138 Seeforexample:CaseStudy3:VACCALakidjeka;andCaseStudy4:WELA/StC. 139 CaseStudy3:VACCALakidjeka. 140 Seeforexample:CaseStudy4:WELA/StC. 141 Seeforexample:CaseStudy2:GEGAC/GLCH;andCaseStudy3:VACCALakidjeka. 142 CaseStudy3:VACCALakidjeka. 39

40 beingprovidedwhenitshouldbe. 143 Inotherpartnershipsopensharingofinformationisrecognisedasastrength: Thisexchangebecameacultureofhowweworkedtogether.WhenIwasthere, therewasnoholdinginformation,therewaslotsofinformalengagement abouteverything,andmutualsupportandassistance. 144 ACCOsidentifythattheimplicationsofnotsharinginformationcanlimittheir abilitytosupportfamiliesappropriatelyandprovideeffectiveservices. 145 KeyPractices OngoingPartnershipManagement KeyPrinciplesReflected ThroughPractice 1. Mainstreampartnerhasconsistentcontact Principles:1,6,7and8 withtheaccoandaboriginalandtorres StraitIslandercommunitytocreate opportunitiesforregularinformalinteraction andcommunication.examplesinclude, regularvisitstothecommunity,participation incommunitymeetings,events,and celebrations,andcommunityinformation sessionsonpartnershipactivities. 2. Openandhonestdiscussionsthataddress Principles:1,5and6 concerns,issuesanddisputesastheyarise. Theseareconductedface to face,onthe phoneifnecessary,butneverby . 3. Planningisinformal,flexibleandongoing, Principles:1,2,3,4and6 ensuringthatthepartnershipisdynamic,and responsivetoneedsandopportunities. Partnerstrusteachotherenoughtoallow flexibleworkingarrangementsand walk together. 4. Planningisdirectedtowardsastrongvision Principles:2,4,5and6 thatisclearlyarticulatedandagreedbyacco andmainstreampartners. 5. Stafftrainingisdesigned,deliveredand/or Principles:2,3,5,6and7 undertakenjointlybystaffofpartner organisations,asarecommunityand 143 CaseStudy3:VACCALakidjeka. 144 CaseStudy9:Larrakia/StC, Describedin:CaseStudy2:GEGAC/GLCH,106;CaseStudy3:VACCALakidjeka. 40

41 stakeholderinformationsessions. 6. Staffingarrangementsincluding,forexample, co location,secondment,sharedstaffand mirroredstaffteams,contributeto relationshipbuilding,sharedlearningand collaborativework. 7. Proactivelysharerelevantclientandcase informationwithinprivacylegislation constraints. Principles:1,2,3,6,7and8 Principles:1,5and7 5.2Resourcingandfacilitatingpartnerships 5.2.1Resourcingforpartnershipwork Partnershipsareidentifiedasincreasingefficiencythroughresourceand informationsharing,andpreventingserviceduplication. 146 However,efficiency benefitstendtobelongtermandresultfromstagesofrelationshipdevelopment, servicelinkingandserviceintegrationthatarehighlyresourceandtimeintensive. Participantsdescribe: Achievingthingsinpartnershiptakestime.Tomakepartnershipworkyouhave tobeabletomeetandtalkthingsover.it sachallengetofindthetimefor thosemeetings. 147 It shardtoscheduleinthetimethatyouneed,that sabitunstructured,tobe abletojustdreamaboutwhatyoucoulddo Imadesomedecisionsand droppedsomethingsoff.ithasacost. 148 Thereneedstobeagreaterrecognitionofthecomplexitiesofpartnershipwork andthetrueamountoftimerequiredforthisapproachtobeeffective. 149 Participantsrecognisethatfundingmodelsthatpredominantlyvalueshort term serviceoutcomesencourageafocusonimmediateserviceprovision.thisshorttermfocusexcludesadequateattentiontothelong termrelationshipdevelopment andmanagementthatisrequiredtoenableeffectivepartnershipwork.thereisa clearneedforintroducingwaysofplacinga value,fromafundingperspective,on partnershiprelationshipswhichcanleadtomediumandlong termservice 146 Flaxman,S.,Muir,K.,&Oprea,I.(2009).OccasionalPaperNo.23:Indigenousfamiliesand children:coordinationandprovisionofservices.canberra:departmentoffamilies,housing, CommunityServicesandIndigenousAffairs(FaHCSIA), CaseStudy2:GEGAC/GLCH, CaseStudy8:VACCA/BerryStreet, CaseStudy1:GEGAC/UCG,

42 outcomes: Ifyoudon thavesomeoneresourcingit,itdropsoffwhenweareallbusyand weareallgoingtocontinuetobebusy Weneedtohave legitimatetime devotedtotheexecutivemeetings,theoperationsmeetings,thatarejustabout therelationship. 150 Alackofresourcingforpartnershipdevelopmentandmanagementisfurther reflectedintherealitythatnoneofthepartnershipsreviewedhaveundertakena significantrevieworevaluationthathasafocusonaspectsofthepartnership relationshipitself,notjustthesubstantiveoutcomesofpartnershipwork. MainstreampartnersandACCOsemphasisetheneedforfundingarrangements thatcreatespaceforpartnershipwork.oneparticipantexplains: Ifitwasmoreflexibleandlonger termtimelinesthenwewouldbeableto probablyengagealotmorefamiliesthanweare betteroutcomescouldbe achievediffundingforpartnershipworkwaspooledandflexible,ratherthan separatedintomanysmallerpartsforspecificprojects. 151 Manyparticipatingorganisations,includingmainstreampartners,recognisethat thereisaroleforlargemainstreamserviceproviderswhichhaveasignificantcapital basetoshareresourceswithaccosinpartnershipandtransferresourcesto ACCOs. 152 Astaffmemberofamainstreamserviceprovidercomments: Ithinktherearealotofresourcesinthesectorthatcouldandshouldgoto Aboriginalorganisations Ithinktherearealotofresourcesthatmainstream serviceshavegotthatshouldgotoaboriginalcontrolledorganisationsand thentheywouldhaveabetterchance,giventhescaleoftheirtask. 153 Participantsexplainthatthisisaboutviewingresourcesinthesectorascommunity resourcestomeettheneedsofchildrenandfamilies,developingsharedcapacity betweenorganisationsandensuringthataccoshaveaccesstoadequateresources toenableeffectiveandculturallyappropriatesupportforaboriginalandtorres StraitIslanderchildrenandfamilies. 154 Asonegovernmentrepresentative comments,itisimportantto: makesurethattheresourcesgoingtomainstreamcanbeequallyaccessedby Aboriginalorganisations,sothataclienthasachoiceofgoingtoanAboriginal organisationoraccessingamainstreamserviceorusingtheaboriginal 150 CaseStudy8:VACCA/BerryStreet, CaseStudy1:GEGAC/UCG, SeeespeciallyCaseStudy1:GEGAC/UCG;andCaseStudy8:VACCA/BerryStreet,and thepositiveoutlookformainstreamparticipationincapacitybuildingwithoutfinancial benefitmotivationincasestudy6:absec, CaseStudy8:VACCA/BerryStreet, SeeCaseStudy1:GEGAC/UCG;andCaseStudy8:VACCA/BerryStreet. 42

43 organisationtoaccessthemainstreamontheirbehalf. 155 Short termgovernmentfundingcommitmentscreatechallengesforpartnership sustainabilityasorganisationsidentifythat,regardlessoftheorganisational commitmenttoworktogether,alackofsecurityaroundfundingcanplacelimitson theextentofthatcommitment. 156 Indescribinganotherwisesuccessfulandrobust partnershiprelationship,oneaccocomments: Youcanhaveallthestrengthsofpartnershipyouwant,butwhenorganisations areprogrammaticallyfunded,you reonlyasstrongasthepartners,andthe funding,andthecommitmentaroundyou. 157 Anotherdescribes: Noneofourfundingagreementsarelongterm,theyarealloneyear.Soitis reallyhardtobuildasustainableprogramandservicewhenyougofromone yeartothenext.thathasbeenthehardshipforusall. 158 Theclearandsignificantchallengesanddeficienciesthatparticipantsidentifyin relationtoresourcingforpartnershipworkhighlightthatthisisanareawhich requiressignificantpolicydevelopmentfocus.thoughpartnershipsincludedinthe casestudieshaveenabledalevelofsuccessinpartnershipthroughcommitment, sacrificeandinnovativepractices,insnaicc sview,ifsuccessfulpartnership approachesaretobeundertakenmorewidely,thesupportiveenvironmentneedsto improve.thisincludesaneedforattentiontofundingtargetedforpartnership development,managementandreview,andthedevelopmentofpartnership modelsthatsupportpartnershipprocesses.thefollowingsectionhighlightsmodels thathavedemonstratedsuccessorshownpromiseforenablinggenuineandwellresourcedpartnershipsbetweenaccosandmainstreamserviceproviders Promisingpartnership basedserviceintegrationandpartnership facilitationmodels Servicesystemsinthechildandfamilyservicesectorhavelackedsupportforthe developmentofgovernancestructuresthatencouragepartnershipdevelopment andfundingforpartnershipfacilitationroles. 159 Anumberofmodelshaveshown promisefortakingapartnership basedapproachtoserviceintegrationand providingdedicatedresourcesforpartnershipdevelopment,includingpartnerships thatengageaccos.afullreviewofthesemodelsisbeyondthescopeofthispaper, 155 CaseStudy8:VACCA/BerryStreet, Seeforexample:CaseStudy4:WELA/StC,114;andCaseStudy8:VACCA/BerryStreet, CaseStudy8:VACCA/BerryStreet, CaseStudy4:WELA/StC, Moore,T.&Skinner,A.(2010).BackgroundPaper:Anintegratedapproachtoearly childhooddevelopment.melbourne:centreforcommunitychildhealth,theroyal Children shospital,10. 43

44 buttheyarereflectedheretotheextentthattheyhavebeenviewedasenabling andsupportivestructuresforthecasestudypartnerships.theseinclude: (a) thevictorianchildfirst(childandfamilyinformation,referraland SupportTeam)initiative; (b) thecommunitiesforchildren(cfc)strandofthefahcsiafamilysupport Program;and (c) thepilotcapacitybuildingthroughpartnershipsapproachbeingdeveloped inpartnershipbetweenabsecandacwainnewsouthwales. Participantsworkingwiththesemodelsrecognisethatpartnershipfacilitationroles havebeenkeytoenablingeffectivepartnershipwork. 160 (a) ChildFIRST ChildFIRSTispartoftheIntegratedFamilyServicesmodelinVictoriaandprovides intake,assessmentandcasemanagementservices,withtheaimoflimitingchild Protectioninvolvementwithchildrenandfamilieswhereverpossible.EachChild FIRSTservicewithinVictoriasitswithinaChildandFamilyServiceAlliance;a governancestructurejoiningtogetherregisteredfamilyserviceproviders,the VictorianDepartmentofHumanServices(DHS)andotherstakeholderswithina givencatchmentarea.thesealliancesareintendedasaplatformforintegrated servicedelivery. 161 ThismodelhasshownpromiseforengagingAboriginalorganisationsandimproving servicedeliveryforaboriginalfamilies.accoshaveviewedpartnershipstobe effectivewheremutualbenefithasaccruedinareasincludingculturalcompetency, jointservicedelivery(includingsecondaryconsultationandadvicefromaccos), andsharedtrainingandorganisationalsupport. 162 However,insomeAlliances ACCOsperceivecosttooutweighbenefitandreflectthat issuesfortheaboriginal communityarerarelydiscussed,few(ifany)referralswerereceivedfromchild FIRSTandtherewasasensethattheydidnotfeeltheyhadavaluedandrespected roleinthealliance. 163 Thisraisesaseriesofimportantpartnershipgapsconcerning thegoodpracticesdetailedintheearliersectionsofthispaper. The2011evaluationofChildandFamilyServicesReforms,whichreviewedtheinitial implementationstageofchildfirstinvictoria,identifiedtheimportanceof projectofficerrolestofacilitatingeffectivepartnerships: FormanyAlliances,thecapacitytoengageinpartnershipshasbeenfacilitated byaccesstoproject officersupport.projectofficersaddvaluebyactingasa sharedresource InAllianceswherethisroleisinplace,thereisgreater capacityforcatchmentplanninganddataanalysis,strongersupportforkey governancemeetings,andaccesstoanindependentconduitthatisableto 160 SeeespeciallyCaseStudy1:GEGAC/UCG;CaseStudy4:WELA/StC;andCaseStudy7: VACCA/HMIFSAlliance. 161 KPMG.(2011).ChildFIRSTandIntegratedFamilyServices:FinalReport.Melbourne:KPMG andvictoriangovernmentdepartmentofhumanservices, Ibid, Ibid,

45 brokerrelationshipsandnegotiatetoachieveanoutcomeinthecommon interest. 164 Thereportidentifiesthattheserolesarefundedfrom,forexample,poolednetwork fundingorco contributionofagenciesandrequirefurtherinvestment. 165 AnAllianceProjectManager,workingforanAlliancethatincludesthestrong participationandperspectiveofanacco,describestheimportanceofthe facilitationroleinkeepingdiverseandcomplexinterestsinmindandconstantly tryingtolistenandunderstand. 166 Facilitatorshavearoleto: Keepthehelicopterviewallthetime,and seeallthedifferentpressuresand howthey reallworking.butthenyoutryanddosomethingaboutit together. 167 AnACCOengagedinthesameandotherAlliancesexplainstheimportantroleof thestructureforbuildingrelationshipswithmainstreamserviceprovidersand advancingtheirroleandperspective.theaccobelievesthatthiscontributedtoan increasedfocusoneffectiveculturallyappropriateservicesforaboriginalfamilies. 168 ThestructurehasenabledtheACCOtobuildunderstandingswithmainstream partnersthathaveresulted,forexample,inaconsultationandallocationsupport roleinrelationtoaboriginalfamiliesaswellasinthedevelopmentofaproposalfor anaboriginal ledandmanagedchildfirstprovider.pooledalliancefundinghas enabledflexibleallocationoffunds,forexample,intheinitialestablishmentofan AboriginalLiaisonWorkerroletosupporttheAlliances.Itisimportanttonotethat theaccobelievesithashadtoadvocatestronglyforarolewithinthealliances, ratherthantheimportantroleofaccosbeinginitiallyrecognisedwithinthe integratedservicemodel. 169 (b) CommunitiesforChildren TheCommunitiesforChildren(CfC)strandoftheFaHCSIAFamilySupportProgram supportsearlyinterventionandpreventionservicesforfamilieswithchildrenupto 12years.Ineachofthecurrent45CfCsites,anNGOfacilitatingpartnerhasa brokeringroletoengagelocalorganisationsinprovidingservicesforchildrenand families.cfchasaimedtoincreaseservicecoordinationandcollaborationthrough apartnerships basedapproach. 170 The2009evaluationofCfCprovidedsomesignificantconclusionsonthesuccessof 164 Ibid, Ibid, CaseStudy7:VACCA/HMIFSAlliance, Ibid. 168 CaseStudy7:VACCA/HMIFSAlliance. 169 Ibid. 170 NationalEvaluationConsortium.(2009).Evaluation( )oftheStrongerFamilies andcommunitiesstrategy Canberra:DepartmentofFamilies,Housing, CommunityServicesandIndigenousAffairs,19. 45

46 thepartnershipmodelanditscontributiontoservicecoordination.theseincluded: Specificfundingforcoordinationactivitieswascriticaltosuccessful collaboration. 171 Themodelworkedwellbecauseitbroughtpeopletogetheraroundan importantcommunityissueandpromotedcomplementaryworkratherthan competitionbetweenagencies. 172 Thefacilitatingpartnerrolewas instrumental tocollaborationthrough establishingconsultationandcommunicationprocessesandworking throughissues. 173 Relationshipstookconsiderabletimetoestablish Theyrequireda significantinvestmentoftimeandresources. 174 Localfacilitatingpartnerswerethoughttohaveabetterunderstandingof communityneedsthangovernment. 175 Theevaluationdescribedtheimportanceofhavingfacilitatingpartnerswhoare well knownandacceptedwithinthebroadercommunity,thatinvesttimein developingrelationshipswithothercommunityorganisations,andthat acknowledgeandrespectotherorganisations. 176 Fourpartnershipsparticipatinginthecasestudieswerespecificallyengagedin activitiessupportedthroughcfc. 177 Facilitatingpartnershighlightedthe importanceofcfctoenablepartnershipwork: TheCommunitiesforChildrenprogramwasamajorinstigator Itwasthe wholereasonwecameuphere Havingfacilitatingpartnersletsitbeso flexibleinbeingabletorespondtocommunityneeds. 178 [CfC]gaveusanopportunitytoreallystrengthentheworkthatweweredoing with[theacco]becauseitprovidedaconsiderableamountofresourcesand wecouldnegotiatehowwecouldusethoseresourcestoimproveoutcomesfor Aboriginalchildren. 179 AnACCOfundedthroughCfCdescribesthattheirrelationshipwiththefacilitating partnerhasbeenmoresuccessfulthandirectrelationshipswithgovernmentand thatthroughcfc FaHCSIAhaveputinamiddlemanwhichactsasabufferand support Ibid, Ibid, Ibid, Ibid, Ibid, Ibid, SeeCaseStudy1:GEGAC/UCG;CaseStudy2:GEGAC/GLCH;CaseStudy4:WELA/StC; andcasestudy9:larrakia/stc. 178 CaseStudy4:WELA/StC, CaseStudy1:GEGAC/UCG, CaseStudy4:WELA/StC,

47 Intheseexamples,however,itisnotablethatthefacilitatingpartnerswere recognisedaseitheralreadyhavingahighlevelofculturalcompetencyoras needingtodevelopculturalcompetencybeforerelationshipsweresuccessful.in onecase,afacilitatingpartnerexperiencedsignificantchallengesindeveloping relationshipsbeforetakingstepsthatincludedtheemploymentoflocalaboriginal staffandculturalawarenesstrainingforstaff. 181 A2009reviewofserviceprovision foraboriginalandtorresstraitislanderchildrenandfamiliessupportedthrough CfCfoundthatincreasesinthenumberandscopeofavailableservicesdidnot necessarilyleadtocorrespondingincreasesinaccessforfamilies. 182 Thereview concludedthatthis wasapparentwhenmainstreamprogramsdidnotdevelop strategiesforincludingindigenouspeoplesandcommunities. 183 Inthepartnerships consideredinthispaper,cfchasprovidedavitalplatformforrelationship development,buttheeffortsoffacilitatingpartnerswhohavefocussedonand developedculturalcompetencyandrespectfulrelationshipshavealsobeencritical toenablingsuccessfulpartnershipswithaccos. (c) AbSec/ACWAcapacitybuildingproject TheAbSec/ACWAcapacitybuildingprojectprovidesapromisingexampleofa strongaboriginalorganisationtakingaroleinpartnershipfacilitationandbrokering agreementsbetweenlargemainstreamserviceprovidersandaboriginal communitiesforthedevelopmentofnewservicesinpartnership.thisapproachis describedindetailbelowinsection7. (d) Culturalcompetencywithinintegratedservicedeliveryandpartnershipfacilitationmodels SNAICCconsidersthattheseexampleshighlightthebroaderneedforafocuson culturalcompetencyandaboriginalcommunityleadershipwithinpartnershipbasedintegratedservicedeliveryandpartnershipfacilitationmodels.learning frompracticehighlightsthatthisshouldincludeafocusonincorporatingthe perspectivesofaccosinpartnershipstructures,andsupportingaccoleadership withinpartnershipsthatrespondtoaboriginalandtorresstraitislandercommunity needs.thisisinlinewithcommunity developmentprincipleswhichrecognisethat effectiveandsustainableserviceprovisionrequires wholeofcommunity involvement,utilisationoflocalknowledge,localresourcesandlocalpersonnel,and adoptingaholisticapproachtoplanninganddevelopmentofprojectsinorderto guaranteeownership. 184 AsignificantroleandparticipationofACCOsinintegrated servicedeliverysystemsvaluesthestrengthofaccosinleadingculturally appropriateserviceresponsestocommunityneeds.snaiccbelievesthat investigatingserviceintegrationmodelswhichpromotethisroleisanimportant 181 CaseStudy4:WELA/StC. 182 Flaxman,S.,Muir,K.,&Oprea,I.(2009).OccasionalPaperNo.23:Indigenousfamiliesand children:coordinationandprovisionofservices.canberra:departmentoffamilies,housing, CommunityServicesandIndigenousAffairs(FaHCSIA), Ibid. 184 Burchill,M.,Higgins,D.J.,Ramsamy,L,&Taylor,S.(2006). Workin together : Indigenousperspectivesoncommunitydevelopment.FamilyMatters(75),59. 47

48 48 areaforfurtherresearchandpolicydevelopment. KeyPractices PartnershipResourcingand Facilitation 1. Allocateresourcestopartnership developmentandmanagementprocesses, acknowledgingthetimeandresources partnershiprequires. 2. Longerterm,flexiblegovernmentfunding commitmentsandmodels,whichenable partnershipsandcontributetosustainable outcomes. 3. Governmentchildrenandfamilysupport programsspecifyandsupportrolesfor ACCOsandmainstreampartnersina partnershipmodel,wheremainstreamroleis necessary. 4. Developfundedfacilitationrolesthatassist inbrokeringrelationships,managing partnershipstructuresandsupporting partnershipdevelopment,includingwithin integratedservicedeliverymodels. 5. ACCOsandculturallycompetent mainstreamorganisationsandworkers undertakefacilitationrolesthatassistin incorporatingtheperspectiveofaccosin partnershiprelationshipsandmulti partner structures. 6. Fundingforservicedeliveryinpartnershipis pooledandflexible,enablingcollaborative andcreativeresponsestocommunityneeds. 7. Partnersviewresourcesascommunity resourcesforthebenefitofchildrenand families.partnersworktogetherto determinehowtoallocateresourcesto achievegoodoutcomes.thisincludes resourcesharingandtransferarrangements thatstrengthentheacco sroleand capacity. 8. Integratedservicedeliverysystems KeyPrinciplesReflected ThroughPractice Principles:1,4,6and7 Principles:1,2,4and6 Principles:2,4and7 Principles:1,6and7 Principles:2,6and7 Principles:3,4,7and8 Principles:2,3,4,5and7 Principles2,3,4and7

49 articulatethesignificantroleofaccosin leadingculturallyappropriateservice responsestocommunityneeds,and incorporateresourcesandtimelinesthat enabletheireffectiveparticipation. 5.3Monitoringandevaluation 5.3.1Monitoringandevaluationinpartnership ACCOscommonlyidentifysignificantdifferencesinculturalunderstandingof,and approachesto,evaluationbetweenaccosandmainstreampartnersthatcreate challengesforevaluationofpartnershipprojects. 185 Thisisoftendescribedasthe differencebetweenanaboriginalfocusonqualitativefeedback,asopposedto quantitative, datadriven systemsofevaluationthatareacceptabletomainstream serviceprovidersandgovernment. 186 Thereisacleartensioninpartnershipsasto whetherthisrepresentsaweaknessinevaluationcapacityofaccosoradifferent andculturallyappropriateapproach. 187 Practicesthathaveaddressedtensionsandcontributedtoeffectiveevaluationof partnershipactivitiesinclude: Shareddevelopmentofevaluationframeworks,ensuringthattheindicators ofsuccessaremutuallyagreed. 188 JointlydevelopingreportingrequirementsandprocesseswithanACCOwho isafundedpartnertoensurethattheyarerelevantandnottooonerous. 189 Mainstreampartnersprovidingsupportforbuildingevaluationcapacity, includingdevelopingdatacollectionandrecordingprocessesjointlywithan ACCO. 190 AlignedreportingrequirementswhereanACCOandagovernmentservice reportinrelationtothesameindicators,creatingasenseofmoreequaland mutualaccountabilitywithinthepartnership. 191 Independentevaluationofprogramsdeliveredinpartnershipisafurtherpractice thathasbeenidentifiedbyparticipantsasservingapurposeforsupportingand 185 Seeforexample:CaseStudy1:GEGAC/UCG;CaseStudy2:GEGAC/GLCH;CaseStudy3: VACCALakidjeka;CaseStudy4:WELA/StC;andCaseStudy9:Larrakia/StC. 186 Seeespecially:CaseStudy1:GEGAC/UCG;CaseStudy2:GEGAC/GLCH;andCaseStudy 4:WELA/StC. 187 Seeespecially:CaseStudy1:GEGAC/UCG;CaseStudy2:GEGAC/GLCH;andCaseStudy 4:WELA/StC. 188 CaseStudy1:GEGAC/UCG, CaseStudy4:WELA/StC, CaseStudy1:GEGAC/UCG,96;andCaseStudy4:WELA/StC, CaseStudy3:VACCALakidjeka. 49

50 maintainingrelationships.onemainstreampartnerdescribesthatthishasenabled difficultissuestobeaddressed: Ifweevaluatedourselveswewouldbereluctantto raisequitecontroversialmatters. 192 However,anumberofACCOsdescribethat wheretheydonothaveinputintoevaluationprocessesorwherethereisno AboriginalorTorresStraitIslanderculturalperspective,evaluationswillnotbe accurateorbeneficial. 193 Issuesalsoarisearounddifferentwaysofproviding feedback,withoneaccodescribingthataboriginalstaffarereluctanttomake negativecommentswhichcanleadtoanunbalancedevaluation. 194 Monitoringandevaluationofservicedeliveryoutcomesofpartnershipactivitieswas commoninthepartnershipsstudied.however,itisnotablethatinalmostall partnershipstherewasnosignificantorformalisedevaluationofthepartnership relationshipitselforthecontributionofthatrelationshiptoserviceoutcomes.the onlyexceptionswereinthecaseofbroadergovernment ledreviewsofpartnershipbasedservicedeliverymodels, 195 andonemainstreamserviceproviderwho undertookabroaderreviewoftheirworkinpartnershipwithaboriginal organisationsandcommunities. 196 InSNAICC sview,accesstoresourcesdedicated topartnershipdevelopment,managementandreviewprocesseshaspotentialto shifttheinadequatefocusonreviewofpartnershiprelationships.these possibilities,whicharecurrentlylacking,aredescribedaboveinsection5.2. Whilepartnershipsincludedinthispaperdonotreflectsignificantpartnershipfocusedevaluationpractices,arecentcasestudydescribedintheboxedtextbelow providesanexampleofaparticipatoryevaluationapproachthatwasusedtoreview apartnershipbetweenanaccoandlargeinternationalngo.thisapproach reflectsanumberofeffectivepartnershippracticesandprinciplesidentifiedinthis paperandappliedherewithinthecontextofevaluation.theseinclude:afocuson buildingcapacityfortheacco;combinedandcollaborativestaffingarrangements; adaptationoftheprocesstoincludeculturalperspectivesandrelevancetothe community;andafocusoncommunitydevelopmentbenefitsofpartnership. PARTNERSHIPEVALUATION:APROMISINGAPPROACH Huntprovidesacasestudyofanevaluationconductedinpartnershipbetween OxfamAustraliaandYorgumAboriginalCorporationinPerththatincludes promisingpracticesforeffectiveevaluationthatincorporatestheperspectiveand prioritiesofbothpartners. 197 OxfamhasprovidedsupportandfundingtoYorgum 192 CaseStudy4:WELA/StC, Seeforexample:CaseStudy3:VACCALakidjeka;andCaseStudy4:WELA/StC. 194 CaseStudy3:VACCALakidjeka. 195 Seeforexample;KPMG.(2011).ChildFIRSTandIntegratedFamilyServices:FinalReport. Melbourne:KPMGandVictorianGovernmentDepartmentofHumanServices;andNational EvaluationConsortium.(2009).NationalEvaluation( )oftheStrongerfamiliesand communitiesstrategy Canberra:DepartmentofFamilies,Housing,Community ServicesandIndigenousAffairs. 196 SeeCaseStudy1:GEGAC/UCG. 197 Hunt,J.(2010).PartnershipsforIndigenousDevelopment:InternationalDevelopment NGOs,AboriginalOrganizationsandCommunities.CAEPRWorkingPaperNo.71.Canberra: 50

51 fortheprovisionofacounsellingserviceforaboriginalpeopleaffectedbyfamily violenceandsexualabuse.the2009evaluationofthepartnershipandpartnership activitiesincludedthefollowingelements: 198 Useofaparticipatoryevaluationapproach,whichwasviewedasan opportunitytosupportyorgum scapacitydevelopmentbyoxfam. AmixedevaluationteamincludedstafffromOxfam,Yorgumandan externalconsultantwhomentoredtheparticipatingyorgumresearcher. ParticipationofYorgumindevelopingthetermsofreferenceforthe evaluation. Useofavalues basedapproachthatfocussednotonlyonserviceoutcomes, butincludedyorgum sstoryandgrowthwithsensitivitytoaboriginal culturalprocesses. AdaptionofstandardevaluationquestionsofOxfam,maderelevantby Yorgumstaff. Afocusoncapacitybuildingandcommunitydevelopmentbenefitsofthe partnership. Theevaluationprocesswasnewtoallpartnersandwasnotwithoutchallenges. However,itwasrecognisedasenablingvaluablesharedreflectiononthe partnershipandtheservicesprovidedbyyorgumthatwouldfeedintofuture strategicplanningprocesses. 199 KeyPractices MonitoringandEvaluationin Partnership 1. Indicatorsofsuccessaremutuallyagreed betweenpartnersand,whereappropriate, jointlyreportedon. 2. WhereanACCOreportstoapartnerwhois alsoafunder,theaccoparticipatesin developingreportingprocesseswhichare relevantandnottooonerous. 3. PartnersprovidesupporttoACCOsfor evaluationcapacitydevelopmentanddata collectionprocesses. 4. ACCOpartnersparticipateinthedesignof evaluationandreviewprocesses. 5. Evaluationprocessesacknowledgeand KeyPrinciplesReflected ThroughPractice Principles:1,2,5and7 Principles:2,3,6,7and8 Principles:3,6and7 Principles:2,3,5,6and7 Principles:2and8 CentreforAboriginalEconomicPolicyResearch,ANU. 198 Ibid, Ibid,20. 51

52 incorporateaboriginalculturalperspectives onevaluationincluding,forexample, qualitativefeedbackandstorytelling approaches. 52

53 6.PROMISINGPRACTICES:PARTNERSHIPOUTCOMES Thissectionhighlightsthekeysuccessfulpracticesthatpartnersidentifycontribute tosignificantpartnershipoutcomes,includingcollectiveinnovationandadvocacy, culturalcompetencydevelopment,andcapacitybuilding.partnershipchallenges andbarrierstoachievingtheseoutcomesthatindicateimportantareasoffocusfor supportandimprovedpracticearealsoidentified. 6.1Collectiveinnovationandadvocacy PartnershipdevelopmentbetweenACCOsandmainstreamserviceproviderscan leadtoopportunitiesforcollectiveinnovationandadvocacyforservice developmenttomeettheneedsofaboriginalandtorresstraitislanderchildrenand families.partnershipsthatincludeaccosprovideforumsfordevelopingshared understandingaboutcommunityneedsandresponsesthatareeffectiveand culturallyappropriate. 200 Sharedunderstandingcanleadtothedevelopmentof jointstrategiesandnewservicemodelsandapproaches.ultimatelycollective advocacycanbeundertakeninpartnershiptosecuregovernment,communityor sectorsupportfornewandinnovativeapproaches. 201 Onemainstreampartnerdescribesthatadvocacycanbeaboutprovidingsupportto existingstrongaboriginalandtorresstraitislanderorganisationsandservice leaders: IntermsofAboriginalbusiness,thereareAboriginalleaderstherebuttheyneed thesecondpeopletocomeinsothateveryonecomesinbehindthem.and that saroleithinkthatallmainstreamscouldplay.theproblemisthatalotof mainstreamswanttobetheleaders.thereareotherthingstoleadon,not Aboriginalbusiness. 202 AnACCOdescribesthatthisapproachtoinnovationthroughpartnershipisvitalto thedesignofeffectiveservicesforaboriginalfamilies,whichneedtoarisefrom a strategicpushwithinthesector andbedrivenbynon governmentserviceleaders whoareconnectedtothe day to daybusiness ofchildrenandfamilyservices. 203 Partnershipsinthecasestudiesprovideanumberofsignificantexamplesof collectiveinnovation: progressiveimplementationofaboriginalculturaladviceandsupportwithin 200 Seeforexample:CaseStudy1:GEGAC/UCG;CaseStudy2:GEGAC/GLCH;CaseStudy6: AbSec;CaseStudy7:VACCA/HMIFSAlliance;andCaseStudy8:VACCA/BerryStreet. 201 Seeespecially:CaseStudy6:AbSec;CaseStudy7:VACCA/HMIFSAlliance;CaseStudy8: VACCA/BerryStreet;andCaseStudy9:Larrakia/StC. 202 CaseStudy8:VACCA/BerryStreet, CaseStudy7:VACCA/HMIFSAlliance,

54 anintegratedfamilyservicesmodelbyanaccowithsupportofalliance partnersandgovernment; 204 developmentofaproposalforanacco ledchildandfamilyinformation, ReferralandSupportTeam(ChildFIRST)withsupportfromAlliance partners; 205 developmentandpilotingofanout of homecaresectorcapacitybuilding approachdriventhroughapartnershipbetweenanaboriginalandanon Aboriginalpeakbody; 206 and adaptationoffamilyviolencereferralandresponsesystemstoenhance culturallyappropriateserviceprovision. 207 InSNAICC sview,serviceinnovationthroughpartnershippresentsasignificant opportunityforgovernment.resourcinggenuinepartnershipdevelopment betweenaccosandmainstreamserviceproviderscancreatespaceforthe developmentoflocalstrategiesandsharedgoodpractice.thisprovides opportunitiesforcommunity based bottom up policydevelopmentinlinewiththe COAGServicedeliveryprinciplesforprogramsandservicesforIndigenousAustralians whichrequireattentionto engagingandempoweringindigenouspeople andthe broaderindigenouscommunityinthedesignanddeliveryofservices. 208 Effective responsescanbebothidentifiedandstronglyadvocatedbymultipleorganisations thatservealargesectorofthecommunityandcarryanaboriginalandtorresstrait IslandercommunityvoicethroughtheparticipationofACCOs. Oneparticipanthighlightedthesignificantlypositiverolethatstategovernmenthas takeninprovidingspaceforandrespondingtofamilyviolenceservicemodel developmentinpartnershipbetweenanaccoandmainstreamserviceprovider: They reveryclearaboutworkinginaveryfluidpartnership,notahierarchical structurewherethey resaying:we rethefunder,you lldeliver.instead,they re saying:here sabitofspace,let sseewhatwecandobecausethisneedstobe successful. 209 Issuesbasedadvocacythatconnects on the ground realitiestohigher levelpolicy debatehasbeenidentifiedasapracticethatcanbeundertakenbylarge mainstreampartnerswhohaverespectfulrelationshipswithsmalleraccoswho feelthattheydonothaveavoiceinbroaderstrategicforums. 210 AnACCOdescribes thesuccessofthisapproach: Itwasgoodforustohaveaconduitwherewecouldgetourintelligenceofwhat washappeningonthegroundintopolicydebate Wesawissuesgetting 204 CaseStudy7:VACCA/HMIFSAlliance. 205 CaseStudy7:VACCA/HMIFSAlliance. 206 CaseStudy6:AbSec. 207 CaseStudy2:GEGAC/GLCH;andCaseStudy8:VACCA/BerryStreet. 208 CouncilofAustralianGovernments.(2008).NationalIndigenousReformAgreement (ClosingtheGap).Canberra:CommonwealthofAustralia:ScheduleD,D9(b). 209 CaseStudy8:VACCA/BerryStreet, SeeCaseStudy8:VACCA/BerryStreet. 54

55 voiced Thecombinedworkthatwehavedonetogether,withthefocussed lobbyingandrepresentationtogovernment,hasledtogreatreform. 211 KeyPractices CollectiveInnovationand Advocacy 1. Mainstreampartnerslistentoandsupport ACCOperspectivesoneffectiveresponsesto communityneeds. 2. Partnershipsincludeplatformsforongoing strategicdiscussionsbetweenpartnersand withinbroadercommittees,toidentifyand developopportunities,informoneanother, andstrengtheninnovationandadvocacy. 3. Governmentdepartmentsprovideresources andsupportforopenandflexible partnershipdevelopmentbetweenaccos andmainstreamserviceproviderstocreate spaceforserviceinnovation. 4. Governmentlistensandrespondstoservice innovationsdevelopedandproposedby strongpartnershipsthatincludeacco perspectives. 5. Mainstreampartnerswithsignificant broaderinfluencerepresent on the ground realitiesandtheperspectivesofacco partnersinpolicydebate. KeyPrinciplesReflected ThroughPractice Principles:2,3and7 Principles:1,2,3,5and7 Principles:1,3,4,6and8 Principles:2,3,7and8 Principles:2,3and7 6.2Culturalcompetencydevelopmentformainstreamserviceproviders SNAICChasstronglyadvocatedfortheneedformainstreamserviceproviders workingwithaboriginalandtorresstraitislanderfamiliestodevelopcultural competency,recognisingthat ourchildrenandfamiliesmustbeprovidedwithan appropriateandrealchoiceofservices,bothaboriginalortorresstraitislanderand universal,andtheseservicesmustbeequippedtoprovideculturallyproficient, qualityprogramsthatmeettheholisticneedsofclients CaseStudy9:Larrakia/StC, SecretariatofNationalAboriginalandIslanderChildCare(SNAICC).(2011a).Increasing AboriginalandTorresStraitIslanderaccessandengagementwithchildandfamilyservices. Melbourne:SNAICC,10. 55

56 Participantsidentifyboththeneedforacommitmenttodevelopingcultural competencytoenablepartnershipwithaccos,andthesignificantopportunitythat existstodevelopculturalcompetencyinpartnershipwithaccosandaboriginal andtorresstraitislandercommunities. 213 Indeed,leadingculturalcompetency frameworksrecognisethateffectivepartnershipsareavitalcomponentofculturally competentpracticeformainstreamchildandfamilyserviceproviders. 214 AsVACCA describes, ifacommunityserviceorganisationhasworkedtoapointwherethey believetheycanbeself sufficientintheirculturalcompetency,theyhavemissed thepoint Workingwithinaculturalcompetencyframework TheboxedtextisextractedfromtheSNAICCpaperIncreasingAboriginalandTorres StraitIslanderaccessandengagementwithchildandfamilyservices(2011). 216 Inthis extractsnaicchasdefinedanddescribedanunderstandingofworkingwithina culturalcompetencyframeworkbasedontheliterature. WHATISACULTURALCOMPETENCYFRAMEWORK Culturemaynowbesaidtobethewholecomplexofdistinctivespiritual, material,intellectualandemotionalfeaturesthatcharacterizeasocietyor socialgroup.itincludesnotonlytheartsandletters,butalsomodesoflife,the fundamentalrightsofthehumanbeing,valuesystems,traditionsand beliefs. 217 SimilartoUNESCO sdefinitionofculture,thevictorianaboriginalchildcare Agencyadoptsaviewofculturethatisholisticandinseparablefromanindividual s identity,behaviour,thoughtsandwayoflife.thisholisticapproachrequiresany organisationorindividualseekingtocommunicateandworkwithaboriginalor TorresStraitIslanderpeopletoobtainalevelofunderstandingoftheircultures.The comprehensivenatureofculturalcompetencymayoftenrequireaconsiderable shiftforanorganisation spracticeifitistobemorethana tokenisticeffort Seeallcasestudies. 214 Seeforexample:VictorianAboriginalChildCareAgency(VACCA).(2010).Building RespectfulPartnerships:ThecommitmenttoAboriginalculturalcompetenceinchildand familyservices.melbourne:vacca, VictorianAboriginalChildCareAgency(VACCA).(2008).AboriginalCulturalCompetence Framework.Melbourne:VictorianGovernmentDepartmentofHumanServices, SecretariatofNationalAboriginalandIslanderChildCare(SNAICC).(2011a).Increasing AboriginalandTorresStraitIslanderaccessandengagementwithchildandfamilyservices. Melbourne:SNAICC, UnitedNationsEducational,ScientificandCulturalOrganisation(UNESCO).(1982). MexicoCityDeclarationonCulturalPolicies.WorldConferenceonCulturalPolicies. MexicoCity. 218VictorianAboriginalChildCareAgency(VACCA).(2010).BuildingRespectful Partnerships:ThecommitmenttoAboriginalculturalcompetenceinchildandfamilyservices. Melbourne:VACCA,23 56

57 TongandCrossdescribeculturalcompetencyas asetofcongruentbehaviours, attitudes,andpoliciesthatcometogetherinasystem,agencyoramong professionalstoworkeffectivelyinacross culturalsituation. 219 Developedfrom earlierconceptssuchas culturalsafety, culturalawareness, culturalrespect and culturalsecurity, 220 culturalcompetencyrepresentsanongoingprocess,orscaleof attitudes,behavioursandpoliciesthatrangefromwhatisdescribedasculturally destructivethroughtoculturallyproficient. 221 Asaframework,Grote 222 observes thatitisflexibleandtransferableacrosssectors. Culturalcompetencyisnotafinitechecklistprocess,ratheritis aconstant,ongoing processfornon Indigenousorganisationsandstaff. 223 Theliteraturealsorecognises thatmovingtowards culturalproficiency requiresthepresenceofenablingfactors, includingdedicatedresources,astrongpolicyenvironmentandcommitted organisationalsupport. 224 Theachievementofculturallycompetentpracticeinvolvessignificantorganisational commitmenttoimprovedoutcomesforourchildrenandfamilies. 225 Itmeansan investmentofresources,acommitmentfrommanagementandstaff,andanhonest desiretomovetowardsculturalproficiency.vacca sspectrumrecognisesthata 219TongC.andCrossT.(1991).CrossCulturalPartnershipsforChildAbusePreventionwith NativeAmericanCommunities.NorthwestIndianChildWelfareInstitute.Portland,Oregon, Grote,E.(2008).PrinciplesandPracticesofCulturalCompetency:AReviewofthe Literature.IndigenousHigherEducationAdvisoryCouncil(IHEAC),12;andVictorian AboriginalChildCareAgency(VACCA).(2010).BuildingRespectfulPartnerships:The commitmenttoaboriginalculturalcompetenceinchildandfamilyservices.melbourne: VACCA, VictorianAboriginalChildCareAgency(VACCA).(2010).BuildingRespectfulPartnerships: ThecommitmenttoAboriginalculturalcompetenceinchildandfamilyservices.Melbourne: VACCA,23.Seealso:theMentorshipCirclesProject.(2011).MentorshipCirclesProject Workshop,workshopnotes.ReceivedfromGundooAboriginalCorporation,whichdescribes culturalcompetenceasadevelopmentalprocessofimprovingrelations,rangingfroma pointof disconnectandunknowing,whichcanbebuiltuponbyconsultationthrough severalstagestoapointof culturalintegrity,whererelationshipsarecharacterisedby sophistication,respect,integrityanddignity. 222 Grote,E.(2008).PrinciplesandPracticesofCulturalCompetency:AReviewofthe Literature.IndigenousHigherEducationAdvisoryCouncil(IHEAC), Secretariat of National Aboriginal and Islander Child Care (SNAICC). (2010b). Working and Walking Together: Supporting family relationship services to work with Aboriginal and TorresStraitIslanderfamiliesandorganisations.Melbourne:SNAICC, NationalAlternativeDisputeResolutionAdvisoryCouncil.(2009).Solidworkyoumobare doing:casestudiesinindigenousdisputeresolution&conflictmanagementinaustralia. FederalCourtofAustralia sindigenousdisputeresolution&conflictmanagementcase StudyProject(AIDR). 225 Grote,E.(2008).PrinciplesandPracticesofCulturalCompetency:AReviewofthe Literature.IndigenousHigherEducationAdvisoryCouncil(IHEAC), VictorianAboriginalChildCareAgency(VACCA).(2010).BuildingRespectfulPartnerships: ThecommitmenttoAboriginalculturalcompetenceinchildandfamilyservices.Melbourne: VACCA,23. 57

58 movementtowardsculturalproficiency,whichoftenfollowssymbolicchange,isa process builtovertime,notovernight. 226 Inthispapertheterm culturalawareness isalsoused.culturalawarenessisan aspectofandprecursortoculturalcompetency.itreferstothedevelopmentof knowledgeaboutanothercultureandtheunderstanding thatculturaldifferences maynecessitateadifferentapproachtopeopleofthatotherculture WhatdoesitmeantoworkdifferentlywithAboriginaland TorresStraitIslanderchildrenandfamilies ACCOsbelievethatdevelopingculturalcompetencyforworkinginpartnershipto supportaboriginalandtorresstraitislanderchildrenandfamiliesbeginswith acknowledgingthatoneneedstoworkdifferentlytoprovideappropriatesupport. TheAboriginalandTorresStraitIslanderserviceleaderswhoparticipatedinthe casestudiesdescribethisclearlyinrelationtodifferentservicecontexts: Familyviolencereferralandsupportservices: FamilyviolenceinAboriginalcommunitiescanbequiteovert,becausewe re morelikelytoconductourselvesinapublicsituation...whereasfamilyviolence inawesternconceptiswhathappensbehindcloseddoorsandfences,andis verymuchmanagedinadifferentway.it snotbecauseit sculturally acceptable,it sbecauseofhowlegislativelyandpoliticallyourcommunities havebeensetup thewholemanifestationoffamilyviolencecomesfroma differentspace,butviolenceisviolence.it sreallyaboutthinkingabouthowwe deliveritinthecontextofaboriginalstrengthandresilience,tomeettheneeds offamiliesandchildren. 228 Childprotectionandwelfareservices: Youdoneedtounderstandthesignificanceofworkingforawelfare organisation,howthatwillimpactforaboriginalpeople.youdoneedto understandthatmainstreamorganisationshavecomefromparticularchurches andyouneedtounderstandthatanumberofthepeopleyou'redealingwith werebroughtupintheirinstitutions;thatwillhaveanimpact. 229 Earlychildhoodeducationandcare: WepromoteourselvesasIndigenouseducationandthat'swhywealways reservetherighttoadaptprogrammesforthatpurpose Ithastogoboth ways.we'vegottoacceptthatallchildrenwillbemainstreamed,it'sa mainstreamlifeandweneedtogivethesetoolstothesechildrensothatthey cangointoanon Indigenouscontextandtakeontheworld,buttheystillkeep 227 VictorianAboriginalChildCareAgency(VACCA).(2008).AboriginalCulturalCompetence Framework.Melbourne:VictorianGovernmentDepartmentofHumanServices, CaseStudy8:VACCA/BerryStreet, CaseStudy3:VACCALakidjeka. 58

59 theircultureinside. 230 Youcan texplaintopeoplewhohaveonlyworkedmainstreamwhatit sliketo workinanaboriginalsetting,soalotofchallengeshavebeentryingtogetthe stafftoacceptthatitisdifferentandit sokaytoworkdifferently.therearea lotofcommunityfactorsthatplayapart Playgroupisaclassic;wecouldn t juststartuponeplaygroup,wehadtostartupwithtwoplaygroupsbecauseof themobmatching.it shardtogetcommunitytotrustplaygroup,particularly withnon Indigenousworkers. 231 ThecommitmenttoworkingdifferentlywithAboriginalandTorresStraitIslander familiesrequiresatitsbase,recognitionofandvaluefortheculturalknowledgeand skillsofaccosandaboriginalandtorresstraitislanderpeoplesthatarecrucialfor effectiveserviceprovisionsforchildrenandfamilies Culturalawarenessandculturalcompetencytraining ManyparticipantshighlightthatalevelofawarenessofAboriginalandTorresStrait Islanderhistoryandcultureisnecessarytoenablepartnershipwork. 233 Mainstream partnersrecognisetheneedforanongoingcommitmenttodevelopingknowledge andlearningfromaccosandcommunities. 234 AsoneACCOdescribesofa mainstreampartner: ShehadenormousknowledgeaboutAboriginalhistoryandsufferingandshe waswillingtolearn.shecared.ithurther.theissuesandallthemoneyfrom NGOsgoinginwithlittlechange.Thiswasthepremiseofherwork.That approachgovernedthepartnership. 235 Intermsofpartnership,itisclearthatACCOshaveakeyroletoplayindirecting, guidingorconductingculturalawarenesstrainingandlearningexperiencesfor mainstreampartners. 236 Thisreflectsarecognitionthatculturalawarenessmustbe developedlocally,havingregardtothemanyanddistinctaboriginalandtorres StraitIslanderculturesthatexistthroughoutAustralia. 237 Awillingnesstolearn aboutculturefromanaccopartnerisarecognisedwayofdemonstratingrespect 230 CaseStudy5:Dalaigur, CaseStudy1:GEGAC/UCG, SeeSecretariatofNationalAboriginalandIslanderChildCare(SNAICC).(2010b). WorkingandWalkingTogether:SupportingfamilyrelationshipservicestoworkwithAboriginal andtorresstraitislanderfamiliesandorganisations.melbourne:snaicc, Describedin:CaseStudy3:VACCALakidjeka;CaseStudy9:Larrakia/StC, ;and CaseStudy1:GEGAC/UCG, Seeforexample:CaseStudy1:GEGAC/UCG, CaseStudy9:Larrakia/StC, Seeforexample:CaseStudy1:GEGAC/UCG;CaseStudy2:GEGAC/GLCH;CaseStudy3: VACCALakidjeka,CaseStudy5:Dalaigur;andCaseStudy8:VACCA/BerryStreet. 237 SecretariatofNationalAboriginalandIslanderChildCare(SNAICC).(2010b).Working andwalkingtogether:supportingfamilyrelationshipservicestoworkwithaboriginaland TorresStraitIslanderfamiliesandorganisations.Melbourne:SNAICC,

60 fortheirculturalknowledgeandskills. 238 Thisalsoshowsrespectfortheroleofthe ACCOinthecommunityandenablesthemtoguiderelationshipswiththebroader communityforculturallearning: Soit'saboutsayingtoAboriginalpeople: Youareseenasanexpertinyour culture,you vegotthatknowledgearoundrisk,andyou'vegotthatrighttobe talkingupaboutwhatyouthinkshouldhappen. 239 Oneofthecriticalthingsisthatinworkingwith[theACCO]welearnfrom them.welearnfromnotjust[theacco]buttheaboriginalcommunity.they actuallyinfluencethewaythatwework. 240 Significantculturallearningoccursinlessformalwaysthroughstaffinteractionsand mutualmentoringrolesbetweenorganisations.sharedstaffingarrangements, staffsecondmentsandstaffco locationhavebeensuccessfulpracticesforenabling informalculturallearningandimprovingtheknowledgeofmainstreamservicestaff requiredforworkingwithaboriginalandtorresstraitislanderchildrenand families. 241 AnACCOexplainsthevalueofasharedstaffmemberforenhancing culturallyappropriateservicesoftheirmainstreampartner: [We]couldhaveherworkingfor[us]full time,butthebenefitstothe communityfromthatsharedlearningaretoogreat.shecanhelptheworkers within[themainstreamservice]understandwhyafamilymightbebehaving thewaytheyarebecausesheknowsthemfromoverhere.there sthat educationandcross educationthat stooinvaluabletolose. 242 AnotherACCOexplainstheirsignificantworktosupportamainstreampartnerthat wasnewinthecommunity: Thiswasanimportantrolethat[we]playedinthebeginning:skillingup[the mainstreamorganisation]abouttheareaandthecommunityandhelpingthem tomanageexpectationsandmaintainmorale. 243 InonecaseanACCOidentifiesresistancefromstaffofagovernmentservice providertoculturalcompetencytrainingbecauseofthetimeitrequiresthemto takeoutfromabusyworkload. 244 TheACCOhighlightstheimportanceof recognisingthatacommitmenttoculturalunderstanding,andasmallamountof workupfrontcanmakeworkingwithaboriginalfamilies easierandsmoother. 245 OnesuccessfulstrategyusedbytheACCOtoaddressresistancetoculturaltraining 238 Seeforexample:CaseStudy9:Larrakia/StC,165;CaseStudy1:GEGAC/UCG,97;and CaseStudy8:VACCA/BerryStreet, CaseStudy3:VACCALakidjeka. 240 CaseStudy1:GEGAC/UCG, Seeforexample:CaseStudy1:GEGAC/UCG,CaseStudy4:WELA/StC;CaseStudy8: VACCA/BerryStreet;andCaseStudy9:Larrakia/StC. 242 CaseStudy1:GEGAC/UCG, CaseStudy9:Larrakia/StC, Seeforexample:CaseStudy3:VACCALakidjeka. 245 Seeforexample:Ibid. 60

61 hasbeenforgovernmentstaffwhovalueandbenefitfromculturalunderstandingin theirworktosharetheirpositiveexperienceswithotherstaff Culturaladvice Theprovisionofculturaladviceinrelationtoparticularcasesisseenasanimportant waythataccoscanworkinpartnershipwithmainstreamserviceproviderstaffto improveculturallyappropriateserviceprovisionforaboriginalandtorresstrait Islanderchildrenandfamilies.Anumberofexistingorproposedculturaladvice rolesthatpartnershipswithinthecasestudiesinthispaperhavehighlightedas havingsomesuccessinclude: IndependentAboriginalandTorresStraitIslanderservicesprovidingcultural adviceatkeydecision makingpointsinchildprotectioncases. 247 AnAboriginalLiaisonWorkertosupportmainstreamorganisations providingservicestoaboriginalfamiliesaspartofabroaderintegratedchild andfamilyservicealliance. 248 Aproposedculturaladviceroletosupportmainstreamorganisations providingfamilyviolencesupporttoaboriginalfamilies. 249 SNAICCbelievesthatACCOsshouldhavealeadingroleintheprovisionofculturally appropriateservicesforaboriginalandtorresstraitislanderfamilies,butcultural advicerolesareappropriatewherefamilieschoosetoworkwithmainstreamservice providersorasameasuretoaddressalackofcapacityintheaboriginalandtorres StraitIslanderservicesectorintheshort term EmployingAboriginalandTorresStraitIslanderstaff EmploymentofandappropriatesupportforAboriginalandTorresStraitIslander staffbymainstreampartnersisidentifiedbyparticipantsaskeytoeffective partnershiprelationships. 250 Thispracticeisrecognisedasreflectingrespectforand commitmenttotheaboriginalandtorresstraitislandercommunity. 251 InSNAICC s viewthisapproachdemonstratesacommitmenttolocalemployment,buildinglocal workforcecapacity,andvaluinglocalknowledgeandskills.oneaccoexplainshow arelationshipimprovedwhentheirpartneremployedalocalprogramcoordinator: WhenEddietookoverthingschanged.Heisfromthiscountryandisablack fella.thatgavethemthestrengthforpeopletosaythismobareseriousand theyaregoingtostay CaseStudy3:VACCALakidjeka. 247 Ibid;andCaseStudy6:AbSec. 248 CaseStudy7:VACCA/HMIFSAlliance 249 CaseStudy8:VACCA/BerryStreet. 250 Seeforexample:CaseStudy4:WELA/StC,115;andCaseStudy9:Larrakia/StC, CaseStudy4:WELA/StC,115;andCaseStudy9:Larrakia/StC, CaseStudy4:WELA/StC,

62 Localemploymentalsocreatesinternalopportunitiesforculturallearning.In particular,whenaboriginalortorresstraitislanderstaffareemployedinleadership positions,thisisidentifiedasassistinginincorporatingafocusoncultural competencyandpartnershipswithaccosintomainstreamorganisational practice. 253 However,theemploymentofAboriginalorTorresStraitIslanderstaff membersbymainstreamserviceprovidersthatdonothaveabroadercommitment toculturalcompetencyislikelytoleadtoaboriginalortorresstraitislanderstaff feelingisolatedandunsupported. 254 Developingculturalcompetenceisrecognised as themosteffectivewayanon Indigenousorganisationcanattractandretain AboriginalandTorresStraitIslanderworkers. 255 OneACCOdescribesstronglytheapproachto,andbenefitsof,theirpartner sfocus onlocalaboriginalemployment: Mostof[their]staffislocalstaffand[theyhave]alwayshadastrong philosophyofworkingwithlocalpeople Withlocalstaff,youhavealifelong relationshipbetween[theirpeople]andourstaff:thatisforeverstuff Utilisingculturalcompetencyframeworkdocuments Anumberofculturalcompetencyframeworkdocumentsexisttoguidemainstream serviceprovidersinworkingwithaboriginalandtorresstraitislanderpeoples. Theseframeworkscanplayanimportantroleinguidingandinformingthe developmentoforganisationalculturalcompetency.suchculturalcompetency frameworksaredistinctfrom,butalsosupportedby,organisation specific frameworksthatsupportthedevelopmentofculturalcompetency.organisationspecificframeworksspananarrayofinitiativesimplementedbyservicesthrough theirworkandinclude,forexample,astatementoforganisationalvaluesor principlesofoperationdevelopedbyanorganisationtodirectthedevelopmentof itspartnershipswithaccos.broaderculturalcompetencyframeworkdocuments canassistservicestobuildontheirowninitiativesororganisationalframeworksto deepentheirunderstandingofthedifferentfacetsofculturalcompetency.these canassisttoensurethattheirprocesses,frameworks,systemsandactivitiesare designedtoreflectthemulti facetedapproachnecessaryformovingtowards culturalproficiency 257 withinanorganisation. 253 Seeforexample:CaseStudy4:WELA/StC, SecretariatofNationalAboriginalandIslanderChildCare(SNAICC).(2010b).Working andwalkingtogether:supportingfamilyrelationshipservicestoworkwithaboriginaland TorresStraitIslanderfamiliesandorganisations.Melbourne:SNAICC, Ibid. 256 CaseStudy9:Larrakia/StC, Notethatculturalproficiencyisthehighestlevelofattainmentwithinthecultural competencycontinuum:victorianaboriginalchildcareagency(vacca).(2010).building RespectfulPartnerships:ThecommitmenttoAboriginalculturalcompetenceinchildand familyservices.melbourne:vacca,23. 62

63 LeadingculturalcompetencyframeworkdocumentsidentifiedbySNAICCinclude: TheVACCAAboriginalCulturalCompetenceFrameworkdevelopedforthe VictorianDepartmentofHumanServices.Thisframeworkisincorporated withinagencyregistrationstandardsforcommunityserviceorganisations providingchildandfamilyservicesandout of homecareservicesinvictoria. ThisframeworkreflectsanacknowledgementbytheVictorianGovernment thatrecognitionofaboriginalself determinationandtheprovisionof culturallycompetentservicesarefundamentaltoimprovedoutcomes. 258 TheSNAICCWorkingandWalkingTogetherresourcewhichisdesignedto supportfamilyrelationshipservicestoworkwithaboriginalandtorresstrait IslanderFamiliesandcommunities. 259 TheVACCABuildingRespectfulPartnershipsresourcewhichwas developedinapartnershipbetweenvacca,berrystreetandmackillop FamilyServices.Thisresourceisdesignedasapracticeguide todescribe culturallycompetentandrespectfulpracticeacrossanorganisation, 260 with theaimto improveoutcomesforaboriginalchildrenandfamiliesand strengthenpartnershipsbetweenaboriginalandmainstream organisations. 261 Alloftheseframeworkdocumentshighlighttheimportanceofpartnershipswith AboriginalandTorresStraitIslandercommunitiesandorganisationsinthe developmentofculturalcompetency. Noparticipantsinthecasestudiesprovideddetailedinformationontheuseof specificculturalcompetencyframeworkdocuments.however,organisationsin VictoriadididentifytheVACCAAboriginalCulturalCompetenceFrameworkas informingpracticeinworkingwithaboriginalchildrenandfamiliesand organisations.participantsviewedframeworksastoolsthatcontributedtoa broaderorganisationalfocusonculturalcompetencydevelopment.one mainstreamparticipantwasinvolvedinthedevelopmentofthevaccabuilding RespectfulPartnershipsresourceanddescribedthisasanimportantcontexttotheir relationshipswithaccos. Somemainstreamserviceprovidersparticipatinginthecasestudiesindicatethat theyhavedevelopedandactivelyimplementareconciliationactionplanwhich describesandinformsthecommitmentoftheorganisationtoengagingand workingwithaboriginalandtorresstraitislanderorganisationsand communities. 262 Organisationshavealsodeveloped,orbeenengagedinprocesses 258 VictorianAboriginalChildCareAgency(VACCA).(2008).AboriginalCulturalCompetence Framework.Melbourne:VictorianGovernmentDepartmentofHumanServices, SecretariatofNationalAboriginalandIslanderChildCare(SNAICC).(2010b).Working andwalkingtogether:supportingfamilyrelationshipservicestoworkwithaboriginaland TorresStraitIslanderfamiliesandorganisations.Melbourne:SNAICC. 260 VictorianAboriginalChildCareAgency(VACCA).(2010).BuildingRespectfulPartnerships: ThecommitmenttoAboriginalculturalcompetenceinchildandfamilyservices.Melbourne: VACCA, Ibid. 262 Seeforexample:CaseStudy1:GEGAC/UCG;CaseStudy3:VACCALakidjeka;andCase 63

64 todevelop,otherdocumentswhichdescribetheirapproachtobuildingcultural competencyandworkinginculturallycompetentways Commitmenttoself determination Mainstreamorganisationsthatparticipatedinthecasestudiesdemonstratean abilitytoidentifyandnametheirroleasserviceprovidersinworkingwithaboriginal andtorresstraitislanderchildrenandfamiliesinrelationtotheroleofaccos.this includesrecognisingthestrengthsofaccos,andtheirimportantroleinleading responsestoaboriginalandtorresstraitislandercommunityneeds: [they]shouldbetheleadanddominantdecisionmakeraboutaboriginal business,butweusethewords walkalongside andwechoosetowalk alongsidewheneverandwhereverwecantosupporttheircapacitytodowhat theyneedtodo. 264 Thisreflectsanapproachofmainstreampartnersthatisunderpinnedbya commitmenttoself determination. 265 TheVACCAAboriginalCulturalCompetence Frameworkhighlightsthat inordertoavoidpartnershipsthatareeither paternalisticorunintentionallydisempoweraboriginalcommunitiesandservices,a commitmenttoaboriginalself determinationmustinformtheengagement betweencommunityserviceorganisationsandaccos. 266 Itisimportanttonote thatacommitmenttoself determinationdoesnotequatetoleavingaccosto addresscommunityneedsontheirown.itrequiresofmainstreamserviceproviders togivesupportthroughgenuinepartnerships,recognisingthesignificant communityneedsandcapacitygapsthatexistforaboriginalandtorresstrait Islandercommunities. 267 SNAICCsuggeststhatpracticeswhichmoststronglyreflectorganisational commitmenttoself determinationarethosethatcontributetobuildingthe capacityandroleofaccos,andlocalcapacityforaboriginalandtorresstrait Islandercommunities.Thesepracticesareaddressedinthefocusoncapacity buildinginsection6.3below.theyinclude,significantly,afocusonsupported transferofresourcesandresponsibilitytoaccosforthedeliveryofservicesto AboriginalandTorresStraitIslanderchildrenandfamiliesasdescribedinSection 6.34below. Study4:WELA/StC. 263 Seeforexample:CaseStudy2:GEGAC/GLCH, ;andCaseStudy5:Dalaigur, CaseStudy1:GEGAC/UCG, Expressedclearlyin:CaseStudy1:GEGAC/UCG,91,98;CaseStudy4:WELA/StC,119; andcasestudy8:vacca/berrystreet, VictorianAboriginalChildCareAgency(VACCA).(2008).AboriginalCulturalCompetence Framework.Melbourne:VictorianGovernmentDepartmentofHumanServices. 267 SecretariatofNationalAboriginalandIslanderChildCare(SNAICC).(2010b).Working andwalkingtogether:supportingfamilyrelationshipservicestoworkwithaboriginaland TorresStraitIslanderfamiliesandorganisations.Melbourne:SNAICC,83. 64

65 6.2.8Serviceaccessforchildrenandfamilies PriorSNAICCresearchaddressestheevidencebasethatstronglylinkscultural competencytoincreasingaccesstoservicesforaboriginalandtorresstraitislander people. 268 Thecasestudiesdonotrevealserviceaccessanddeliveryoutcomesof thepartnershipsinadetailedway.thisis,inpart,becauseofthelackofevaluation thathasbeenundertakentolinkpartnershiprelationshipstooutcomesasdescribed insection5.3above,andbecausetheprocessdoesnotincludereviewofevaluation datainitsscope.however,someparticipantsprovidevaluablereflectionsonhow thedevelopmentofculturalcompetencythroughpartnershipworkpromotesaccess andpositiveserviceoutcomesforaboriginalandtorresstraitislanderchildrenand families. Participantsconfirmthatincreasesinculturalappropriatenessofservicesand consequentimprovementsincommunityperceptionofservicesareincreasing engagementwithservicesthataredeliveredinpartnership: Familiesarecomfortableusingthekindergartenbecausetheywouldn tknow thatitisownedandoperatedby[themainstreamserviceprovider],whatthey seeisthetwoorganisationsworkingtogether nowwe vegotnearly100per centattendance Wenowhaveawaitinglist. 269 Anotherparticipantexplainsthatpartnershipworkwithamainstreamearly interventiondisabilitysupportservicehasmadeparentsmorewillingtoaccessthe service,moreawareoftheirchildren ssupportneedsandmoreacceptingofthefact thattheirchildrenhavedisabilitiesandrequiresupport. 270 Thecombinationofthe accessibilityoftheaccoandthedisabilityfocusofthemainstreamserviceprovider wasseenascriticaltothisoutcome. Amainstreampartnerengagedinfamilyviolencesupportworkdescribesthatasa resultofpartnershipwithanacco: TherearefarmorewomenworkingwithAboriginalcontrolledorganisations andfarmorewomenwhoareworkinginmainstreamwhohaveamore culturallycompetentservice. 271 Culturalcompetencydevelopedthroughpartnershiphasalsobeenrecognisedas increasingthecapacityandlegitimacyofmainstreamserviceprovidersto implementadditionalandnecessaryserviceprogramswithinaboriginalandtorres 268 SecretariatofNationalAboriginalandIslanderChildCare(SNAICC).(2011a).Increasing AboriginalandTorresStraitIslanderaccessandengagementwithchildandfamilyservices. Melbourne:SNAICC;andSecretariatofNationalAboriginalandIslanderChildCare (SNAICC).(2010a).TowardsAboriginalandTorresStraitIslanderaccessandengagement: overcomingbarrierstochildandfamilyservices.melbourne:snaicc. 269 CaseStudy1:GEGAC/UCG, CaseStudy5:Dalaigur. 271 CaseStudy8:VACCA/BerryStreet,

66 StraitIslandercommunities. 272 KeyPractices DevelopingCulturalCompetency inpartnership 1. Staffofmainstreampartnersundertake culturalawarenesstrainingrelevanttothe localculture/s.theydothiswithdirection, guidanceand/orparticipationoftheiracco partners. 2. Mainstreamorganisationsrecognisethat culturaldifferencesrequirethemtowork differentlywithaboriginalandtorresstrait Islanderpeoplesandorganisations. 3. Staff sharing,secondmentandco location arrangementsprovideopportunitiesfor developingculturalunderstandingthrough informalstaffinteractionandspecific learningofsharedstaffmembers. 4. Mutualmentoringoccursbetweenupper levelmanagementthroughregular discussions,observationandinteractions. 5. Mainstreampartnersemployandsupport localaboriginalstaffasacomponentofa broadercommitmenttocultural competency. 6. ACCOsprovideculturaladviceservicesto supportmainstreampartnersworkingwith AboriginalandTorresStraitIslanderfamilies (wherefamilieschoosetoworkwith mainstreamorgivenshorttermlackof capacityintheaccoservicesector). 7. Mainstreamorganisationsutiliseand developframeworkdocumentstodescribe andinformtheirapproachtodeveloping culturalcompetency,including ReconciliationActionPlans.Thisprocess includesinputandsupportfromacco partnersandaboriginalandtorresstrait KeyPrinciplesReflected ThroughPractice Principles:1,2,4,5,7and 8 Principles:2,3,7and8 Principles:1,2,6,7and8 Principles:1,2,3,5,8 Principles:1,2,3,4and7 Principles:2,3,4,7and8 Principles:2,6,7and8 272 Seeforexample:CaseStudy4:WELA/StC;andCaseStudy9:Larrakia/StC. 66

67 Islandercommunities. 8. Mainstreamorganisationshavea commitmenttoself determinationand identifywhatthismeansfortheirpractice; includingsupportingandempowering AboriginalandTorresStraitIslander communitiesandorganisationstoleadthe responsetocommunityneeds. Principles:2,3,4,7and8 Note:thesearepracticesthatcansupportculturalcompetencedevelopmentthrough partnershiprelationshipsandwork.thisisbynomeansacomprehensivelistofwhatis requiredforculturallycompetentorganisationalpractice CapacitybuildingforAboriginalandTorresStraitIslander community controlledorganisations Thissectionfocusesonpracticesthatsupportthedevelopmentofgovernanceand servicecapacityforaboriginalandtorresstraitislanderscommunity controlled organisations.capacitybuildingisstronglyrecognisedthroughoutthepartnerships includedinthecasestudiesasenablinganenhancedroleandvoiceforaccosand empoweringaboriginalandtorresstraitislandercommunities.itisimportantto notethatcapacitybenefitsflowinbothdirectionsinthepartnerships.significant capacitybenefitsformainstreamserviceprovidershaveaccruedinareasincluding culturalcompetencyforservicedeliverytoaboriginalandtorresstraitislander people,andfordevelopingeffectiverelationshipswithaboriginalandtorresstrait Islandercommunities.Thesecapacitybenefitsaredescribedseparatelyinthefocus onculturalcompetencyinsection6.2above. WhilecapacitychallengesforACCOsmayberelatedtodeficienciesingood governanceandorganisationaldevelopment,mainstreamparticipantsidentifythat capacitychallengesfortheiraccopartnersareoftenmoresignificantlyrelatedto theextentofcommunityneedandthelargeservicedeliverydemandsplacedupon thoseorganisations. 274 Amainstreamserviceprovidernoteswithconcern: Idon tknowthatthere salotofconversationandacknowledgementaround the[aboriginal]organisation scapacitytodowhat[government]thinkneeds tobedone.theykeepthrowingresources,butthenyou vegotpeoplestanding theretryingtojuggleallthis. 275 Oneparticipantprovidestheusefulexplanationthatinarespectfulpartnershipthe focusisondevelopingsharedcapacitytomeetcommunityneedsandtake advantageofavailablefundingopportunities: 273 Seeforexampletheculturalcompetencyframeworksdetailedinthissection. 274 Seeespecially:CaseStudy1:GEGAC/UCG;CaseStudy2:GEGAC/GLCH;andCaseStudy 8:VACCA/BerryStreet. 275 CaseStudy1:GEGAC/UCG,99. 67

68 Neitheragencywouldwanttosaynotoanyoftheresourcesonofferfrom governmentandif[we]worktogether[we]havetheopportunitytostrengthen thedeliveryofthoseresourcesinawaythatwillhavebetteroutcomesforthe communities Training,mentoringandworkforcedevelopment Mostmainstreampartnersthatparticipatedhadasignificantstaffskilland qualificationbaseaswellasresourcestoaccessfurthertraining.theyidentifieda significantroleinenablingandprovidingtrainingopportunitiesforaccopartners. Therewerealsoopportunitiestoundertakestaffmentoringandsupervisionroles. InSNAICC sviewtheactiveprocessofidentifyingtheseopportunitiesisimportant toestablishingatwo waylearningrelationshipandensuringthatbothparties benefit,especiallywhereanaccoissharingculturalknowledgeandskills,and assistingwithcommunityconnections. Participantsrecognisethatcapacitybuildingthroughstaffdevelopmentshouldbe focussedontheneedsofaccosandthestrengthsofmainstreampartners. 277 An ACCOexplainshowamainstreampartnerwasabletoshareskillsandrespondto trainingneeds: Lisa,whoisahighlyskilledpractitionerinthisareaofsocialworkforkidsand families,didcounsellingtrainingandbriefinterventiontrainingforourstaff. This,duringaperiodinwhichweweredrasticallyunderfunded wasreally useful. 278 Inarespectfulrelationshipmainstreampartnerscanmakerecommendationsin relationtotrainingneedsofaccosthathelptomakeclearthesupporttheycan offer. 279 Trainingsupporthasalsoinvolvedmainstreampartnersproviding opportunitiesforaccostafftoundertaketrainingjointlywithmainstreamstaff, andpartnersdeliveringinternalstafftrainingjointly. 280 Thesepracticeshave additionalbenefitsforstaffinteractionandrelationshipbuilding. Staffmentoringrolesareidentifiedasanimportantwaytoshareskills,often throughinformalarrangements. 281 Thishasincludedbeingopportunisticabout accessingandsharingthespecificskillsofthestaffinvolvedinthepartnership. 282 OneACCOpartnerexplainsthattheProgramCoordinatorintheirpartner organisationhasstrongskillsinfinancialmanagementandaccountingandher 276 CaseStudy1:GEGAC/UCG, Seeforexample:CaseStudy4:WELA/StC,116,120;andCaseStudy1:GEGAC/UCG, CaseStudy9:Larrakia/StC, Seeforexample:CaseStudy4:WELA/StC, Seeforexample:jointtrainingprovisioninCaseStudy3:VACCALakidjeka;training provisionandaccesstotrainingproposedincasestudy6:absec,142;invitationsto participateintrainingincasestudy1:gegac/ucg, CaseStudy4:WELA/StC,115,116, ;andCaseStudy9:Larrakia/StC, CaseStudy4:WELA/StC,115,116;andCaseStudy9:Larrakia/StC,

69 willingnesstosharetheseskillshascontributedtocapacitybuildingandthe strengthoftherelationship. 283 Wherethisworkswell,staffofmainstreampartners andaccosworkalongsideeachotherinmutualmentoringrolesexchanging knowledgeandskillsthatcontributetotheresponsetocommunityneeds. 284 One approachusedtobuildingstaffmentoringandsupportintoapartnershiphasbeen anarrangementwherestaffsupervisionisprovidedbyamainstreamservice providertostaffwithinanaccopartner. 285 OneACCOparticipantexplainsthattheirapproachtopartnershipsisstrongly guidedbyacommitmenttodevelopingtheskillsoftheirstafftoprovidethebest possibleservicestochildrenandfamilies. 286 ThisACCOseekspartnershipsthat provideopportunitiestoaddressspecificskillneeds.theydescribethatthisis about, empoweringstafftogoupalevelanditbuildstheirselfesteem, and recognisingthat, justbecausetheydon thavethecertificatesdoesn tmeanthat theydon thavethepotential. 287 Apartnerprovidingtrainingforstaffofthesame ACCOrecognisestheexistingstrengthsofstaffandcommunitymembersand explainsthatthereareopportunitiestobuildstaffcapacityintheshort term: Wecangivethemenoughspecialisedlearningandunderstandingandthey re reallyeffectivewiththechildren,thenintimetheycangoonanddotheirstudy astheirfamiliesgetolder,butdon tmissoutontheirenergy,insightsand knowledgeofchildrenjustbecausetheydon thavethequalifications. 288 TheACCOexplainsthatthisapproachhasbothenhancedtheindividualcapacityof staffandrespondedtotheirexpresseddesiretobeacceptedinmainstream contextsandnottobelookeddownonbecausetheyworkedforanacco.they explainthatstaff wantedtobeseenasequals andthatthroughpartnership trainingopportunitiestheyhaveachievedthisgoal. 289 BuildingcapacityforindividualstaffmembersofACCOsisrecognisedas empoweringcommunitymembersandpromotingcommunityleadership.one ACCOdescribesstrongly: Wealsohaveacoupleofgenerationsofshameinfrontofpeople Ifwewant tobreakthatcultureandhavethesepeoplebecomerolemodelsforthechildren andcommunityleadersweneedtostartgivingthemresponsibility notdoit forthem. 290 Withinthispartnershiptheempowermentofcommunitymembershasbeenagreat successstory, theyarepartofthesuccess theirpersonalgrowthascommunity 283 CaseStudy4:WELA/StC, Seeforexample:CaseStudy4:WELA/StC. 285 CaseStudy8:VACCA/BerryStreet, CaseStudy5:Dalaigur. 287 CaseStudy5:Dalaigur, Ibid. 289 Ibid. 290 CaseStudy4:WELA/StC,

70 women.thebuildingoftheirskillsandconfidenceisenormous. 291 AnotherACCO describesthattheup skillingofstaffthroughpartnershipandstaffcross over betweenthetwoorganisationshasmadeasignificantcontributiontothengo sectorbecoming moreprofessionalandbetterresourced intheirregion Governancesystemsdevelopment Itisrecognisedthatlargeandwell developedorganisationscanprovidesupportfor governancesystemsdevelopment,particularlyfornewandfledglingaccos. 293 One mainstreampartnerdescribesthattheirroleis tofacilitateandsupportaboriginal communityandorganisationalgovernancestructures,ratherthantakingona governancerole. 294 Especiallyforwell developedaccos,governancesupportmay notbeneededorwantedinsomesituations. 295 Itisimportantformainstream partnerstorecognisethatgovernanceforanaccowillbedifferenttomainstream governanceandthereshouldnotbeanapproachofseekingtoaligngovernance systems. 296 Typesofgovernancesupportthathavebeenidentifiedasvaluableornecessaryfor ACCOpartnersinclude: Workingalongsidetheorganisationtosupportthedevelopmentof autonomousgovernancestructurethatenabledindependent incorporation. 297 Takinganauspicerolewhileprovidingsupportforcapacitydevelopmentto meetaccreditationrequirements. 298 Supportfordevelopingdatacollectionandrecordingsystemstoassistin meetingevaluationandreportingneedsandrequirements. 299 Supportforthedevelopmentofspecificorganisationalpoliciesand procedures. 300 Providingstaffmembersonsecondmenttofillshort termcapacitygaps,for example,infacilitationandadministration. 301 Amainstreampartnerhighlightstheimportanceofgovernancesupportprovidedto anaccopartner,describingthatithascontributedtostrengtheningtheir managementcommitteewhoarealllocalaboriginalcommunitymembers CaseStudy4:WELA/StC, CaseStudy9:Larrakia/StC, Seeespecially:CaseStudy4:WELA/StC;CaseStudy9:Larrakia/StC;andCaseStudy1: GEGAC/UCG. 294 CaseStudy1:GEGAC/UCG, Seeforexample:CaseStudy9:Larrakia/StC, Thisreflectsthefundamentalunderstandingthat Aboriginalorganisationsaredifferent, whichisdescribedinsection3above. 297 CaseStudy4:WELA/StC. 298 ProposedinCaseStudy6:AbSec. 299 CaseStudy4:WELA/StC. 300 CaseStudy4:WELA/StC. 301 CaseStudy1:GEGAC/UCG, CaseStudy4:WELA/StC,

71 6.3.3Supportforobtainingsustainablefundingandresources Supportforobtainingfundingisimportanttocapacitydevelopment,andimportant tolong termsustainabilityofpartnershipwork,especiallywhereonepartnerisa funderwhocannotsustainandincreasefundinginlinewiththeorganisational growthofanacco. 303 ACCOsidentifykeywaysinwhichmainstreampartnershavebeenabletosupport theminobtainingfundinganddevelopingmorediverseandsustainablefunding sources.itisimportanttonotethatthesearespecificsupportsforobtaining fundingwhileothergovernancecapacitydevelopmentsupportcanhelptoposition ACCOstoapplyforandattractfunding: 304 LinkingACCOswithfundingbodiesandadvocatingontheirbehalfwith funders. ProvidinginformationtoACCOsaboutfundingopportunities. Providingshort termandgapfundingtoassistwhilesustainablefundingis sourced. Providingsupportfordevelopmentandfeedbackonfundingsubmissions. Developingjointfundingsubmissionsforthedeliveryofservicesin partnership. 305 PromotingtheworkoftheACCOindifferentforumsincludingontheir website Transferandhandovermodels Successfulandrespectfulpartnershipsregularlyhaveastrongfocusonatransferof resources,leadershipandresponsibilityforserviceprovisionforaboriginaland TorresStraitIslanderchildrenandfamiliestoACCOs. 306 Theideathatresources andresponsibilityshouldbetransferredwhenaboriginalandtorresstraitislander organisationsare ready forthiscomesthroughstronglyfrommanyparticipants.in SNAICC sviewthisreflectsatruecommitmenttoself determinationthatgoes beyondsimplyshiftingresourcesandplacingresponsibilityonaboriginalandtorres StraitIslanderorganisationswithinsufficientcapacitytomanagethem. Partnershipsinthecasestudiescommonlyfeaturedacommitmenttobuilding Aboriginalservicecapacityforthelong term,whileworkingtogethertoaddress immediateneedsandmeetexpectations. Statementsofcommitmenttosupportedtransferofresourcesandresponsibilityto ACCOsinclude: 303 SeeCaseStudy4:WELA/StC, SeeespeciallyCaseStudy4:WELA/StC;andCaseStudy9:Larrakia/StC. 305 SeeCaseStudy8:VACCA/BerryStreet. 306 Seeespecially:CaseStudy1:GEGAC/UCG;CaseStudy4:WELA/StC;andCaseStudies

72 [They]shouldbetheleadandthedominantdecisionmakeraboutAboriginal business theidealforusattheendofthedayisthatthewholeprogramme areamovesto[them]whenthey rereadyforthat. 307 Ideallywewouldn tbeherein20or50years,soitisimportantforustobuild capacitylocally. 308 Ithinktherearealotofresourcesinthesectorthatcouldandshouldgoto Aboriginalorganisations [andthisshouldhappen]when[they]sayitshould; whentheybelievetheyhavethecapacityandreadinesstotakeresourceson. 309 AconcernwasraisedbyanACCOaboutassumptionsbeingmadethatACCOswant totakeonprograms,withoutadequatediscussionorcapacitybuildingsupport. 310 Thishighlightstheneedforthetransferofresourcesorservicestohappeninthe contextofgenuineandsupportivepartnerships: Wedon tknow whetherwewillhavethecapacityorthedesiretomanage20 additionalstaffandaclientlistinthe1000s.soapracticalpartnership discussionwherearewillingparticipantsinworkingtowardsamutually beneficialoutcomeneedstooccur. 311 Onepartnershipdescribesapositiveprocesswheretheyareworkingtogetherto developanewserviceforchildrenandfamiliesandareplanningforthecapacity buildingworkrequiredtotransfertheservicetobeoperatedbytheacco: Thestrategyincludesathree yearplanfor[themainstreamagency]towork alongside[theacco]inthedevelopmentanddeliveryoftheservicewhile supportingcapacitytotransitiontheservicetooperationby[theacco]inthat timeframe. 312 Animportantapproachidentifiedinsomepartnershipshasbeentheflexible in out movementofpartnersinresponsetotheneedsoftheorganisationandthe community. 313 ThisissuccessfulwheremainstreampartnerswalkalongsideACCOs, providingsupportasneededbutnotimposingthemselveswhenitisnotneeded. Thereisan ebbandflow intermsofpartnershipactivity,butatthesametimea continuingcommitmenttothepartnershiprelationship: Inthefuturetherewillbetimeswhenweneedthemmoreandwhenwedon t needthemsomuch.therelationshipisflexibleenoughtosupportthatandto evolvewiththat CaseStudy1:GEGAC/UCG, CaseStudy4:WELA/StC, CaseStudy8:VACCA/BerryStreet, CaseStudy9:Larrakia/StC, Ibid. 312 CaseStudy1:GEGAC/UCG, SeeespeciallyCaseStudy4:WELA/StC;andCaseStudy9:Larrakia/StC. 314 CaseStudy4:WELA/StC,

73 73 KeyPractices BuildingCapacity 1. MainstreampartnersworkwithACCOsto identifyopportunitiesforstafftraining, mentoringandskillsdevelopmentinkey areasofneedaccosidentify. 2. Mainstreampartnersmake recommendationsandofferstoacco partnersinrelationtotrainingneedsthat makeclearwhattheycanprovide. 3. Staffofbothpartnersworkcloselytogether andundertakemutualmentoringroles, exchangingskillsandknowledgethat contributetotheresponsetocommunity needs. 4. Mainstreampartnersprovidesupportfor governancesystemdevelopmentthat promotesstrongandautonomous governancestructuresthatenable AboriginalandTorresStraitIslander communityleadership. 5. Mainstreampartnerprovidessupportsfor obtainingsustainablefundingthatinclude: providinginformation,facilitatinglinks; advocacyandpromotion;gapfunding;joint submissions;andsupportfordeveloping submissions. 6. Mainstreampartnerssupporttransferof leadership,resourcesandresponsibilityto ACCOsforserviceprovisiontoAboriginal andtorresstraitislanderchildrenand families. 7. GovernmentandNGOpeakbodiesidentify sectorandgeographicalcapacitygapsfor ACCOchildandfamilyservicedelivery,and strategicallyaddresscapacitygapsby supportingandenablingpartnerships. KeyPrinciplesReflected ThroughPractice Principles:2,3and7 Principles:3and6 Principles:1,2,4,5and6 Principles:2,3,4and7 Principles:1,3and4 Principles:2,3,4,7and8 Principles:2,3,4and7

74 7.APROMISINGMODELFORPARTNERSHIPDEVELOPMENT TheAboriginalChild,FamilyandCommunityCareSecretariat,NewSouthWales (AbSec)andtheAssociationofChildren swelfareagencies(acwa)have commencedaprocessfordevelopingnewaboriginalcommunitycontrolledout of HomeCare(OOHC)servicesthroughapartnership basedcapacitybuildingmodel. ThisprojectistakingplaceinthecontextofthetransferofOOHCserviceprovision tothengosectorinnewsouthwalesandissupportedbythenswdepartmentof FamiliesandCommunities(FaCS). TheAbSec/ACWAprojectreflectstheneedtodevelopcapacityintheAboriginal community controlledservicesectorinlinewiththetransferplanwhichincludesthe goalthat ultimately,allaboriginalchildrenandyoungpeopleinoohcwillbecared forbyaboriginalcarers,andsupportedbyaboriginalcaseworkersemployedby localaboriginalmanagedagencies. 315 Theplanrecognisesthattoachievethisgoal, capacityofaccosinthesectorwillhavetoincreaseabouteightfoldand,in additiontothethreetofourinitialcapacitybuildingsites,afurthersevennew Aboriginalagenciesneedtobedeveloped. 316 Thefocusoncapacitybuildingseeks toensurethatthetransferofservicesisnotsimplyatransferofresponsibility,but rathersupportsnewwaysofworkthatareeffective,culturallyappropriateand adequatelyresourced.theapproachemergedfromasharedcommitmentto implementtheapproachsuggestedbythesnaiccservicedevelopment,cultural RespectandServiceAccessPolicy. 317 Theboxedcasestudybelowprovidesanoverviewofkeyelementsofthe partnership basedapproachtocapacitybuilding.foramoredetaileddescriptionof theprojectanditscontext,refertocasestudy6inappendixa. CASESTUDY:BUILDINGCAPACITYTHROUGHPARTNERSHIPSBETWEEN MAINSTREAMSERVICEPROVIDERSANDABORIGINALCOMMUNITIES TheAbSec/ACWACapacityBuildingProjectisseekingtodevelopnewAboriginal OOHCagenciesthroughpartnershipsbetweenexistinglargeandeffectivenon AboriginalOOHCprovidersandAboriginalcommunities.Theprojectisininitial stagesofpartnershipnegotiationanddevelopmentandisbeingundertakeninthree tofourlocations,withagreementtoextendthecapacitybuildingactivitiesto addressthecapacitygapforaboriginalagenciesstatewide.theprojectproposes 315 TheMinisterialAdvisoryGrouponTransitionofOut of HomeCare(OOHC)Service ProvisioninNSWtotheNon GovernmentSector.(2011).OOHCTransitionPlan:Stage1 The Who andthe When,Sydney:NSWDepartmentofFamilyandCommunityServices. Retrievedon10January,2012from doc 316 Ibid. 317 SecretariatofNationalAboriginalandIslanderChildCare(SNAICC).(2008).SNAICC ServiceDevelopment,CulturalRespectandServiceAccessPolicy.Melbourne:SNAICC. 74

75 auspicingarrangementsthroughwhichmainstreamserviceproviderswillsupport thegrowth,developmentandaccreditationofnewaboriginalagenciesthatwill transitiontoautonomousgovernancewithinanagreedtimeframe. Aspectsoftheapproachthatshowpromiseforbuildingrespectfulandeffective partnershipsinclude: AbSecasbothanAboriginal controlledorganisationandthepeakbodyfor AboriginalOOHCprovidersinNSWistakingaleadingroleandensuringthe approachreflectsbothgoodpracticeinserviceprovisionforaboriginal childrenandfamiliesandtheaspirationsofaboriginalpeoples. Thereisafundedroleforbrokeringpartnershipsandfacilitatinginitial partnershipdevelopmentthatsitswiththeabseccapacitybuilding Manager.ThisroleenhancesthenegotiatingpositionofAboriginal communitiesandnewaboriginalserviceproviders. Agreementsarebeingestablishedfromthestartwhichclearlyidentify partnershipgoalsandincludeacommitmentfrommainstreamorganisations toasupportedtransitiontoautonomousgovernanceforthenewaboriginal agency. Thecapacitybuildingapproachisbeingtailoredtotheneedsoflocal communities,takingaccountofneeds,existingserviceprovisionandthe challengesinruralandremotelocations. TheprojectisbeingimplementedbyAbSecandACWAinpartnership,with significantsupportfromfacsandreflectsacommitmenttorespectfuland effectivepartnershipatalllevels. Theapproachseekstoensurethatrelationshipsareunderpinnedbyprinciplesof effectiveandrespectfulpartnershipwithaboriginalorganisations.absecisgiving significantattentiontoidentifyingthebaselinecommitmentthisrequiresfrom mainstreamorganisations.elementsofthiscommitmentidentifiedbyabsec include: 318 Commitmenttorecruitment,employmentandsupportofAboriginalcarers. UnderstandingofandcommitmenttoAboriginalChildPlacementPrinciples. Demonstratedculturalproficiencyandcommitmenttoculturalsupportfor Aboriginalchildren,youngpeopleandfamilies. Planstosupporttheauspicedservicetoachieveaccreditation,autonomous governanceandorganisationalcapacity. CommitmentthatismotivatedbyadesiretogrowtheAboriginalservice sectorandimproveoutcomesforaboriginalfamiliesratherthanspecific financialandgrowthbenefitsforthemainstreamagency. AbSecandACWAidentifythatfacilitatingeffectivepartnershipsbetween mainstreamorganisationsandaboriginalcommunitiesandagencieswillrequire: OngoingcommunicationwithAboriginalcommunitiesandagenciesfrom 318 Note:TheseprinciplesreflectthepositionofAbsec.Probityissuesrelatingtoauspice organisationsforthecapacitybuildingprojectarecurrentlybeingnegotiatedwithfacs. 75

76 AbSectoensuretheflowofinformationtoandfromthemisopenand transparent. CommunicationandleadershipfromACWAandFaCSwithmainstream servicestoencouragetheirengagementandparticipation. CommitmentfromFaCStodevelopreferralandcommunicationstrategies thatensuretheengagementoflocalandregionallevelfacsstaff. AppropriateconsultationofAboriginalcommunitiesatallstagesofthe project. Assessmentofthesuitabilityofindividualmainstreamagenciesto participateinameaningfulway. Thoughtheprojectisonlyinearlystagesofdevelopment,somespecifictypesof capacitybuildingsupportthatcouldbeprovidedbyauspiceorganisationsthat AbSechaveidentifiedinclude: Sharinginfrastructurethroughinitialco locationtoreducestart upcostsfor newagencies. Assistingwithfinancialmanagement. ProvidingsupervisionforOOHCworkers. Makingtrainingopportunitieswithintheauspiceorganisationavailableto workersofthenewagencyinitiallyandonanongoingbasis. Developinglocalworkforcecapacitybysupportingtheemploymentand trainingofaboriginalstaff. Providingnewagencieswithopportunitiestoexperience,observeandlearn fromcurrentgoodpractice. Itisimportanttonotethatwhilethisapproachhassignificantpotentialforbuilding theaboriginalservicesectorthroughpartnerships,itisstillinthedevelopment phaseandtherearesubstantialchallengestobeaddressed.whilethereiscurrently fundingtosupportfacilitationofpartnerships,investmenttosupporttheactual ongoingcapacitybuildingworkisneeded. SNAICCbelievesthatthismodelshowssignificantpromiseinitscommitmenttothe developmentofrespectfulpartnershiprelationshipsandsectorwidecapacity building.theapproachshouldbemonitoredandconsideredfornationalandcrosssectorimplementation. 76

77 8.CONCLUSIONANDRECOMMENDATIONS 8.1Concludinganalysis Thecasestudiesreviewedthroughthisresearchrevealsuccessfulpracticesforthe developmentandmanagementofpartnershipsforoptimaldeliveryofsupport servicestoaboriginalandtorresstraitislanderchildrenandfamilies.thecase studieshighlightthatpartnershipsbetweenaboriginalandtorresstraitislander community controlledorganisationsandmainstreamserviceproviderscanhave multiplecapacitydevelopmentoutcomesforbothpartners.theseinclude: strengthenedculturalcompetenceofmainstreamservicesforservicedeliveryto AboriginalandTorresStraitIslanderpeople;enhancedcapacityofbothpartnersto buildrelationshipsacrossdifferentcultures;increasedleadershipcapacityandrole ofaccos;andenhancedabilityofaccostorespondtocommunityneed.the strengthenedroleandcapacityofaccosthathasdevelopedthroughpartnerships hascontributedtobroaderaboriginalandtorresstraitislandercommunity capacitybypromoting:independent,community basedgovernance;local workforcedevelopment;andempowermentofaboriginalandtorresstraitislander individualsandcommunities.theperspectivesandaspirationsofaboriginaland TorresStraitIslanderorganisationandcommunitieshavebeenrepresentedmore stronglyinpolicyreformandservicedevelopmentthroughtheshared understandingandsupportofmainstreampartners.thishasenabledthe developmentofinnovativepracticetoenhanceoutcomesforaboriginalandtorres StraitIslanderchildrenandfamilies. Analysisofthesecasestudiesalsohighlights,however,thatfundamentalto achievingtheseoutcomesisadherencebybothpartnerstotheeightinterrelated andinterdependentprinciplesdetailedinsection3.theseprinciplesare: 1. Commitmenttodevelopinglong termsustainablerelationshipsbasedon trust. 2. RespectforAboriginalandTorresStraitIslanderculturalknowledge,history, livedexperienceandconnectiontocommunityandcountry. 3. Commitmenttoself determinationforaboriginalandtorresstraitislander peoples. 4. Aimtoimprovelong termwell beingoutcomesforaboriginalandtorres StraitIslanderchildren,familiesandcommunities. 5. Sharedresponsibilityandaccountabilityforsharedobjectivesand activities. 6. Valuingprocesselementsasintegraltosupportandenablepartnership. 7. Acommitmenttoredressingstructures,relationshipsandoutcomesthat areunequaland/ordiscriminatory. 8. OpennesstoworkingdifferentlywithAboriginalandTorresStraitIslander peoples,recognisingthatthemainstreamapproachesarefrequentlynotthe mostappropriateoreffective. 77

78 78 Notably,inalmostallcasestudies,partnershipsweremadepossiblebyastrongand long termcommitmentoftimeandresourcestorelationshipbuildingand developingtrust.thisoccurreddespite,butwasoftenlimitedby,alackof availableresourcestodedicatetothetask.thisdearthofresourceswasfurther reflectedintheabsenceofpartnership focussedevaluationprocessesandthe tendencyforpartnershipplanningprocessestobeinformalandopportunistic, ratherthanhavingalong termstrategicfocus.theseexamplesindicatedastrong needforgovernmentandserviceproviderstoplacegreatervalueontheprocesses whicharerequiredforeffectivepartnershipdevelopmentandmanagement, includingthroughenablingresourcesandcontractswhichallowfortheseprocesses totakeplace. Afocusonprocesselementswasenabledbysupportforpartnershipdevelopment throughserviceintegrationandpartnershipfacilitationmodels.thesesupported successfulpartnershipsparticularlywherepartnershipfacilitatorsdemonstrateda significantlevelofculturalcompetenceandactivelyengagedandsupportedacco interests.whilethesemodelsshowgreatpromiseforsuccessfulpartnership developmentandmanagement,thepartnershipprincipleshighlightthatrealisation ofthispotentialrequirestheirfurtherdevelopmenttoproperlyincorporate AboriginalandTorresStraitIslanderperspectives. Theoverridingcharacteristicofsuccessfulrelationshipsthatemergedthroughthe casestudieswasdemonstrationofrespectbymainstreamserviceprovidersfortheir ACCOpartners,theirculturalknowledgeandskills,andtheirimportantrolewithin theaboriginalortorresstraitislandercommunity.thisrespectwasdemonstrated inmanyformsincluding:providingaccoswiththespacetoleadonaboriginaland TorresStraitIslanderbusiness;seekingadviceandsupportfromACCOpartners; advocatinginsupportofaccosandtheirperspectives;andconductingmeetingsat officesofaccos.aclearcommitmenttoself determinationwasoneofthemost significantindicatorsofthisrespect,includingacommitmenttothesupported transferofresources,servicesandleadershiptoaccoswithinpartnerships. SupportingACCOstobuildcapacitysothattheycanmanageresourcesandlead effectivelyreflectsanapproachthatisbasedonsharedresponsibilitytoaddress communityneedsandimprovelong termwellbeingoutcomesforchildrenand families.partnershipswithinthisstudyconsistentlyconnectedtheseoutcomesto servicedesign,developmentanddeliverybaseduponlocalaboriginalandtorres StraitIslandercommunityneedsandaspirations.Partnersrecognisedthe importanceofthesefactorstotheserviceoutcomestheyachievedforaboriginal andtorresstraitislanderchildrenandfamilies.theyidentifiedthattherewere limitationstocommunity basedpartnershipplanningasaresultofshort termand activity basedgovernmentfunding.thecasestudiesindicatethatmoreflexible andlongertermfundingcommitmentswouldsupportpartnershipstopursue creativeandlong termresponsestocommunityneedsthatwouldimprove outcomes. Practiceswhichweresuccessfulinaddressingunequalpowerinpartnership relationships,morebroadlyinthepositionofaccosinthesector,andtheongoing exclusionthataboriginalandtorresstraitislandercommunitiesface,werestrongly linkedwiththosethatpromotedmutualaccountability.thisincluded:formalising

79 79 agreementstoclarifyandreinforcemutualaccountabilityandpartnership commitments;supportforgovernancesystemsdevelopmentofaccosthat promotesandenablesautonomousaboriginalandtorresstraitislanderleadership; transferofleadership,resourcesandresponsibilitytoaccosforserviceprovision; employmentoflocalaboriginalandtorresstraitislanderstaff;variousstrategiesto strengthenculturalcompetenceofthemainstreampartneranditsstaff;and collectivedevelopmentofevaluationandreviewprocessesthatreflectacco perspectives. Thesepracticesbuildonthemainstreampartners respectforaccosasequal partnersandredressstructureswhichhavelimitedaccocapacity,participation andinfluenceoversystemsofservicedeliveryandfunding.thesepracticesalso challengetraditionalpatronisingapproachesofmainstreamservicesto relationshipswithaccosandcommunities,andseektoredressdiscriminatory outcomesforaboriginalandtorresstraitislanderfamiliesthatarebasedon generationaltraumafromtheimpositionofdiscriminatorylaws,policiesand practices.aboveall,thisprinciplereflectstheunderstandingthatstructuralfactors haveoperatedtoexclude,suppressandimpoverishaboriginalandtorresstrait Islanderpeoplessincecolonisation.Thisunderstandingthenalsoobligates mainstreampartnerstounearthandchallengepersistentdirectandindirect discriminationinconventionalpractice,supportstructuresthatreflectboth partners goalsandneeds,andenableaboriginalandtorresstraitislander leadership. Relatedtothisprincipleisanopennessofmainstreampartnerstoworking differentlywithaboriginalandtorresstraitislanderpeoples,recognisingthat mainstreamapproachesarefrequentlynotthemostappropriateoreffective.the casestudiesexaminedshowedrepeatedexamplesinwhichmainstreampartners demonstratedadesiretolearnandincorporatenewapproachesintheirwork.in particular,theseincluded:preparednesstocriticallyreflectonassumptions underlyingtheirapproachandpractices;expandingtheirwaysofthinkingto incorporatethisandotherprinciples;anddevelopingculturalawarenessto appreciatedifferenceandthebroaderorganisationalculturalcompetencenecessary toinformandimplementdifferentwaysofworking.thecasestudiesalsohighlight exampleswheredifferentwaysofworkingcontinuetoprovidechallengesforboth partnersandimpederelationshipdevelopment.forexample,differentcultural understandingsofandapproachestoprogramevaluationcreatetensionin relationships,anddifferencesinaboriginalprofessionalismcontinuetoseesome ACCOstaffmembersnotrecognisedandrespectedfortheculturalknowledgeand skillstheyposses.practicesthatweremostsuccessfulinaligningunderstanding andovercomingthesechallengesincludedintegratedstaffingarrangements,joint stafftrainingandjointdevelopmentofevaluationprocesses;enablingsignificant opportunitiesforsharedlearningbetweenstaffmembers.itisimportanttonote, however,that aligned understandingshouldparallelculturalcompetency developmentformainstreampartners,andreflectincreasedincorporationof AboriginalandTorresStraitIslanderperspectives,ratherthanarequirementfor ACCOstoalignwithmainstreampractice. Ultimately,practicedemonstratesthatwheretheseprinciplesareembeddedinthe

80 structures,processesandpracticesofpartnerorganisationstheycontributeto improvedservicedevelopmentanddeliveryforaboriginalandtorresstraitislander childrenandfamilies.thisisparticularlythecasewheretheprinciplesare supportedbyuppermanagementandconsciouslyfilteredthroughtostaffatother levelsofservicedelivery.theeightprinciplesaredeeplyconnected;however,the presenceofoneprincipledoesnotnecessarilydeterminethepresenceofothers.for example,whiletheremaybeacommitmenttoredressingunequalstructures, throughtransferringserviceprovisionresponsibilitiestoaccos,ifthereisno inclusionofproperprocessestodiscusswhetherthisfitswiththeaccos objectives andtheaccompanyingsupportprocessesthiswouldrequire,itcouldundermine partnershiptrustandtheaccoitself.comprehensiveanalysisoftheincorporation ofallprinciplesinpartnershipsisthereforeimperative.thedifficultiesand limitationspartnersexpressedwithinthecasestudiesexaminedinthispaperalso confirmtheimportanceofthepresenceofeachprincipleaswellasongoinglearning andreflectiontoensureallprinciplesarecontinuallyevolvinganddeveloping. Theeightprinciplesarefundamentaltostrengthenpartners capacityonvarious levelsandultimatelyimprovetheirserviceoutcomesforaboriginalandtorresstrait Islanderchildrenandfamilies.Importantly,however,thispaperalsounpackskey practicesthatillustratehowservicescanreflecttheseprinciplesintheirpractice. Thesepracticesprovideclearguidancetoinformandsupportpartnership developmentforchildrenandfamilyserviceproviders.theyaresetoutclearlyin thegoodpracticepartnershipsmatrixinappendixd.thepracticesalsohighlight importantprioritiesforgovernmentpolicydevelopment.thenextsectiondetails practicalrecommendationsforhowgovernmentcanapplytheseprinciplesand practices. Theserecommendationsareimportant.Thecasestudiesrevieweddisclosegood practicesthatsupportpartnerships,butalsotheongoingstrugglesofbothpartners torealisethegoodpracticeprincipleswithintheirservicesandinengagementwith eachother.implementationoftheprinciplesisinhibitedbydeeplyembedded approachesthattaketime,commitmentandpersistencetochange,aswellas inconsistentgovernmentstructuresanddemands,andanabsenceofresources requiredfortheirrealisation. Actioniscriticalinordertoseerealprogressinpartnershipsasameansfor advancingcapacityofserviceprovidersandimprovingoutcomesforchildrenand families,asisenvisagedbygovernmentpolicyandasneededontheground.in particular,theremustbegreaterimpetusandaccountabilityformainstream partnerstoapplygoodpracticepartnershipprinciples,andenablingstructuresand resourcestorealisegoodpracticepartnerships. 80

81 8.2Recommendations Inordertopromoteandsupportwiderimplementationofgoodpracticeand addresschallengesidentifiedinthispaper,snaiccrecommendsthatgovernment undertakesorsupportsthefollowingactions: 8.2.1Supportresearchandmonitorinnovativepractice a) SupportAboriginalandTorresStraitIslanderorganisationsandresearch basedinstitutestoundertakeresearchtoclearlyidentifyanddescribethe roleofaccosinthedesign,developmentanddeliveryofserviceswithin partnership basedintegratedservicedeliverymodels,andincorporate learningsintopolicydevelopment. b) SupportAboriginalandTorresStraitIslanderorganisationsandresearchbasedinstitutestomonitoranddocumentinnovativepracticeandthe learningsemergingfromthem,includingforexample,theparticipationand roleofvaccawithinthevictorianintegratedfamilyservicesystem. c) MonitortheAbSec/ACWAapproachtobuildingcapacitythrough partnershipsanddevelopastrategyforbroadersectorandnationalcapacity buildingofaccoswithattentiontotheimplicationsofpartnership facilitationundertakenbyanaboriginalpeakbody Identifyneed a) Identifysectorandgeographicalcapacitygapsforservicedeliveryby ACCOs. b) Developandresourceaprogramthatusesthecapacitybuildingpotentialof goodpracticepartnershipstoaddressidentifiedcapacitygaps Strengthenandenablefacilitationofgoodpractice partnerships a) Identify,developandfundnewpartnershipfacilitationrolesby,forexample, incorporatingpartnershipfacilitationrolesingovernment fundedintegrated servicesystemsandservicecontractspecifications. b) Regulaterequiredculturalcompetencestandardsnecessaryforfacilitating genuineandrespectfulpartnershipsbetweenaccosandmainstream serviceproviders.section8.25detailssomekeystepstowardsthis outcome. 81

82 c) Buildpartnershipframeworksbasedongoodpracticeprinciplesintocriteria forgovernmenttendersandcontractualprovisionsofserviceagreementsfor servicesdeliveredinpartnershipbetweenaccosandmainstreamservice providers,includingreportingrequirementsandevaluationprocesses. d) Consistentlyincludefundingfortheprocesselementsofworkingin partnershipasaseparatebudgetlinewithinbudgetsforservicesdeliveredin partnership. e) Provideflexiblefundingmodelswhichrequireservicedesign,development anddeliverytobeundertakeninpartnershipbetweenrecognisedservice leaders,includingaccos.thisfundingshouldbemultipleyearfundingto achievespecifiedoutcomes,whileprovidingagencieswithflexibilitytoapply fundingasappropriatetoparticularclientgroups. f) SNAICCrecommendsthatRecommendation8.24(e)bespecificallyapplied inthedevelopmentofnewcontractsin2014forthecommonwealth initiated38childrenandfamilycentres,toprovidealongertermflexible fundingmodelthatincorporatesapartnershipframework,basedongood practiceprinciplesoutlinedinthispaper Resourcedevelopmenttoassistservices a) Developanationalresourcetosupportpartnershipdevelopmentbasedon identifiedgoodpractices.thisresourceshouldbetargetedforuseby mainstreamserviceprovidersandcomplimentexistingculturalcompetency frameworkresources,suchasthesnaiccworkingandwalkingtogether resource.theresourceshouldincludepracticalideasandinnovativepractice storiestopromoteandinspiregoodpractice.itshouldalsoincludepractical policy,protocolandproceduresexamplestoassistservicestosetupgenuine partnerships,integratedatallnecessarylevelswithintheservice,aswellasa processguideforestablishingsustainablepartnerships.thegoodpractices identifiedinthispaperprovideastrongbasetoinformresource development. b) SupportanappropriateAboriginalandTorresStraitIslanderorganisationto developanaudittoolforallmainstreamservicestodeterminetheirlevelof competencetoengageingoodpartnershipsinrelationtoservicesfor AboriginalandTorresStraitIslanderchildrenandfamilies.Thisaudittool couldbeusedbyservicestoidentifyareasforstrengtheningtheirpractice andbygovernmenttoassistselectionofservicesforservicedevelopment, designanddeliveryforservicesreachingaboriginalandtorresstrait Islanderchildrenandfamilies. 82

83 8.2.5Enableandenforceasufficientlevelofculturalcompetence acrossthesector a) Conductculturalawarenesstrainingforallgovernmentstaffmanaging servicecontractswherefundedservicesareprovidedtoaboriginaland TorresStraitIslanderchildrenandfamilies.Thisshouldformpartofbroader departmentalandgovernment wideapproachestodevelopingcultural competenceandaimtoincreaseunderstandingforcontractmanagersabout theimportanceofpartnershipswithandthevaluableroleofaccos. b) Incorporatingculturalcompetencestandardswithinservicecontractsforall childandfamilyserviceproviders,reflecting,forexample,theinclusionof culturalcompetencewithincommunityserviceorganisationregistration standardsinvictoria. c) MandatethedevelopmentofReconciliationActionPlansforallmainstream serviceprovidersfundedtosupportaboriginalandtorresstraitislander childrenandfamilies.plansshouldincludearequiredfocusondeveloping respectfulrelationshipswithaccos. d) Workwithstatesandterritoriestodevelopandresourceaworkforce developmentplanwhichaimstoensuretheculturalcompetenceofallstaff inmainstreamsupportserviceproviderswhichserviceaboriginalandtorres StraitIslanderchildrenandfamilieswithineachstateandterritory.Thisis consistentwiththerecentproductivitycommissionreport(2011),which calledfor availableadditionalfundingforindigenousprofessionalsupport Unitssothat: GeneralIndigenousculturalcompetencytrainingcanbeprovidedtoall staffwithoutsuchcompetencyworkinginmainstreamecec[early ChildhoodEducationandCare]serviceswithIndigenouschildren TailoredprofessionaldevelopmentinIndigenousculturalcompetency canbeprovidedtostaffworkinginindigenous focusedececservices wherethereisdemonstratedneed Theunitscanprovidesufficientprofessionaldevelopmentandsupportto Indigenousstaff. 319 SNAICCrecommendsinclusionofstaffandserviceculturalcompetence withinthenationalanalysisofworkforcetrendsandapproachesimpacting onaustralia schildprotectionworkforceprojectthatfahcsiaiscurrently undertakingasafirststeptothisprocess. e) IncorporatetherecommendationsoftheProductivityCommissionReport onearlychildhoodworkforcedevelopmentinrelationtoincreasingthe AboriginalandTorresStraitIslanderworkforce,andbettersupportingtheir 319 ProductivityCommission(2011).EarlyChildhoodDevelopmentWorkforce,Research Report,Melbourne,Recommendation

84 retention.thisincludesrecommendations f) Undertakeconsultationswithsignificantculturaladviceservicesinchildand familyservicesystemstodetermineanysignificantresourceorsupport needstobetterenablestrong,comprehensiveandindependentcultural adviceservices Inclusionofactionswithinnationalplanninginstruments a) IncludeunderOutcome2inthe three yearplanfor implementationofthenationalframeworkfortheprotectionofaustralia s Children thefollowingaction: 1) Fundapartnershipfacilitatorineachstatetosupportandensure thateachofthe38childrenandfamilycentresbeingestablished acrossaustraliainvolveanaccoinservicedevelopmentand delivery,andimplementthegoodpracticepartnershipprinciples inthatpartnership. 2) SupportSNAICCtodevelopresourcestoassistmainstream serviceprovidersandaccostoimplementthegoodpractice partnershipprinciplesintheoperationofthechildrenandfamily Centres. 3) IncreasethecapacityandroleofACCOsinout of homecare servicesandotherserviceoptionsinallstatesandterritories, drawingonexistinginnovativemodels. 4) Incorporategoodpracticeprincipleswithinaccountability frameworksforgovernmentchildprotectionservices,including forexample,inrelationtotheimplementationofculturaladvice servicesforchildprotectiondecisionmaking(seeforexample: AboriginalChildSpecialistAdviceandSupportServices,Victoria andprotectingaboriginalchildrentogether,newsouthwales). 320 Ibid,pp.liv lv,and ,and

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88 SecretariatNationalAboriginalandIslanderChildCare APPENDIXA PARTNERSHIPCASESTUDIES 88

89 Contents PartnershipCaseStudy1:GippslandandEastGippslandAboriginalCooperative (GEGAC)andUnitingCareGippsland(UCG) 90 PartnershipCaseStudy2:GippslandandEastGippslandAboriginalCooperative (GEGAC)andGippslandLakesCommunityHealth(GLCH) 103 PartnershipCaseStudy3:CONFIDENTIAL 110 PartnershipCaseStudy4:WyndhamEarlyLearningActivity(WELA)andSavethe Children 111 PartnershipCaseStudy5:DalaigurPre SchoolandChildren sservices 124 PartnershipCaseStudy6:AboriginalChild,FamilyandCommunityCareSecretariat NSW(AbSec) 135 PartnershipCaseStudy7:VictorianAboriginalChildCareAgency(VACCA)andChild andfamilyservicealliancemembers 144 PartnershipCaseStudy8:VictorianAboriginalChildCareAgency(VACCA)andBerry StreetVictoria 152 PartnershipCaseStudy9:LarrakiaNationAboriginalCorporationandSavethe Children

90 90 PartnershipCaseStudy1 GippslandandEastGippslandAboriginalCooperative(GEGAC)and UnitingCareGippsland(UCG) AboriginalorTorresStraitIslander Organisation: GippslandandEastGippslandAboriginal Cooperative(GEGAC) PartnerOrganisation: UnitingCareGippsland(UCG) KeyRepresentativeswhoParticipated: AlysonFerguson ManagerofChildren,YouthandFamily Services,GEGAC KimMcAlister DirectorofEarlyYearsPractice,UCG PartnershipFocus: Thiscasestudyfocusesonthe partnershipbetweengegacanducg forthedevelopmentanddeliveryof earlyyearsservices.bothgegacand UCGengageinarangeofadditional communityandservicepartnerships whicharenotdetailedhere. 1.Overviewandhistory GEGACandUCGhavealong standingrelationshipthatbeganinthe1970swith collaborationaroundfamilygrouphomes.thepartnershiphasdevelopedover timethroughactivitiesincluding culturalawarenesseducation,governance training,staffsecondments,partnershipsonparticularprograms,andeducation andtrainingofstaff. 321 InrecentyearsthepartnershipbetweenGEGACandUCGinthedevelopmentand deliveryofearlyyearsserviceshasstrengthenedthroughsignificantjointinitiatives. In2004UCGwasappointedasthefacilitatingpartnerfortheFaHCSIAfunded CommunitiesforChildren,aplace basedcommunitydevelopmentprogramthat focusesontheearlyyearsservices.kimmcalisterfromucgdescribesthatthis role: 321 GippslandandEastGipslandAboriginalCo operative(gegac),&unitingcaregippsland (UCG).(2011).PartnershipAgreementbetweenGippslandandEastGipslandAboriginalCooperative(GEGAC),andUnitingCareGippsland(UCG),May2011.

91 91 gaveusanopportunitytoreallystrengthentheworkthatweweredoingwith GEGACbecauseitprovidedaconsiderableamountofresourcesandwecould negotiatehowwecouldusethoseresourcestoimproveoutcomesforaboriginal children. AlysonFergusonfromGEGACdescribesthatincreasesinfundingfromstateand federalgovernmentforearlyyearsservicesthreeandahalfyearsagofoundthe organisationwithacriticalopportunity,butlackingthecapacitytorespond: Weknewitwasreallycriticalbecausewe'reworkingwithfamiliesthathave multiplegenerationsoftrauma,soweareflyingbehindtheeightballinterms oftryingtobreakthattraumaticcycleandwereallywantedtofocusonthe earlyyears. AtthesametimeUCGwasunderthreatoflosingaveryexperiencedworker becauseoffundingconstraints.thedecisionwasmadetoenterintoapartnership throughwhichgegaccouldbenefitfromtheearlyyearsexpertiseofucganducg couldretainthisstaffmemberbyemployingherintheroleofindigenousearly YearsCoordinator,workingacrossbothorganisations.Alysondescribesthisearly yearscollaborationasthemostcriticalpartnershipenablingthedevelopmentof GEGACearlyyearsservices.Kimcomments, Idon'tthinkI'veseenatruer integrationanywhereofstafffluidlyworkingbetweentheorganisations. GEGACandUCGcurrentlyworktogetherinapartnershipagreementthatincludes fourdifferentmemorandaofunderstandingrelatingto: thesharedroleoftheindigenousearlyyearscoordinator; thesharedfamilyservicesreceptionandearlyyearsassistantrole; thedevelopmentofthebairnsdaleaboriginalchildrenandfamilycentre and; thefahcsiafundedindigenousparentingsupportservicedelivered throughthebooraisupportedplaygroup. GEGACandUCGalsohaveaseparateMemorandumofUnderstandingtogether withgippslandlakescommunityhealthandeastgippslandshirecouncilrelated totheestablishmentofthebairnsdaleaboriginalchildrenandfamilycentre. GEGACandUCGcollaborateatthebroaderstrategiclevelasmembersoftheEast GippslandEarlyYearsCommitteeandhavebeenatthetabletogetherforplanning aroundprogramssuchasbeststartandhealthyforlife. BothGEGACandUCGdescribeleadershipasakeyenablingfactorintheformation ofthepartnershipandthecommitmentofbothceostoengagementwithand supportofaboriginalcommunities.gegacceo,jasonkingworkscloselyand meetsregularlywithucgceo,johnlawrenceinshapingthepartnershipandthe directionofbothagencies.alysonnotedthelong standingandgenuinesupportof UCGandthegoodwillandgoodfaithonbothsides togiveitagoandtrustthatit wouldwork.

92 92 2.Partnershipobjectives 2.1Initialandoverallobjectives Alysonindicatesthatakeyinitialobjectiveofstrengtheningtheearlyyears collaborationwastoensurethattheprogramswererolledouttomeetcommunity needs.itwasalsoabout survival underthepressuretoroleoutgovernmentfundedprograms: Therewasalotofargy bargywiththedepartmentaboutwhatweknew wouldn tworkherewhichwasahugebodyofworkinitself.iwasoutofmy depthandknewicouldn tmanageiteffectively.youcanputaprograminand rollitout,that'sreallysimple,buttomakeiteffectivelyworkandmakeit sustainableisnotthateasy.that swhereitwasreallygoodtohavetheshared workercomeonboardandmakesuretheprogramsweresustainable,effective andworkedforcommunity. KimdescribesthatthekeyobjectiveinthepartnershipforUCGisbuildingcapacity forgegacandfortheaboriginalcommunity.self determinationisakeyprinciple underpinningtherelationship: It'saboutrecognisingthatAboriginalchildrenandfamiliesareoftenin positionsofvulnerabilityordisadvantageandthatourworkislargelyto removebarrierssothattheycanactivelyparticipateandhaveimprovedchoices thatleadtogoodhealth,educationandconnections. TheUCG2010/11ReconciliationActionPlandescribesthecommitmentofUCGto workinginpartnershipwithaboriginalandtorresstraitislandercommunitiesina waythatempowersandenablesarespectful,two waylearningenvironment. Further,thepartnershipagreementbetweenGEGACandUCGdescribestheshared commitment toaboriginalself determinationandthepriorityofensuringservices aredevelopedandimplementedinculturallyacceptableways. 2.2Sharedgoalsettingandalignmentofobjectives ProcessesofgoalsettingbetweenGEGACandUCGinrelationtotheirpartnership workaresharedandlargelyinformal.whilespecificprogrammaticgoalsaremore formalised,partnershipgoalsareoftennegotiatedinthecontextofrespondingto theneedsthatpresent.alysoncommentsthat there'snoformalgoals;it'sreally beenhitthegroundandworkoutwhatneedstohappenaswego. AsKim describes: Ithinkalotofthegreatworkcomesoutofthatactualpracticalwalking alongsideandnegotiatingstep by step,what'sthenextstepandwhichway arewegoingtogoandwhat'sgoingtohappen you'rejustgoingtogether walkingthetrackratherthansittingdownfirstandsayingwe'regoingtodoa, b,candd.

93 93 BothKimandAlysonindicatethattheobjectivesofbothorganisationsarestrongly alignedaroundasharedvisionofsupportforfamiliesandwhat sinthebest interestsofthechildren.alysondescribesparticularlythesupportofucgfor GEGAC sobjectivesandtheiropennesstolistentogegac sperspective. 3.Partnershipnegotiationandagreements PartnershipnegotiationsbetweenGEGACandUCGarebasedonrelationshipsand conversationsatalllevels.itistheneedsandtherelationshipsthatultimately informtheagreements,ratherthantheagreementsdevelopingorcreatingthese. Kimdescribesthat, Wecomefromapositionoftrust.Oftenwewillrunwiththings andstartbeforewehavethedocumentationtogetheriftheneedisthereandwe justtrustthatwe'regoingtoworkitoutasfarasresources. Alysonexplainsthat theprocessofnegotiatingtheagreementshasbeenstraightforwardbecauseofthe sharedvisionandthatitisonlythedollaramountsthatsometimescausetension. BothAlysonandKimhighlighttheimportanceofflexibilityintheiragreementsand thewaysthattheywork.thepartnershipagreementandmousreflectthe commitmenttoworkingtogetherbutdon trestraintheflexibilityofdaytoday workingarrangementsandtheabilitytorespondflexiblytotheneedsthatpresent. Thoughtheynotealsothatitisimportantnottounderestimatethevalueofformal agreements,whichclearlydescribethecommitmentofbothorganisations.a dangerexiststhatsuccesscanbebasedon champions andthereisaneedto developprotectivefactorsaroundthat.themousarecriticaltoensuringthatwork cancontinueevenifthereisachangeoverofstaff.kimexplainsthat, It sthatdono harmwork.don tputsomethingouttherethatwillfalltopiecesifsomeoneleaves. Theformalagreementitselfstatesthat, Apartnershipagreementisacknowledged asaprocesstomakethiscollaborationmorestrategic,systematicandasabasisfor futuregrowthofopportunity. Alysonhasdescribedtheimportanceofgoodcommunicationwithinthe organisationstoensurethatpartnershipnegotiationsarewellinformedanddonot encounterdifficulties.anexampleprovidedwasarecentdisputeoverthe negotiationofpartnershipfinances,whichhadoccurredbetweencorporateservices inbothorganisations.bettercommunicationwithingegaccouldhaveenabled managerstoexplaintheprogrammaticreasonsforvariationofthefinancesand avoiddispute. Kimhashighlightedthattheestablishedwaysofworkingbetweenthe organisationsarecriticaltoeffectivenegotiations.arecentchangehadcreated tension: Forthefirsttimeeverwewereaskedasanagencytoputaproposalforwardto GEGACabouttheservicewewilldeliverattheChildandFamilyCentreand thatwasquiteforeigntousbecausewe'veneverworkedlikethatbefore,we've negotiatedeverystepoftheway,ratherthansatdownasanagencyandsaid right,thisiswhatwe'regoingtodo,takeitorleaveitordoyoulikeit?that wassuchachallengetoevenwritethatbecausethat'snothowwegoabout business.wearealwayscommunicating,alwaystalkingaboutthenextstep.

94 94 Reflectingonthestrengthoftherelationshipbetweentheorganisations,Kim remainsconfidentthatthechallengesinthisprocesscanbenegotiatedand resolvedwithoutallowinganymistrusttodevelop. 4.Ongoingpartnershipmanagement FormalmeetingsbetweenAlysonandKimhappenmoreoftenatthebroader strategiclevelinmulti partnerforumssuchastheearlyyearscommittee.there arealsomeetingsfocussedaroundspecificpartnershipactivities,suchasreviewof sharedstaffingarrangementsanddevelopingpositiondescriptions.therehave beenregularmeetingsinrecenttimesfocussedonthedevelopmentofthechildren andfamilycentre.theceosalsomeetregularlytodiscussthedirectionsofthe agenciesandthepartnership. Whiletherehaven tbeenformalisedplanningprocessesfocussedonthe partnership,significantsharedplanningactivitiestakeplacethroughtheearlyyears Committee,inrelationstospecificprogramsandinrelationtothedevelopmentof thechildrenandfamilycentre.alysondescribestheimportanceofstrategic planninginpartnershiptoensurethatservicesprovisionisproactiveratherthan crisisdriven. Referringparticularlytomulti partnerforums,kimexplainedthatucgseeksto influencehowpartnershipworkunfoldsandthattheyhave,attimes, beenfirmon whatweseeasimportantinapartnership,whichwouldincludetransparencyand participationofeveryoneindecisionmaking. Attimeswhendeadlinesaretight, theseprocessescanbreakdown.inthesesituationskimdescribesthatucgmay walkawayfromthepartnershipstructure, butwewouldn twalkawayfromour relationshipwithgegac. MostcommunicationsareinformalandAlysondescribesthatifthereareissuesthey willjustringeachother.intermsofconflictresolution,theformalproceduresinthe partnershipagreementarerarelyreferredto,butconflictdoesinevitablyhappen.in thesesituationsstaffwillworktoresolveconflictatthelowestlevel, everybodywill knowaboutit,andthere llbealotofconversationsatdifferentlevels.atthe partnershiporexecutivemanagementlevel,ifthereisa misunderstandingor somethinguncomfortable staffwilltalkaboutitassoonastheyhavethe opportunityfacetoface.kimexplainsthatthiswayofcommunicatingisvery important: Wemightpickupthephonesometimesbutwe'llgenerallywaitfortheface tofaceopportunityandtalkaboutitthen.that'sreallyimportant. sareto movethingsalongtimelinewise,butthey'recertainlynotagoodwayto communicateiftherearethingsthatneedsomecommonunderstanding aroundoragreement,we'dneveruse . Alysondescribestherelationshipas laidback buthighlightstheneedtobecareful that it snotpersonalitybased andensurethatsystemsareinplace,includingthe formalagreements.sheemphasisestheimportanceofthetwoorganisations

95 95 workingwelltogether: Wecan'taffordnottogetonbecausewedon'thavemultipleorganisationsup heretoworkwith,andallofusareveryawareofthat,thatweallneedtowork togetherbecausewedon'treallyhaveanyotheroptions. Alysondescribesthatakeylearningofworkinginpartnershipisthatthereisaneed tobeattentivetotherelationships: You vegottoworkatthemandwatchthemverycloselyandcheckinthat everybodyisokay,anddealwiththeissuesthatariseratherthanjustputthem awayandhideandhopetheywillgoawaybecausetheywon't,they'lljust festerandbuildandgrow. 5.Evaluationofthepartnershipandpartnershipactivities ForprogramsdeliveredinpartnershipUCGaimstodevelopanevaluation frameworkandmeasurewhatimpactstheprogramishaving.kimnotesthatalot ofthisworkhasbeenmadepossiblethroughucg sroleasfacilitatingpartnerfor CommunitiesforChildren,whichhasasignificantplatformofevaluationand evidence basedpractice.kimhighlightstwokeyareaswhereevaluationcouldbe tightened: sharingoflearning:thekeyaspectsofsuccessfulprogramsforfamiliesand children; benchmarkingwithpartnershipsorprogramsthatarebeingdeliveredin otheraboriginalcommunities. Alotoftheevaluationthattakesplaceisrelatedtothepushforacquittaland accountabilitytofundingbodies.thedataismainlyqualitativeandthequantitative dataisveryhardtogather.kimindicatesthatwhereveraucgevaluationprocess relatestoaprogramtheyhavedonetogetherwithgegac,theywouldalwaysask fortheirinput.thisworksbothwaysand,particularlyinthefamilyservicesarea, UCGstaffcontributetoevaluationofprogramsthatGEGACisresponsiblefor reportingon. Alysonadmitsthat evaluationisnotourfortehere. Obtainingfeedbackisnota problem,buttimetodocumentitproperlyisaproblem.alysonrecognisestheneed todevelopstrongerevaluationprocessesatgegacbutalsodescribessignificant challengesbecause it snotdoneculturally. Sheprovidestheexampleofa culturallyappropriateevaluationmethodologythatisusedatgegac: Whatwe'vegothereinternallyiswhatwecallatreeofimprovements.We've putupabigpapertreeandclientscanuseit,orstaffcanuseit.wehaveleaves onthetreeforpositivesandwehaveboomerangsforissues.theboomerangs canbeanonymous,andit'salldocumentedinabookaswell,sowetakethe boomerangsandleavestoourteammeetings.aboomerangisanissue,soif there'sanissuewewilltalkaboutitandworkoutastrategy,andoncewe've workedoutastrategythatbecomesaleaf.sothere'slotsofpositives,leaves areallpositivestuff,anditworksreallywellherebecauseit'snon threatening, it'snon invasiveanditcanbede identifiedifyouwantittobe.

96 96 UCGhaveprovidedsomeevaluationsupporttoGEGACthroughinvitingstaffto evaluationtrainings.kimdescribesthat reallygoodevaluationprocessesneedto beembeddedintheagency. WhileUCGisinapositiontohavesomeinfluenceon GEGAC sevaluationprocessesthroughinvolvinggegacstaffinevaluationof sharedprojects,supportingbeyondthisisanissueofcapacity.kimexplainsthat it takesalotoftimeandenergytodevelopembeddedevaluationframeworksacross programs,andsoasfarasourcapacitytodothatwearereallyrestricted. WhereGEGACandUCGstaffworktogetheronprograms,therewillbeshared developmentofevaluationframeworks.kimdescribesthatitisimportantthatthe indicatorsofsuccessforasharedprogramaremutuallyagreed.theindicatorsneed tobuildin,forexample,whatthecommunitysaysisaqualityprogram.kimnotes thatoftenthoseimportantindicatorsmaynotbecapturedinafundingorservice agreement. UCGfurtherrecognisetheopportunitiesthatexisttodevelopcapacityaroundusing evaluationdatainpartnership.ucg,gegacandotheragenciesineastgippsland haveusedthecentreforcommunitychildhealthplatformsframeworkwhich providesacommonlanguagetoolforlookingatallpopulationoutcomes.aneed existstodevelopcapacityaroundhowdatasetsfromprogramslikehealthyforlife areusedandinformfuturedesignofservicesintheregion. Intermsofreviewofthepartnershipitself,thistakesplaceonanannualbasis, thoughdoesnotinvolveahighlyformalisedevaluationprocess.alysondescribed thisasaconversationinwhichthefocusisnotonwhathasandhasn tworked,but ratheronthecurrentneedsandwhathastohappennext.ucgdoesmoreformally evaluatetheoverallengagementoftheagencywithaboriginalcommunities.this hashappenedspecificallythroughthe2008communitiesforchildrenevaluation andthe2011walkingtogetherprojectevaluation.akeypartnershipevaluation learningexpressedbyucghasbeenthat, Partnershipsareessential,butcanbe aboutpower,andyouneedtopromotepartnershipsofequalitythroughrespect, communicationandunderstanding Focusonculturalcompetency AlysondescribesthatfromtheperspectiveofGEGAC,thecultureofUCGasan organisationiscriticaltotheeffectiveoperationofthepartnership: Itcan'tjustbepersonalitybasedbecauseit'stheircultureaswell.It'snotjustKim andigettingonreallywellbecausekimactuallywasn'ttheinitialperson,rachel was.it'sthecultureoftheorganisation,it'sthewillingnessoftheorganisation, that'swhatworks. KimhighlightsthestrengthofhavingaCEOwhohashadsignificantexperience workinginaboriginalcommunities,andwhosecommitmenttoculturalcompetency 322 UnitingCareGippsland.(2011).WalkingTogetherProject EvaluationReportJanuary2011, 4.

97 97 filtersthroughtheorganisation.ucghasareconciliationactionplanthatclearly expressesthecommitmenttoworkinginpartnershipwithaboriginalandtorres StraitIslanderpeoplesintheGippslandregion.UCGpursuesthiscommitmentin partnershipwithcommunitiesandaboriginalagenciesandkimexplainsthat, Not everyoneinouragencywillunderstandaboriginalculture,butitisaboutrespecting theculture,that'sreallyimportant,andexploringthatandgettingtounderstandit. AboriginalculturaltrainingformsanimportantpartofinductionprocessforUCG staff. WithGEGACinparticular,therearevariouslearningandmentoringopportunities. GEGAC skeepingplaceprovidesaculturallearningplacefornewucgstaff. SharedstaffmembersandAboriginalstaffofUCGareextremelyvaluablefor sharingaboutcultureandwaysofworkingthatfiltersthroughatthestafflevel. Kimexplainsthat, oneofthecriticalthingsisthatinworkingwithgegacwelearn fromthemallthetime.welearnfromnotjustgegac,buttheaboriginal community.theyactuallyinfluencethewaythatwework. AlysonhasobservedthelearningoftheIndigenousEarlyYearsCoordinatorandher abilitytosharethatlearningwithotherucgstafftoimprovetheirpracticewith Aboriginalfamilies.TheCoordinatorconnectsstronglywithfamiliesandtakesa roleasanadvocateforthefamiliesandthecommunitywithbothorganisations. Alysonexplainsthechallengesformainstreamandnon Aboriginalstaffworkingin anaboriginalsetting: Youcan'texplaintopeoplewhohaveonlyworkedmainstreamwhatit'sliketo workinanaboriginalsetting,soalotofthechallengeshavebeentryingtoget thestafftoacceptthatitisdifferentandit'sokaytoworkdifferently.thereare alotofcommunityfactorsthatplayahugepartthatyouwouldnevergetin mainstream.playgroupisaclassic;wecouldn'tjuststartuponeplaygroup,we hadtostartupwithtwoplaygroupsbecauseofthemobmatching.it shard worktogetcommunitytotrustplaygroup,particularlywithnon Indigenous workers. TheCoordinatorplaysakeyroleinsharingknowledgewithUCGstaff.Alyson describesthattheycouldhaveherworkingforgegacfull time,butthebenefitsto thecommunityfromthatsharedlearningaretoogreat, Shecanhelptheworkers withinunitingcareunderstandwhyafamilymightbebehavingthewaytheyare becausesheknowsthemfromoverhere.there'sthateducationand cross educationthat'stooinvaluabletolose. Kimnotessomeofthelimitationsonculturalsharingandlearninginthe relationshipwithgegacareaboutcapacity,andthefactthateveryoneatgegacis sostretchedandoverworked. Opportunitiesexisttoimproveculturallearning togetherifcapacityissuescanbeovercome.kimdescribesthattheorganisation aimsto sharethoselearningsmore andapplylearningsfromsharedstaffwith GEGACtoworkinotherlocationsandprograms. Importantly,KimdescribesthatforUCGbeingculturallycompetentasan organisationisaboutprinciplesandwaysofworking, It'snotaboutknowingwhat

98 98 happensinaboriginalcultureandputtingitoverthere.forusasanagencyit'sa wayofworking.it'saboutflexibility,it'saboutrespect,it'saboutnotonesizefits all. AlysonpraisesthelevelofcommunityengagementofUCGandtheireffortsin promotingcommunityparticipation.shealsodescribestheparticipationofucgat flagraisingandnaidoceventsnotingthat, it'snotforced.youcantellit'snota tick a box.forotherorganisationsitisandwewouldn tbepartofthat.that'snot thecasewithunitingcareatall;it'sverylegitimate. UCGdemonstratesaclearcommitmenttoAboriginalcommunityengagementand partnershipnotonlyinitsengagementpractice,butalsothroughevaluationof communityengagementandawillingnesstosharelearning.theucgwalking TogetherProjectreportdescribesthat, Itisimportanttoaddtothebodyof knowledgeinrespecttocommunitydevelopmentwithindigenouscommunitiesand sharewhatapproacheshaveworked Oneaimofthisreportistoempowerand encouragegreaterconnectionwithindigenouscommunities. 323 TheclearcommitmentofUCGtoself determinationopensthequestionofwhether andtowhatextentucg,asamainstreamagency,shouldbeinvolvedinservice deliveryforaboriginalandtorresstraitislandercommunities.ucgprovideauseful descriptionoftheirperspectiveonthisrole: ItcouldbearguedthatlocalAboriginalorganisationsshoulddothiswork,buta coupleofrealitiesmustbeacknowledged 1)notallcommunitymembers/leaders willworkwithlocalaboriginalorganisationsand2)expectationsonaboriginal organisationstomanagemultipleprogramsfromstateandfederalgovernment hasresultedinoverloadduetoissuesaroundcapacitytomanagealargebreadth ofprogramsandrespondtohighcommunityneeds.thisprojectisworkingclosely withlocalaboriginalorganisationsandtheirkeycommunityleaders/workersand providessupporttoinitiativestheyareundertaking. 7.Focusoncapacitybuilding UCGsupportscapacitydevelopmentofGEGACaccordingtotheneedsidentifiedby theorganisationsinpartnership.whereucgholdsthenecessaryresources,staff, knowledgeorexpertise,thetwoorganisationsnegotiatehowthatcanbesharedor transferred.arecentexamplehasbeentheidentificationofahighneedforgegac forfacilitationandadministrationsupportaroundthedevelopmentofthechildand FamilyCentre.UCGhasbeenabletoidentifyastaffmemberwithskillstofulfilthis role,whilethefundingfortheroleisprovidedbygegac,andthevisionisthatin thefuturegegacwillrecruitandemploytheirownstaffforthisrole.kimdescribes that: GEGACshouldbetheleadandthedominantdecisionmakeraboutAboriginal business,butweusethewords'walkalongside'andwechoosetowalkalongside 323 UnitingCareGippsland.(2011).WalkingTogetherProject EvaluationReportJanuary2011, 4.

99 99 wheneverandwhereverwecantosupporttheircapacitytodowhattheyneedto do theidealforusattheendofthedayisthatthewholeprogramareamovesto GEGACwhenthey'rereadyforthat. ArecentexampleoftheUCGcommitmenttoprovidecapacitysupportandmove programareastogegacisthedevelopmentprocessforthenewchildandfamily Centre.Thestrategyincludesathree yearplanforucgtoworkalongsidegegac inthedevelopmentanddeliveryoftheservicewhilesupportingcapacityto transitiontheservicetooperationbygegacinthattimeframe. Kimdescribesthatfromherperspectivethecapacitydevelopmentchallengesof GEGACaren tnecessarilyaboutskillsandcompetence.theexpectationonthemas anorganisationtodeliverishugeandthegovernmenttimelinesareverytight: Thatconcernsme.Idon'tknowthatthere'salotofconversationand acknowledgementaroundtheorganisation'scapacitytodowhatthey[the government]thinkneedstobedone.theykeepthrowingresources,butthen you'vegotpeoplestandingtheretryingtojuggleallthis. The2011UCGWalkingTogetherProjectEvaluationReportreviewedthejourneyof UCGinworkingwithAboriginalandTorresStraitIslandercommunities,and identifiedtheneedtorecognisethetimeandcapacityrequiredforpartnership development.successinthepartnershiphascomefromthecapacitytofacilitate connectionsbetweenprogramsanducgdescribesthisasakeyareafor considerationbygovernmentandagencies: 324 Whilstmanyprogramsrequireapartnershipapproach,thetimetakenforthis isoftenunderestimatedandmeansthataninadequateleveloftimeisputinto creatinglinkages.thereneedstobegreaterrecognitionofthecomplexitiesof partnershipworkandthetrueamountoftimerequiredforthisapproachtobe effective. Kimdescribesthepartnershipgoalofdevelopingsharedcapacity.Neitheragency wouldwanttosaynotoanyoftheresourcesonofferfromgovernment,andifthey worktogethertheyhavetheopportunityto strengthenthedeliveryofthose resourcesinawaythatwillhavebetteroutcomesforthecommunities. Inrelationtogovernancecapacityspecifically,KimdescribesthattheroleofUCGis tofacilitateandsupportaboriginalcommunityandorganisationalgovernance structures,ratherthantotakeagovernancerole.sheexplainsthatitisimperative thatgovernanceofservicesforaboriginalfamiliesis communityownedand controlled andthatucghasasupportrolewithpartnersindevelopingprocesses suchasriskanalysisandstructuresofaccountability. WhenaskedtocommentonthecontributionofthepartnershiptoGEGAC soverall capacity,alysonexplained, It'simmeasurable.Inallhonesty,ifwedidn'thavea 324 UnitingCareGippsland.(2011).WalkingTogetherProject EvaluationReportJanuary2011, 15.

100 100 partnershipwewouldn'thavetheprogramsoperatingaswellastheyare.youcan't measuretheimpactofthat,it'sjustbeencritical. 8.Furtherpartnershipoutcomesandopportunities ManyoutcomesofthepartnershipbetweenGEGACandUCGhavebeendescribed above,especiallyintermsofcapacitybuilding,culturalcompetencyandstaff development.thissectioncapturesfurtheroutcomeswithaparticularfocuson serviceaccessandqualityforchildrenandfamilies. Kimdescribesthesharedworkerarrangementasacriticallinkbetweenthe organisationsthathasimprovedaccesstoservicesforaboriginalfamilies. CommunitymembersaremorelikelytoaccessUCGservicesbecause, Community membersthatdon'twanttocometogegacandtherearecommunitymembers whodon'twanttouseanacco,willknowthatshealsoworksatucgandwillsee heroverthere. Alysondescribesthecommunitykindergartenasaclassicexamplewhereservice integrationbetweenucgandgegacsupportsaccessforfamilies.familiesare comfortableaccessingthekindergartenbecausetheywouldn tknowthatitis ownedandoperatedbyucg,whattheyseeisthetwoorganisationsworking together.thesamewillapplytothenewchildandfamilycentre.whileitisvital forthecommunitytoviewthisasagegacproject,itisalotofthebackendwork fromucgwhichwillmakequalityserviceprovisionpossible. Alysondescribestheincreaseinattendanceatthecommunitykindergartenasa greatoutcomethatcouldn thavebeenachievedwithoutthepartnership: Now we'vegotnearly100percentattendanceatkindy.threeorfouryearsagothat wasn'tthecaseandthat'soneofthereasonswhythecommunitykindergartenwas established.wenowhaveawaitinglist. Kimhighlightsthatsomeofthepositiveoutcomesofthepartnershipworkfor childrenandfamiliesaretheresultofsome criticalandfantasticworkers whohave someamazingwaysofengagingfamiliesandgettingtheminvolved. Whatis importanttothesuccessfulworkofstafffromapartnershippointofviewisthat theyfeelrespectedandsupportedbythemanagementofbothagencies.ifthe relationshipbetweentheorganisationsisgood,itreducestensionandstressthat impactsontheworkers.thissupportstheirworkandresultsinbetteroutcomesfor childrenandfamilies. Kimdescribesprojectfundingtimelinesasasignificantbarriertoeffective outcomes: Ifitwasmoreflexibleandlonger termtimelinesthenwewouldbeable toprobablyengagealotmorefamiliesthanweare. Kimalsonotesthatbetter outcomescouldbeachievediffundingforpartnershipworkwaspooledandflexible, ratherthanseparatedintomanysmallerpartsforspecificprojects. Intermsoffutureopportunities,Alysondescribesthatthefocusfornowisstrongly onthedevelopmentofthenewchildrenandfamilycentre,whichisasignificant long termproject.kimdescribesthepossibilityofgreaterengagementwithand

101 consultationwithaboriginalcommunityleaders,beyondthegegacboard. Consultingmoresignificantlyanddirectlywithcommunityleadersatplanningand evaluationstagescouldhaveasignificantimpactonthedesignanddeliveryof programs.sheraisedthequestionofhowinvolvingaboriginalleadersandfamilies whodon tengagewithgegacmightchangethewaythatservicesdevelop.kim alsonotedtheneedtotakemoretimetocelebratetheworkofgegacanducgin partnership. 9.Aspectsofformalagreements ThecurrentformalagreementsbetweenGEGACandUCGarestructuredintermsof anoverarchingpartnershipagreementandfourindividualmemorandaof understandingrelatingtospecificpartnershipactivitiesidentifiedinthe partnership actionareas sectionoftheagreement.furthertothisthereisaseparate MemorandumofUnderstandingtogetherwithGippslandLakesCommunityHealth andeastgippslandshirecouncilrelatedtotheestablishmentofthebairnsdale AboriginalChildrenandFamilyCentre. Thekeyelementsofthepartnershipagreementare: anintroductorydescriptionofthehistoryofthepartnershipandthenature ofthecollaboration; anacknowledgementoftheroleoftheagreementinmakingthe collaboration morestrategic,systematicandasabasisforfuturegrowth ; Astatementofthebroadsharedvisionoftheorganisations; Alistofspecificpartnershipactionareas; Adescriptionofthepartnershipmanagementstructure,includingindividual responsibilities,meetingarrangementsandpartnershipreview; Anacknowledgementthatthepartnershipneedstobeembeddedin organisationalpractice; Aprocedureforsettlementofdisputes; Apolicystatementaboutcomplaintsand; Abriefdescriptionofthetermsoftheagreementincluding:timeframe, reviewprocesses,modificationofactionareasand,reportingtogoverning Boards. Commonelementsofthememorandaofunderstandingwhichaccompanythe partnershipagreementinclude: statementofsharedvision; projectbackground; projectscope; projecttimelines; projectdeliverablesand; projectadministrationandresourcing. AdministrationandresourcingarrangementsaredetailedinMoUsandinclude agreementsrelatingto: sharedstaffingpositions locationofposition hoursofworkanddivisionoftime 101

102 ratesofpay supervisionandsupport projectresources fundingallocationandscheduleofpayments wages physicalresources,eg.officespace,vehicles,computers otherprogramcosts,eg.trainingandmeetingcosts Keyaspectsoftheseparatemulti partnermoufortheestablishmentforthe BairnsdaleChildrenandFamilyCentreare: backgroundstatementdescribingthegovernmentobjectiveandfunding provision; preamble,includingastatementoftheagreementtopartnerand descriptionofthemouasnotlegallybindingbutdemonstratingthe commitmentofallparties; descriptionoftheroleofthegegacboardofmanagementandtheir relationtothegovernancestructurefortheproject,havingregardtothefact thatgegacistheleadagencyfortheproject; descriptionofwhatanaboriginalchildrenandfamilycentreisincluding: servicesprovided areaofoperation holisticandinclusiveservicemodel staffquality,staffdevelopmentandopportunitiesforaboriginal people managementanddirectionofthecentrebythekooricommunity fundingarrangements astatementofkeyagreements; astatementofvisionandprinciples; astatementofdesiredoutcomesandspecificdeliverables; descriptionoforganisationalarrangementsincludingmeetingstructure,the roleofgovernmentandkeyprocessoutcomes; adescriptionofotherparties adescriptionofprojectmeetingarrangements termsofreferencefortheprojectcontrolgroup,beingthekey representativegroupofmousignatoriesinrelationtotheprojectand including: roleandfunction philosophies conflictofinterest conflictresolution termofthemou structure reviewofperformance 102

103 103 PartnershipCaseStudy2 GippslandandEastGippslandAboriginalCooperative(GEGAC)and GippslandLakesCommunityHealth(GLCH) AboriginalorTorresStraitIslander Organisation: GippslandandEastGippslandAboriginal Cooperative(GEGAC) PartnerOrganisation: GippslandLakesCommunityHealth (GLCH) KeyRepresentativeswhoParticipated: AlysonFerguson ManagerofChildren,YouthandFamily Services,GEGAC AilsaCarr ExecutiveManager Family,Youthand Children sservices,glch PartnershipFocus: Thiscasestudyfocusesonthe partnershipbetweengegacandglch, especiallyinrelationtochildfirst, FamilyViolenceandEarlyYears Services.BothGEGACandGLCH engageinarangeofadditional communityandservicepartnerships, whicharenotdetailedhere. 1.Overviewandhistory GEGACandGLCHhaveworkedtogetheroveranumberofyearsonvarious committees,butbegantoworkmoresignificantlyinpartnershipinrecentyears, beginningwithajointfamilyviolencesubmissionin2006.ailsacarrofglch describesthatpriortoenteringanyformalpartnershiprelationship,glchand GEGACworkedcollaboratively,formingagoodbasisforlaterpartnershipwork. TheworkofGEGACandGLCHinFamilyViolenceServicesgrewoutofapartnership approachandcurrentlygegacmanagetheshelterandaboriginalfamilyviolence outreachwhileglchmanagethemainstreamfamilyviolenceoutreach.thereisan agreementbetweentheorganisationsunderwhichanyl17familyviolence referrals,whichcomefromthepolicetoglchandrelatetoanaboriginalperson arereferreddirectlyontogegacwhomakethefirstcontact.

104 104 GEGACandGLCHhaveworkedmostcloselytogetherinrelationtothedeliveryof thechildfirstservice,forwhichglchistheleadagency.mostchildfirst referralsfromprofessionalswillcomefirsttoglch.alysonfergusonofgegac explainsthattherewasaneedtoensurethatfamilieshadachoiceofservicesand thattheinitialassessmentswereculturallyappropriate.anagreementwasreached andaformalmoudeveloped.theagreementrequiredthatpeopleweregivena choiceinitiallytoworkwithgegacorwiththemainstreamservice.where Aboriginalpeoplechoosetoworkwithmainstream,GEGACsupportstoensurethe initialassessmentisculturallyappropriate.theagreementalsoenabledgegacto respondto walk ins,whichwasvitalforthem,asalysonexplainsthat, Thereisno waycommunitywouldhaveacceptediftheywalkedinhereandsaidtheywanted helpandwesaidyouhavetogoovertoglchbeforewecanhelpyou. MorerecentlyGEGACandGLCHhaveworkedtogetherinrelationtothe developmentofthebairnsdaleaboriginalchildrenandfamilycentreandhavea separatemulti partnermouinrelationtothis,togetherwithunitingcaregippsland andeastgippslandshirecouncil.glchhaverecentlyparticipatedingegac workshopsfocussedontheservicemodelforthiscentre. Ailsadescribestheopennessofbothorganisationstoworktogetherandmove outsideindividualsilosaskeytoenablingthepartnership.also,thevarious committeesthattheyarebothactivelyinvolvedin,includingtheearlyyears CommitteeandintheFamilyViolencesectorhelptofacilitatelinkagesandstart conversations. 2.Partnershipobjectives Asdescribedabove,akeyobjectiveinenteringapartnershiparoundChildFIRST fromgegac sperspectivewas tomakesurecommunitystillhadachoiceandthat theservicesprovidedwereculturallyappropriate. Ailsadescribesthatoverallthe objectiveofthepartnershipis toprovideabetterservicetotheclient. Sheexplains theimportanceofacknowledgingthattherearemembersofthecommunitythat wouldn twanttouseamainstreamserviceandtheneed toworktogetheraround beingabletoprovidethebestservicetothoseclients. Ailsaalsonotesthatsharedlearningandnewwaysofworkingarekeyobjectivesof thepartnershipwork: Therearealwaysdifferentwaysofdoingthingsanddifferentwaysofapproaching thingsandithinkthemoreopenyouaretolookingathowthingscanbedone differentlythenthebettertheservicesthatyou regoingtobeabletoprovide. AilsadescribestheroleofGLCHtosupportGEGACinrespondingtothe overrepresentationofaboriginalchildrenandfamiliesinthechildprotectionsector, andthesharedgoalofbothorganisationstoensureallfamiliescanaccesssupport andchildrenaresafe. 3.Partnershipnegotiationandagreements

105 105 Thetwomostsignificantpartnershipagreementdocumentsthathavebeen negotiatedbetweengegacandglchhavebeenthefamilyviolencesubmission andthechildfirstmou.ailsadescribesthatdevelopingthefamilyviolence submissionwasaprocessofmeetingsandconversationsbetweenherselfand Alyson,focussedondeterminingwhowasbestplacedtopickupcomponentsof thatfunding.incontrast,forthedevelopmentofthechildfirstmou,thebreakup offundingandserviceswasdeterminedbythedepartment,soitwasabouthowthe twoorganisationswouldworktogetherinrelationtothat. BothAlysonandAilsaindicatethattherewerenosignificantissuesinnegotiating anddevelopingtheseagreements.thelong standingworkingrelationship betweenthemmadeitpossibletohavehonestandopennegotiationsthatwere relativelyeasy.alysondescribesthatthechildfirstmouis allgoodintheory but notesthatthemostsignificantchallengesarearoundtheimplementationofthe agreement,becauseithasnotbeenworkingwellinpractice.ailsaalso acknowledgestheneedto ironout issuesaroundhowmuchglch usegegacin respectoftheactualclientwork, andnotesthatthereareaspectsoftheagreement that haven tbeenusedveryoften. 4.Ongoingpartnershipmanagement Partnershipmanagement,planningandcommunicationbetweenAilsaandAlyson happenlargelythroughthechildandfamilyalliancemeetings,whichincludethe DepartmentofHumanServicesandarefocussedonChildFIRSTactivities.They alsoworktogetherontheeastgippslandfamilyviolencesteeringcommitteeand meetregularlyinrelationtothedevelopmentofthechildrenandfamilycentre. Thereisstaffcontactandcommunicationaroundcommonclientsandworkdonein partnership.thisincludes: caseconferencing; maternalandchildhealthnursingclinicsrunbyglchatgegac; GLCHdisabilitystaffworkingatGEGAC AilsaindicatesthatwhereverpossibleGLCHwillfacilitatestafftoworktogether withgegacstaff,andthatthiscan makeiteasierfortheclients. AlysonandAilsaare notshyaboutpickingupthephone andwillregularlyhave conversationstodiscussissuesthatarise.therehavebeenchallengesbetween staffandinthosesituationsalysonandailsawilltalkthroughthesituation.ailsa notesthatalysonwillalwayscontactheraboutissuesthatariseanddescribesthat thiscommunicationisveryopenandhonestandallowsthemtoworkthroughtheir differentperspectives. Ailsaidentifiesthetimeforworkinginpartnershipasakeychallengeinthework withgegac: Achievingthingsinpartnershiptakestime.Tomakepartnershipworkyou havetobeabletomeetandtalkthingsover.it sachallengetofindthetime forthosemeetings.

106 106 ResourcesarealsoachallengeandAilsabelievesthisisespeciallythecasefor GEGAC: Forexample,inrelationtoChildFIRSTtheygetlessfundingandthey retrying todomorewithitandthiscreatespressure.there salsoalltheculturalissues anddemandsonanaboriginalorganisation,whichmeansitisn toften9to5 andthisaddspressuretotheirtimeandresources.iwouldthinkthat sahuge challengeforalyson. AilsaalsodescribesthepressureplacedonGEGACintheprocessofestablishingthe ChildrenandFamilyCentreandtheexpectationthatstafftherewillbeableto just fititinsomewhere. Developinganintegratedservicemodeltakestimeandalotof resources.ailsabelievesthatalackoffundingandsupportforthesetypesof projectssetsthemuptofailfromthestart.oneapproachthatailsadescribesas necessarytodealwiththesechallengesistoensurethatexistingstructuresareused tosupportpartnershipworkratherthantryingtocreatenewonesthatincreasethe amountofworkandpressure. Alysonidentifiesthatoneofthemostsignificantchallengesintheongoing managementofthepartnershiparethedifferentwaysofworkingofboth organisations.thisimpactsinareasincluding: sharingofinformation:theglchapproachtoprivacyofinformationfor clientsmakesitdifficultforgegactoworkwithfamilieswithinsufficient information; case managementmodel:gegacalwaysadoptsanindividualcase managementapproach,whereasglchmayhavealargenumberof differentprogramsworkingwithonefamily.; outcomesfocus:alysondescribesthatglchare datadriven whilegegac arenotdrivenbytargets,butby whatthefamilyneedstosurvive. Ailsa describesthatthereisastrongfocusonwell beingoutcomesforallclientsof GLCHthatisnotlimitedbyadatafocusandthereisaneedtoworkwith GEGACtounpackdifferencesinunderstandingofevaluationapproaches. Alysonexplainsthatthesedifferentwaysofworkingmaybe cultural butarealso relatedtoglch sethosasa medical organisationandreflectadifferentfocusin theorganisation swork. 5.Evaluationofthepartnershipandpartnershipactivities TheevaluationoftheChildFIRSTworkhappensthroughtheChildFIRSTAlliance. AlysonbelievesthatthedifferenceinoutcomesfocusforGEGACandGLCHisa significantchallenge.shedescribesthattheevaluationthattakesplaceis the evaluationofdata whichisnotthewaythatgegacmeasuresoutcomes.alyson alsonotesthatnotbeingtheleadagencyforthisprojectmeansthattheydonot haveinputintohowevaluationoftheworkisdone.fromailsa sperspectivedata thathasbeenconsideredinthealliancemeetingshasbeenfromdepartmentinput andtherehasactuallynotbeenanysignificantevaluationoftheimpactofchild FIRSTonoutcomesforchildrenandfamilies.ShebelievesanevaluationofChild FIRSTwithafocusonwell beingoutcomesforchildrenandfamiliesshouldbe undertakenwithparticipationofallalliancepartners.

107 Ailsadescribesthatwhilethereisevaluationofpartnershipworkintheformal meetings,therearenoevaluationprocessesaroundthepartnershipitself.she indicatesthatoneaspectofthepartnershiprelationshipthatwouldbeinteresting toevaluatewouldbearoundrelationshipsbetweenstaff.describingthewayher andalysonareabletodiscussandworkthroughissues,ailsasaidshewouldbe interestedinlearningmoreabouttheextenttowhichthatrespecthasdevelopedat thestafflevel.evaluatingtheopennessandrespectinthoserelationships might leadustoidentifysomeofthegapsweneedtodomoreworkon. Ailsaexplains thatreviewoftheformalmourelatingtochildfirsthasbeenbroughtupatthe Alliancemeetings, butitissomethingthatweneedtofactorintoourworkplanfor thatgrouptomakesurethatithappens. Ailsabelievesthatitisimportantthatthis happens,andislikelytoidentifyaspectsoftheagreementthathaven tbeen implementedandneedtobelookedat. AilsaalsonotesthatprocessesaroundevaluatingtheculturalcompetencyofGLCH willbebuiltintotheculturalawarenessframeworkthatglchiscurrently developing(describedbelow). Informalreviewandongoingdiscussionaroundpartnershipactivitiesdoesleadto changesinhowglchandgegacworktogether.arecentexamplehasbeenthat previouslyinthecaseofl17familyviolencereferrals,glchwouldmakethefirst contactinresponsetoallreferrals.ailsadescribesthatitwasdecidedthroughinput fromgegac,community,thepoliceandotherstakeholdersthatthiswasnot the mostculturallyappropriatewaytorespondtosomethingasdifficultasfamily violence. Asaresult,referralswherethevictimisidentifiedasAboriginalwillbe passeddirectlytogegac.alysondescribesthatthefamilyviolencecommittee wasanimportantforumtobeabletodiscussthisissuewithinputfromvarious stakeholdersandachievechange. 6.Focusonculturalcompetency Ailsadescribessomeoftheactivitiesandwaysofworkingthatreflectthelevelof culturalcompetencyofglchasanorganisation.theseinclude: supportingandattendingcommunityevents; acknowledgingsorrytime; acknowledgingtheaboriginalcommunityasawholeandgegac sroleasan integralpartofthatcommunity;as theleadagencyinthearea ; displayingaboriginalandtorresstraitislanderflags; formingacommitteefocussedonorganisationalculturalcompetence(see the CulturalAwarenessFrameworkProject describedbelow) AilsaindicatesthattheorganisationalsousestheDHSculturalcompetence framework,whichconnectstothecsostandardsforchildfirst. AilsanotesthecontributionofGEGACtoculturalcompetencydevelopmentin GLCH: wegetprobablyasmuchfromgegacastheygetfromus. Waysinwhich thishappensinclude: culturalsharingfromgegacheldatthekeepingplace; 107

108 informallearningthroughinteractionbetweenstaffwhenservicesare providedinpartnership; culturaladvicefromgegacinrelationtospecificclients. Ailsaacknowledgesthatthishasbeenadhocandtheneedtobemore systematic aboutgettinggegacinvolvedwhenwe reworkingwithaboriginalclients. She alsonotesthechallengesaroundsourcingculturalinputinrelationtoaboriginal clientswhodon twantgegactobeinvolved. AilsadescribesthatrequirementsthatcomefromtheDepartmentaroundcultural competencyandpartnershipdevelopmentwithaboriginalorganisationscanbe unrealisticandplacepressureonbothorganisations.theyfailtoacknowledgethat theprocessofdevelopingrelationshipstakesalotoftimeandthatpartnershipsthat arerushedintowilllikelyfallapart.shenotesthepressureontheprocessof developingthechildrenandfamilycentreasanexample. AlysondescribesthatwhileGLCHrepresentsalevelofculturalcompetencyand knows therightthingstosay theyhaveawaytogoindevelopingculturally appropriateservicesandwaysofworking.sheprovidestheexampleofl17referrals where,accordingtoalyson,glchhas,insomecases,beenunabletomakecontact withthewomenandfamilies.alysonnotestheimportantroleofgegacingetting outoftheofficetomakecontact,doing activeoutreach,activeengagementand assertiveoutreachinsomecases. ThisisawayofworkingwhichAlysonbelievesis necessarytoengagefamilieswiththeservice,butthatshebelievesglchwould considerinappropriate.fromailsa sperspectiveglchundertakesactiveoutreach toengagewithfamilies,andalyson sdifferentperspectiveonthisissomethingthey willneedtodiscussfurtherandworkthroughinthepartnershiptodevelopshared understanding. Therearealsoissuesrelatedtotheinteractionsbetweenstaffofbothorganisations andthevalueofglchstafffortheculturalknowledgeandskillsofgegacstaff. AlysonindicatesthatthisisnotanissueofhowstaffaretreatedbyAilsaatthe managementlevel,butanorganisationalissuearoundrespectforthe professionalismofgegacstaffandequalityintheirinteractionswithglchstaff. GLCHarecurrentlyengagedinaprojecttodevelopanorganisational Aboriginal CulturalAwarenessFramework whichaims todevelopasetofpoliciesthatdetail howglchwillworkeffectivelywiththeaboriginalcommunity. Thepolicyareas underdevelopmentinclude: culturalawarenesstraining; creatingawelcome,safeandaccessibleenvironment; recruitmentandemployment; agencycommitmenttoself determinationandacknowledgement; partnershipsand; culturallyresponsiveservicedelivery. Ailsadescribestheimportanceofthisprocesstoensurethattheorganisation developsculturalcompetenceinastrategicandcoordinatedway.sheindicates thatglchintendstodeveloptheframeworkinpartnershipwithaboriginal communities.ailsarecognisesthatgegacwillhavearoletoplayinthisprocess, butthatthisbecomeshardbecause it salsoaboutnotputtingtoomuchpressure 108

109 onthem. Shealsonotesthechallengeofworkingacrossanumberofsitesand needingtoidentifythemostappropriateaboriginalgroupandorganisationsto workwithtoinformtheframework. AlysonindicatesthatthereisanopportunityforGEGACtohaveagreaterrolein trainingandsupportforglchstafftoworkinculturallyappropriatewayswith Aboriginalpeople.Alysonsuggested,forexample,thatGEGACcouldprovide culturalsupporttoglchstaffaroundthe assertiveoutreach approachesthatare necessarytoconnectwithaboriginalfamilies. 7.Furtherpartnershipoutcomesandopportunities AilsadescribestheincreaseinemploymentofAboriginalpeopleatGLCHasa significantoutcomeoftheirpartnershipworkwithanumberofaboriginal community controlledorganisations.thishasbeenamovefromhavingno Aboriginalemployeestoninepercent.Ailsanotesthatthisisnotlarge,buthas beenaproactivemovetosupportemployment,whichbringsarichnesstothe organisation.glchhaspursuedastrategyofsupportingaboriginalemployment andhavebeeninvolvedwithvariouscommunitiesandorganisationsinrelationto this,includingwithunitingcaregippslandandgegacinrelationtoatraineeship program. SpecificallyinrelationtotheChildFIRSTAlliance,Alysonnotesthatithasenableda smallamountofadditionalfundingsupportforgegac sintakeandassessment role.however,shedescribesthatithasn thadalargeimpactonhowgegacdoes businessandthat, it smadealotmoreworkbutihaven tseenalotmore outcomes. Alysonalsodescribesstronglytheimportanceoftherecentshiftin processfordealingwithl17referralsasapositivepartnershipoutcome. Inmoregeneralterms,Ailsabelievesthattherehasbeen, increasedaccessforthe communitytoawholerangeofservices,whetherthey reprovidedbygegacor ourselves. SheprovidedtheexampleoftheEarlyChildhoodInterventiondisability service,whichhadnoaboriginalchildrenenrolled,andnowhasfiftypercent Aboriginalenrolment.ThiscameoutofworkdoneinconjunctionwithGEGAC s Booraiplaygroup. Alysonnotesthesignificantopportunitythatexists,especiallywiththechangein thel17referralprocess,forstrengtheninghowgegacandglchworkinrelation tothemou, totryandreallygetthatbeddeddowninpractice. Ailsadescribesthe opportunitytoworkon theday to dayworksothatthere smoresharingatastaff level. Shedescribestheneedtobemoreproactiveabouthowthepartnership worksonaday to daybasis becausesomanythingsgetinthewayandit seasyto getwrappedupinthat. Recentstaffingstabilityinbothorganisationshasalso createdtheopportunitytofocusonpartnershipwork. 109

110 AboriginalorTorresStraitIslander Organisation: PartnerOrganisation: PartnershipFocus: PartnershipCaseStudy3 VictorianAboriginalChildCareAgency (VACCA) VictorianDepartmentofHuman Services(DHS) Thiscasestudyfocusesonthe partnershipbetweenvaccaanddhsin relationtotheaboriginalchildspecialist AdviceandSupportServices(ACSASS) providedbythevaccalakidjeka Program. Thiscasestudyremainsconfidentialasfinalisationandapprovalofthecontentof thecasestudywasnotcompletedintheresearchperiod.bothvaccaanddhs havesupportedthesnaiccresearchprocessandthecasestudyhascontributed significantlytothepaper. 110

111 111 PartnershipCaseStudy4 WyndhamEarlyLearningActivity(WELA)andSavetheChildren AboriginalorTorresStraitIslander Organisation: WyndhamEarlyLearningActivity (WELA) PartnerOrganisation: SavetheChildren KeyRepresentativeswhoParticipated: JaneParker Coordinator,WELA AluD'AnnaTrust, WELAStrongerWoman'sCoordinator EstelleHunter Chairperson,ManagementCommittee, WELA AntheaWhan EarlyLearningProgramCoordinator SavetheChildren 1.Overviewandhistory TheWyndhamEarlyLearningActivity(WELA)startedasacommunityinitiativefor youngmothersandbabiesattherecreationcentreinwyndham.estelle, ChairpersonoftheWELAManagementCommittee,explainsthattheinitial objectivewastohaveameetingplaceinpublicsoothermumscouldjoinand familiescouldbesupported. SavetheChildrenbecameinvolvedin2005asthefacilitatingpartnerforthe FaHCSIAfundedCommunitiesforChildren(CfC)program,andarrivedintheregion withaneedtoidentifyanaboriginalorganisationwithcapacitytotakeonthecfc funding.theyoungmothersandbabiesgroupwasidentifiedastheprogramto buildoninwyndham,andjoorookngarniaboriginalcorporationwasidentifiedas theincorporatedbodytoadministertheprogram. JaneParker,thecurrentcoordinatorofWELA,tookupherroleatthistime.She describesthatatthatpointthegroupwas: AgroupofAboriginalmumsthatfeltthatthemainstreamservicesweren t meetingtheirneeds.theyweremeetingregularlyusingwhateverresources theycouldgettogetsomethinggoingtobuildcapacityforthemandtheir children.

112 EstelledescribesthatJanecomingintothepositionofcoordinatorwasabighelp: Sheisawhitewomanbutknowseveryoneandeveryonehassomuchrespectfor her,shesawusgrowup. Sincethistime,andwiththecontinuinginvolvementand supportofsavethechildren,welahasbecomeanindependentcorporationand evolvedfromaplaygrouptoabroaderservicewithactivitiesincluding: focussedlearningforchildrenwiththeirmums preparingchildrenforschoolandsupportingthetransitiontoschool focusinareasincludingchilddevelopment,playwithchildren,healthand nutrition abreakfastclubwhichincludesolderchildrenbeforeschool awomen scentrewhichprovidegardeningandsewingcourses homevisits linkagestootherservices Janeexplainsthat: tomakeadifferenceinachild slifeyouhavetomakea differencetothefamily.youneedtoworkwiththewholefamily:washinghands, eatinghealthy,speakingtoyourchild,havingconversations. WELAplansto continuetogrowandexpanditsserviceandtoincreaseitsfocusonsupportfor fathers. 2.Principlesthatunderpinthepartnershipapproach AntheaWhanfromSavetheChildrenidentifiesanumberofkeyprinciplesthat underpintheworkofsavethechildreninpartnershipwithwela: ItisnotabouttheimageorgrowthofSavetheChildren,itisabout supportforwelatofulfiltheirobjectives. Ideallywewouldn tbeherein20or50years,soitisimportantforusto buildcapacitylocally. Itisaboutseeingwhatwecould/cando,asmuchorlittleastheywanted. Itistakingtheirleadonit.Theprogramwasdictatedbywhatthey thoughtwouldworkwithinthecommunity. Thepartnershiptakesastrengthsbasedapproachandissetuptobuild onthestronggroupofyoungmumsthatwasalreadyoperating. Wesuggestpossibilitiesandtheyidentifypriorities: Itisaboutthem understandingthroughouractionswhatweactuallyarecapableofdoing forthem. Tomoveforwardtogetherisaboutsensitivitytotheprocess. Itisaboutpatience,workingwiththestaffandtakingtheirlead. Thegoalistransferringprogramstocommunities. JaneprovidesareflectiononhowtheseprinciplestranslateintorealityinWyndham: WearetheminWyndham.WearethefaceofSavetheChildrenhere.Theyare supportiveofwhateverwedowiththecommunityandservicearoundthese issues,andtheydefertousontheseissues.theydon thavedirectinteraction withthecommunityhere. 112

113 Janedescribeskeyprinciples,whichunderpintheworkofWELAwithSavethe Children: everythingthattheydowithsavethechildrenshouldberelevanttothe communityinwyndham. theaimistorespondtowhatthecommunitywantsandwelaneedsthe flexibilitytoadapttoexpressedcommunityneeds. thefocusisprovidingtheserviceandtheydonotwanttobecome an officeorabureaucracy. WELAneedstogrowinordertoprovideaholisticservicetothe community,whichaddressesalltheneedsoffamilies. developingstrongcommunityleadersiskey,includingemploymentand trainingoflocalpeopleandhavingalocalboardofmanagement. culturalawarenessofsavethechildrenstaffiscriticaltoeffective relationships. 3.Enablingfactors AntheahighlightstheCommunitiesforChildrenprogramwasamajorinstigatorof theworkinwyndham: Itwasthewholereasonwecameuphere. Shecommends thecfcapproachnotingthat havingfacilitatingpartnersletsitbesoflexiblein beingabletorespondtocommunityneeds. AntheaalsonotesthattheactiveroleJanetakesiskeytomakingthepartnership possible.sheisveryknowledgeableandhasstrongexperienceofbeingashire councillorformanyyears.jane reallyknowswhatshecanpushpeopleforandshe isnotafraidtoask. Relationshipbuildingandculturalcompetencyareotherkeyenablingfactorswhich aredetailedfurtherbelow. 4.Challengesindevelopingthepartnership AchallengeattheoutsetwasthatWELAhadneverworkedwithSavetheChildren orthejoorookngarniaboriginalcorporationbefore.antheadescribesthatthis wasabigstepandfromwela sperspectivetheywanted toensurethattheystill retainedownershipovertheirprogram. Antheabelievesthelevelofgrowthwas challengingand scaryattimes forwela.theprocessinvolved goingfrom somethingworkingreallywelltogoingundertheumbrellaofanotherorganisation thathadneverworkedonearlychildhoodprograms. Janeindicatesthatsustainablefundinghasbeenoneofthemostsignificant challengesfromthebeginning: Noneofourfundingagreementsarelongterm, theyarealloneyear.soitisreallyhardtobuildasustainableprogramandservice whenyougofromoneyeartothenext.thathasbeenthehardshipforusall. She viewstheapproachofgovernmenttofundingpartnershipactivitiesasimpacting negativelyonhowthepartnershipworks: BasicallyweareallultimatelyworkingtowhatevertheMinister sdepartment iswantingfromuseveryyearandtryingtomakethatfitwithinour 113

114 114 communitiesandservices.itshouldnevercomefromthetopdownbutshould befromthebottomtothetop.theyshouldbecomingtoussayingwhatis happening,whatarethegaps,whataretheweaknesses,whatneedstobe builtonan,howcanwegrowthecentre. JanealsonotesthechallengesinrelationtotheculturalawarenessofSavethe Childrenstaffatthebeginningofthepartnership,whicharedetailedinthefocuson culturalcompetencybelow. 5.Agreementsandobjectives Antheadescribesthat therewasnoprocessofsettingupthegoalsandobjectives ofeachorganisationforthepartnership. Therewouldhavebeendiscussionaround whywelawouldwanttopartnerwithsavethechildrenandwhatsavethe Childrenwouldbringtothetable,butthiswasnotformallydocumented.Anthea indicatesthatthepartnershipagreementisabasicfundingforserviceagreement thatdoesn treflectpartnershipprinciplesorthewaythepartnershipworks. JanedescribesthatthebroaderprioritiesofpartneringwithSavetheChildren,as providedinthecfcsagreementinclude:informationreferral,outreach,resource developmentsupport,educationandskillstrainingand,communitycapacity buildinganddevelopment.shenotesthatthespecificgoalsandactivitieschange fromyeartoyear: itgrew,morphed,andchangedonthebasisoftheneedofthe communityandsustainabilityofevents.thefundingagreementthenhadtoreflect thisandtheoutcomeshadtobeshiftedtoreflectthat. AsignificantchallengeforWELAatfirstwasambiguityintheagreementand objectives.theagendaprovidedthroughcfcwasbroadandunclear: Wewouldgoanddosomethingandthengetfeedbackthatwecouldn tdo thatoryouhavetodothis,sowewouldchangeitandtrysomethingelse.so wemorphedourwaythroughthefirstyear.thenwesatdownattheendof thatwithsavethechildrenanddevelopedamoretailoredfundingagreement toreflectwhatwewerecapableofdoingandconfidentindoing.asourskills basegrewandtheresourcesthatwehadatourdisposalgrewthenwecould meetmoreoftheoutcomesanddeveloptheactivities. Antheabelievesthatdefininghowthepartnershipworksthroughaformal agreementcouldbeimportant,especiallyforensuringthatapproachesare sustainedwhenstaffturnoveroccurs.sheexplainsthatcurrentlywelaknowwhat supportcanbeprovidedbysavethechildren,butapartnershipmoumaybe importantforthefuture. 6.Ongoingpartnershipmanagement 6.1Relationshipdevelopment WELAandSavetheChildrendescribeafocusonrelationshipdevelopmentinthe earlydaysofthepartnershipascrucialtothesuccessofthepartnership.both

115 115 AntheaandJaneidentifytheimportanceoffamilyevents,includingfamily gatheringsandstreetparties,whichhelpedtobuildrelationshipsandtrustinthe community.janenotesthattheseeventswerealsoveryimportantforbuilding moraleinthecommunity: Wehadhadastringofsuicides,like12over2yearsandmostlyyoungmen.Economic downfall,lotsofservicesmovingoutofthetown,noemploymentopportunities.it startedtobuildonthefoundationofthetowntostartchangingsomeofthenegatives topositives. AntheadescribesthatherownworkwithWELAhasbeenaboutpatience: having andgivingtimetoestablishtherelationship.iprobablyspentthefirst6months focusedonbuildingtherelationshipwithwela,goingupthereveryregularly. AntheaalsodescribesthisasalearningcurveforSavetheChildren: weneededto integratepartnershipprocesses,includingthetimeinvolvedindevelopingand maintainingthepartnership,thementorshiprole.takingthattime,waitingtohear fromthecommunity. Earlyinthepartnershipthereweresignificantchallengesindeveloping relationships.janeexplainsthatinitiallytherewasonepersonfromsavethe Childrenwho hadbeendumpedintheeastkimberleywithahugetaskandahuge bucketofmoney.sothefirstyearwasasteeplearningcurveforallofusabouthow thispartnershipwouldworkandwhatwaspossiblethroughit. AcrucialturningpointintherelationshipwaswhenSavetheChildrenemployeda localaboriginalpersontotakeonthemanagementoftheprogram.janeexplains: WhenEddietookoverthingschanged.Heisfromthiscountryandisablackfella. Thatgavethemthestrengthforpeopletosaythismobareseriousandtheyare goingtostay. Antheadescribesthatitwas importantinfulfillingthatculturallink, andtherespectthatwasnotpreviouslythere. Atthistimethenumberofstaff workingwithsavethechildrenalsoincreased.janedescribesthat asthey strengthenedandtheirpresenceinthekimberleygrew,ourrelationshipwiththem alsostrengthened. AnongoingchallengeforWELAhasbeentheturnoverofSavetheChildrenstaff, whichhasrequiredthemtoregularlydevelopnewrelationships.thenewearly LearningProgramCoordinatorstartinginJanuary2012willbethefourthsince 2005.JaneexplainsbycomparisonSavetheChildrenhave haditeasyaswe haven tchanged.ithasbeenthesamepeoplefortheentiretime. Onthepositive side,janeexplainsthatwelahasdrawnonandlearntfromthestrengthsofeach newsavethechildrenworker,forexampleanthea sstrengthsinfinanceand accounting.janedescribesthatthisinformallearning contributestothe effectivenessofthepartnershipandalotoftheoutcomesinrealterms. BothWELAandSavetheChildrenacknowledgethatasaresultofthetimeand effortthathasbeenputintodevelopingrelationshipsbetweenthem,thereisnowa highleveloftrustandhonestyintherelationship.janedescribesthatsheknows thatsavethechildrenwillbetheretosupportifwelaisstuck.sheexplainsthat sheissecurethatsavethechildrenvalueherroleandthepartnershipwithwela.

116 116 RecentlyJanewasinvitedtobeontheinterviewpanelforthenewSavetheChildren EarlyLearningProgramCoordinatorwhowillworkintheregion: thatshowsthat theyseethatwehavesomethingtocontribute,thatweareacentralpartnerand haveavoiceindecisionsaroundthat. Janedescribestherelationshipassignificantlydifferenttotherelationshipwith otherfundingbodiesandespeciallywithgovernment.throughcfc FaHCSIAhave putinamiddleman whichactsasabufferandsupport.janedescribesthatwhen theyworkdirectlywithdepartmentstherelationshipismuchmore cold. 6.2Communication CommunicationbetweenSavetheChildrenandWELAtakesvariousformsboth formalandinformalandincludes:daily s;regularphonecalls;monthlyreports; discussionofevaluationrecommendations;reviewandfeedbackfromsavethe ChildrenonWELA sstrategicplanning;andfeedbackonfundingapplicationsfrom SavetheChildren. JaneexplainsthatshewillalwaysletSavetheChildrenknowwhatsheisdoing.The communicationisveryopen: wehavemutualtrustandmutualopennessabout wherewearegoingandhowweareworking. Janedescribesthatasignofthetrust intherelationshipisthatbothwelaandsavethechildrencancommunicatetheir concernsandissues,anditisnottakenpersonally: Welovetohavelittlefights.Ioftentellthemtheyarehopeless.Thatiswhat makesitagoodrelationship wecanhavetheopenandhonestdiscussions now.wehavedevelopedtothatlevel.wearenotuncertainthattheywillcome backandsayfinewewilltakeyourfundingaway.theyknowthatour intentionsaretodothebestwecanforourcommunityandweknowthatthey areheretosupportusifweneedit. 6.3Flexibleapproach AntheadescribesthatprovidingWELAwithflexibilityinrelationtohowthey operateisimportantsothatdecisionscanbemadeatthecommunitylevel.jane describesthatearlyon, wecoulddefinewhatweretheappropriateservicesto develop.theyinitiallygaveussomemoneyandabroadoutlineandsaidgoforit. Theagreementcanberenegotiatedaccordingtocommunityneeds.Janeexplains thatifaplannedactivityisnotworkingwellandanewideaisemergingthatmaybe moreeffective,shewillringantheatoexplain.antheawillbesupportiveandthe agreementcanbeamended.janedescribesthatthisisalsoimportanttoensure thatweladoesn tjustdowhattheythinkisneeded,butrespondstotheexpressed needsofmumsandthecommunity. 6.4Planning PlanninghappensinasignificantwayattheendofthefinancialyearwhenWELA andsavethechildrenmeettodiscussthebudgetforthefollowingyear.jane describesthatthisisalsoaprocessofreview:

117 117 IsetdownabudgetofwhatIneed,shesetsdownabudgetbasedonthe moneyavailableandthenwetalktogetherandlookatacompromise.within thatwealsolookatwhatprojectswehaverun.whathasbeensuccessful, achievedoutcomesandwhathasn tandthenwereflectthenextphasebased onthat. SavetheChildrenalsoprovidesinputontheWELAstrategicplan.WELAwill producethestrategicplanandantheawillprovidefeedbacktoassistwithstrategic directions. WELAwerepreviouslyamemberoftheCommunitiesforChildrencommittee, howeverwiththeintroductionofthefamilysupportprogram(fahcsia)in2009 thecommunitiesforchildrencommittee(ccc)membershipwasrevisedtoexclude communitypartners.fahcsiaindicatedthatthisdecisionaimedtoremovethe conflictinhavingmemberswithclosefinancialinterestsintheprogramsin attendanceatthemeetings. TheCCChaveultimateresponsibilityfortheallocationoffunding,contracts,and decisionmakingregardingcommunitypartnerservicedeliveryplans(whichare revisedannually).thisforumincludesrepresentativesfromthefollowing agencies/organisationswhoareallactivelyinvolvedintheprovisionofservicesfor 0 12yearoldsintheEastKimberley:communitymembers,communityhealth, localgovernment,stategovernment(includingdepartmentforchildprotection, DepartmentforCommunities,DepartmentofIndigenousAffairsandWAPolice), federalgovernment,localschools,familysupportassociations,localchildcare centre,aboriginalcorporationsandanglicarewa. JanedescribesthatwithWELA sremovalfromtheccc,theyhavebeenexcluded fromregionalplanningactivities.shedescribesthatsheexperiencesthecccand itsdecisionsnowasfurtherremovedfromreallocalissuesandworkontheground. SavetheChildrenfeelthattheseparateCommunityPartnerForumestablished whencommunitypartnerswereremovedfromthecccoffersgoodopportunityfor morepracticalsupportandopportunitiesforideassharing,andisamore appropriatemeetingforcommunitypartnerstafftoattend. 7.Monitoringandevaluation 7.1Evaluationprocess AnevaluationfortheCommunitiesforChildrenprogramintheEastKimberley, includingtheworkofwela,isconductedeverysixmonthsbycurtinuniversity. CurtinUniversity(contractedbySavetheChildren)talkswithSavetheChildren abouttheapproachandtheoutcomesfocusfortheevaluation,butnotwith partners.curtinuniversitydesignandconducttheevaluation.antheahighlights theimportanceofindependentevaluation: Ithinkithasmeantthatourrelationship canbemaintainedandnotcompromised.ifweevaluatedourselveswewouldbe reluctanttoraisequitecontroversialmatters. Antheaviewstheevaluationasa

118 118 highlyusefultoolforraisingissuesandenablingconversationaboutthemwith WELA.Thereisconstructivecriticism,whichcreatesopportunitiesfortheprogram todevelop. WhilstperformingtheevaluationisnotacriteriaoftheCommunitiesforChildren funding,savethechildrenhavecontinuedtheevaluationprocessasstaffseeitasa criticalcomponentofcontinuousqualityimprovement.itenablesexplorationof bestpracticesforreflectivepracticeintheprogram. JanenotesthatWELAhasnoinputintothedesignoftheevaluation.Sheexplains: Ican tseethevalueofit.theyjustwriteupreport.wearedoingagoodjob, weareachievingoutcomes.iamnotsurewhoeverreadsthem.weknowwhat ourstrengthsandweaknessesare,weknowwhatweareandaren tachieving. Anannualreviewalsohappensmoreinformallythroughthebudgetingprocessand negotiationoftheserviceagreementasdescribedabove. 7.2Monthlyreporting Fromthebeginningofthepartnership,WELAhashadtheresponsibilitytoprovide monthlyreportstosavethechildren.antheaexplainsthatshehasbeenconscious ofreviewingthisprocesstoensurethattheyarerelevantandnotoverlytime consuming.janenotesthisasanareaofpositivechange: Thishasbeenalearning curve.antheaandifightoveritalot.thereportisquitesimplenow isa30minute jobwherepreviouslyitusedtobeanoneroustask. SheindicatesthatWELAhas hadalotofinputintothisprocessandthatthishashelped. SavetheChildrenhaveintroducedasystemforWELAtorecordstatistical informationinanefforttocollectarangeofsignificantdatarelatingtowela s operation.antheadescribesthatdatacollectionhasbeena difficultprocess and hasbeenconcernedthatjanewouldseetheimplementationofthisprocessasa weaknessonherbehalf.however,theprocessisaboutcontinuousimprovement forprogramstocollectvaluabledataforfundingbodiesandtobuildtheevidence base.onewaythatsavethechildrenhassupportedisenteringattendancesheets andregistrationformsintoadatabaseandprovidingwelawithinformationon theirattendancedata.savethechildrenispreparingadatabasethattheywillbe abletousethemselves.antheaexplains: thisisdoneinasustainableway,building theircapacityandsystemstotakeitonthemselves.theywillhaveasustainable tool. Janedescribesthat statsareawasteoftime. Sheexplains: Allthesequestionsweaskareredundant,recreatinginformationthatwe alreadyknow.theinformationthatwegetpeopletotick:havetheyhadagood time,havetheygotsomethingoutofit;peoplejusttickitanddon tknowwhat theyareticking,andmoveon.it sthepositivefeedback,andthefactthat peoplecomeback.ifiget30peopleeachdayforbreakfastclubwearedoing somethingright.

119 119 SavetheChildrentalkedabouttheneedtodevelopbettersupportivemechanisms sothatmonitoringandevaluationisbetterunderstoodandutilisedbycommunity partnersandorganisationsalike.savethechildrenfeltthatthisisimportantto ensurethatallpartiesinvolvedappreciatethebenefitsthatthistypeofworkcan bringtoenhanceprojects. JaneexpressesthatarecentchangemeansthatnowSavetheChildrenwantsto collectstatisticsthroughtheirownsystem,whereaswelausedtodothis themselves.sheexplainsthatwela strugglestogetanythingback andthatthisis anegativeprocess.janenotesthatsavethechildrenhaveadmittedthisisanissue thatneedstobereviewed.referringtothestatisticalinformation,janeexplains that: Wehaven treliedonthesetools,butcommonsenseandopencommunication withcommunityandourfundingpartners. 8.Focusoncapacitydevelopment DevelopingcapacityforWELAhasbeenacentralfocusoftherelationship.Anthea describesthatthisisaboutidentifyinghowsavethechildrencan supportthem strengtheningasanorganisation andthatitisintegratedintoplanning.theselfdeterminationprinciplesofsavethechildrenarereflectedintheapproach. JaneexplainsthatbuildingcapacityforWELAhasalsobeenaboutbuildingstrength andleadershipinthecommunity: Wealsohaveacoupleofgenerationsofshameinfrontofpeople,they mumble,theygetshameinfrontofpeoplebecausethatistheculturethey grewupin.ifwewanttobreakthatcultureandhavethesepeoplebecomerole modelsforthechildrenandcommunityleadersweneedtostartgivingthem responsibilitytodothat,notdoitforthem. 8.1Governance Antheanotesthatstructuralchangesrequiredoftheserviceweresignificantand includedmovingtoastablelocation,insuranceandformalisingprograms.she describespositivelythatwelarecognisedthebenefitsofhavingtofollowmore stringentprocessesandwaskeentocomeonboardwiththepartnership.anthea believesongoinggovernancesupportisimportantanddescribesthatthe managementcommitteehasstrengthenedandarealllocalaboriginal representatives. JanedescribesthathavingsomeonefromSavetheChildrenworkingcloselywith WELAthroughtheprocessofincorporatingwasveryhelpful.Therewas significant support forthisprocessincluding:advice,skillsdevelopmentandsystems development.sheexplainsthat, withoutthemwewouldneverhavegotgoing. WithouttheircorporateknowledgeIwouldneverhavegottheskillsthatIneededto getwelawhereitneedstobe. AtthistimetheSavetheChildrenProgram CoordinatorwasworkingonetotwodaysperweekintheWELAoffice.Thecolocationofstaffhadsignificantbenefitsforrelationshipbuilding,mutualplanning

120 120 andsupportingtheprocessofincorporation. Janedescribesthatshedoesnotseethevalueinsomeoftheprocessesaround developingpoliciesandprocedures.sherefersparticularlytovolunteers,organised bysavethechildren,whohaveassistedwithdevelopingpoliciesandmanuals.she referred,forexample,tooccupationalhealthandsafetypolicies: Tomethisiscommonsense,andwedoit.Wedon tneedadocumenttotellus this.weareattheschool,soweusetheirevacuationpolicy.butnowwehavea wholepolicydocumentourselves. Itsitsinaboxandnoonereadsit.Butit tickedboxes.inwela,wehaveanosmackingandnoswearingpolicy.that iswhatisrelevanttoourlivesandourservice. JaneexplainsthatithastakenawhileforSavetheChildrentorealise wearenotan office,wearenotabureaucracy wetrytodowhatisrelevanttous. Antheaseesgreatervalueinthevolunteeringprogram.Shebelievesthatit providedanopportunityforwelatoidentifyareasforbuildingstrengthsandthink aboutlongertermplanning. Overall,thegovernancedevelopmentovertheperiodofthepartnershipforWELA hasbeenenormous.welahasgrownfromaninformalmother sgrouptoan independentcorporationmanagingitsownaccount,legalobligationsand relationshipswithfundingbodiesand,deliveringmultipleservices.savethe Childrenhassupportedthisgrowth,butithasbeenlargelyduetotheindependent strengthofwelaanditsstaff. 8.2Professionaldevelopmentandworkforce OverallAntheadescribesthattheinvolvementofSavetheChildreninstaff developmentforwelainvolvesmakingrecommendationsinrelationtotraining needsthatwelaidentifies.professionaldevelopmentinearlychildhoodeducation hasbeenafocusforwela.savethechildrenhaveplayedaroleinmakingtraining availableforstaffthroughplaygroupwa.janebelievesthatseriousconsideration needstobegiventofundingtheemploymentofearlychildhoodtrainedstaffwho couldtakeontheroleofmentorforotherstaffto enablethemtobroadentheirskill andknowledgebase. SavetheChildrenseethisasapriorityandhaveworkedto sourcefundingforsucharolewithnosuccessthusfar. SavetheChildrenalsocontributesignificantlytoprofessionaldevelopmentforJane. AntheadescribesarecentexamplewhereJaneparticipatedinthescopingtripfor thechildrenandfamilycentreinkununurra.thishasprovidedresourcesandideas fromothercentresthatwillassistjanewithplanningforthenextstageofwela s development.thereisalsoaplantoputtrainingmechanismsinplaceforanother staffmemberaspartofafocusonfutureleadership.janedescribesthataluwillbe skilledupfortalkingtofundingbodies,doingsubmissionsandfundingapplications. UltimatelyshewillbereadytoleadWELA. 8.3Fundingandresourcing

121 121 FundingfromSavetheChildrenisstaticanditisvitalforWELAtoidentifyother fundingsources.antheadescribesthatsavethechildrenplaysasupportiverole, linkingwelatootherfundingopportunities.antheaexplainsthatsavethe Childrenplaysakeyadvocacyrolewithfundingbodies: Janedoesalotofthiswork,butinareallypositivewaysheleansonusto. Thatisanacceptedandvaluedpartofthepartnership.Shereallyreliesonusto supporthercaseandtogointobatforher. Janestronglyacknowledgesthissupport: Theyareconstantlylobbyingforus,theysendusthroughinformationallthe time.ontheirwebsitethereisawholelotofstuffonwela.savethechildren areonthephoneforusallthetimetofindotheroptionsforsustainable funding;morereliablefundingor;someconsistencyinfunding. JaneexplainsthatSavetheChildrenunderstandthatWELAneedstogrowthe serviceandprovideassistancewhenthemoneyfallsshortthroughhelpingtosource opportunitiesforfunding,giveadvicearoundstrengtheningapplicationsand lobbyinggovernment. Antheadescribesthatincreasedfundingandresourcingforprogramshasbeena significantoutcomeofcapacitydevelopmentatwela: Becauseofgrowingandbeingincorporated,theyhavereceivedfundingtodoa mobileplayschemeandtheyhavefundingfromdeewrfortheparentand communityengagementprogramwheretheyhavemaleworkersinvolved,and theyhavemen sprograms. 9.Focusonculturalcompetency AntheadescribesthatonstartingtoworkintheKimberleyregionin2005,Savethe ChildrenplannedtousecommunitydevelopmentexpertisedevelopedinSouthEast Asiaandimplementthesamemodelshere.Theorganisationsawthatitwaswell placedtomanagelargegovernmentcontractsandwentforthetender.contraryto goodcommunitydevelopmentprinciples,inthisinstance,savethechildrenapplied forthefundingwithoutreceivingaformalinvitationintothecommunity. Therefore,asubstantialamountofworkhadtobeundertakentogainthat communitysupport. Janedescribessignificantchallengesinthebeginningandthatthefirstpersonto comeoutfromsavethechildren didafewculturallyinappropriatethings. She explains: Wegetalotofpeoplethatcomefromverywelleducatedbackgroundswho havedoneanumberofculturalawarenessintroductoryworkshopsandthings thatarejustnotrelevant.sowhentheygetheretheythinktheyareexperts andtendtobecomeabitpatronizing.butwhatyoulearnaboutpeopleinother

122 122 areasisnotrelevanttokimberleypeople. NothavingpreviousprogrammaticexperienceintheEastKimberleyanddirect experienceworkingwiththeaboriginalcommunitiesinthearea,ittooksometime forsavethechildrentounderstandwhatitmeanttoworkwiththelocalcommunity anddeveloptrust,andtodeveloptherightpartnershipsthatfacilitatedconnection tothewidercommunity. Therehasbeennoformalframeworktoinformtheculturalcompetency developmentofsavethechildrenanditsstaffworkingineastkimberley.anthea notesthatthefocusonculturalcompetencyhasincreasedwiththerecent ReconciliationActionPlanprocessandthatnewstaffparticipateincultural awarenesstraining.whensavethechildrenemployedanaboriginalteamleader (describedabove)forthefirsttimeheintroducedprocessesincludingcultural awarenesscoursesforstaff. Janereflectspositivelyonthelevelofculturalcompetencythathasbeendeveloped bysavethechildrenintheregion: theyworkwellwithinkununurra.theyruntheir programstherereallywellandhavebuiltanappropriateteam,developed relationshipsandruneffectiveprograms. Janereferredtotheexampleofwomen fromsavethechildrenattendingmen sgroupsandmakingpeopleuncomfortable. Shedescribesthattheyhavebeenabletotalkthroughsomeoftheseissuesand thingshavechanged.thedevelopmentofhonestandopenrelationshipshas overcomesomeofthechallenges. AntheadescribesthattheculturalcompetencyofWELAhasalsodevelopedin termsofbeingcomfortablewithvisitors.thepartnershiphasplayedarolein diversifyingwela sfundingstreams,andasaresulttheyhavemanyvisitorsand areconfidentinworkingwiththem. 10.Partnershipoutcomes Antheaidentifiesthat thereisadirectlinkbetweenthepartnershipandthenew programstheyarerunning.thefactthattheyhavebeenabletogrowandhave SavetheChildrensupportthemtobecomeincorporatedhasenabledthemtobe wheretheyaretoday. Janeexplainsthat, IfSavetheChildrenhadnotcomein,therewouldnotbethefamily engagement,therewouldnotbewela.theytookachanceonafledgling group.asaprogramweweresolidandstrongbutasanorganizationalentity wewerebrandnew.thishasbeenamassivechangeforoursustainabilityand capacityforserviceoutcomes. LocalemploymentisidentifiedbyWELAandSavetheChildrenasakeyoutcome. Janedescribesthat theyarepartofthesuccessofwela,theirpersonalgrowthas communitywomen.thebuildingoftheirskillsandconfidenceisenormous. TheoutcomesofWELA sgrowthanddevelopmentforchildrenandfamiliesarenot detailedinthiscasestudy.however,estelledescribesgenerallythat:

123 123 ThekidsinWELAareastepaheadoftherest.Schoolbecomeseasyforthem, theyneedmorechallengesthere,therereadinglevelsarereallyhigh,their behaviourisgood,theyknowwhattodoandtheydoit.theyinteractwellwith otherkids.theyaremoreindependent.thekidsshare.theyaremore confident. Janeexplainsthattheimpactsforchildrenaregenerationalandthelong term effectswillonlybeknownwhenthechildrengrowup.welaintendstomonitor initialoutcomesforwelachildrenthroughresultsfromnaplantesting.savethe Childrenreinforcedthispointandtheimportanceofthecurrentevaluationprocess insupportingthemonitoringprocessofwelachildrenthroughtheirtransitionto school. EstelleindicatesthatWELA sgrowthhascreatedasenseofempowermentinthe communitytorespondtoneedsandchallenges: Ifwewanttochangethings,orwe talktomumswhosuggestsomething,thenwetalktojaneandshemakesit happen. AntheanotesthattherelationshiphasprovidedanavenueforSavetheChildren intothecommunity: Wheneverwegothere,wealwaysgothroughWELAwhichis greatforustobuildourrespectandcredibilitywiththecommunity. Anexample wasthattherelationshipthewelaenabledsavethechildrentoprovidebullying workshopsinthewyndhamschools. WELAhaverecentlywona2011Children sweekawardandantheaexplains: I thinkforusitisarealshowcaseforstartingalocalmum sgroupwhichisnowan incorporatedbodywithlocalcommunitymembersrunningit. 11.Furtheropportunities AntheabelievesthatthereisanopportunityformoregovernancetrainingforWELA toensurethattheorganisationissustainable.shenotesthatbecoming independentfromthejoorookngarniaboriginalcorporationleftagap,which requiresfurthersupport.withthissupportshebelieves: Theycouldbeamodel organisationinthecommunitythatcanrunprogramsthatdon tfitinanyother organisation sagenda. AntheaexplainsthatWELAiswellpositionedtotakeadvantageofopportunities becauseoftherelationshipthathasdevelopedandjane sopencommunication. BecauseJanereachesoutforsupportandbringsforwardtheneedstoSavethe Children,newpossibilitiesopenup.Janehasapositiveoutlookforthefutureofthe partnership,aswellastheindependentgrowthofwela: WeloveSavetheChildrenbecauseitdidkick startus.wewouldn tbeherewithout them.butitneedstoberecognisedthatwearegrowingnotshrinking.inthefuture therewillbetimeswhenweneedthemmoreandwhenwedon tneedthemsomuch. Therelationshipisflexibleenoughtosupportthatandtoevolvewiththat.

124 124 PartnershipCaseStudy5 DalaigurPre SchoolandChildren sservices AboriginalorTorresStraitIslander Organisation: DalaigurPre SchoolandChildren s Services PartnerOrganisation/s: VariousincludingtheAustralianLiteracy andnumeracyfoundation(alnf)and NAPCAN KeyRepresentativeswhoParticipated: JanetJensen Director,DalaigurPre School Roslyn Lotti Moseley DalaigurPre School Mary RuthMendel FounderandChair,ALNF MichelleRose AllChildrenBeingSafePre School ProgramCoordinator,NAPCAN,Port Macquarie PartnershipFocus: Thiscasestudyfocusesontheapproach ofdalaigurtostrengtheningtheir servicethroughavarietyofpartnerships inthecommunityandwithother organisations.theworkofdalaigur withalnfisparticularlyhighlightedas anexample. 1.Overviewandhistory 1.1Dalaigurandtheapproachtopartnerships DalaigurPre SchoolandChildren'sServicesisa3 unitindependentaboriginal ownedcommunitypre schoolwhichservesthecommunityofkempseyand outlyingareasofkempseyshire,includingbellbrook.thepre schoolcurrently enrols110children,including104aboriginalchildren.ithasbeenoperatingforover 45yearsandhasbeenself managedsince1991.dalaigurhighlightsits

125 independence,andisnotaffiliatedtoaparticularaboriginalclan.dalaigurhasan AboriginalcommunityboardandemployspredominantlyAboriginalstaff. Dalaigur sprinciplesofoperationare: Leadership:WeprovideleadershipandsolutionstoIndigenousLearningthat providethebestpossibleoutcomesforourchildren. Collaboration:Weworkinpartnershipwithstakeholders,leadingexperts andorganisationstomeetchallengesandopportunitiespresentedbyour childrenandcommunitytobuildabetterfutureforall InnovationandEducation:Oursuccessisdependentuponourinnovation, creativityandabilitytoapplyeducationaloutcomestoculturalexpectations tomeettheneedsofallstakeholders PositiveOrganisation:Staffskills,experience,knowledgeandcapacitytobe flexiblearecriticaltooursuccessandweacknowledgetheneedtoattract andretaintherightpeopletotrainandalsotoachieveourstrategicdirection JanetJensenhasbeenthedirectorofDalaigurPre schoolsince2004janet,whois notaboriginal,worksinclosecollaborationwithaboriginalstaffmemberroslyn Lotti MoseleyandexplainsthatatDalaigurAboriginalandnon Aboriginalstaff alwaysworktogethertoensurethattheculturalperspectiveispresentinallthe workthattheydo: WealwaysworkasaKooritoanon Koori,asequalpartners. JanetandLottiexplainthatthepre schoolisstronginpartnershipsandregularly seekstobuildandpromotetheserviceinpartnershipwithotherorganisationsand thelocalcommunity.dalaigurengagesinpartnershipworkwith: theaustralianliteracyandnumeracyfoundation(alnf)asapilotsitefor theimplementationoftheearlychildhoodlanguageandliteracyproject. NAPCANfortheimplementationoftheAllChildrenBeingSafe(ACBF) programasatoolfordevelopingprotectivebehavioursforchildren. thekidsmatterearlychildhoodinitiativetoplanandimplementevidencebasedmentalhealthpromotion,preventionandearlyintervention strategies. Earlyinterventionservicestosupportchildrenwithdisabilitiesandtheir families. Gunawirrafoundationtoconductcampswhichsupportfamiliesofchildren withdisabilities. TheKempseyprimaryschooltosupporttransitiontoschoolandtoconduct leadershipprograms,sportsdaysandliteracyprogramsthatare empoweringfortheprimaryschoolandpre schoolchildren. Variouscommunityboardsandcommitteesforlocalplanningandtoensure anaboriginalperspectiveindecisionmaking Availableprogramfundingisoftenkeyintheinitiationofthesepartnerships,and Janetexplainsthat peoplecomewithfundingandweutiliseittosupportour childrenandfamilies. 1.2Partnershipexamples 125

126 126 ALNF:Dalaiguridentifiedthatchildrenweremissingoutbecausetherewasno speechtherapistworkingattheschool.alnfhadreceivedfundingthrough DEEWRtoundertaketheEarlyChildhoodLanguageandLiteracyProjectinthe regionandofferedtheopportunityforpre schoolstoparticipate.dalaigurtookup theopportunityin2008.alnfdidtestingofchildrenatdalaigurandjanet describesthat nearlyallfailed,whichwasreallydisappointingbecausewethought weweredoingagoodjob. InitiallysixstaffatDalaigurweretrainedtoimplement theproject.ongoingtrackingbyalnfandfeedbackfromdalaigurstaffindicate thattheprogramhasbeenhighlysuccessfulinsupportinglanguageandliteracy developmentofthechildren. NAPCAN:DalaigurhasworkedwithNAPCANsince2009inimplementingtheAll ChildrenBeingSafe(ACBS)Pre SchoolProgram.Thisworkhasfocussedon identifyingtheindividualneedsofdalaigurchildren,familyandstaffregardingchild protectionandwaysinwhichtheneedscanbesupportedthroughacbs.dalaigur highlightsthesuccessofthisprograminenablingchildrentotalkabouttheir feelingsandreducinghurtingandviolencebetweenchildren.janetandlotti describethatthewaytheprogramhasbeenadaptedinpartnershipandtailoredto thespecificneedsofaboriginalchildrenandfamiliesatdalaigurhasbeencrucialto thissuccess. EarlyInterventionDisabilitySupport:Dalaigurworkscloselywithearly interventionservicestoprovidesupportforthefamiliesofchildrenwithdisabilities. ThispartnershipisimportanttoDalaigurastheybelievethatidentifyingdisability supportneedswhilechildrenareyoungiskeytoensuringfamiliesreceivethe supporttheyneed.dalaigurhas12childrenwithdisabilitiesanddescribesthat engagementwithearlyinterventionserviceshasincreasedconsiderablybecause theservicenowcomestodalaigurandworkswithparents,whereasinthepast parentswouldnotgototheservice.lottidescribesthat parentsaremore acceptingthattheirchildrenhavedisabilitiesnow.previouslytheycouldn't understandthis,becausetheyacceptedtheirchildrenastheywereanddidn'tthink ofthemashavingadisability. DalaiguralsopartnerswithGunawirrafoundationto providefurthersupporttothesefamiliesthroughcampexperiencesthatreduce theirisolationbyconnectingthemwithotheraboriginalfamilieswithsimilar experiencesandallowingthemtodiscussissues. 2.Principlesforworkinginpartnership JanetandLottidescribeanumberofkeyprincipleswhichunderpinthepartnership workofdalaigur: We'llalwayssaythatwe'llworkinpartnershipaslongaswecanputthe culturalcontentinthatsuitsourarea. Thisisvitaltoensurethataprogram iseffectiveandacceptabletothecommunity. Staffofpartnerorganisationsneedtorespectandunderstandthe importanceoflocalaboriginalculture Partnersneedtobetrustingandacceptingofthewaywework

127 Partnersshouldnot comeinonathoughtandatheory butwithanopen mindtodeveloptheprogramtogether. It saboutworkingtogetherand respectingeachother sthoughts. Partnersshouldbereceptiveand readytochange. Wedon tneedtobesaved,wejustwanttobetaught. Weneedtohaveourparentsengaged,iftheydon'tthinkit'sgoodfortheir childrenthenwewillgowiththem.theyarethefirstteachersandweare thenextsteptoguidethemthrough. Ithastogobothways.We'vegottoacceptthatallchildrenwillbe mainstreamed,it'samainstreamlifeandweneedtogivethesetoolsto thesechildrensothattheycangointoanon Indigenouscontextandtakeon theworld,buttheystillkeeptheircultureinside. 3.Partnershipobjectives 3.1Dalaigurobjectives ThegoalsforDalaigurworkinginpartnershipinclude: developingqualityprogramsthatsupportchildrenandfamilies ensuringtheserviceprovidesholisticsupportthataddressesalltheneedsof childrenandfamilies:operatingasahubservice providingtrainingandskillsdevelopmentforstaff obtainingfundingandresourcestogrowandstrengthentheservice promotingdalaigurandsharingthestrengthsoftheirapproach 3.2Partnerobjectives Mary RuthMendelfromALNFdescribesthattheoverallobjectiveoftheirworkisto improvethelanguageandliteracydevelopmentofchildren.sheexplainsthatalnf isguidedbytheobjectivesofthecommunityinsettingupprograms, ALNFprogramswerewrittenbecausetheAboriginalpeoplehavebeensaying tous,nowwewantyoutoproblemsolve,thisisthenextproblem,howdowe dothis,andwesaythisiswhatwecando. Sheexplainsthat whenpeopleunderstandwhatalnfdoesthentheywantitfor theirskillset,fortheirchildrenandfortheparentstoparticipate. 4.Partnershipnegotiationandagreements ThepartnershiprelationshipsthatDalaigurengagesinarelargelyinformalandthey havenotenteredintoanyformalpartnershipagreementsordevelopedmemoranda ofunderstanding. Atthenegotiationstageofpartnerships,Dalaigurdescribesthatanopennessto differentwaysofimplementingaprogramthatareculturallyappropriatefortheir childrenandfamiliesisabottomlinerequirementforengaginginthepartnership: wepromoteourselvesasindigenouseducationandthat'swhywealwaysreserve 127

128 therighttoadaptprogramsforthatpurpose. Whereanorganisationisnotopento includingculture,dalaigurwillnotworkwiththem. BothDalaigurandALNFbelievethatagreementmakingshouldbeafocusand couldbebeneficialfortheworktheydotogetherinthefuture.mary Ruthexplains: wereallydoneedtoworkouthowwedoagreementmaking.ifwe regoingtobe workingwithdalaigurforanumberofyears,weneedtogetittidyfromthefront. Mary RuthdescribesotheragreementmakingprocessesthatALNFhasengagedin: InworkwithGrooteEylandtandPalmIslandALNFputtogetheraWorking TogetherdocumentandsharedthiswithEldersbeforecommencingwork. Thisestablishedaninitialunderstandingwiththecommunityabouthow ALNFwouldconductthemselvesandalsoaskedthecommunitytoadd anythingfurtherfromtheirperspective. ALNFhasanMoUinTennantCreekwhichrelatestotheworkwiththe CentreforIndigenousLiteracyattheTennantCreekLanguageCentre. Mary Ruthexplainsthatthisagreementisimportantbecauseitcreatesan entity, somethingthatwehavethatcan tjustgetsuckedupintoeveryday business. Itrecognisesthat thisiswhatwedotogether. Mary Ruthhighlightsthatflexibilityiskeytotheworkingrelationship,butthatthe frameworkforworkingtogetherisalsoimportant.shedescribestheneedto capturethis withoutgettingcaughtupinpaperwork. 5.Ongoingpartnershipmanagement 5.1 Relationshipbuilding JanetandLottidescribethatstrongrelationshipsdevelopwhenpartnerssupport culturaladaptationofprogramsand theykeepcomingback. Mary Ruthdescribessomekeyprocessesthatsupportedrelationshipbuildingwith Dalaigurstaffandfamilies: visitingandintroducingourselvestostaff interactingwithstaffthroughworkshopsandaccreditedcoursework havingpizzanightsandinformationsessionswithparents beingatthepre schoolwhenparentscameintoexplainwhatweweredoing puttingpostersupabouttheprogram SheexplainsthatALNF tendstohaveafairlyupcloseandpersonalrelationship ratherthanjustbobbingup,doingourthingandgoing.it sveryparticipatory. We rearound,we redoingthings,we rewiththekids,we reshowingandtellingand beingthere. Programfundinghaslimitedtheongoingrelationshipandfollowing theinitial16 weekprogramcontactwasmaintainedbutdroppedoffafterawhile becausetherewasn talotthatalnfcoulddowithoutfurtherfunding.the programisnowfundedforanotherphaseandpartnershipworkwillcontinue. 128

129 129 Mary RuthdescribesthattherelationshipwithDalaigurhasdevelopedovertime andthatthereisnow amorefreeandcollegiaterelationship. Sheexplainsthat, Dalaigurstaffnowunderstandwhatwehavetooffer:theskills,resourcesand understandingsthatwebring.we vegrownupabittogether.aswegettoknow eachotheritbecomesamorerobustworkingrelationship. 5.2 Communication JanetandLottidescribethatcommunicationisaboutopendiscussionand negotiationofhowtheprogramswillwork.theyhighlighttheimportanceof constructiveconversations: Ifsomethingcomesupandwedon tlikeit,wedon't reactnegatively,wediscusswhythey'redoingitthatway. Mary Ruthexplainsthateveryonewasinterestedin whetheritwouldwork,howit wouldworkandbetterwaystodoit andthattherehasbeenalotofopen communicationaboutthat.shealsonotestheimportanceofcommunicatingand workingcloselywithparentsandchildren,aswellascheckingpermissionand listeningtofeedbackfromeldersandserviceleaders.shenotesthatpartnerswill tellalnfwhotoaskaboutparticularmattersandhowtoaskcorrectly.mary Ruth explainsthat thebottomlineisthatyou vegottokeeptalking andwhatthe communitywantsandhowtheywantitdonewillchangethroughoutthe relationship. MichelleRosefromNAPCANdescribesthatrelationshipsandcommunicationwith DalaigurinimplementingACBShavebeen mostsupportivebetweenstaff,families andchildrenwhererespect,co operationandunderstandinghavebeen established. Sheexplainsthatfacetofacecommunicationhasbeenmost beneficial: wehaveclearerpathwaystowhateachstakeholderwantsandwhatwe hopetoachievebygivingeachpersonavoice. 6.Monitoringandevaluation Thereisafocusonmonitoringthedevelopmentofchildrenintheserviceandthe impactofprogramsimplementedthroughpartnerships.therearenoevaluation processesfocussedspecificallyondalaigur spartnershiprelationships. JanetandLottiexplainthatonewaythattheymonitorchangesthatarehappening forthechildrenistomakealotofvideorecordings.theseareusedfor communicatingwithparentsaboutchildren sprogress.alnfalsousesvideo recordingasakeyapproachtodocumentingprogressandimpacts.thiscreatesa recordfortheserviceaswellasallowingalnftocarrymessagesforward.mary RuthdescribesthestrengthofAboriginalpeopleinspeakingupandhavingtheirsay abouttheprogramandhighlightstheimportanceofcapturingtheirvoices.she explains, paperworkisourdomain,butmessagegivingisveryimportantandwetry tomakesurethat scaptured. ALNFalsoteachesstaffandsomeparentshowtodo testingandinternaltrackingofthechildren.alnfstaffpreandposttestchildrenat thebeginningandendoftheyeartoassessimpactsoftheprogram.testresultsare sharedtransparentlywithdalaigurandmorewidely.

130 130 7.Focusonculturalcompetency 7.1Culturallyappropriateeducationprogramsandresources Dalaigurhasastrengthindeliveringculturallyappropriateprogramsandadapting theprogramsofotherstobeculturallyappropriatefordalaigurchildrenand families.janetdescribesthatorganisationslikealnflearnasmuchfromdalaigur asdalaigurlearnsfromthem.thereissignificantlearningaboutthepossibilitiesfor programadaptation. JanetexplainsthatastrengthoftherelationshipwithALNFisthatmanyoftheir resourcesandwaysofteachingwerealreadysoculturallyappropriate.shereferred toprogramslike turtletalk whichhavestrongculturallinks.thealnfprograms arealsoappropriateforaboriginalcommunitieswhoexperiencehighlevelsof hearingdifficulties becausetherearesomanyvisuallearningtools. Mary Ruth explainsthattobemeaningfulthebooksandresourcesthatareusedmustbeabout thepeopleandtheircommunities: AustraliaisonlyjustrealisingthatAboriginal childrenhaven thadbooksthathaveaboriginalchildreninthemorpicturesthat illustratewheretheylive. Shedescribesthattheseresourcessignificantlyincrease theengagementofchildren.alnfalsodevelopsandworkswithaboriginal languagebooks. Janetbelievesthatthereisnotenoughsupportfornewdirectorsofearlychildhood serviceswhethertheyareaboriginalornon Aboriginalaroundincludingculturein education.sheexplainsthatalotofpeopleseeksupportfromdalaigurandservices areincreasinglyseekingsupportinrelationtotherequirementsofthenational QualityStandard.JanetnotesthatDalaigurisalwayshappytoshareitspractice withothers,butthattheyalsoneedtofocusontheirownserviceandneedfunding forreleasetimeandreplacementstaffiftheyaredoingteachingandsupportfor otherservices. 7.2Consultingwithfamiliesandcommunity JanetandLottiexplainthatdecisionsthataremadeatthecentrerequirethe supportoffamilies: Nomatterwhatweintroduceitgoesthroughtheparentsfirstinourmeetings, andifwecan'tgetthematmeetingswe'llgetthemonbusrunsori'lldohouse callsandchecktheirissuesandconcerns. Mary RuthdescribesthatconsultingwithEldersinthecommunityisanimportant partofalnf sapproach: inkempseywespokewiththeeldersaswellandthey guidedourthinkingonlotsofimportantthingstodowithkempseychildren. ALNF alsoworkswithelderswhoteachthemsothattheycandevelopfirstlanguage resources.mary RuthdescribesthattherehasbeenchallengesworkingwithElders inkempsey: Kempsey sabitdifferentbecausetheydon treallyhaveacouncilof Eldersandit sveryfractured.wehaven treallyhadthatrelationshipwithsenior Aboriginalpeople. However,ALNFrecognisestheimportanceofrelationshipswith Elders,especiallywhenworkingwithyoungchildren,andisseekingtobuildfurther

131 131 connections. Asdescribedabove,ALNFhasusedtheapproachinGrooteEylandtandPalmIsland ofputtingforwardadocumenttoeldersabouthowtheywillconductthemselvesin thecommunitytobuildadialogueandunderstandingatthestartofthe relationship.alnfalsoworkswithcommunityliaisonofficerswhoplayan importantroleincommunicatingandorganisingpeopleformeetings. 7.3Culturalawarenesstraining JanetandLotticonductculturalawarenesstrainingforprofessionalsworkingwith Aboriginalpeople.Theyexplainthisroleisimportantforconnectingmainstream servicesandprofessionalstoaboriginalpeopleandcommunities: mostofthe services,especiallythecountryones,findgreatthingscomeoutoftheconnection tocommunity,buttheyhavenoideahowtogoaboutit,sothey'rescaredto initiate. Thetrainingapproachisdescribedas gentleandsubtle. Janetexplains: Ifit sslambangthenyouwalkawayfeelingguiltyanddumpedonandpeople don twanttochangebecauseit stoohardtochange.wewantpeopletoknow thereishopeandcomeawayempowered. Mary RuthdescribesthatwhenALNFworksinAboriginalcommunities, ifthere s aninculturationprocesswherepeoplecandoaculturedayorworkshop,wetryto makesurethathappensforourteams. Sheexplainsthatthishasbenefitsforthe communityandalsoforalnfbecause ourpeoplefeelmorecomfortableandknow what sacceptableandwhat snot. Thiswillalwayshappenlocally. 7.4Stafflinkingrole DalaigurhaveprovidedtrainingforanAboriginalstaffmembertotakealinkingrole intherelationshipbetweenchildrenandfamiliesatdalaigurandearlyintervention disabilitysupportservices.janetandlottidescribethatthislinkhasbeencriticalto makingparentsfeelmorecomfortableusingtheservice.thestaffmemberhasalso helpedtoensurethatsupportsforthechildrenareincorporatedintheclassroom. 8.Focusoncapacitybuilding JanetandLottiexplainthatthecapacityofDalaigurisstretchedanddedicationof staffiscritical: Wedoitonashoestring. TheyexplainthatDalaigurprovides holisticcareandsupportforfamiliesbutoftenisn tfundedforwhattheydoand staffworkwellbeyondregularhours.theyprovidetheexampleofthegunawirra campwhichstaffvolunteeredtoattendbecausetherewasnofunding.janet explainsthat: Ifwewantthekidstocometoschool,we vegottolookaftertheparentsas well.it'saboutlookingafterthecommunity,ensuringthattheparentsaren't hurtingsothekidsaren'thurting,andit'sworkingbecausethey'recomingto ourschool.we'realwaysfull

132 132 ToensurethatDalaigurcanprovidethisadditionallevelofsupporttoparents,three staffmembershaveobtainedcounsellingandparentingsupportqualifications.this extendstheroleofstaffandcallsontheirpassionfortheworktomeettheneedsof thecommunity.lottialsoexplainsthatstaffcanbestretchedbythetimeandwork requiredforengaginginpartnershipsandthat, serviceswouldgainfromhavinga releaseworkertoengageinthedifferentpartnershipsaroundthecommunity. 8.1Stafftraininganddevelopment Partnershaveprovidedimportantopportunitiesforstafftraininganddevelopment whichisviewedasakeycapacityoutcomeofpartnershipworkbydalaigur.for example,thealnfprogramprovidesintensivetrainingtostaffforsupporting languageandliteracydevelopmentandalsoprovidestrainingforongoingtracking ofchildren sprogress.janetexplainsthattrainingforstaffisabout empowering stafftogoupalevelanditbuildstheirself esteem. Janetdescribesthat just becausetheydon thavethecertificatesdoesn tmeanthattheydon thavethe potential. Mary RuthexplainsthatwhilesomeAboriginalstaffmaynothave formalqualifications,theirstrengthsincaringforandsupportingchildrenare neededinearlychildhoodservices: Wecangivethemenoughspecialisedlearningandunderstandingandthey re reallyeffectivewiththechildren,thenintimetheycangoonanddotheirstudy astheirfamiliesgetolder,butdon tmissoutontheirenergy,insightsand knowledgeofchildrenjustbecausetheydon thavethequalifications. JanetexplainsthatwhenshebeganatDalaigurstafftoldherthattheywantedtobe acceptedinmainstreamandnotlookeddownonbecausetheyworkedatan Aboriginalschool: theywantedtobeseenasequals. ShedescribesthatDalaigur hassetouttoachievethisforthestaffthroughtrainingandthattheyhave succeeded.dalaigurhasthreestaffmemberswithdegreesandeveryotherstaff memberhasaqualification.janetexplainsthatqualificationrequirementsunder thenationalqualitystandardarecausingmainstreamservicestopanic, butwe've alreadyaccomplishedit2yearsagoandwe'vegotuntil2014. AsaresultoftrainingprovidedbyALNF,staffdevelopfocussedknowledgeabout thechildrenintheircareandtalkaboutthiswithparents,colleaguesandoutside professionalssuchasspeechpathologistsandoccupationaltherapists.janet explainsthat notonlydothestaffmakebetterjudgementsaboutthekids,butthey knowexactlywhereeachofthesekidsaregoing. Mary Ruthdescribesthat itgoes beyondconfidenceandintoauthority:teachers,teacherassistantsandfamily memberscansay, IknowwhatishappeningforthischildandIcantalktoothers aboutitandbeanadvocateforthechild. JanetandLottialsodescribethatALNFtrainingisappropriatelytargetedforthe staff,providingabeginnercourseandtheopportunitytomoveontomoreadvanced learning.thereisafutureplanforjanetandlottitobetrainedbyalnftoconduct trainingforotherssothattheycansharetheapproachwithaboriginalandnon Aboriginalearlychildhoodservices.Lottiexplainsthat thetraininghasenabledme tomodelandteachformoretrainedteacherswhonevergotthatatuniversity.

133 8.2Teachingresources CollaborativeworkhasenabledDalaigurtoobtainsignificantresourcestoenhance theirteachingpractice.thesehaveincluded: resourcessupportingthealnflanguageandliteracyprogramincluding books,puppetsandsoundteachingcardswithvisualcues avarietyofresourcestosupportthenapcanallchildrenbeingsafe program,includingvisualandinteractiveresourcestailoredattherequestof Dalaigurtoteachingforthedifferentlearningstylesandneedsofthe children 8.3Programdevelopment MichelledescribesthatworkingwithDalaigurhashadsignificantimpactsforthe developmentoftheacbsprogramfornapcan: Dalaigur'sevaluationoftheACBSprogramwhichhadpreviouslybeen implemented,conveyedtousthatwenowneedtoincludedomestic violence,traumaandseparationintotheacbspreschoolprogram.this evaluationgavetheprogramthedirectionweneededtocaterfordalaigur's individualneeds,astheseissuesareanongoingmajorconcerntothestaff, familiesandchildrenatdalaigur. Sheexplainsthatthislearningwillhavebroaderimpactsontheapproachof NAPCANastheydevelopandexpandACBS.Shedescribesthat throughour practicewithdalaigurwehavegainedthenecessaryinsighttobeawarethateach centrehasindividualneeds theprogrammustbeflexibleandadaptable. NAPCANrecognisesthatthereisanopportunityforservicesto expandthe programtofittheirrequirements,allowingstaff,families,localcommunityand childrentohavepersonalinputregardingthecontenttobetaught. 9.Furtherpartnershipoutcomesandopportunities Dalaigurandpartnerorganisationshavedescribedfurtherspecificoutcomesforthe service,staff,childrenandfamiliesthattheylinktowhathasbeenachievedthrough partnershipwork.theseinclude: Dalaigurhasbecomeaserviceofchoiceintheareaandhasawaitinglistthat includesalargenumberofnon Aboriginalfamilies. Parentshavebecomemoreawareofthesupportneedsofchildrenwith disabilitiesandsupporthasimprovedthroughincreasedaccesstoearly interventionservicesandthecampsconductedforfamilies. Lottidescribesthat theprimaryschoolcan tbelievehowkidsarecoming in termsoftheirlanguageandliteracydevelopment.shelinksthistothe successoftheworkwithalnf. 133

134 Dalaigurisregularlyaskedtoshowcasetheirworkandtosharewithother servicesaboutincorporatingcultureintoeverydaylearning.theyhave receivedanumberofawardsfortheirworkincluding DalaiguremploysmostlyAboriginalstaffwho areprovidingabetterservice thansomeonewithauniversitydegreecould. Literacypracticesarechanginginhouseholdsand parentsaredoingliteracy basedthingswiththeirkidsthattheywouldneverhavedonebefore. ThroughACBSchildrenhavedevelopedunderstandingoftheiremotionsand developedwaystoexpressthemselves.michelledescribesthatchildrenat Dalaigur haveselfinitiatedlinkingtheirlearningtohome andhavebeen discussingacbsstoriesandactivitieswiththeirfamilies Asaresultofchildrenlearningaboutpersonalsafetyandlinkingthislearning toknowledgeabouttheirownbodiesthroughacbs,lottiexplainsthat alot ofhurtingandviolenceatschoolhasstopped. Mary RuthhighlightstheopportunitythatexistsforALNFtodosomethingmore long termandsustainablewithdalaigur.shedescribestheconceptofahubthat theywouldliketodevelopthatcouldincludetrainingforteacherandparentsand supportforspeechpathologistsandoccupationaltherapists.thiswouldbea dedicatedtrainingplacewhereotherrelatedresourcescouldbebroughtin,for exampleinareasofnutritionandbabycare.mary Ruthbelievesthatthe relationshipwillneedtobemoreformalisedforthisconcepttobedeveloped.she describestheneedforacommitteetotalkthroughaimsandobjectives,findout whatthecommunityiswantingandseekthenecessaryfunding.mary Ruth explains: weneedtoanchorearlyyearsliteracyanditneedstohaveconcentrated focus. 134

135 135 PartnershipCaseStudy6 AboriginalChild,FamilyandCommunityCareSecretariatNSW(AbSec) AboriginalorTorresStraitIslander Organisation: AboriginalChild,FamilyandCommunity CareSecretariatNSW(AbSec) PartnerOrganisation/s: AssociationofChildren swelfare Agencies(ACWA);NSWDepartmentof FamilyandCommunityServices(FaCS); Aboriginalcommunitiesandcommunity controlledorganisations;otherout of Home Careserviceproviders PartnershipFocus: Thiscasestudyfocusesontwoaspects ofabsecworkinpartnershipwith governmentandngos: 1. ThepartnershipMoUwithFaCS forthedevelopmentanddelivery ofkeepthemsafeprojectswith aspecificfocusonthe developmentofthepact service. 2. Theemergingapproachto buildingcapacityinthe AboriginalOOHCsectorin partnershipwithacwa,facs, Aboriginalorganisationsand communitiesand,mainstream serviceproviders. 1.TheAboriginalChild,FamilyandCommunityCareSecretariat(NSW)(ABSEC) AbSecisanot for profitincorporatedcommunityorganisation.theorganisationis primarilyfundedbythenewsouthwalesdepartmentoffamilyandcommunity Services(FaCS)andisrecognisedasthepeakNSWAboriginalorganisationproviding childprotectionandout of homecare(oohc)policyadviceonissuesaffecting Aboriginalchildren,youngpeople,familiesandcommunities.AbSec smembership primarilycomprisesofaboriginaloohcandfamilysupportagenciesalongwithfoster andkinshipcarers. 2.PartnershipFocus1:KeepThemSafe 2.1Overviewofthepartnershipagreement

136 On17March2010AbSecandFaCSsignedaMemorandumofUnderstandingwhich recognisedacommitment toworkingtogethertoimproveservicedeliveryfor Aboriginalchildren,youngpeople,theirfamiliesandcommunitiesatriskofharm, throughbetterconsultationandservicedesign. 325 TheMoUrelatesspecificallyto thedevelopmentanddeliveryoftwopilotprojectsasacomponentofkeepthem Safe:Asharedapproachtochildwellbeing,whichis thenswgovernment sfiveyearplantofundamentallychangethewaychildrenandfamiliesaresupportedand protected. ThetwoservicesidentifiedintheMoUare: ProtectingAboriginalChildrenTogether(PACT)whichis anaboriginalchild specialistadviceandsupportmodelofconsultationbasedonthevictorian Lakidjekamodel. IntensiveFamilyBasedServices(IFBS)whichprovidesanintensive,time limited,homebasedprogramforaboriginalfamiliesincrisis. UnderthisagreementtwopilotservicesarebeingdevelopedforbothPACTand IFBS.Thecollaborativeworkseekstopilottheimplementationoftwokey recommendationsofthespecialcommissionofinquiryintochildprotectionservices innewsouthwales(2008): 326 Recommendation8.5:TheNSWGovernmentshoulddevelopastrategyto buildcapacityinaboriginalorganisationstoenableoneormoretotakeona rolesimilartothatofthelakidjekaaboriginalchildspecialistadviceand SupportService,thatis,toactasadviserstoDoCSinallfacetsofchild protectionworkincludingassessment,caseplanning,casemeetings,home visits,attendingcourt,placingaboriginalchildrenandyoungpersonsinoohc andmakingrestorationdecisions. Recommendation10.5:Thenumberandrangeoffamilypreservationservices providedbyngosshouldbeextended.thisshouldincludeextendingintensive FamilyBasedServicestoAboriginalandnon Aboriginalfamilies. BeyondthetwospecificKeepThemSafepilotprojects,theMoUidentifiesthat furtherpurposesoftheagreementare: toensureaculturallyappropriateresponsetoprotectingaboriginalchildren atriskofharmandreducethenumberofchildrencomingintocontactwith thechildprotectionsystem. toensurethesnaiccendorsedaboriginalandtorresstraitislanderchild PlacementPrinciplesareacknowledgedandinformpolicyandservice provision. 325 NSWDepartmentofHumanServices,CommunityServices,&AboriginalChild,Family andcommunitycarestatesecretariat.(2010).memorandumofunderstandingbetweenthe NSWDepartmentofHumanServices,CommunityServicesandtheAboriginalChild,Family andcommunitycarestatesecretariat(nsw),march. 326 Wood,James,Hon.AOQC(2008).ReportoftheSpecialCommissionofInquiryintoChild ProtectionServicesinNSW,November.Retrieved25January2012,fromtheWorldWide Web: 136

137 TheprinciplessectionoftheMoUfurtheridentifiesthattheMoUwill setout practicalmechanismsforrealconsultationandcollaboration inkeyareasincluding: buildingthecapacityofaboriginalngos,includingworkforcedevelopment, todeliverchildprotectionservicestoaboriginalclients. expandingthecapacityofmainstreamngos,includingworkforce developmentandculturaltraining,tofosterpartnershipswithaboriginal agenciesanddeliverculturallyappropriatechildprotectionandfamily supporttoaboriginalclients. developingmodelsforeffectiveconsultationandservicedeliveryacrossthe spectrumofchildprotectionservices. TheMoUestablishesasteeringcommitteetoprovideleadershipandoverseethe implementationofthemoucommitmentswithresponsibilityto:developreporting, governanceandaccountabilitymechanisms;identifypriorityareasforcollaboration; produceanannualworkplanand;developperformanceindicatorstomeasure progress.theprincipalmembersofthesteeringcommitteeareabsec,facsand theassociationofchildren swelfareagencies(acwa). 2.2ReflectionsonthesignificanceoftheMoU The KeepthemSafeannualreportdescribedthattheMoU: 327 ishistoricinitsnatureandithasenabledcommunityservicestoachieveatrue partnershipwiththeaboriginalnon governmentsector.absechasbeed fundedtoworkwithcommunityservicesinthedevelopmentofkeyservice modelsandprograms andthereisasharingofinformationandformulationof jointpositions. AbSecdescribesastrongworkingrelationshipwiththeAboriginalServicesBranch andseniorstaffinthedepartment.absecoperationsmanager,samanthajoseph, explainsthatthemou hascreatedamorelevelplayingfieldwherewearenolonger justreactingtogovernmentbutplanningwithgovernment. KeywaysthattheMoUsupportsamoreequalworkingrelationshipbetweenAbSec andfacsinrelationtothetwokeepthemsafeprojectsinclude: AbSeccanpointtothecommitmentsandagreedprocessesandasaresult, negotiatefromastrongerposition. Thereisanidentifiedandsharedviewpointaboutwhattheoutcomesofthe worktogetherwillbe. Theidentificationofa tangibleproject tobeundertakeninpartnership betweenfacsandabseccreatestheopportunitytoworkcloselytogether. 327 DepartmentofPremierandCabinetNSW.(2010).KeepThemSafe AnnualReport Retrieved25January2012,fromtheWorldWideWeb: 137

138 Thisextendswellbeyondatypicalserviceagreementintermsof collaborativeworkbetweengovernmentandngostaff. TheMoUensuresthatAbSechasastrongvoiceanda seatatthetable at variouslevels,includingseniorexecutiveandservicedevelopmentand managementlevels. AsaresultoftheMoU, mirrored staffingpositionshavebeenestablishedin FaCSandAbSecforthedevelopmentoftheIFBSandPACTservicesand havepromotedcollaborativeworkbetweenstaffonprojectteamsthatgo acrossagencies. 2.3 FocusonpartnershipsforthedevelopmentofPACT ThePACTserviceisbeingpilotedintwolocationsandiscurrentlyinthe developmentphasewithtwosightsidentified.thetenderprocessforpact serviceshasincludedrequirementsforservicestobeaboriginalcommunitycontrolledandhaveademonstratedqualityofrelationshipwiththelocalaboriginal community.absecwasnotinvolvedintheselectionprocessbecauseoftheconflict ofinterestcreatedbytheirmemberorganisationsbeingthelikelytendering organisations. Cross agencyprojectteamsandmirroredstaffingarrangementsarecurrentlya strengthofthepartnershipfordevelopingthepactservice,encouragingmore equalworkingrelationshipsbetweenstaffofabsecandfacs.staffofboth organisationsidentifythatthereisapositive,open,flexibleandconstructive workingrelationship.whenattendingmeetingsinthecommunity,staffgo togetherasaprojectteamwhichisimportantincommunicatingthattheserviceis beingdevelopedtogetherbygovernmentandtheaboriginalnon government sector. Whiletherelationshipisworkingwellatthedevelopmentandmanagementlevelit hasbeenidentifiedthatasignificantchallengewillbeensuringeffectivepartnership relationshipsbetweenthepactservicedeliveryorganisationsandlocalcommunity ServiceCentres(CSCs).ThiswillbecriticaltothesuccessofPACTinproviding specialistadviceandsupport.thereisacurrentfocusonidentifyingstrategiesfor supportingeffectivepartnershipatthelocallevelandtheseinclude: Theestablishmentoflocalimplementationgroupswhichwillinclude representativesfromabsec,thepactserviceprovider,thecscsand, regionalcommunityservicesstaff. EnsuringattheoutsetthatPACTstaffandCSCstaffpresenttogetherat communitymeetings. DevelopingtrainingforCSCstaffthatisdeliveredjointlybyPACTand CommunityServices. ThedevelopmentoflocallevelMemorandaofUnderstandingbetweenthe CSCsandPACTserviceproviders. Thesestrategiesremainatthenegotiationstageand,forexample,the developmentoflocallevelmoushasnotyetbeenagreed.theabsecsenior ProgramManager,AngelaWebb,believesthatthiswillbeanimportantprocess: 138

139 139 frommyperspectiveweneedtohavesomethingmoreformalintermsof agreement,somethingatthelocallevelthatstaffcanreferbacktowhenthereare issues. ThisapproachcouldbecriticaltoensuringPACTstaffareempoweredto addressproblemsandworkonamoreequalfootingwithcscstaff. 3.PartnershipFocus2:Capacitybuildingthroughpartnerships 3.1Overviewofthecapacitybuildingproject ExtractedfromtheACWA/Absec AboriginalOOHCGrowthPartnershipProject Plan(December,2010): 328 TheSpecialCommissionofInquiryintoChildProtectionServicesinNSW(2008)put forwardrecommendationsrelatedtothedevelopmentofthecapacityofaboriginal agenciestodeliverarangeofaboriginalchildandfamilyservices.these recommendationswereacceptedinthegovernment sresponse,keepthemsafe. InJanuary2009,AbsecandACWAsubmittedtoCommunityServicesaproposalfor thefundingofajointprojectforthedevelopmentofnewaboriginaloohcservices throughapartnershipbetweennon AboriginalOOHCserviceprovidersand Aboriginalcommunities,anapproachalignedwiththeSNAICCService Development,CulturalRespectandServiceAccesspolicy. ThisproposalwasoriginallymootedattheACWAconferenceinAugust2008where ACWA,SNAICC,AbSecandthemajorityofOOHCserviceproviderssignedanin principleagreementforthedevelopmentofaboriginalservicesthroughthis approach.specifically,theoriginalproposalsought(throughcollaborationbetween AbSecandACWA)todevelopnewOOHCAboriginalserviceprovidersthrough partnershipsbetweennon AboriginalNGOsandAboriginalcommunities/agencies inspecificareaswheretherewasanidentifiedpaucityofaboriginalagency capacity. ThecurrentproposalseekstodeveloppartnershipsbetweenAboriginalandnon AboriginalserviceproviderstoenableAboriginalproviderstobeinapositionto takeonagreaterroleindeliveringafullrangeofservices(includingoohcservices whentheproposedtransferofoohcservicestonon governmentsectoroccurs). Thescopeofthedevelopmentwouldbebasedonassessmentofthecurrent capacityoftheagency/communitytodeliverservicesandassessmentofnon AboriginalNGOs willingnesstomentorandparticipateintheproject.itishoped thattheaboriginalservicescouldbedevelopedtoapointwheretheycouldoffera broadrangeofservices,whichwouldresultinbetteroutcomesforaboriginal communities. 328 AboriginalChild,FamilyandCommunityCareStateSecretariatNSW(AbSec),& AssociationofChildren swelfareagencies(acwa).(2010).projectplan:acwa/absec AboriginalOOHCGrowthPartnershipProjectPlan,December.

140 140 AbsecandACWAhavebeenfundedtosupportthedevelopmentofnewAboriginal OOHCservicesthroughfacilitatingpartnershipsin3 4locationsbetweennon AboriginalNGOsandAboriginalcommunities.Theprojectisintheinitialstageof identifyingparticipatingagenciesandcommunitiesandbeginningconversations aboutpartnershippossibilities. ThegovernmentcommitmenttothetransitionofOOHCservicestothenongovernmentsectorinNSWformsanimportantbackdroptothecapacitybuilding project,andisscheduledtocommenceinjanuary2012.theplannedtransfer assistsincreatingasupportivepolicyenvironmentforsectorcapacitybuilding activitiesneededtomaketheeffectivetransferpossible.thesupportofexisting mainstreamservicestobuildcapacityofaboriginaloohcservicesisconsidered necessary,inpart,becauseofthecomplexaccreditationrequirementstoprovide OOHCservicesinNSWandthechallengesfornewagenciesinmeetingthose requirements. DevelopingAboriginalagenciesthroughthepartnershipmodelcanassistin alleviatingtheconcernsofaboriginalcommunitiesaboutthetransition,whicharise becauseofpastexperiencesofaboriginalpeopleswithlargemainstreamngos, includingsignificantlytheirinvolvementinthestolengenerations.however,the capacitygrowthrequiredintheaboriginaloohcsectorissignificant.absechas recentlyidentifiedthatthecapacityofaboriginalagencieswillneedtoincrease from370childrento3000,abouteightfoldandthatafurthersevenaboriginal agenciesneedtobedevelopedbeyondthoseinitiallyidentifiedinthecapacity buildingproject.thereisnowanagreementtoextendcapacitybuildingactivities toaddressthiscapacitygapforaboriginalagenciesstatewide. Thestage1transitionplanstatesstronglytheprinciplethat: ultimately,all AboriginalchildrenandyoungpeopleinOOHCwillbecaredforbyAboriginal carers,supportedbyaboriginalcaseworkersemployedbylocalaboriginalmanaged agencies. 329 AbSecrecognisesthatitisimportantinachievingthisgoaltotailor transitionplanstotheneedsofspecificcommunities.capacitybuildingsupport requirementsvaryconsiderablyrelativetolocationandremotenessisafactor. 3.2Principlesthatunderpintheapproachtobuildingcapacitythrough partnerships AbSechasproducedapositionpaperontheEstablishmentandAuspiceof AboriginalCommunityControlledServicesforChildren,YoungPeopleandFamilies (September2011).Thispaperdescribessomeofthekeyrequirementsforanon AboriginalorganisationtotakeonanauspiceroleforanunaccreditedAboriginal agency. 329 TheMinisterialAdvisoryGrouponTransitionofOOHCServiceProvisioninNSWtothe Non GovernmentSector.(2011).OOHCTransitionPlan:Stage1 The Who andthe When, October.Retrieved25January2012,fromtheWorldWideWeb: doc

141 WhilesomeofthesearespecifictocapacitybuildingforOOHCservicedeliveryand accreditation,mostmorebroadlyreflectprinciplesrequiredtoenableeffective partnershipworkwithaboriginalorganisations.theseprinciplesalsohighlight necessaryaspectsofa transition focussed partnershipmodelthathasasitsgoal, AboriginalcommunitycontrolofAboriginalchildrenandfamilyservices: 330 Note:TheprinciplesbelowreflectthepositionofAbSec.Probityissuesrelatingto auspiceorganisationsforthecapacitybuildingprojectarecurrentlybeingnegotiated withfacs. Theauspiceorganisationmusthave: AccreditationtoprovideOOHC Commitmenttorecruitment,employmentandsupportofAboriginalstaff andcarers UnderstandingofandcommitmenttoAboriginalplacementprinciples Demonstratedculturalproficiencyandcommitmenttoculturalsupportfor Aboriginalchildren,youngpeopleandfamilies Demonstratedsoundgovernanceandorganisationalcapacity Childandfamilyfocusandcommitment PracticalOOHCservicedeliveryexpertise Understandingofandcommitmenttoregulatorycompliancebyauspice body Planstosupporttheauspicedservicetoachieveaccreditation Planstosupporttheauspicedservicetodevelopautonomousgovernance andorganisationalcapacity Supportfortransitiontoautonomousorganisationalstatus AbSechasfurtheridentifiedthatcoreprinciplesthatareimportantinthe identificationofappropriatemainstreamserviceagenciestoparticipateinthe capacitybuildingprojectincludethat: Theagencyisnotmotivatedbyspecificfinancialorgrowthbenefitsforthe non Aboriginalserviceprovider,butratherismotivatedbyacommitmentto growtheaboriginalservicesectorinordertoimprovesupportandoutcomes foraboriginalchildrenandfamilies. TheagencysupportsthepositionthatallAboriginalchildrenincareshould besupportedbyaboriginalagencies. Thoughtheprojectisonlyinearlystagesofdevelopment,somespecifictypesof capacitybuildingsupportthatcouldbeprovidedbyauspiceorganisationsthathave beenidentifiedinclude: 330 AboriginalChild,FamilyandCommunityCareStateSecretariatNSW(AbSec).(2011). PositionPaperontheEstablishmentandAuspiceofAboriginalCommunityControlledServices forchildren,youngpeopleandfamilies,september. 141

142 Sharinginfrastructurethroughinitialco locationtoreducestart upcostsfor newagencies. Assistingwithfinancialmanagement. ProvidingsupervisionforOOHCworkers. Makingtrainingopportunitieswithintheauspiceorganisationavailableto workersofthenewagencyinitiallyandonanongoingbasis. Developinglocalworkforcecapacitybysupportingtheemploymentand trainingofaboriginalstaff. Providingnewagencieswithopportunitiestoexperience,observeandlearn fromcurrentgoodpractice. 3.3Challengesandrisks Itisimportanttonotethatwhiletheapproachhassignificantpotentialforbuilding theaboriginalservicesectorthroughpartnerships,itisstillinthedevelopment phaseandtherearesignificantchallengestobeaddressed.whilethereiscurrently fundingtosupportfacilitationofpartnerships,fundingtosupporttheactual ongoingcapacitybuildingworkisneeded. AbSecandACWAhaveidentifiedanumberofrisksassociatedwiththepartnership model.thoserisksmostrelevanttopartnershipfacilitationanddevelopment aspectsoftheprojectinclude: RiskDescription Non Successfulengagement ofaboriginalcommunities andagencies Non Successfulengagement ofnon Aboriginal agencies/ngos Non Successfulengagement withcsstaffatalocaland regionallevel Aboriginalcommunitiesdo notacceptorsupportthe service. Non AboriginalNGOsdonot wishtoparticipateordonot participateastrueandequal partners Likelihood Impact InitialResponseStrategyIdeas(e.g. avoid,transfer,mitigate,contingency planetc.) L H Ongoingcommunicationwiththem.Ensure flowofinformationtoandfromisopenand transparent. M H Needtocommunicateprojectfrom commencementtoensurethatngosare engagedtoparticipateandproviderelated services. M H Referralandcommunicationsstrategiesto bedeveloped.directortofacilitate meetingsbetweenlocalcscstaff,absec andacwastaffandensureattendanceat communitymeetings L H EnsurerelevantAboriginalcommunitiesare appropriatelyconsultedatallstagesofthe project. L H ProjecttobedefinedandAgenciesassessed astotheirsuitabilitytoparticipatein meaningfulway RiskOwner AbSec ACWA CS CS AbSec ACWA Extractfrom:ProjectPlan:ACWA/AbSec AboriginalOOHCGrowthPartnershipProject(December, 2010) AbSecCapacityBuildingManager,BarryLenihan,hasapositiveoutlookforthe 142

143 successoftheproject.hedescribesthatanumberofthelargenon Aboriginal serviceprovidersinnswarecomingonboardandhaveexpressedtheir commitmenttotheprinciplesthatunderpinthepartnershipmodel.barrybelieves thatearlypartnershipnegotiationsareproceedingwellandthereissignificant promiseforthesuccessfuldevelopmentofnewaboriginaloohcservicesin partnershipbetweenaboriginalcommunitiesandnon Aboriginalorganisations. 3.4SignificanceoftheAbSec/ACWApartnership AbSecCEOBillPritchardexplainsthatthedevelopmentandinitialimplementation ofthecapacitybuildingprojecthasbeendriventhroughthepartnershipwith ACWA.Thepartnershipemergedfromajointcommitmenttosupportservice developmentinlinewiththesnaiccservicedevelopment,culturalrespectand ServiceAccesspolicy.TheoutcomesoftheWoodInquirywereasignificant partnershipcatalystasbothorganisationsrecognisedtheneedtoworktogetherto respondtotherecommendationsandinfluencesignificantchangeinthechildren andfamilyservicesector. ACWADeputyCEOSylviaGhalyhighlightsthatAbSechasstrongleadership,a committedboardandhighlyskilled,qualifiedanddedicatedstaff,makingabseca verystrongadvocateintheirownright.sheexplainsthatwhenbothpeakbodies haveastrongandunifiedmessagethisservestoincreasecredibilityandthe pressureongovernmenttolistenandrespond.sylviaalsonotesthatfurther strengthsofthepartnershipworkatthistimeincludethatthereisstrongsupport fromtheaboriginalandnon Aboriginalservicesectorsforthepeakbodiesandthat thepoliticalwillandcommitmenttofocusoncapacitybuildinginnswis significant.acwareliesonabsecforspecialisedadviceinrelationtothe Aboriginalservicesectorand,highlightsthekeyrolethatAbSecplaysin implementingservicedevelopmentprojects,whicharebeyondthescopeof ACWA sadvocacyrole. AbSecandACWAarestronglypositionedtoinfluenceandcontributeto governmentpolicyonoohcservicedevelopmentthroughtheirpositionworking alongsidefacsrepresentativesastheonlytwonon governmentorganisationson theministerialadvisorygrouponthetransitionofoohcserviceprovisioninnsw tothenon GovernmentSector. 143

144 144 PartnershipCaseStudy7 VictorianAboriginalChildCareAgency(VACCA)andChildandFamily ServiceAllianceMembers AboriginalorTorresStraitIslander Organisation: VictorianAboriginalChildCareAgency (VACCA) PartnerOrganisation: ChildandFamilyServiceAlliance Members KeyRepresentativeswhoParticipated: KerryCrawford,ExecutiveManager, EarlyInterventionandFamilyServices, VACCA GabrielleBurke,Manager,Childand FamilyProjects,VACCA ValerieAyres Wearne,HumeMoreland IntegratedFamilyServices(HMIFS) AllianceSeniorProjectManager,located atkildonanunitingcare PartnershipFocus: Thiscasestudyfocusesonthe partnershipbetweenvaccaandother serviceprovidersasmembersofchild andfamilyservicealliancesforthe implementationofchildfirst 1.Overviewandhistory ChildFIRST(ChildandFamilyInformation,ReferralandSupportTeams)isa VictorianinitiativethatwasproposedoutofareviewoftheFamilyServices Innovationsprojectin2007.ChildFIRSTispartoftheIntegratedFamilyServices model,andprovidesintake,assessmentandcasemanagementservicesto vulnerablechildren,youngpeopleandtheirfamilies,withtheaimofintervening earliertoaddresschildren svulnerabilityandoflimitingchildprotection involvementwherepossible.askerrycrawfordofvaccadescribes, Itisa communitywell beingmodelratherthananinterventionistmodel. EachChildFIRSTservicewithinVictoriasitswithinaChildandFamilyService Alliance;agovernancestructurejoiningtogetherregisteredchildandfamilyservice providers,dhsandotherstakeholderswithinagivencatchmentarea.each

145 145 AlliancehasafacilitatingpartnerwhoChairstheAllianceExecutiveandisgenerally alsothechildfirstprovideragency.vacca(eastbrunswick)isamemberagency acrossfourofthesealliancesinthenorth&westmetropolitanregion,(facilitated bychildren sprotectionsociety,mackillopfamilyservices,anglicarevictoriaand KildonanUnitingCarerespectively).ThiscasestudyfocusesontheworkofVACCA inpartnershipwithalliancemembers,andespeciallyinthehumemoreland IntegratedFamilyServices(HMIFS)Alliance,withinwhichKildonanUnitingCareis thefacilitatingpartneroftheallianceandthechildfirstprovider. WhenChildFIRSTwasrolledoutVACCAwasconcernedthatthenewmodeldidn t containanytargetedaboriginalinitiatives,includingfundingforstaffpositions. VACCAadvocatedstronglyduringthisearlystagetohaveanAboriginalstrategy andresourcesidentified,sothataboriginalfamilieswerevisibleandappropriately supported.alliancememberssupportedthispositionandfundingwasredirected fromfourofthechildandfamilyservicealliancesuponwhichvaccasatto provideforavaccastaffmembertotakethepositionofaboriginalliaisonworker (ALW).TheALWroleprovidesadviceandsupportinrelationtoreferralsthatcome throughforaboriginalfamilies.thisoccursattheintakeandallocationstageand onceanaboriginalfamilyisallocatedtoamainstreamservice,toprovidesupport alongsidetheagencyworker.otheralliancememberssupportedthisinitiative,as theybelievedthiswouldgenuinelyassisttheintegratedfamilyservicesmodel (includingchildfirst)toprovideamoreculturallyappropriateresponsefor Aboriginalfamilies. FundingdecisionsfortheALWroleweremadebyAlliancesfromgrowthmonies fromdhsprovidedineachcatchmentwiththeintroductionofthechildfirst model.followingtheimplementationofchildfirstineachcatchment,dhsfunds VACCAdirectlyfortheposition.TheALWroleisfundedfor3500hoursannually, andhasspecifictargetsattachedtoit.whenalwfundingwastransferreddirectly tovaccakerryexplainsthatfromherperspectivesomeallianceshadnotshifted theirthinkingtounderstandthatitwasnolongertheirroletodeterminehow fundingwasspentagainstthealwrole.vaccafeltitwasimportantfordhsto makeitcleartoalliancepartnersthatfundingforthealwrolewasnolongerlinked toalliancefunding,butwasdirectvaccafundingwithattachedtargets.kerry describesthatdhsrespondedpositivelyandsupportedvaccabyclearly communicatingthischangeingovernancestructuretoalliancepartners. ThenextstageinVACCA sengagementwithchildfirsthasbeenthedevelopment ofaproposalforanewchildfirstservicetobedeliveredbyvaccaforaboriginal familiesinthenorthandwestregionsofmelbourne. 331 Thismodelisdescribed under OutcomesandOpportunities below. 2.Partnershipobjectives 331 VictorianAboriginalChildCareAgency(VACCA).(2011).VACCAChildFIRST AnIntake, AssessmentandReferralServiceforAboriginalchildrenandfamiliesintheNorthandWest Region,July.Retrieved25January2012,fromtheWorldWideWeb: information/vacca child first

146 146 FromVACCA spointofviewakeyobjectivefromtheoutsethasbeentoworkwith andthroughthealliancestoalignthechildfirstmodelwithprinciplesthatvacca believesunderpinaneffectiveapproachtoaboriginalserviceprovision.these principlesare: Selfdetermination Thatis,thecommitmenttodecisionsaboutAboriginal peoplebeingmadebyaboriginalpeople. 2.TheprincipleofAboriginalservicesfirst Thatis,whereverpossible,services foraboriginalpeoplearedeliveredbyaboriginalorganisations. 3.SelfManagement Thatis,Aboriginalservicesareresponsibleforservice deliverytoaboriginalfamilies,therebyunderstandingissues,targeting responsesandadvocatingsolutions. GabrielleBurkeofVACCApointstoKerry sinitialworkwiththealliancepartnersas beingcriticaltogetallparties onthesamepage andsayingthesamething. A crucialelementhasbeentherespectfulrelationshipswithserviceprovidersand governmentthatwereformedovertime,beforeandoutsideofthespecificalliance structure.vaccaviewstheallianceasan open,transparentmeetingofsignificant people,wheredhsareconsideredapartner,asopposedtoaleader. Thereisasharedappreciationfortheimportanceofthework.ChildFIRSTworksat thegroundleveldealingwithseriousandveryrealallegationsofabuse,whereall partiesareawarethatifasituationishandledbadlytherewillbeserious implicationsforchildrenandfamilies.gabriellecommentsthatanotherstrengthof thepartnershipis thatleveloftrust[byallpartners]thatanaboriginalserviceisthe bestservicetomakethoseassessmentsaboutaboriginalchildrenandfamilies. ValerieAyres Wearne,theHMIFSAllianceSeniorProjectManager,describesthat duringtheinitialphase,alliancepartnersrecognisedthatthealwrolewould contributetoculturallyappropriateserviceprovisionandsupportedvaccato implementthisinitiativethroughtheuseofaportionofthegrowthfundingfor IntegratedFamilyServicesprovidedtoeachAlliancewhentheChildFIRSTmodel wasbeingimplemented.thisemergedfromasharedobjectivetoimprovesupport foraboriginalfamiliesandawillingnessofalliancememberstoengagein conversationsabouthowthiscouldbeachievedandtheresourcesthatcouldbeput towardsit. KerryexplainsthatitwasveryimportantforVACCAtohave champions topush theircauseattheinitialstage,becauseasanaboriginalorganisationtherewere someelementsthatwerenon negotiable.theopenandtransparentnatureofthe partnershipallowedthesediscussionstohappenandalliancememberswereableto supportvaccapositions. Asharedvision,having somewhereyouwanttogo asgabrielledescribes,isalsoa 332 ibid

147 147 criticalelement,includinghavingsomeonewithinthepartnershipwhocan articulatethevisionandhelppushtowardsit.valerieconfirmsthis, peoplealways saythatpartnershipshavetohaveavision,andintheendthosethingsarereally critical,becausethat swhatkeepsyouatit. 3.Partnershipnegotiationandagreements Kerrybelievesthatforpartnershipnegotiationtobesuccessful,thepartnership needstooccurfromastrategicpushwithinthesector.shefeelsthatgovernmentis removedfromtheday to daybusinessofchildandfamilyservices,andthat thereforeautocratic,top downdesignprocessesdon tmeettheindividualneedsof thesector.whatisneededisforthesectortocometogethertopresenttheirbid, theirdesign,togovernment.partofthisisunderstandingtheavailablefunding withintreasuryandthensittingdowntohavearoundtablediscussionaboutwhatis needed.thenextphase,howtheresourcesaresharedandroleswithinthe partnership,canthenbenegotiatedatthegovernmentallevel. Valerieunderstandsthatthekeytoapartnershipisalsotacklingquestionssuchas whatbindsyoutogether,andwhatthelevelsofcommitmentandaccountability are.shefeelsthatthepartnershipwithvaccaisprogressingmoreandmoreto whatshecallsthe higherend ofthepartnershipscale.shefocusesonthequality ofthedialogueasakeyfactorinpartnershipnegotiations,withthesecretbeing a capacitytokeeptheconversationgoing andnotdigin. Shealsobelievesit s aboutworkingthroughdisagreementsconstructively,includingbalancingthefine linebetweenmaintainingyourownintegrityandposition,andbeingrespectful, supportive,andknowing whentostop. Itrevolvesaroundbeingawareof questionssuchas whatarewetryingtoachievetogether,andhowbestareweable tokeepeverybodylistening? Goodplanninghasalsobeenakeyingredient.Valeriebelievesthatbothsheand Kerryhavesharedthisview,that youdon thavetohaveeverythinglockedup,but youneedtobeonajourney,andyouneedtobekeepingonreflectingonthat. Valeriebelievesthatallcollaborativearrangementscontainatension;ontheone handtheyareallstillindividualagencies,withalevelofautonomy,individual fundingandserviceagreementswiththegovernment;ontheothertheyareall mutuallyaccountablefortheoutcomes.shepointsoutthat Whatthatmeansis thateverythingiseverybody sbusinessintheend. Shebelievesthatitiscriticalfor allimplementingpartnerstojointlydiscussanddefinewhatmutualaccountability meanswithinthecontextofthepartnership.thisinvolvesconceptualisingwhat thepartnershipwillmeaninpracticeintermsofwhatindividualorganisational requirementsandresponsibilitiesare.shebelievesthattherecanbeadiscord betweenwhatpeoplesayaboutpartnershipagreements,andwhathappensin practice.workingwithintheframeworkofself determinationandselfmanagementthatgovernsaboriginalagenciesaddsafurtherlayerofcomplexityto this.sheconcludes, Sothatrealunpackingandclarityonthatiscritical 4.Ongoingpartnershipmanagement

148 Relationshipdevelopment KerrybelievesthatintheearlyphasesitwasvitalforVACCAtobecomeknownand consideredlegitimateandcrediblewithinthesector.kerryandgabriellebothfeel thatstrongrelationshipsnowexistbetweenthealliancemembers,bothbetween theceosandtheprogrammanagers.vaccaalsohasastrongandproductive relationshipwithdhs.kerrydescribesthechangethathastakenplaceoverthe lastfewyearsintermsofmeetinglocations, Historicallyyou dseeaboriginalorganisationhavingtoleavetheoffice,goandsitin theseclinicalgovernmentalprocessesandbe overwhelmedwiththeamountofnon Aboriginalprocesses. NowmeetingstakeplaceatVACCA,andKerryfeelsthatgovernmenthasembraced thisnewattitudetowardstherelationship.kerryandgabriellebothattributea largepartofthischangetotheleadershipofmurielbamblett,vaccaceo.a furtherchangethattheyhaveseenintermsofhowvaccaisperceivedisthatthe mainstreamorganisationsworkcloselywiththemandareverycommittedto Aboriginalbusiness,butappreciatethattheycan ttakethisonwithoutvacca s lead. Valeriedescribesthatitalsohelpsthattheagencieshavetobeinthepartnershipto receiveintegratedfamilyservicesfunding(whichincludeschildfirst).she describessomeoftheotheringredientsrequired: You vegotreallyrespectfulleadership,you vegotreallygoodtrustwitheach other peoplegetthatsenseofcommonconcern,andwe reinthistogether, thisisasharedmodel,themoreweplaytogetherthebetteritwillbe.yeswe d liketoretainsomeofourownindividuality,however,atleastwherewecan we llbeopenandhonestwitheachother.andsometimesit sthoseintangible thingsthatwillreallymakeitallwork. 4.2OngoingNegotiationandPartnershipDevelopment KerryandGabrielledescribethatpartnershipnegotiationis adailyexercise. They needtobepreparedtostandupforwhattheybelievein,andkerryexplainsthat, Sometimesyoujustneedtobeclear,you reallowedtohaveyouropinion,but we regoingforwardinthebestinterestsofaboriginalpeople. Itisalsoimportanttoconstantlyseekimprovementandprogress.Whentryingto identifytheuniquefeatureoftheirpartnership,gabriellecomments, Sowhatisit,aboutthepartnershipsinthisregion,thatmakesthemwork effectivelyandleadtoservicedevelopment no onesitsontheirlaurels. ValerieexplainsthattheAlliancepartnershipischaracterisedbycomplexstructures. TheAllianceincludeschildandfamilyserviceproviders,oneofwhomisalsothe ChildFIRSTproviderandwhoalsotakesontheroleofpartnershipfacilitator,and thedepartmentwhoarethefunder,thecontractmanagerforindividualchildand

149 149 familyservicesagenciesandmonitorstheirperformanceandisthechildprotection servicedeliverer.integratingallofthesesystemsisacomplexundertaking,andso itiscriticaltoarticulatewhatyou retryingtoachieve.it salsoimportantto routinelyunpackandanalysewhatroleeachorganisationisplaying,howthe relationshipsareworking,andhowtheexpectationsofthecollectiveareweighing upagainstthoseoftheindividualsconcerned. 4.3Partnershipfacilitation Theroleofthepartnershipfacilitatoriskey.Theymustkeepeverybody sinterests inmind,constantly tryingtolistenandunderstand. Valeriedescribesthatthey haveto: Keepthehelicopterviewallthetime,and seeallthedifferentpressuresandhow they reallworking.butthenyoutryanddosomethingaboutittogether. Shedescribesthisroleasbeinglikethegluethatholdsthepartnershiptogether.In recognitionoftheimportanceofthealliancefacilitationrole,valeriebelievesthat dedicatedgovernmentfundingisneededtosupportthealliancefacilitationrole takingcarriageoftheprojectto support,driveandfacilitateit. Akeystrengthof thepartnershiphasbeenhavingapartnershipfacilitatorwhomaintainsrespectful, strongrelationshipswithallkeystakeholders.accordingtovalerie,akeyfunction ofthisrolehasbeenkeepingissuesonthetable,andensuringthatpartnersdon t feel likethey rebeingtoldwhattodo, whichshenotesdefinitelyhasn tbeenthe caseinthispartnership. 4.4Sustainability Onedangerwithinapartnershipjourneyisthatkeypeoplecanleave.Valerie explains, I dsaywithinanyconversationaboutpartnership,sustainabilityhastobe rightupthereatthefrontandcentre. Whilstthepartnershiprequirespeopleto activelydriveitandcreatechange,itcan tbesolelyreliantonparticularpeople. Valerieconsidersthatacontributingfactortopartnershipsustainabilityinthe Allianceisthat: Themoreeveryonesharesinthecommitment,andtakesownershipofit,the morelikelyitwillbesustainable.andwe veseenthattosomedegree. 5.Evaluationofthepartnershipandpartnershipactivities Kerryrecognisesthatthepartnershiproutinelyneedsassessing.Theservicescanbe franticwiththeresponsibilityfor keepingfamiliesstableandgettingthemthrough tothenext24hours,ortheweekorthreemonths. Thehighlyintensiveand demandingservicedeliveryoftentakesawayfromthetimethereistoreflectwith partnersonprogress.toovercomethis,kerrybelievesthatgoodevaluationmodels arenecessary,butthatcurrentmodelsneedtobeimprovedtoprovideastronger focusonoutcomesforfamilies.vaccaintendstoconductaninternalevaluationof theproposedvaccachildfirst,aspartoftheirstrategicandteamplans,andalso incompliancewiththeirfundingagreement;howeverthiswon tincludean

150 150 evaluationofthealliancepartnershipitself. Valeriepointsoutthatthestategovernmenthasevaluatedthechildandfamily servicereformsincludingtheimplementationofchildfirstandalliance partnerships,withkpmgcarryingoutthereview. 333 Shenotesthatakeypointto comeoutofthereviewistheimportanceofthealliancefacilitationrole. 6.Furtherpartnershipoutcomesandopportunities Akeyopportunityarisingoutofthepartnershiphasbeentheproposal,currently beingnegotiated,foranaboriginalchildfirstmanagedbyvaccaandtargeting familiesinthenorthandwestregionsofmelbourne.thisproposalcameaboutin mid 2011.ChildFIRSThadgrownsignificantlyandsoVACCAdecidedtoreviewthe ALWrole.ItbecameapparentthatdemandatChildFIRSTwascontinuingtogrow withre occurringdemandcapacitypressuresleadingtorepeatedperiodsof restrictedintake.withthisincreaseddemand,agrowingpercentageofallreferrals tochildfirstwerecomingfromchildprotection.thisincludedreferralsfor Aboriginalfamilies.Valerieindicatedthatinthemidstoftheseincreasing pressures,theneedtostrengthentheinterfaceprocessesbetweeneachofthechild FIRST sintheregionandvaccawasclearlyapparent.fromkerry sperspectivethe ALWrolewasbeingsidelined,therelationshipsweren tfunctioningwellandthe ALWwasn ttakingonmanycases.inshort,aboriginalfamiliesweren treceiving thesupporttheyneeded.kerrynotes, Whatcametoourattentionwasthatitwasaverycumbersome,clunkysystemthat didn tmeettheneedsofthemostvulnerablepeople,beingaboriginal.soaswewere reviewingthealwrole,wethoughtthatitdoesn tmakesensetocontinuetohavethis mainstreamsysteminplaceforaboriginalpeoplebeforetheyevengetaservice.what wefoundwasthatthelongerittakessomeonetoengageandreceiveaservice,theless likelythattheywill,sothatmeanstheyoftenescalateintothetertiaryendofchild protection.sowejustthought,let shaveourownchildfirst. ThisproposalcoincideswiththecurrentVictorianchildprotectioninquiry,during whichkerryperceivesthatthegovernmentis opentowaysofdoingbusiness differently,andwaysofdoingbusinessdifferentlyforaboriginalpeople. Thenew ChildFIRSTwillreflectthisnewwayofdoingbusiness,asKerrydescribes, Whatwe regoingtohaveisservicesthataresetupthatunderstandtheneedsof familiesfirstandforemost,becausewearethosefamilies. Kerryviewsthisasthe thirdstage ofchildfirstforaboriginalfamilies,building frominitiallackofinvolvementtotheimplementationofthealwroleandnow towardsrealaboriginalleadership.whilsttheyinitiallydetectedcautionfrom governmentandthesectortowardstheidea,theynowfeelthatthealliancesand DHSareverypositiveabouttheproposal.KerryandGabrielleattributethischange inattitudestotwofactors:firstly,theestablishedrelationshipsmeantthatdifficult 333 KPMG.(2011).ChildFIRSTandIntegratedFamilyServices FinalReport,Preparedforthe DepartmentofHumanServices,February.

151 conversationsandnegotiationscouldhappen,andkeeponhappening,untilthe issueswereresolved.gabriellecommentsthatkerry songoingworkbuilding relationships,trustandconfidencewiththealliancepartnershasbeencriticalin gettingsupportforthisproposal, wheneveryone sonthesamepageand everyone ssayingthesamething,it smuchmorelikelytohappen. Ifthe partnershiphadn tbeeninplaceshefeelsthatthemainstreamorganisationscould havecontinuedtobequiteresistanttotheidea. Kerrycommentsthatafurtheraspectcontributingtotheviabilityoftheproposal andsupportfromalliancepartnersisvacca sreputationasastable,financially viableandqualityserviceprovider,having asteadymeasuredapproachto Aboriginalbusiness.Soit soneofthoseorganisationsyoucanhaveabsolute confidencein. 151

152 152 PartnershipCaseStudy8 VictorianAboriginalChildCareAgency(VACCA)andBerryStreetVictoria AboriginalorTorresStraitIslander Organisation: VictorianAboriginalChildCareAgency (VACCA) PartnerOrganisation: BerryStreetVictoria KeyRepresentativeswhoParticipated: KerryCrawford ExecutiveManager,EarlyIntervention andfamilyservices,vacca CraigCowie Director,NorthWestRegion,Berry Street DayleSchwartfeger ProgramandServiceAdvisor, CommunityPrograms Housing,North WestRegion,DepartmentofHuman Services(DHS) PartnershipFocus: Thiscasestudyfocusesonthe partnershipbetweenvaccaandberry Streetfortheprovisionofthe IndigenousCaseManagement componentofthenorthernintegrated FamilyViolenceServices,Womenand Children(NIFVS) 1.Overviewandhistory TheIntegratedFamilyViolenceprogramwasrolledoutasacross agencyandcrossgovernmentresponsetofamilyviolence.dayleschwartfegerfromdhsexplainsas partoftheintegratedfamilyviolenceresponsethat therewasrecognitionthat therewasaneedforanintensiveandbetterfundedresponsetocasemanagement foraboriginalwomenandchildren. Emergingfromthis,VACCAandBerryStreet developedajointsubmissiontoprovidetheindigenouscasemanagement componentoftheintegratedfamilyviolenceservices,womenandchildren(ifvs) inearly2009.theyarefundedtoprovidetheservicejointlyuntiljune2012. BerryStreetreceivesallL17FamilyViolencereferralsfromthepoliceandprovides theintakefunctionforthepartnershipwhichincludesthebroadernifvsgroupof

153 153 serviceproviders.atthepointofintakeaboriginalwomenaregiventheoptionof workingwithvaccaoramainstreamservice. Inmid 2010KerryCrawfordofVACCAandCraigCowieofBerryStreetcameinto theirrespectiverolesasdirectorsresponsibleforthefamilyviolenceprogram.at thistimekerrydescribesthatthepartnership wasn tworkingaseffectivelyasit couldbe itwasonpaperonly,therewasnorealconsideredworkbeingdoneat thatstage. Craigexplainsthat: therewasanarrativeatvaccathatourfamilyviolenceprogramwasn twell connectedanddidnotvaluetheholisticmodelandtherewasanarrativefrom oursidethatwehavetriedtoworkwithvaccaoveranumberofyearsandno onestaysinthesamechairlongenoughtodoanything.soweweren t connectedandwewereinthispartnershiptogether. VACCAandBerryStreetidentifiedthatinpracticereferralsforAboriginalwomen werenotcomingacrosstovacca.kerryexplainsthattherewasaneedtodevelop newwaysofworkingandthat it snotaboutberrystreetnotwantingtorefer,we justhadtofleshthroughhowthiswasgoingtowork. Thefirstmajorinitiativeputinplaceatthistimetoaddresspartnershipchallenges wasafull timestaffsecondment.gaylecorrenti,anexperiencedfamilyviolence programmanagerfromberrystreetwassecondedtovaccafor12weeks.this providedanopportunitytodevelopsystems,reportingmechanismsandreferral processesthatwerecomplementaryandforberrystreettodevelopunderstanding aroundhowtheycouldfitinwiththewayvaccaneededtodobusiness. 2.Enablingfactorsandinitialchallenges Specificpeopleandpersonalitiesareidentifiedaskeytoenablingthecurrentstrong focusondevelopingandstrengtheningpartnershipwork.inparticularthe relationshipbetweenkerrycrawfordandcraigcowiehasbeencritical.kerry explainsthatcraigbringssignificantexperience,arespectfulapproachtoworking withintheaboriginalspaceandasophisticatedculturallenstothework.craig describesthatkerrycamewithaclearvisionofwhatneededtobedonewhichhas enabledhimtorespond: withoutthaticouldjustbewellmeaningandtrite,but thereweresometangiblethingsthatwecouldstartdoingandithinkthatmadea significantdifference. Craigexplainsthatpartnershipworkissupportedbyother staffatberrystreetwhoareabletoseethebigpictureandunderstandwhythe relationshipwithvaccaissoimportant.itwaseasytoconvinceothersthat althoughthestaffsecondmentwouldcausestrainontheorganisation,itwasn ta matterthatberrystreetcouldn taffordtolosegayleforthattime,itwasthat we reallycouldn taffordnotto. Thepartnershipisalsoenabledbyastrongorganisationalcommitmentonboth sidestoworkingtogetherandalong standingrelationshipbetweenthetwo organisations.craigdescribesthisasan ethoswithintheorganisation that operatesatdifferentlevels.theceosplayasignificantleadershiprole.craig explains, theyhavesuchrespectforeachotherandthatclearlyfiltersdownand

154 154 influenceshowtherestoftheorganisationisexpectedtodobusinessinthe Aboriginalspace. Thetwoorganisationshaveworkedcloselytogetherand alongsidemackillopfamilyservicestodevelopthebuildingrespectfulpartnerships resource,whichdescribeshowmainstreamfamilyservicescanbuildaboriginal culturalcompetencetodelivereffectiveservicesforaboriginalchildrenandfamilies andincludesafocusonbuildingrespectfulpartnershipswithaboriginal organisations.kerrydescribesthat: BerryStreetissuchastrongpartner,andsuchastrongadvocateandsupport foraboriginalbusiness I msureberrystreet sabsoluterespectforthe businessvaccaundertakeshasprovidedtheplatformforthistogoforward. Therearechallengesinthewaythisorganisationalcommitmenttorespectful partnershipfilterstothestaffteamlevelandcraigdescribestensionsinthe beginningwhere theorganisationshadmissedeachother. Heexplainsthatthe BerryStreetfamilyviolenceteamviewedthewayVACCAworksasnotbeingbest practice,whilevaccastaffviewedtheberrystreetapproachasnotproviding holisticsupporttofamilies.therewerealotofassumptionsmadeonbothsides ratherthantryingtoworkthroughdifferences.comingintotheirroleswithout havingbeenpartofthathistory,kerryandcraighavetakentheopportunityto beginunpackingthoseassumptionsandworkingonconnectionsbetweenstaff. Staffchangeover,especiallyatVACCA,hasbeenrecognisedasasignificant challengeinitiallyandapossiblereasonwhythepartnershipdidn tgatherthe momentumitneededintheinitialphase.staffcontinuitywithkerry,craigand Gayleintheirrolesisnowrecognisedasastrengthindevelopingthenextphaseof partnershipwork.dayledescribesthat: Peopleneedtimetodevelopanunderstandingofanewprogram therehas tobeenoughcontinuityandenoughinterestandawillingnesstoworkin partnership. 3.Objectives,negotiationandagreements TheobjectivesofVACCAandBerryStreetalignstronglyaroundthecommitmentto addressingtheneedsoffamiliesandgettingtothebottomline,whichcraig describesas safetyandnoviolence. Therehavebeensignificantdifferencesin approachandkerryidentifiestheneedtounpackwhyfamilyviolencehappensand deliveraservicethatmeetstheneedsoffamiliesandisn tbasedon awestern conceptofhowfamilyviolencecanbemanaged. SheexplainsthatBerryStreetis wellplacedtoworkinpartnershipwithvaccatodothisbasedonthe organisation s: commitmenttodoingthingsinawaythatmeetstheneedsofthefamily, becausethefamiliesaretheexpertsintheirworld.wecan texpectthatwomen wanttoautomaticallyhavecounselling.youhavecounsellingwhenyou reata spacewhereyoucanrecognisethatthere sanissue.foralotofourfamilies, wejustneedtomakesurethattheygetthroughtothenextmorningsafe.

155 155 CraigexplainsthatinworkingwithVACCAitisnecessaryforBerryStreetto understand fromvacca spointofviewwhatisitthattheyneedtodobusinessthe waytheywanttodoit. Thiswasvitaltoaddressasituationwhere: wewerejustworkingwithaboriginalfamiliesonourownanditwasclearlynot useful,notculturallyappropriateandnotgivingaboriginalfamiliesthe opportunitytohaveaculturallyappropriateservice.weweredoingourbestin termsofemployingsomeaboriginalstaffbuttheywerenotconnectedinwith alltheaboriginalorganisationstheyneedtobe. Craigexplainsthatnegotiatingawayforwardtodeveloptheserviceandthe partnershiphasbeenaboutbeingopentotheconversationandbeingcreative: itwasaconversationaboutwheredowestart,acknowledgingthatwe couldn tdoeverythinginonehit.sowedecidedtostartwiththeprioritythat weneededtodosomethingdifferent toconnecttheorganisationsandmeet theobjectiveswehadinourpartnership. Thiswasan organicprocessthathasreallygrown,andwe vedonealotofit coffee management. Craighighlightstheimportanceofmovingfromthisinformal processtodevelopwrittendocumentsthatclarifyagreementsandexpectations. TheseincludetheMoUandtheworkplanforGayleinrelationtohersecondment. Anewprojectbriefisbeingdevelopedtodetailthenextstepsinpartnershipwork andaworkplanwillemergefromthis.craigexplainsthatbeingclearinagreements iscriticalwhereresourcesarebeingsharedortransferredasthishasbroader implicationsforhowtheorganisationsoperateandthereisaneedtolookatthe detailsofhowitwillwork.whilethemouitselfhasn tchanged,craignotesthe requirementtonegotiateandadapttheserviceagreementwithdhsbecausethe partnershipworkcreatesaneedtolookattargetsandrethinkeftallocation.this happensasaprocessofnegotiationbetweenvaccaandberrystreetfollowedby takingproposalstomeetingswithdhs. Dayleexplainsthatakeyaspectoftheprogramis thatthereisarelationshipthat reallyfocusesonprovidingajointservicebetweenmainstreamandanaboriginal agency.shedescribesthattheworkthatvaccaandberrystreetaredoing togetheris dynamicandevolving basedonacommitmenttoworkingthroughhow theycandeveloptheserviceinpartnership,and gettingonwithit. Whatis importantisthatthepartnershipagreementsarebeingdevelopedasaresultof a goodprocessthatstrengthenstherelationship ratherthanhavingasituationwhere onepartyfeelsthepartnershiphasbeenimposed. 4.Ongoingpartnershipmanagement 4.1Relationshipsandcommunication Kerryexplainsthatrelationshipsatthemanagementlevelaresupportive,drivenby agroupofpeoplewhoareoperatingfrom thesameplatform. Thelevelsoftrustin theserelationshipsenableadepthandsophisticationinconversationsthatis changingthewaytheworkunfolds.kerrydescribesthattheconversationsare,

156 156 challengingpolitically.theychallengethewayprofessionalsinthefamily violencespacethinktheydotheirwork,andinalotofwaystheythinkthat theydoitwell,butit snotworkingforaboriginalfamilies. CraigdescribesthatthesecondmentofGayletoVACCAandvariousotherstaff teaminteractionsarevitaltoensuringthatrelationshipsoftrustattheseniorlevels filterdowntolowerlevelsandpromote abeliefthatthisisapositiverelationshipto have. Staffinteractionsthataretakingplaceatlowerlevelsinclude:havingthe VACCAfamilyviolencecounsellorlinkedwiththeBerryStreetcounsellingteamand undertakingprofessionalsupervisiontogetherand;thevaccateamcoordinator accessingsupervisionfromamanageratberrystreet.theprocesshasinvolved developingsystemsforworkingtogetherandthishassupportedanagendato changethenarratives thathavelimitedeffectivepartnershipbetweenstaffand changethevaluetheyhaveforthepartnership. Craigdescribesthatthereareotherbenefitsthathavecomeoutofinformal relationshipdevelopment.heexplains: IcangotoVACCA,walkin,wanderabout,getacupoftea,andthenextphase isforvaccastafftobeabletodothesame.ithinkthatmakesabigdifference, becausewhenyouneedtodosomething,youcanjusttalkinsteadoftryingto getthroughoursystems,whicharereallyhardtobreakintosometimes,tobe abletogettotherightpersonandgettherightoutcomefortheclient. CraigbelievesthatAboriginalorganisationsarebetteratthistypeofrelationship developmentandberrystreetneedstoworkonopeningupthisspaceforvacca staff. Kerrydescribesthatoveralltherelationshipissupportiveandrepresentsa respectfulpartnership.sheexplainsthattherelationshipissuchthatwhere challengesarise wewilladdressthemtogetherandberespectfulaboutthat. 4.2Timeandresourcesforpartnershipwork Craigdescribesthatitisdifficulttofindtheadditionaltimerequiredtoundertake partnershipworkandthatthisputsastrainonindividualworkersandthe organisation.intermsofhisworkwithkerry,craigexplains: ourdiariesaresobusythatit shardtoscheduleinthetimethatyouneed, that sabitunstructured,tobeabletojustdreamaboutwhatyoucoulddo.in termsofyourpriorities,youhavesupervision,youhaveallthesemeetingswith thedepartment,youhavealltheseotherthings Imadesomedecisionsand droppedsomethingsoff.ithasacost.andi msurekerryhashadtodothe same. Staffsecondmenttosupportpartnershipdevelopmenthasalsocreatedchallenges forberrystreetinhavingtocovertherole,skillsandtimeofoneofitsmostsenior andexperiencedmanagers.

157 157 Craigidentifiesthatthelackofresourcesdedicatedtopartnershiprelationshipsisa threattothesustainabilityofthepartnership.hereferspositivelytotheroleof AllianceProjectManagerswithintheChildFIRSTpartnershipmodelwhomaintain thepartnershipanddotheworkthatresourcesthemeetings.craigexplains: Ifyoudon thavesomeoneresourcingit,itdropsoffwhenweareallbusyand weareallgoingtocontinuetobebusy.wewillbegoingtothedepartment andaskingwhetherwecanusesomeofthemoneysothatwecanhavethat roleintheresoitdoesn tgobackwardsorfalloffacoupleofyearsdownthe track WeneedtohaveawayofvaluingpartnershipandChildFIRSTseems tobetheonlyprogramwhereyouhavelegitimatetimedevotedtothe executivemeetings,theoperationsmeetings,thatarejustaboutthe relationship. 4.3Roleofgovernment KerrydescribesthatDHSistakingahighlysupportiveanduniqueroleinenabling VACCAandBerryStreettoworkinpartnershipanddevelopnewmodelsandways ofworkingintheareaoffamilyviolence.sheexplainsthatthisisdifferentfrom a lotofgovernmentfundingwheretheyfundwithinaparticularagreement,butwe thenhavetoreconfiguretomeettheneedsofaboriginalserviceprovision,butatall timesstilldeliver. Inthiscase: they renotactuallyhavingthesepaternalisticconstraintsaroundwhatthey think.they reveryclearaboutworkinginaveryfluidpartnership,nota hierarchicalstructurewherethey resaying:we rethefunder,you lldeliver. Instead,they resaying:here sabitofspace,let sseewhatwecandobecause thisneedstobesuccessful. KerrydescribesauniquelevelofrespectinmeetingswiththeDepartmentwhere youfeelasisyou retalkingthesamelanguage;thepartnershipisclear;the supportisgenuine;there snoargybargyacrossthetable;itreallyisjust healthyadvocacyanddebate. CraigidentifiesthatkeyrolesthatDHScanplayinsupportingthefurther developmentofthepartnershipinclude: Acknowledgingthatbuildingthepartnershiptakestimeandallowingthe timeforittodevelop. Beingflexiblewithtargets.Forexample,targetsarecurrentlybasedon carryingcasesandneedtotakeaccountoftheroleforconsultingoncases andintake.dhscanassistwiththisandensuringthatthereportingprocess isnottooarduous, sothatwearenotspendingtoomuchtimeaccounting forwhatisjustgoingtobebetterpracticeattheendoftheday. KerryidentifiesanumberoffactorsthathaveenabledahighlevelofDHSsupport forthepartnershipwork:

158 They vereallypickedupontheenthusiasmandthegenuinenessofthis partnership. VACCAbeingproudtotalkaboutit sachievements: fromacultural perspectivehumilityisvaluedandithinkallaboriginalorganisationsreally needtospeakupabouttheexcellentworkthey redoingandreallybe acknowledgedforit.however,itiscriticalforaboriginalorganisationstobe recognisedfortheirworkandcontributiontoserviceandpolicymodelsthat influencebusinessacrossthesectorasawhole.theirachievementsshouldbe recognised,valuedandheldupasleadmodels. It snotjustabunchofmeetings,everyprocessthatwesaidwewould undertake,we vedoneit,we veachievedit,andwe vemovedforwardfrom thatagain. DHSobviouslywantstofundAboriginalbusiness,andwantstoseea change. KerrybelievesthatDHShasrecognisedthevalueofthepartnershipwithoutVACCA havingtopushforthatrecognitionandarecommunicatingthat wereallywantto celebratethiswhenit sdevelopedandholditupasabestpracticemodel. 4.4Advocacywithinthepartnership Thestrengthofadvocacythatisdevelopedoutofthepartnershipisconsideredan importantaspectofthepartnershipwork.craigexplainsthat, advocacyissuchacollectivenotion,youcandoittosomedegreeonyourown, buttheeffectiveadvocacyhappenswhenpeoplearetogether,onthesame page,inpartnership. Hehaslearntthatworkinginpartnershipsignificantlyincreasesthevoiceof organisationswithgovernmentandtheresponseintermsoffundingsupport. CraigbelievesthatBerryStreethasaspecificroletoplayasamainstream organisationinsupportingaboriginalcommunitiesandorganisations: Intermsofsay,Aboriginalbusiness,therearesomeAboriginalleadersthere buttheyneedthesecondpeopletocomeinsothateveryonecomesinbehind them.andthat saroleithinkthatallmainstreamscouldplay.theproblemis thatalotofmainstreamswanttobetheleaders.thereareotherthingstolead on,notaboriginalbusiness. CraigdescribessituationsinwhichhehasbeenabletosupportpositionsthatKerry putsforwardinmeetingsandthatthishasencouragedsupportfromothers. 4.5Sustainabilityandsystemsdevelopment Craigdescribesthatsystemsdevelopmentisthenextbitofworkthatneedsto happeninthepartnership.heexplainsthatthiswillbeimportanttoensurethatthe partnershipcancontinuebeyondtheworkofcurrentstaff.atberrystreetthese 158

159 159 systemswillneedtobeincorporatedwithinthepoliciesandproceduresofthe organisation, sotheyarenotgoingtojustdropoff;theywillbeembeddedinthe manuals,inthepolicies,intheproceduresandthatwillbethegluethatwillholdit together. Kerryexplainsthatthevisionfortheservicedevelopmentincludessignificantstaffteamintegrationandco location: aco locatedteamprocesswhereourfamilyviolenceteammembersaresitting andworkingwithberrystreetquitestrategicallyandwe redoinganintake, assessmentandreferralsprocess.inthesamewayberrystreetwouldbe explicitlyco locatedhere.wewouldhaveforumsthatarerunjointlybyboth organisationsasaprofessionallearningprocess. Kerryrecognisesthatachallengeofbuildinginsustainabilityforthepartnership workisbeing atthemercyofthefundingcycle. Sheexplains: Youcanhaveallthestrengthsofpartnershipthatyouwant,butwhen organisationsareprogrammaticallyfunded,you reonlyasstrongasthe partners,andthefunding,andthecommitmentaroundyou. Kerrybelievesthattobuildsustainablerelationshipsandservicesthereisaneedfor governmentcommitmenttolong termfundingsupportthatdoesn tleave organisationsatthewhimofchangesinpoliticalleadership. 5.Monitoringandevaluation Kerryexplainsthatthenewmodelbeingdevelopedthroughthepartnershipwillbe reviewedandevaluatedandthiswillbenecessarybothbecauseofthefundingcycle andtoshowsuccessandimprovements.craigdescribesthatevaluationis somethingwehaven teventalkedabout. Intermsofevaluationofhowthetwo organisationsworkinpartnership,heindicatesthatperhapsthisisanotherrolefor thedepartmenttoevaluatepartnershipworkandunpacktherhetoricaround partnershipandtheimportanceofworkingtogether.craigrecognisesthatitwas easytoevaluatewhatwashappeningbeforethepartnershipwasstrengthened becauseitwasallhappeningwithinberrystreet,anditisimportantnow tolookat thevalueadd. Hebelievesthatitwouldnotbedifficulttobuildoncurrent evaluationprocessestocapturetheexperienceofanaboriginalfamilycoming throughamainstreamintakeandbeingsupportedbyvacca.thoughcraignotes thatthisissomethinghewillneedtodiscussanddevelopfurtherwithkerry. 6.Focusoncapacitydevelopment CraigbelievesthatdevelopingcapacityforAboriginalorganisationshasalottodo withgettingthedistributionofresourcesright: Ithinktherearealotofresourcesinthesectorthatcouldandshouldgoto Aboriginalorganisations Ithinktherearealotofresourcesthatmainstream serviceshavegotthatshouldgotoaboriginalcontrolledorganisationsand

160 160 thentheywouldhaveabetterchance,giventhescaleoftheirtask. Craigexplainsthatthisisabout takingself determinationseriously andthatit shouldhappen whenvaccasaysitshouldhappen ;whentheybelievetheyhave thecapacityandreadinesstotakeresourceson.thisapproachisaboutviewingthe resourcesinthesectoras communityresources thatexisttomeettheneedsof familiesratherthanbeingownedbyaparticularorganisation.craigbelievesthat poolingandsharingofresourcescouldbringsignificantpositivechangeand explains: Idon tthinkthat spollyanna;ithinkthatthatcouldhappen.butitjustneeds alittleparadigmshiftformainstreamorganisationstothinkaboutwhatitis thatweareheredoing,whatitisthatweareonabout. Dayleexplainsthatitisimportantto, makesurethattheresourcesgoingtomainstreamcanbeequallyaccessedby Aboriginalorganisations,sothataclienthasachoiceofgoingtoanAboriginal organisationoraccessingamainstreamserviceorusingtheaboriginal organisationtoaccessthemainstreamontheirbehalf. DemandpressuresatVACCAhaveasignificantimpactonthepartnershipwork. CraigobservesthatstaffatVACCAhavetheequivalentof twoorthreejobs. In respondingtounder resourcingandstaffingissuesatvacca,berrystreethave triedto sayitlikeitis Thisisdifficult,howcanwehelp? AkeywaythatBerry StreetcontinuestosupportcapacityatVACCAisthroughstaffsharing arrangements.kerryexplainsthesupportthatgaylecontinuestoprovide: Shecomesandco locatesfromberrystreetonedayaweekasasupportand professionaldevelopmentpersonfortheteam,andtothinkofreallycreative waysofprovidingwomeninfamilyviolencesituationswithaservice. Craigexplainsthatasaresultoftheworkthathasbeendonetogetherandthe strengtheningofthepartnership thereismorecapacityforreferralstobepickedup atvaccanow ThenextstepistogetVACCAinvolvedintheintakeprocess. CraigdescribesthatkeylearningsfromworkingwithVACCAcontributetocapacity andwaysofworkingatberrystreet.heexplainsthatberrystreethaslearntfrom theholisticapproachofvaccaandtheirviewpointthatitisnotasimportantto haveafamilyviolenceprogramthatisdistinctfromotherfamilysupportwork.this matcheswellwiththedesireofberrystreettolinktheirfamilyviolenceworkto otherservicestheyprovide.heexplainsthatthisisabout: identifyingthingswecouldlearnfromvacca,notonlyintermsofcultural competence,butalsoadifferentlenseforlookingathowyoudotheworkand understandingthateveryoneneedstohaveafamilyviolenceframeifyouare workinginfamilysupport. 7.Focusonculturalcompetency

161 161 Kerryprovidesanexplanationoftheculturalperspectiverequiredtounderstand familyviolencefromanaboriginalpointofviewandundertakefamilyviolencework intheaboriginalspace: FamilyviolenceinAboriginalcommunitiescanbequiteovert,becausewe re morelikelytoconductourselvesinapublicsituation,bynatureofthewayour communitiesaresetup.whereasfamilyviolenceinawesternconceptiswhat happensbehindcloseddoorsandfences,andisverymuchmanagedina differentway.it snotbecauseit sculturallyacceptable,it sbecauseofhow legislativelyandpoliticallyourcommunitieshavebeensetup,andhow violencehasmanifesteditself,frombeingapeoplethathavebeencompletely abusedalltheirlivesbypolicy.sothewholemanifestationoffamilyviolence comesfromadifferentspace,butviolenceisviolence.it sreallyaboutthinking abouthowwedeliveritinthecontextofaboriginalstrengthandresilience,to meettheneedsoffamiliesandchildren. KerryexplainsthatthefocusforVACCAisthatitshouldbeaboutafamily strengtheningandresilienceprogram. We rereallytryingtoturnitonitshead, moveoutofthiswesternconceptofwhatfamilyviolenceisandaddressitthrough amoreholisticcareteamapproach. Craigidentifiesthevisionforaconsultationprocessthatisabouthaving acultural lensethatgoesacross thefamilyviolenceworkforeveryaboriginalfamily.thisis alsoabout acknowledgingthatvaccaaren tgoingtobeabletopickupallthe familiesandsomefamiliesthroughchoicemightnotwanttogothatroute. This couldbeaprocessthatmirrorsthelakidjekaservicethatprovidesculturaladviceto DHSforChildProtectioncases,anditwouldenableVACCAtohaveinputat significantdecision makingpoints. Craigbelievesthatthereisatensionintherelationshipbecauseofthewaythat traininginaboriginalculturalknowledgehappensforberrystreetstaff.the trainingiscompulsoryforallstaffandconductedinternally.craigexplainsthat thereisamissedopportunityforreciprocitybecauseitisdoneinternallyand believesthatthisisarolevaccamayfeelisimportantforthemtobeinvolvedin. Craigdescribesthatonestrategyfordealingwiththistensionhasbeentoarrange meetingsbetweenthefamilyviolenceteamssothatvaccastaffhavean opportunity totelluswhattheythinkweneedtoknow. 8.Furtheroutcomesandopportunities CraigdescribesthatasthepartnershipdevelopsoverthenextyearBerryStreetand VACCAaspiretoachievearealityinwhich: therearefarmorewomenworkingwithaboriginalcontrolledorganisations andfarmorewomenwhoareworkinginmainstreamwhohaveamore culturallycompetentservice. HebelievesthatintermsoftheserviceBerryStreetprovides, wearegettingthere

162 tobemoreculturallyappropriate. Craigexplainsthat ultimatelyitisreally strengtheningtheresponsethatcanbegiventoaclientbywideningthenumberof choicesthataclienthas. DayledescribesthatfromtheperspectiveofDHSthereisasenseofthetwo organisationscomingtogetherstrongly: there smoreofawraparoundofpeople frombothorganisations.theyaresaying weareheretogethertoprovideaservice andthat sthedifference. Kerrydescribesthatthepartnershipisunique: Intermsofalargemainstreamorganisation,suchasBerryStreet,Ithinkto havesuchahealthypartnershipwithanorganisationlikethatisunique, becauseit snotapaternalisticpartnership.itbringstogethertheautonomy andsophisticationofbothorganisationsthatworkinthesamespacereallywell andthenfordhstoalsobeaclearsupportivepartnerinthatisveryunique. Craigdescribesthatgiventhesuccessofthepartnershipmovingfromaclose workingrelationshipbetweentheceostoworkingcloselyacrosstheboardin differentprograms, Ithinkthereisaroleforleadingthesectorinsomeofthattoo KerryandI cangotosomeofournetworksandalliancesandsay,thisisoneoftheways thatyoumightbeabletoimprovetherelationshipbetweenyourselfand VACCAorotherAboriginalcontrolledorganisations. Dayleexpressesapositiveoutlookforthefutureofthepartnershipwork: It sgotthisveryrichpotentialatthemoment,thatwethinkthatvaccaand BerryStreetareworkingthroughandteasingout.It sstillatastagewhereit needstogrow.itneedstogettherootsoutandthelinksrightthroughboth organisations.sometimesyouwatchsomethingandyouknowthatthereisan energytherethat sareallystronglycreativeenergy.that swhereithinkthis willgo.therewillbesomereallyinterestingthingsthatwillcomeoutofthis thatwillbevaluable,notonlyinfamilyviolencebutalsoaroundpartnerships andaroundmainstreamandaboriginalorganisationsworkingtogether. 162

163 163 PartnershipCaseStudy9 LarrakiaNationAboriginalCorporationandSavetheChildren AboriginalorTorresStraitIslander Organisation: LarrakiaNationAboriginalCorporation ( Larrakia ) PartnerOrganisation: SavetheChildren KeyRepresentativeswhoParticipated: TravisBorsi PlayschemeCoordinator,NT NancySweeney PlayschemeDirector,NT IlanaEldridge CEOLarrakia KelvinCostello FormerCEOLarrakia;currentCEOof IronbarkCorporation TaniaMcLeod FormeremployeeofLarrakia;current CoordinatoroftheGovernanceProject, FredHollowsFoundation PartnershipFocus: Thiscasestudyfocusesonthe partnershipbetweenlarrakiaandsave thechildrenfortheprovisionofa Playschemeprojectintheformalised towncampsindarwin. 1.Overviewandhistory In2003,FaHCSIAapproachedSavetheChildren,anindependentnon governmental organisationguidedbyprinciplesoftheunitednationsconventionontherightsof thechild,aboutthepossibilitiesofreplicatingtheirplayschemeprogramin Darwin surbantowncamps.thesavethechildrenplayschemesprovidearangeof playandlearningactivitiestochildrenandparentalsupportinthecommunitiesin whichtheyoperate. Afterconversingwithdifferentlocalgroupsandcommunitymembers,Savethe ChildrenenteredaformalpartnershipwithLarrakiaNationAboriginalCorporation ( Larrakia ),alarge,membership basedaboriginalcorporationandrepresentative

164 164 bodyoftraditionalowners,whichdeliversfundedservicestolargenumbersof AboriginalpeopleintheDarwinregion.Thepartnerscametogethertodelivera culturallyappropriateplayschemeformarginalisedchildrenandfamilies. LisaHillanfromSavetheChildren,initiallyinvestedsignificanttimeandeffortto establishthepartnershipandplayschemeproject.taniaexplainsthat,beforethe commencementoftheprogram,lisatravelledtodarwinafewtimestoform relationshipsandgetasenseofhowsavethechildrencouldworkwiththelarrakia Nationincommunity.Taniastated: Itwasn tdonein5minutes.[lisa]tookthreetosixmonthsofpreparation.she wantedtogettherightpeoplefirst.thatwasabigthing.theyhadagroupof threeandtheydidalotoftrainingbeforetheystarted.theywentto Queenslandanddidlotsofon the jobtrainingtogettheirconfidenceandskill level,whatwasexpectedofthem. Whenthepartnershipwasformalised,SavetheChildrenpaidanamounttohave staffcollocatedwithlarrakianation,withaccompanyingitsupportandoffice space.larrakiasetupan addressandallocatedspaceforthesavethe ChildrenstaffandprogramwithinLarrakiaoffices.Threepeoplewereemployedby LarrakiatoworkonthePlayschemeproject.Nancyexplainsthat: Westartedwithateamofactionplanning.Allserviceproviderscametogether andspokeaboutbestway todotheplayscheme,whatwerethechallenges weneededtoconsider,andhowitwouldlooklike,makingsurethatitwas culturallyappropriateforourmob. AccordingtoKelvin,fromthatpointonwards,thePlayschemeprojectessentially operatedasifitwerelarrakia sproject.heexplained: Coordinationfortheorganisationwasdonejointly.SavetheChildrenattended managementmeetingsoflarrakia.wesupportedasmuchaspossibletheir projectsbyusingourresources e.g.forbbqs.soessentiallytheplayscheme wasaprojectoflarrakiaatthattime. TheSavetheChildrenPlayschemesarenowheldweeklyinfourdifferentlocations. TheyarefacilitatedbylocalIndigenousstaff,whothemselvesaresupportedby qualifiedearlychildhoodeducatorsandprofessionalsfromoutsidethecommunity. ThePlayschemeprojectsupportsthedevelopmentofanearlychildhoodworkforce andlocalleadershipinthecommunitythroughtheemploymentoflocalstaffand theinclusionofanadvisorycommitteeoflocalwomentoprovidelocal managementtotheplaygroups. 2.Enablingfactors Severalfactorswereidentifiedasimportantinsupportingtheformation, developmentandsuccessofthepartnership. 2.1Consultationwiththelocalcommunity

165 165 Severalpersonsinvolvedinthepartnershipprocessattheoutsethighlightedthe importanceofsavethechildrenengagingandconsultingwiththelocalcommunity anditstraditionalownersbeforeimplementingtheproject.taniaemphasisedthat SavetheChildreninvestedsignificanttimeandenergyconsultingwiththeLarrakia communitybeforeestablishingthepartnershipandtheprogramand,indoingso, developedastrongrelationshipwiththelocalcommunity.thisrelationshipwas fosteredbylisa srespectfulattitudetowardsthelocalcommunityandit selders. Taniaexplainedthat: TherewasadifferentattitudebySaveofcomingintothecommunity.Youneed knowledgeofaboriginalhistoryandtorecognisetheimportanceofhaving that.totakethetimetolearnaboutpeople.andreallytreatpeoplewith respectandashumanbeings.lisadidthatreallygood. 2.2Personalitiesandrelationshipsofkeyparticipants Thepersonalitiesandapproachesofkeypeoplewithinthepartnershipwerealso criticalenablingfactors.lisa sapproach,whichwascharacterisedbyrespect, genuineness,empathyandenthusiasm,wasregardedasessentialtotheeffective operationofthepartnership.nancycommentedthat: WhatwasuniquewasLisa sapproachreally thewaysheworkedwith people.therespectshehad.shealwayssaidhowmuchshelearntfromusand thatshecouldneverunderstandandtalktothecommunitythewaywedid. Butshegavethespaceforthat.Shegavethespaceforbrainstormingand thinkingthingsthroughfromacommunityperspective.shehadenormous knowledgeaboutaboriginalhistoryandsuffering.andshewaswillingtolearn. Shecared.Ithurther.TheissuesandallthemoneyfromNGOsgoinginwith littlechange.thiswasthepremiseofherwork.thatapproachgovernedthe partnership. Kelvinreinforcedthesecomments,regardingLisa shonesty,frankness,and enthusiasmas criticaltothedevelopmentofthepartnership. Taniahighlightedtheimportanceoftherespectfulandnon judgmentalapproachof thesavethechildrenstaffmorebroadlyandalsothesignificanceofthesupportive relationshipbetweenkelvinandlisa.sheexplainedthat: SavetheChildrenwerenon judgementalandnothierarchical,theyweren t patronizing.[theydidnotgive]thefeelingthatlarrakiashouldworkinsimilar waysorsetupsimilarprocessestothem.theyweregenuineandveryhelpful overall ifwehadotherissuesthatweregoingon,theywouldtalkitthrough, bringinideas thisexchangebecameacultureofhowweworkedtogether. WhenIwasthere,therewasnoholdinginformation,therewaslotsofinformal engagementabouteverything,andmutualsupportandassistancebetween KelvinandLisa. 2.3Thenatureoftheorganisationsinvolved

166 166 Kelvinsuggestedthatthefactthatthepartnershipwasbetweenalocalcommunity organisationandanoutsideorganisationwithnonegativepastexperiencesworking inthecommunitycontributedtothesuccessofthepartnershipandthe achievementofitsobjectives.kelvinexplainedthat: Thisisasmallcommunity,therearealotofpeopleherewhoarenotaccepted. Theycomewithbaggage,andworkinservicesthataremeanttoprovide servicestothecamps.itwasreallyimportantthatanoutsideorganisation cameinandworkedwiththecommunity,inpartnershipwithalocal organisation. IlanaalsotouchedontheimportanceofSavetheChildrenprinciplesand philosophiestothesuccessofthepartnershipoverall,highlightingthatlarrakia s relationshipswithotherorganisationshavebeenlessfruitful.shecommentedthat: IntermsofworkingwithNGOs,Saveiscertainlyapositiveexperience.[Ithas been]markedlydifferentfromhowwehavebeenabletorelatetoothers. Larrakia sstrongrelationshipwiththelocalcommunityalsoprovidedastrong foundationforgainingthecommunity ssupportfortheplayschemeprojectandfor buildingthecommunity strustinsavethechildrenasanoutsideorganisation. TaniadescribedthewayinwhichshehelpedLisaestablishrelationshipswith membersofthelocalcommunity: IwasquitehappytoworkwithLisaandgotothedifferenttowncampsand introducehertopeople,informheraboutwhatweweredoing,andconnecther in. IlanaexplainedtheimportanceofLarrakia spositioninthecommunitytothe successoftheplayscheme: WhatwasaverysignificantoutcomeforSavewasthemoralintegrityofcoming undertheauspicesofthelarrakianation,andthatisquiteasignificant emotionaltriggertogetgoodengagementfromthecommunity. 3.Barriersandchallengesatthebeginningofthepartnership Therewaswidespreadconsensusthatthepartnershipcametogetherwithout significantproblemsorbarriers.travisexplainsthat therelationshipfromthe beginningwasfluidandnatural:therewerenorealmajordifficulties. AchallengenotedforSavetheChildrenwasestablishingarelationshipoftrustwith thelocalcommunity.nancyhighlightedthat: AlthoughTravisandIwerefromhere,andsomemembersknewourfamilies itstilltookfamiliesupto18monthstofullytrustusin thesetupofthe Playscheme. Taniaalsoacknowledgedthisinitialbarrier.Shecommentedthat:

167 167 Ittakesalotoftimetobuildthetrust.Itwasabitofconcernatthebeginning thefactthatthereweresofewthere 3wouldturnupforthePlayscheme. Oneofthecentralfactorsthatallayedthischallengewasthesupportprovidedby LarrakiaineducatingSavetheChildrenaboutthelocalcommunityandhelping SavetheChildrenmanageitsexpectationsandmaintainmorale.Taniaexplained that: ThiswasanimportantrolethatLarrakiaplayedinthebeginning:skillingup SavetheChildrenabouttheareaandthecommunityandhelpingthemto manageexpectationsandmaintainmorale.reinforcingthatpeoplewillcome, intime.talkingthemthroughitandhelpingthemtohavefaith Ireinforced thatthatwasok peoplewerewatchingthemandseeinghowtheywould react.youjustneedtobethere,continuetobuilditup,andwatch.thingswill change. Therewerealsosomeminorlogisticalproblemsconcerningofficespace.Tania explainedthat: Barriersatthebeginningwereonlyaroundofficespaceissues logisticalstuff. Larrakiamovedtwiceduringthattime.Theremighthavebeensomeissues therewithofficespaceandcommunicationsandrespectinghowwework together.moveslikethatalwaysaddstress.sometensionwasthere.people werematureenoughtoworkthroughit. 4.Partnershipobjectives Bothmembersofthepartnershiparewellplacedtoassisttheothertofulfilits objectives.asanoutsideorganisationcomingintoanaboriginalcommunity,oneof SavetheChildren sobjectiveswithrespecttotheplayschemeprojectwasto collaboratewithlocaleldersandaboriginalorganisationswhoknowthecommunity wellandwhocanhelpsavethechildrencommunicateandengagewiththe communityeffectively.travisexplainedthat: Savedidn twanttocomeinasoutsiders.thiswasparticularlyasallthework wastobewithaboriginalcommunities.theyreallywantedinputfromlocal communities:wantedittobebasedonrelationshipswiththem.itisabout gettingaconsensusonwhatthecommunitieswant.notaskingarounduntil youhearthemessageyouwanttohear.thecommunityneedtobeinvolved fromconception. AsrepresentativesoftraditionalElders,LarrakiawasinapositiontohelpSavethe Childrenachievethisobjective.Ontheotherhand,SavetheChildrenwaswell placedtohelplarrakiaachieveobjectivesofitsown.kelvinhighlightedthat Larrakiawastryingtoestablishitselfwithgovernmentsatthetimeitenteredthe partnership,includingnorthernterritorygovernmentdepartmentsandthefederal DepartmentofFamilies,Housing,CommunityServices,andIndigenousAffairs (FaHCSIA).HeassertedthatLarrakia srelationshipwithsavethechildrencameat

168 168 anopportunetimeandprovidedlarrakiawith goodexperienceandconnections forgovernmentengagement.thepartnershipwithsavethechildrenandthejoint projectalsoallowedlarrakiatomeetitsobjectivesofprovidingtrainingandfull employmenttocommunitydevelopmentemploymentprojects(cdep) participantsinthelocalcommunityandencouragingtheprovisionofchildren s servicesinthetowncamps. TherearealsoseveralcommonobjectivesunderlyingtheSavetheChildren Larrakiapartnership.Bothpartnersarecommittedtocreatinganeffectiveand culturallyappropriateplayschemeprogramfordisadvantagedandmarginalised childrenandfamiliesindarwin stowncampsandtopromotetheparticipationof childrenandtheirfamilieswithintheplayscheme.thepartnersseektoimprove childrenandfamilies accesstoavailableservicesandresourcesandtodevelopand shareknowledge,skills,andresourcesfortheirbenefit.bothpartnersalsohavea strongincentivetoengagethelocalcommunityandit seldersinthedeliveryofthe projectandtoemploymembersofthelocalcommunitytoworkintheplayscheme. Bydoingthis,thepartnersaimtoensuretheprovisionofaculturallyappropriate serviceandtoenhancetheemploymentoptionsandqualityoflifeofthelocal community. Lisaformallytranslatedtheagreementbetweenthepartiesintoamemorandumof understanding(mou),which,accordingtokelvin,isaveryflexibledocumentthat accommodatesandreflectstheflexibilityofthepartnership.however,nocopyof themoustillexistsandsomeoftheintervieweeshadneverseenit.thissuggests thatthemouhasnotplayedasignificantroleinthepartnership.ilanareinforced thisbystating: Thepartnershiphasnotcountedonformaldocuments ithasbeenmuchmore basedonrelationships. 5.Ongoingpartnershipmanagement 5.1Relationshipdevelopment Therelationshipbetweenthepartnersischaracterisedbycollaboration,support, andunderstandingofeachother sneeds.accordingtonancy,thepartnersare alwaystheretooffersupportandassistancetoeachotherwhenitisneeded.travis sharedsomeexamplesofhowthissupportiverelationshipoperatesinrespectto servicedelivery,explainingthat: Therehavebeenservicegrantsthatwehaven tappliedforbecausethey wantedtoapplyaswell,sothatthereisnotconflictwithinthepartnershipand wearenotduplicating.weworktogether,wecomplementeachotherwithour programs.forexample,theydonightpatrolsandthroughthistheycansend referralstofeedintoourfamilysupportwork.theyhavetargetedfamily supportservices.ourfamilyworkerscanreferfamiliestothemasthatisnota servicethatweprovide. Therelationshipsatthemanageriallevelhavealsobeenclose,supportive,and

169 169 collaborative.taniaexplainsthat: Themanagementdevelopedreallycloserelationships.Kelvinhadcertain issuesthatheconsultedlisaon Kelvinwasreallygoodlikethis Lisawasthe samecomingin.theyworkedtogetheralot,theyhadagoodrelationship. However,therehavebeensomechangesintheworkingrelationshipofthepartners overtime.thisshiftmayhavearisenbyvirtueofchangesinleadership,savethe ChildrennolongerbeingcollocatedwithinLarrakiaandinternalgrowthissuesin Larrakia,whichexpandedfromaround20to80staffovertheperiod.Accordingto Travis,thesechangesmeanthatprioritieshaveshiftedand thepartnershiphasless focus.withregardtotheimplicationsofthechangeofleadershipinlarrakia,he explainedthat: KelvinhadavisionforLarrakiatohaveachildrenandfamiliesareafocus.Over timeheleftandthingsshiftedtothejusticesystemandyouthand homelessnessinlarrakianation.sothereisnotagreatdealoffamilyand children sstuff.howeverwestillmaintainpartnershipswithlarrakia. Ilanaemphasisedthat,whilethepartnership usedtobefinanciallybased,with mutualmentoring,generalassistance,andakindofunifiedattitudinalsynergy aboutwhatwewantedtodo,itisnowmoreofastrongrelationshipthanaformal businesspartnership.sheassertedthat: Itisreallyanominal,innameonly,partnershipatthemoment.Wecertainly assisteachotherandareincontactbutthereisnoformalsharedbusiness. 5.2Communication Thecommunicationbetweenthepartners,whichhasbeenregular,fluid,and informal,hasbeenamajorstrengthofthepartnership.taniaexplainedthat: Regularinformalchatswerethemainpointsofcommunication.Realcasual stuff.whenthingsarise,youtalk Becausetheirworkersfeltsocomfortable withintheorganisation,staffwouldcomeupandsayihaveconcernsabout this,thisneedstochange.thisisveryrareinthiskindoforganisation.andthat wascultivated.thebenefitsareobvious.itwasresponsive,itwassolid. NotsurprisinglygiventheclosenessofKelvinandLisa srelationship,therewasalso strongcommunicationatthemanageriallevel.kelvincommentedthat: ItwasdaytodayinteractionwithLisaandherteam.Myofficewasjustacross fromtheteam s.regularcontactandvisitsfromlisawerealsocritical Lisa ensuredthatanyissuesthatarosewereredressedinareallyfrankway. 5.3Disputeresolution Kelvinalsohighlightedthatthepartnerstookafrank,positive,andproactive approachtodisputesandsituationswhereparticularparticipantsintheplayscheme

170 170 werenotsuitablefortheirpositions.heexplainedthat: Itriedtoensurethatpeopleunderstandthatwhileitisimportantthattheyare happy,theyalsohavetogiveback thereneedstobesomecoreproductivity. Lisawasthesame:itwasaboutgettingtherightpeopleonboard.Therewerea coupleofpeoplewhoexpressedsomeinterestinworkingwithchildren,butin theendwhocouldn tdeliver.thishadtobedealtwith,andwasdonesoina positiveway. 5.4Flexibilityofthepartnershiptochangingneedsandopportunities Althoughthepartiesinitiallynegotiatedthekeyaspectsoftheprogramandthe partnership,thereappearstobeamutualunderstandingthatthepartnershipis flexibleandadaptabletothechangingcircumstancesandprioritiesofthepartners. Kelvinexplainedthat: WenegotiatedthekeypointsoftheprogramandoverallpartnershipwhenLisa Hillanwasup,andwithNancyaswellinanongoingmanner.Butwewerenot stickingtodetail.itwasarelationshipthatwasbuiltontrustandrespect,it wasnotaboutlegallybindingcontractsandoutcomes.soitwasreasonably flexible,asopposedtotooloose. Ilanaalsoacknowledgedtheflexibilityofthepartnership,commentingthatthe partnershipcanberenegotiated wherenewneedsareidentifiedoropportunities arise andthat wewouldbebothopentojointprojectsinthefutureora strengtheningpartnersapproachtorespondtospecificissuesortherealitiesofthe time. Duringtheyearsinwhichthepartnershiphasbeeninplace,Larrakiahasexpanded significantlyandrequiredtoshiftattentiontoitsinternaldevelopmentand implementationofotherpriorityprograms,whichhasseenthepartnershipbecome lessofafocus.savethechildrenhasrespondedflexiblytothesechangesinthe natureofthepartnershipandhasofferedmentoringandsupporttolarrakia workers.nancyexplainedthat: AlotofmentoringandsupportforLarrakiaworkershastakenplace.Thatlevel ofsupportisalsoreflectedinthenumberofstaffthathavecomeovertosave. Larrakiawentthroughsomedifficulttimes,sothingsbackedoffwiththe partnership,butwewouldprovidesupervision,guidance,supporttothestaff. Wesawtheneedforsupportandjustassumedtherole. 6.Monitoringandevaluation WhileTravisacknowledgedthatmonitoringandevaluationofthepartnership wouldbe areallygoodidea, bothheandkelvinstatedthatnoformalmonitoring orevaluationhastakenplace.kelvinofferedtime restraintsasoneexplanationfor thelackoffocusonevaluation,explainingthathewas toobusytofocusonreviews andsignificantprojectdevelopment.

171 171 However,bothTravisandKelvinalsofeltthatmonitoringhasnotbeennecessary duetotheblatantbenefitsandpositiveoutcomesofthejointprojectandthe positivefeedbackthatkelvinhasreceivedfromthecommunityandelders,who haveaffirmedthattheprogramiseffectiveandisworkingwell.kelvinstated: I wasconfidentthatserviceswerebeingprovidedthatwerebenefitingthecommunity. Thatwasenoughforus. Ilanaalsocommentedonthemanifestsuccessoftheproject,stating: WhenIcameonboard,thePlayschemehadbeeninplaceforanumberof yearsandwasworkingreallywell.therewasagreatresponsefromthe communityanditwasobviouslyavaluableproject.itstillisagreatprojectfor urbanaboriginalpeople. 7.Focusoncapacitydevelopment 7.1Professionaldevelopmentandworkforce AccordingtoTania,SavetheChildrenrecognisedthatcapacitybuildingwas importantindevelopingasustainableworkforce.shesaid: IamnotsurewhetherthatwasastipulationfromLarrakia butitwasquickly assumedthatthiswasneeded,anditcertainlyprovidedgreatassistance. BeforethecommencementofthePlayschemeproject,thethreeSavetheChildren Playschemestaffunderwentsignificanttrainingtoacquiretheconfidence, knowledge,culturalawarenessandskillstheyneededtoeffectivelyimplementthe programinthelarrakiacommunity. Larrakiastaffhavealsobenefitedgreatlyfromthecapacitybuildingconducted throughthepartnership.ashighlightedbytania,thelarrakiaplayschemestaff havebeenempoweredbynewknowledgeandskills.taniaexplainedthat: Theprogramisstillgrowing,theyhaveastrongworkforceandanumberofvans goingtoabroaderarea.youhaveindigenouspeoplewhoarestilltherefromthe start.thisisalsorare.thismeansthattheyhavebeenmadetofeelveryvalued intheorganisationandtheyhavebeentrainedproperly.theyhavebeen supported.theyarefeedingintoprogramdesignanddelivery.thelarrakiastaff workingintheplayschemeareveryhappyandveryempowerednowabout children sandfamily sissues,aboutchildren srights. IlanaalsocommentedonthebenefitsofthetrainingLisahasprovidedforLarrakia staff.sheexplainedthat: Lisa,whoisahighlyskilledpractitionerinthisareaofsocialworkforkidsand families,didcounsellingtrainingandbriefinterventiontrainingforourstaff.this, duringaperiodinwhichweweredrasticallyunderfundedaswellasjustinthe leaduptothentinterventionwhichledtoamassiveinfluxofpeopleinto Darwin,wasreallyuseful.

172 172 Thiscollaborationhadbroadimplications,asIlanarecounted: IworkedcloselywithLisaHillanondeepeningthepartnershipinasensewhere weactuallysharedsometrainingoutcomesandalsostartedtoworkoncloser collaborationbetweenprojects. Itassistedintheearlydaysagreater deepeningoftheprojectsandtheservicesthatweprovidetoaboriginal communitiesinthearea.itwasquiteusefultodosharedcollaborativetraining particularlyhavingastandardapproachtowardsthecasemanagement practicesinbothlarrakiaandsavethechildrenstaff. SavetheChildrenalsoprovidedvaluableguidanceandassistancetoNancy,which, accordingtokelvin,wasanimportantgifttoboththepartnershipandthelocal community.kelvinassertedthat: Thesupport,guidanceandassistancethatSavetheChildrenandparticularly LisagavetoNancyisanabsolutecredit.IseeNancybecomingasignificant Indigenouswomenleader.Shecomeswithgreatcredibilitybecauseofthe supportandguidancethatsavethechildrenprovided.thatreflectsthrough herteam.thatisgreat.someofthechallengesthatthiscommunityhasseen inthepastisdominationofmalesandmaleegos.sothiswasanimportant development. AccordingtoNancy,whilecapacitydevelopmentwithinthepartnershipisongoing, itnowtakestheformofeachpartnerinvitingtheothertoattenditsinternaltraining programs.inthisway,staffwithinbothorganisationshaveenhancedopportunities forprofessionaldevelopmentandthepartnersbenefitfromsharedlearning.nancy commentedthat: Thereisnostructuredwaythatthistrainingormutualsupporthappens.Itjust morphs.itisatmoreofarespectlevel.ifwehavegotfundingtodoitthenwhy notbringmoreofouraboriginalworkersintobeskilledup. Ilanaalsoexplainsthatcapacitybuildinghasoccurredthroughthecrossoverofstaff betweenthetwoorganisations.sheexplainedthat: Personnelwouldcrossover,workforusforawhilethencrossovertoSaveand thenmaybebackagain.thisstilloccurs.weareallprettyclose,itisaclose knit community.darwinhasdramaticallymaturedoverthelastfewyears,although thereisstillalongwaytogo,intermsofthengosectorgettingmuchmore professionalandbetterresourced.thisprocesshascontributedtothis. 7.2Fundingandresourcing SavetheChildreninitiallypaidLarrakiaanamounttosetuptheirofficewithin LarrakiaNation.Withregardstostaffing,threepeoplewereemployedbyLarrakia toworkontheplayschemethroughcdep.thesewagesweretoppedupbysave thechildren.nancywasdirectlyengagedbysavethechildren.

173 173 Thepartnershavealsoprovidedeachotherwithassistanceinapplicationsfor fundingandgrants.nancyexplainedthatsavethechildrenassistedlarrakiain writingasubmissiontothedepartmentofchildrenandfamilies(dcf)forfunding tooperateatargetedfamilysupportservicewithinthedepartment.nancy explainedthat: Weassistedinwritingthesubmission,includingSaveasthechildprotection expertsinthefieldtosupporttheirstaffthroughtheprocesswithdcf.things changedwithmanagementhowever,sothisdidn tgoahead.however,they didgettheofferandhavesetuptheservice. IlanaalsomentionedthatLarrakiaassistedSavetheChildreninitsbidtoget fundingforagroundbreakingprojecttoimproveeducationoutcomesinthelocal community,forwhichlarrakia slocalcommunityconnectionwascritical. 8.Culturalcompetency Culturalcompetencyandappropriatenesswererecognisedbybothpartnersas beingimperativeintheirownrightandalsovitaltothesuccessoftheplayscheme projectinthelarrakianation.particularemphasiswasplacedontheemployment ofindigenousstafftooperatetheplayscheme.taniaexplainedthat: ThepeoplethatLisagotworkingwereLarrakiapeople.Sothiswasrootedin thepartnership.thatwasalotofwhatitwasaboutfromlarrakiaside employingandsupportinglarakiapeople. TravisandNancyrecognisedtheimportanceofthisaspectoftheproject, commentingthat: Ifwehadn thavehadanntstaffthatwasindigenous,itwouldnothave happened.98percentaboriginalstaff.thiswasamajorfactor.itbrought culturalunderstandingandbasictrust. Ilanaalsoelaboratedonthispoint,explainingthat: Developmentsinculturalcompetencyhavebeenprettymutual.MostofSaveis localstaffandsavehasalwayshadaverystrongphilosophyofworkingwith localpeopleinaculturalsenseinthecommunitieswheretheyareoperating,and thatisreallyimportant...withlocalstaff,youhavelifelongrelationships betweenpeoplelikenancysweeneyandourstaff:thatisforeverstuff So utilisinglocalstaffinmanagementrolesisareallygoodthingandworkswellfor everybody. 9.Partnershipoutcomes ThepartnershipandthePlayschemeprojecthaveyieldedanumberofpositive outcomesforboththepartnersandthelocalcommunity. 9.1IncreasedadvocacyandlobbyingpowerforLarrakia

174 174 Oneoutcomeofthepartnershiphasbeenanincreasethelobbyingandadvocacy powerwieldedbylarrakiathroughitsassociationwithsavethechildren.ilana assertedthat: SavetheChildrenhavebeenreallyhelpfulinthepastwithLisaHillan sposition onnationalbodiestoadvocateonissues.itwasgoodforustohaveaconduit wherewecouldgetourintelligenceofwhatwashappeningonthegroundinto policydebate.thatwasprettyuseful.wesawissuesgettingvoiced. Ilanaassertedthatthisincreaseingovernmentengagementhasledtoreforminthe communityservicesphere.morespecifically,sheassertedthat: thecombinedworkthatwehavedonetogether,withthefocusedlobbying andrepresentationtogovernment,hasledtogreatreformtobothhavefamily supportworkersacknowledgedasacriticalelementintheservicesphereas wellastoengagethengosectorinbetteroutcomesforfamilies,recognising thatwedoitbest,betterthangovernmentcan wehavebeenthefront runnersinachievingthis. Kelvinalsocommentedonthisparticularoutcomeofthepartnership,and highlightedthebenefitsofincreasedadvocacyandlobbyingpowerforthe Indigenouscommunity.Hestatedthat: IamsurethereisalevelofevidencethatSavetheChildrenhavetriedtowave underthenosesofgovernmentandinformthemofissuesanddemand attention,whichissomethingmuchneeded.themoresupportyoucangiveto Indigenousmothersthebetterthequalityoflifefortheirchildrenandgrand children.thereareabsolutetragediesinthetowncampsbecausethe governmentsdonotresourcethecriticalissues.everythingthatgovernment hasbeenconcernedwiththroughthenteralsohappeninthetowncamps. SavetheChildrenassistinprovidingavoicetotheseissues. 9.2AnIncreaseintheIntegrityandAwarenessofSavetheChildreninthe Community BothIlanaandTravisalsohighlightedthatthepartnershiphasalsobeenhighly advantageousforsavethechildrenintermsofincreasingcommunityawarenessof SavetheChildrenanditswork,andallowingSavetheChildrentogainthetrust, respectandsupportofthelocalcommunity.ilanahighlightedthat: ThepartnershiphasbeenusefulforSavetheChildrentogivethemauthority toworkwithaboriginalcommunitiesanddowhattheydoandinrelationto referrals.mothersidentifyissuesattheplayscheme,andthentheycanrefer themandfollowup.thishashadanimpact. Travisalsocommentedontheseparticularbenefitsthathavebeenconferredupon SavetheChildren,assertingthat:

175 175 ThepartnershipprovidedSavewithlegitimacyandachannelforawarenessof Savethroughthecommunity.Itmaynothavesucceededwithoutthe partnership,andmayhavefallenoffitswheels.thiswasacriticalaspectforits success.larrakiawerethetraditionalowners,theywererespected,andsupport bythem,andthemspreadingthewordgaveusourbase. 9.3EnhancedopportunitiesforLarrakiatoexpanditsservices KelvinalsorecognisedthatthepartnershiphasincreasedtheintegrityofLarrakiaas aproviderofservicesforchildrenandfamiliesinthecommunityandthushas providedlarrakiawithopportunitiestoexpandtheirservices.heexplainedthat: DeliveryofthatPlaygroupprogramwasimportantforLarrakiaNationto provideotherservicesandcoordinationactivities.forexample,intheperiod followingthesetupoftheplaygroup,wewereprovidingcommunitytrainingon variousskillbuildingactivitiesandartworkshops.savethechildrenproviding theplaygroupenabledanopportunityovertimeforthecommunitytoaccept otherservicesfromlarrakianation.itprovidedauthority,andgoodfaithforthe area. IlanaalsoacknowledgedthatthetrainingandcapacitybuildingprovidedbySave thechildrenhasgivenlarrakiatheexpertiseandconfidencetotakeonnew services,suchasthetargetedfamilyservice.afterdescribingthecounsellingand briefinterventiontrainingthatlisaprovidedforlarrakiastaff,ilanacommented that: AndIguessthatledusintofeelingconfidenttotakeonthetargetedfamily service,whichisstillinearlystages.itisquiteacomplexprogramthathas requiredalotofnegotiationbetweenusandgovernment. 9.4Ongoingmutualsupportandacommonvoice Ilanaalsohighlightedthatanotheroutcomeofthepartnershipistheongoing mutualsupportandthecommonvoicethatthepartnersoffereachotheras likemindedorganisationsworkingtoachievecommonobjectivesinadifficult politicalclimate.ilanacommentedthat: Wehavebeencollaboratingandareideologicallyveryclosewhenitcomes,for example,tohavingapeakbodysetupthatisgrassrootsratherthantop heavy departmental.thereisstillalotofvaluederivedfromtheselong term relationshipsinthiskindofway providingmutualsupportandacommonvoice forissuesinthesector. 9.5Outcomesforthelocalcommunity ThePlayschemeprojecthasalsoyieldedarangeofpositiveoutcomesforthelocal community.theseincludeenhancedemploymentoptionsformembersofthelocal community,someofwhomhavereceivedtrainingandemploymentwithinsavethe Children.Therearealsohigherlevelsofschoolattendanceamongstthosechildren inthecommunitywhohavegonethroughtheplayschemeprogram.thirdly,the

176 Playschemeappearstohavecontributedtoageneralincreaseinthequalityoflifeof peoplelivinginthetowncamps.withrespecttothelatteroutcome,kelvin commentedthat: Larrakiastartedtooffersignificantprogramsforcommunitiesthatwerereally neededandappreciated,includingthesavethechildrenprogram.theseall startedtomakeadifferenceinthelifeofpeopleintowncamps,thequalityof life.theysawthat.theseprogramsdidn texistinthecampsbeforethis. 10.Furtheropportunities AccordingtoIlana,anotherfutureopportunityarisingfromthepartnershipisthe possibilityofsavethechildren managingthechildren sprogramfundedby FaHCSIAforacouplemoreyearsandthentransferringitoverto[Larrakia]. However,Ilanaemphasisedthatthiswasonlyanideaatthisstageandmaynot eventuate.shestatedthat: Thatisatheoryatthemomentandwhetheritgoesaheaddependsonalotof factors,includinghowthisorganisationevolvesoverthenextcoupleofyears andwhetherwehavecapacitytohavethatproject.thereisanideologyto workoutaswell.theirprojectisbasedonpunitiveincomemanagement approachtochildprotection whichwedon tsupport.thatisagovernment issueandifullyunderstandwhysavethechildrenhavetakeniton.itisat leastawaytointeractwithandengagewithfamilies,evenwiththebigstick overyou.butwehavealsogotreallydifficultpoliticalambiencebetweenthe territorygovernmentandfederalgovernmentoncommunicatingaboutthose projects. Ilanaalsosharedthatatthisstagethatitremainsaquestionofhavingpractical partnershipfocuseddiscussionsaboutprioritiesandpossibilitiesforboth organisations.asilanaexplained: Idothinkthatthepartnershipisnowatatheoreticalstage,ratherthan practical.forexample,nancyhassaidwearegoingtogetthefamilysupport programupandrunningandthenpassitovertolarrakia.weinlarrakiadon t knowhoweverwhetherwewillhavethecapacityorthedesiretomanage20 additionalstaffandaclientlistinthe1000s.soapracticalpartnership discussionwherewearewillingparticipantsinworkingtowardsamutually beneficialoutcomeneedstooccur. Butinthemeantime,friendships,historicalsuccesses,likemindedapproach, respectandgoodwillbetweenusispriceless,andagreatexampleofhowan internationalngocanworkwithmutualbenefitasequalwiththelocals. 176

177 SecretariatNationalAboriginalandIslanderChildCare APPENDIXB SUMMARYPARTNERSHIPCASESTUDIES 177

178 Contents PartnershipCaseStudy1:GippslandandEastGippslandAboriginalCooperative (GEGAC)andUnitingCareGippsland(UCG) 179 PartnershipCaseStudy2:GippslandandEastGippslandAboriginalCooperative (GEGAC)andGippslandLakesCommunityHealth(GLCH) 184 PartnershipCaseStudy3:CONFIDENTIAL 189 PartnershipCaseStudy4:WyndhamEarlyLearningActivity(WELA)andSavethe Children 190 PartnershipCaseStudy5:DalaigurPre SchoolandChildren sservices 194 PartnershipCaseStudy6:AboriginalChild,FamilyandCommunityCareSecretariat NSW(AbSec) 200 PartnershipCaseStudy7:VictorianAboriginalChildCareAgency(VACCA)andChild andfamilyservicealliancemembers 205 PartnershipCaseStudy8:VictorianAboriginalChildCareAgency(VACCA)andBerry StreetVictoria 210 PartnershipCaseStudy9:LarrakiaNationAboriginalCorporationandSavethe Children

179 179 PartnershipCaseStudy1 GippslandandEastGippslandAboriginalCooperative(GEGAC)and UnitingCareGippsland(UCG) Thepartnership GEGACandUCGhavealong standingrelationshipthatbeganinthe1970sandhas developedovertimethroughactivitiesincludingculturalawarenesseducation, governancetraining,staffsecondments,partnershipsonparticularprograms,and educationandtrainingofstaff.inrecentyearsthepartnershipbetweengegacand UCGinthedevelopmentanddeliveryofearlyyearsserviceshasstrengthened throughsignificantjointinitiatives.in2004ucgwasappointedasthefacilitating partnerforthefahcsiafundedcommunitiesforchildren,aplace based communitydevelopmentprogramthatfocusesontheearlyyearsservices.an increaseinfundingfromstateandfederalgovernmentforearlyyearsservicesthree andahalfyearsagofoundgegacwiththeopportunitytofocusmoreontheearly years,butlackingthecapacitytorespondtothisopportunity.atthesametime UCGhadtofacefundingconstraintsandwasunderthreatoflosingavery experiencedworker.consequently,thetwoorganisationsmadethedecisionto enterintoapartnershipthroughwhichgegaccouldbenefitfromtheearlyyears expertiseofucganducgcouldretainthisstaffmemberbyemployingherinthe roleofindigenousearlyyearscoordinator,workingacrossbothorganisations. CurrentlyGEGACandUCGworktogetherinapartnershipagreementthat encompassesthesharedroleoftheindigenousearlyyearscoordinator,ashared familyservicesreceptionandearlyyearsassistantrole,thedevelopmentofthe BairnsdaleAboriginalChildrenandFamilyCentreandtheFaHCSIAfunded IndigenousParentingSupportServicedeliveredthroughtheBooraiSupported Playgroup.Theyalsocollaborateatthebroaderstrategiclevelasmembersofthe EastGippslandEarlyYearsCommitteeandhavebeenatthetabletogetherfor planningaroundprogramssuchasbeststartandhealthyforlife. Objectivesofworkinginpartnership ThepartnershipagreementbetweenGEGACandUCGdescribestheshared commitment toaboriginalself determinationandthepriorityofensuringservicesare developedandimplementedinculturallyacceptableways. ProcessesofgoalsettingbetweenGEGACandUCGinrelationtotheirpartnership workaresharedandlargelyinformal.whilespecificprogrammaticgoalsaremore formalised,partnershipgoalsareoftennegotiatedinthecontextofrespondingto theneedsthatpresent. AlysonFerguson,ManagerofChildren,YouthandFamilyServicesatGEGAC, identifiesthefollowingobjectivesthatunderpinpartnershipworkwithucg: Akeyinitialobjectiveistoensurethatprogramsarerolledouttomeet communityneeds.

180 Thepartnershipisalsoabout survival underthepressuretoroleout government fundedprograms. KimMcAlister,DirectorofEarlyYearsPracticeatUCG,identifiesthefollowing objectivesthatunderpinpartnershipworkwithgegag: ThekeyobjectiveinthepartnershipforUCGisbuildingcapacityfor GEGACandfortheAboriginalcommunity. Self determinationisakeyprincipleunderpinningthepartnership. Thepartnershiphasbeenestablishedtohelpremovebarrierssothat Aboriginalchildrenandfamiliescanactivelyparticipateandhave improvedchoicesthatleadtogoodhealth,educationandconnections. Partnershipnegotiationsandagreements ThecurrentformalagreementsbetweenGEGACandUCGarestructuredintermsof anoverarchingpartnershipagreementandfourindividualmemorandaof understandingrelatingtospecificpartnershipactivitiesidentifiedinthe partnership actionareas sectionoftheagreement. PartnershipnegotiationsbetweenGEGACandUCGarebasedonrelationshipsand conversationsatalllevels.itistheneedsandtherelationshipsthatultimately informtheagreements,ratherthantheagreementsdrivingtherelationship.the partnersrecognisethatformalagreementsshouldnotrestraintheflexibilityofdayto dayworkingarrangements.theyareconsideredvaluabletoreflectthe commitmenttoworkingtogetherandensurethatworkcancontinueevenifthereis achangeoverofstaff.theimportanceofgoodcommunicationaboutagreements withineachorganisationishighlightedbecauseitensuresthatpartnership negotiationsatdifferentlevelsarewellinformedanddonotencounterdifficulties. Reflectingonthestrengthoftherelationshipbetweentheorganisations,GEGAC anducgexpressconfidencethatanychallengesintheprocessofnegotiationcan beovercome.negotiationsaregenerallystraightforwardbecauserelationshipsare openandhonestandtheorganisationsareworkingtogethertoachievetheshared goal,toaddressdisadvantagesandtoimproveoutcomesforchildrenandfamilies. Practices Ongoingpartnershipmanagement UCGandGEGACidentifythefollowingkeypracticesforworkingsuccessfullyin partnership: Openandhonestcommunication: Mostcommunicationsareinformal,immediateanddirect. Immediateanddirectconflictresolution:Ifthereisa misunderstandingor somethinguncomfortable staffwilltalkaboutitfacetofaceassoonas theyhavetheopportunity. Leadersareattentivetorelationshipsensuringthat everybodyisokay andissuesaredealtwith. Sharedplanningprocesses: 180

181 Significantsharedplanningactivitiestakeplaceespeciallythroughthe EarlyYearsCommittee,inrelationstospecificprogramsandinrelation tothedevelopmentofthechildrenandfamilycentre; ThereareregularmeetingsbetweenAlysonandKiminregardsto: o formalmeetingsthathappenatthebroaderstrategiclevelin multi partnerforumssuchastheearlyyearscommittee; o meetingsfocussedaroundspecificpartnershipactivitiessuchas reviewofsharedstaffingarrangementsordevelopingposition descriptions; o meetingsforthedevelopmentofthechildrenandfamilycentre. CEOsmeetregularlyandareattentivetothepartnershiprelationship andthestrategicdirectionoftheorganisationsworkinginpartnership. Monitoringandevaluation: Thereisshareddevelopmentofevaluationframeworksforallshared projectsofgegacanducg. UCGprovideevaluationsupporttoGEGACthroughinvitingstaffto evaluationtrainings. Alotofevaluationisrelatedtothepushforacquittalandaccountability tofundingbodies. Areviewofthepartnershipitselftakesplaceonanannualbasisbutdoes notinvolveahighlyformalisedevaluationprocessandfocusesmoreon thecurrentneedsandwhathastohappennext. Capacitybuilding Asignificantpartnershipgoalisdevelopingsharedcapacity.Neitheragencywould wanttosaynotoanyoftheresourcesonofferfromgovernment.iftheywork togethertheyhavetheopportunityto strengthenthedeliveryofthoseresourcesina waythatwillhavebetteroutcomesforthecommunities. UCGsupportscapacity developmentofgegacaccordingtotheneedsidentifiedbytheorganisationsin partnership.whereucgholdsthenecessaryresources,staff,knowledgeor expertise,thetwoorganisationsnegotiatehowthatcanbesharedortransferred. TheroleofUCGistofacilitateandsupportAboriginalcommunityand organisationalgovernancestructures,ratherthantotakeagovernancerole.ucg believesitisimperativethatgovernanceofservicesforaboriginalfamiliesis communityownedandcontrolled.ucgprovidessupportfordevelopingprocesses suchasriskanalysisandstructuresofaccountability. Arecentexampleofcapacitydevelopmenthasbeentheidentificationofahigh needforgegacforfacilitationandadministrationsupportaroundthedevelopment ofthechildrenandfamilycentre.asgegacwerelackingstaffcapacityforthis role,ucghasprovidedastaffmemberwiththeneededskills,whilegegacis fundingtheposition.itisintendedthatthiswillfillashort termcapacitygapand GEGACwillemploytheirownstaffforthepositioninthefuture.Thestrategyfor establishingthecentreincludesathree yearplanforucgtoworkalongside GEGACinthedevelopmentanddeliveryoftheservicewhilesupportingcapacityto transitiontheservicetooperationbygegacinthattimeframe.askimdescribes: 181

182 182 Weusethewords'walkalongside'andwechoosetowalkalongsidewheneverand whereverwecantosupporttheircapacitytodowhattheyneedtodo theidealforus attheendofthedayisthatthewholeprogramareamovestogegacwhenthey're readyforthat. Culturalcompetency UCGdemonstratesaclearcommitmenttoAboriginalcommunityengagementand partnershipnotonlyinitsengagementpractice,butalsothroughevaluationof communityengagementandawillingnesstosharelearning.theagencyhasa ReconciliationActionPlanthatdescribestheircommitmentto workingin partnershipwithaboriginalandtorresstraitislandercommunitiesinawaythat empowersandenablesarespectful,two waylearningenvironment. UCGformally evaluatestheoverallengagementoftheagencywithaboriginalcommunities.this hashappenedspecificallythroughthe2008communitiesforchildrenevaluation andthe2011walkingtogetherprojectevaluation.akeypartnershipevaluation learningexpressedbyucghasbeenthat, Partnershipsareessential,butcanbe aboutpower,andyouneedtopromotepartnershipsofequalitythroughrespect, communicationandunderstanding. Aboriginalculturaltrainingformsanimportant partofinductionprocessesforucgstaffanducgexpressesaclearcommitmentto self determination.thiscommitmentraisesthequestionofwhetherandtowhat extentucg,asamainstreamagency,shouldbeinvolvedinservicedeliveryfor AboriginalandTorresStraitIslandercommunities.UCGprovideausefuldescription oftheirperspectiveonthisrole: ItcouldbearguedthatlocalAboriginalorganisationsshoulddothiswork,buta coupleofrealitiesmustbeacknowledged 1)notallcommunitymembers/leaderswill workwithlocalaboriginalorganisationsand2)expectationsonaboriginal organisationstomanagemultipleprogramsfromstateandfederalgovernmenthas resultedinoverloadduetoissuesaroundcapacitytomanagealargebreadthof programsandrespondtohighcommunityneeds.thisprojectisworkingcloselywith localaboriginalorganisationsandtheirkeycommunityleaders/workersandprovides supporttoinitiativestheyareundertaking. WithGEGACinparticular,therearevariouslearningandmentoringopportunities: GEGAC skeepingplaceprovidesaculturallearningplacefornewucgstaff. Sharedstaffmembersareextremelyvaluableforsharingaboutcultureand waysofworkingthatfiltersthroughatthestafflevelandimproves everyone spracticewithaboriginalfamilies. Thesharedstaffmemberfunctionsasanadvocateforfamiliesandthe communitywithbothorganisations. Furtheropportunitiesexisttoimproveculturallearningtogetherifcapacity issuescanbeovercome. Significantchallenges SignificantchallengesidentifiedbyUCGandGEGACinthepartnershipinclude:

183 Capacityandfundingissueslimittheactivitiesthattheorganisationscando togetherandthetimeavailableforpartnershipwork. Significantexpectationsfromgovernmentandhighcommunityneedinthe contextofcapacityconstraints. Short termandproject basedgovernmentfundingthatlimitsthefocuson long termoutcomes.fundingneedstobe pooledandflexible toenable betteroutcomes. Outcomesandopportunities Alysondescribestheearlyyearscollaborationthroughthesharedstaffmemberas themostcriticalpartnershipenablingthedevelopmentofgegacearlyyears services.kimcomments, Idon'tthinkI'veseenatruerintegrationanywhereofstaff fluidlyworkingbetweentheorganisations. Youcanputaprograminandrollitout,that'sreallysimple,buttomakeiteffectively workandmakeitsustainableisnotthateasy.that swhereitwasreallygoodtohave thesharedworkercomeonboardandmakesuretheprogramsweresustainable, effectiveandworkedforcommunity. AlysonFerguson,ManagerofChildren,YouthandFamilyServices,GEGAC Thesharedworkerarrangementisacriticallinkbetweentheorganisationsthathas improvedaccesstoservicesforaboriginalfamilies.communitymembersaremore likelytoaccessucgservicesbecause, Communitymembersthatdon'twanttocome togegac,andtherearecommunitymemberswhodon'twanttouseanacco,will knowthatshealsoworksatucgandwillseeheroverthere. KimMcAlister,DirectorofEarlyYearsPractice,UCG Familiesarecomfortableaccessingthecommunitykindergartenbecausethey wouldn tknowitwasownedandoperatedbyucg.whattheyseeisthetwo organisationsworkingtogether: Nowwe'vegotnearly100percentattendanceat kindy.threeorfouryearsagothatwasn'tthecaseandthat'soneofthereasonswhy thecommunitykindergartenwasestablished.wenowhaveawaitinglist. AlysonFerguson,ManagerofChildren,YouthandFamilyServices,GEGAC WhenaskedtocommentonthecontributionofthepartnershiptoGEGAC soverall capacity,alysonexplained, It'simmeasurable.Inallhonesty,ifwedidn'thavea partnershipwewouldn'thavetheprogramsoperatingaswellastheyare.youcan't measuretheimpactofthat,it'sjustbeencritical. 183

184 184 PartnershipCaseStudy2 GippslandandEastGippslandAboriginalCooperative(GEGAC)and GippslandLakesCommunityHealth(GLCH) Thepartnership GEGACandGLCHhaveworkedtogetheroveranumberofyearsonvarious committees,butbegantoworkmoresignificantlyinpartnershipinrecentyears, beginningwithajointfamilyviolencesubmissionin2006.theworkofgegacand GLCHinFamilyViolenceServicesgrewoutofapartnershipapproachandcurrently GEGACmanagetheshelterandAboriginalfamilyviolenceoutreachwhileGLCH managethemainstreamfamilyviolenceoutreach.thereisanagreementbetween theorganisationsunderwhichanyl17familyviolencereferralsthatcomefromthe policetoglchandrelatetoanaboriginalpersonarereferreddirectlyontogegac whomakethefirstcontactwiththefamily. GEGACandGLCHhaveworkedmostcloselytogetherinrelationtothedeliveryof thechildfirst(childandfamilyinformation,referralandsupportteams)service, forwhichglchistheleadagency.therewasaneedtoensurethatfamilieshada choiceofservicesandthattheinitialassessmentswereculturallyappropriate. Accordingly,peoplearegivenachoiceinitiallytoworkwithGEGACorwiththe mainstreamservice.whereaboriginalpeoplechoosetoworkwithmainstream, GEGACsupportstoensuretheinitialassessmentisculturallyappropriate. MorerecentlyGEGACandGLCHhavealsoworkedtogetherinrelationtothe developmentofthebairnsdaleaboriginalchildrenandfamilycentreandhavea separatemulti partnermouinrelationtothis,togetherwithunitingcaregippsland andeastgippslandshirecouncil. Objectivesforworkinginpartnership ThekeyobjectiveinenteringapartnershiparoundChildFIRSTfromGEGAC s perspectivewas tomakesurecommunitystillhadachoiceandthattheservices providedwereculturallyappropriate. Astherearemembersofthecommunitythat wouldn twanttouseamainstreamservice,ailsacarr,executivemanagerfor Family,YouthandChildren sservicesatglch,explainsthatitisnecessaryand important toworktogetheraroundbeingabletoprovidethebestservicetothose clients. Theopennessofbothorganisationstoworktogetherandmoveoutside individualsilosisthereforecrucialtoenablingthepartnership.bothorganisations havethesharedgoaltoensureallfamiliescanaccesssupportandchildrenaresafe. GLCHrecognisesthattheyhavearoletosupportGEGACinrespondingtothe overrepresentationofaboriginalchildrenandfamiliesinthechildprotectionsector. Otherkeyobjectivesofthepartnershipworkaresharedlearninganddeveloping newwaysofworking,asailsanotes: Therearealwaysdifferentwaysofdoingthingsanddifferentwaysofapproaching thingsandithinkthemoreopenyouaretolookingathowthingscanbedone differentlythenthebettertheservicesthatyou regoingtobeabletoprovide.

185 Negotiationandagreements Thetwomostsignificantpartnershipdocumentsthathavebeennegotiated betweengegacandglchhavebeenthefamilyviolencesubmissionandthechild FIRSTMoU.Therepresentativesofbothorganisationsindicatethattherewereno significantissuesinnegotiatinganddevelopingtheseagreements.thelongstandingworkingrelationshipbetweenthemmadeitpossibletohavehonestand opennegotiationsthatwererelativelyeasy.alysonferguson,themanagerof Children,YouthandFamilyServicesatGEGAC,explainsthatnegotiationwithinthe EastGippslandFamilyViolenceCommitteehasbeenimportanttoachieving positivechangeinthepartnershipwithinputfromvariousstakeholders. Practices Workingtogether GEGACandGLCHidentifythefollowingkeypracticesforworkingsuccessfullyin partnership: Opencommunication Honestandopencommunicationandnegotiationsasaresultofalongstandingworkingrelationship. Regularconversationstodiscussissuesthatarise.Supportandmediation areprovidedwheretherearechallengesordisputesbetweenstaff. Sharedworkandstaffinteraction Regularmeetings,staffcontactandcommunicationthrough: o caseconferencing o maternalandchildhealthnursingclinicsrunbyglchatgegac o GLCHdisabilitystaffworkingatGEGAC Planning Participationinmulti partnerforumsandstructuresprovidesplatforms forpartnershipcommunicationandplanning,including: o ChildandFamilyServiceAlliancemeetings o theeastgippslandfamilyviolencesteeringcommittee o thepartnershipfordevelopmentofthebairnsdalechildrenand FamilyCentre Takingadvantageofexistingstructurestosupportpartnershipwork ratherthantryingtocreatenewonesthatincreaseworkloadsand pressure. Monitoringandevaluation: ChildFIRSTworkisevaluatedthroughtheChildandFamilyServices Alliance. Thereisevaluationofthepartnershipworkintheformalmeetingsbutno evaluationprocessesfocusedonthepartnershiprelationship.informal reviewandongoingdiscussionaroundpartnershipactivitiesleadto changesinhowglchandgegacworktogether. 185

186 ProcessesaroundevaluatingtheculturalcompetencyofGLCHwillbe builtintotheculturalawarenessframeworkthatglchiscurrently developing. Capacitybuilding InrelationtotheChildFIRSTAlliance,thepartnershipbetweenGLCHandGEGAC hasenabledasmallamountofadditionalfundingsupportforgegac sintakeand assessmentrole.however,thishasnothadalargeimpactonhowgegacdoes business. Culturalcompetency ActivitiesandwaysofworkingthatreflectthelevelofculturalcompetencyofGLCH asanorganisationinclude: supportingandattendingcommunityevents; acknowledgingsorrytime; acknowledgingtheaboriginalcommunityasawholeandgegac sroleasan integralpartofthatcommunity;as theleadagencyinthearea ; displayingaboriginalandtorresstraitislanderflags; formingacommitteefocusedonorganisationalculturalcompetence ( CulturalAwarenessFrameworkProject ) TheorganisationalsousestheDHSculturalcompetenceframework,which connectstothecsoregistrationstandardsforchildfirst. IntermofthecontributionofGEGACtoculturalcompetencydevelopmentinGLCH, Ailsadescribesthat wegetprobablyasmuchfromgegacastheygetfromus. Ways inwhichthishappensinclude: culturalsharingfromgegacheldatthekeepingplace; informallearningthroughinteractionbetweenstaffwhenservicesare providedinpartnership; culturaladvicefromgegacinrelationtospecificclients. AlysonidentifiesthatGLCHhas awaytogoindevelopingculturallyappropriate services. Challenges,fromherperspective,haveincludedthatGLCHhasnot effectivelymadecontactwithaboriginalwomenwhoarethesubjectofl17family violencereferralsandalsoalackofvaluefortheculturalknowledgeandskillsof GEGACstaff.AlysonbelievesthereisanopportunityforGEGACtohaveagreater roleintrainingandsupportforglchstafftoworkinculturallyappropriateways withaboriginalpeople. GLCHarecurrentlyengagedinaprojecttodevelopanorganisational Aboriginal CulturalAwarenessFramework whichaims todevelopasetofpoliciesthatdetail howglchwillworkeffectivelywiththeaboriginalcommunity. Thepolicyareas underdevelopmentinclude: culturalawarenesstraining; creatingawelcome,safeandaccessibleenvironment; recruitmentandemployment; agencycommitmenttoself determinationandacknowledgement; 186

187 partnershipsand; culturallyresponsiveservicedelivery. Thisprocesshasbeenestablishedtoensurethattheorganisationdevelopscultural competenceinastrategicandcoordinatedway. Significantchallenges SignificantchallengesidentifiedbyGLCHandGEGACinthepartnershipinclude: TheChildFIRSTMoUis allgoodintheory buthasnotbeenworkingwellin practice.alysonnotesthatglchhasnotinvolvedgegacsignificantlyin clientwork. Findingtimeforpartnershipworkischallenging,asAilsaexplains: Achieving thingsinpartnershiptakestime.tomakepartnershipsworkyouhavetobe abletomeetandtalkthingsover.it sachallengetofindthetimeforthose meetings. HighexpectationsonGEGACfromGovernmenttodevelopanddeliver servicesfortheaboriginalcommunitywithoutadequatefundingand resourceslimitstheircapacitytofocusonthepartnershipdevelopment. Thedifferentwaysofworkingofbothorganisationsimpactareassuchas: o sharingofinformation:theglchapproachtoprivacyofinformation forclientsmakesitdifficultforgegactoworkwithfamilieswith insufficientinformation; o case managementmodel:gegacalwaysadoptsanindividualcase managementapproach,whereasglchmayhavealargenumberof differentprogramsworkingwithonefamily.; o outcomesfocus:alysondescribesthatglchare datadriven while GEGACarenotdrivenbytargets,butby whatthefamilyneedsto survive. Ailsadescribesthatthereisastrongfocusonwell being outcomesforallclientsofglchthatisnotlimitedbyadatafocus andthereisaneedtoworkwithgegactounpackdifferencesin understandingofevaluationapproaches. Outcomesandopportunities AccordingtoAilsa,theincreaseinemploymentofAboriginalpeopleatGLCHisa significantoutcomeoftheirpartnershipworkwithanumberofaboriginal community controlledorganisations.thishasbeenamovefromhavingno Aboriginalemployeestoninepercent,whichisnotlarge,buthasbeenaproactive movetosupportemploymentwhichbringsarichnesstotheorganisation. AlysonaffirmstheimportanceoftherecentshiftinprocessfordealingwithL17 referralsasapositivepartnershipoutcome.previously,inthecaseofl17family Violencereferrals,GLCHwouldmakethefirstcontactinresponsetoallreferrals. ThroughtheinputfromGEGAC,community,thepoliceandotherstakeholdersit wasdecidedthatthiswasnot themostculturallyappropriatewaytorespondto somethingasdifficultasfamilyviolence. Asaresult,referralswherethevictimis identifiedasaboriginalwillbepasseddirectlytogegac. 187

188 Ailsabelievesthattherehasbeen, increasedaccessforthecommunitytoawhole rangeofservices,whetherthey reprovidedbygegacorourselves. Sheprovidedthe exampleoftheearlychildhoodinterventiondisabilityservicethathadnoaboriginal childrenenrolledandnowhasfiftypercentaboriginalenrolment.thiscameoutof workdoneinconjunctionwithgegac sbooraiplaygroup. Alysonnotesthesignificantopportunitythatexists,especiallywiththechangein thel17referralprocess,forstrengtheninghowgegacandglchworkinrelation tothemou, totryandreallygetthatbeddeddowninpractice. 188

189 PartnershipCaseStudy3 CONFIDENTIAL 189

190 PartnershipCaseStudy4 WyndhamEarlyLearningActivity(WELA)andSavetheChildren Thepartnership TheWyndhamEarlyLearningActivity(WELA)startedasacommunityinitiativefor youngmothersandbabiesattherecreationcentreinwyndham.themumsfeltthat mainstreamservicesweren tmeetingtheirneedsandweremeetingregularlyusing whateverresourcestheycouldtobuildcapacityforthemselvesandtheirchildren. SavetheChildrenbecameinvolvedin2005throughtheGovernmentprogram, CommunitiesforChildren.SavetheChildrenpartneredwithJoorookNgarni AboriginalCorporationinWyndhamtofundandsupportthedevelopmentofWELA. SincethistimeWELAhasevolvedfromaplaygrouptoanincorporatedand independentbroaderservicewithactivitiesincluding:focusedlearningforchildren withtheirmums,healthandnutritionsupport,transitiontoschoolsupport,a breakfastclub,awomen scentreand,men sgroups. Principlesforworkinginpartnership SavetheChildrenidentifieskeyprinciplesthatunderpinpartnershipworkwith WELA: ItisnotabouttheimageorgrowthofSavetheChildren,itisabout supportforwelatofulfilltheirobjectives. Ideallywewouldn tbeherein20or50years,soitisimportantforusto buildcapacitylocally. Itistakingtheirleadonit.Theprogramwasdictatedbywhatthey thoughtwouldworkwithinthecommunity. ThepartnershipbuildsonthestrengthsoftheyoungMumsgroupthat wasalreadyoperating. Wesuggestpossibilitiesandtheyidentifypriorities.Throughouractions wedemonstratewhatwecandoforthem. WELAidentifieskeyprinciplesthatunderpinpartnershipworkwithSavethe Children: EverythingwedowithSavetheChildrenshouldberelevanttothe community. Theaimistorespondtowhatthecommunitywants:WELAmusthave theflexibilitytoadaptprogramstoemergingcommunityneeds. Thefocusisprovidingtheserviceandwedonotwanttobecome an officeorabureaucracy. WELAneedstogrowinordertoprovideaholisticservicetothe communitywhichaddressesalltheneedsofchildrenandfamilies. Developingstrongcommunityleadersiskey,includingemploymentand trainingoflocalpeopleandhavingalocalboardofmanagement. CulturalawarenessofSavetheChildrenstaffiscriticaltoeffective relationships. Agreements 190

191 Therelationshipoperatesunderafundingforserviceagreement,whichisrenegotiatedannually.Thefundingagreementchangesbasedontheneedsofthe communityandjointreviewofactivitiesthathavebeenconducted.thereisno MemorandumofUnderstandingthatreflectsthewaythepartnershipworks. Practices Workingtogether WELAandSavetheChildrenidentifythefollowingkeypracticesforworking successfullyinpartnership: Buildingrelationships beingpatient:havingandgivingtimetoestablishrelationships. employmentoflocalaboriginalstaffbysavethechildren. strongpresenceinthecommunity:staffnumbersandvisitingregularly. strongmutualtrust:welaknowsthatsavethechildrenwillbethereif theyarestuck. mutualrespect:weladescribes: theyseewehavesomethingto contribute;weareacentralpartner;wehaveavoiceindecisions. part timeco locationofstaffinthewyndhamofficeforaperiod facilitatedrelationshipbuildingandsupport. Openandhonestcommunication regularinformalcommunication:phonecalls, s,visits. concernsandissuescanberaisedwithoutbeingtakenpersonally. nofearforwelathatfundingwillbewithdrawnbecauseofwhatissaid. Flexibility operationalflexibilitythatenablesdecisionmakingatthecommunity level. agreementscanberenegotiatedinresponsetocommunityneeds. Sharedplanningprocesses informalandopennegotiationoffundingagreement. activitiesplannedinresponsetocommunityandserviceneeds. inputandfeedbackfromsavethechildrenonthewelastrategicplan. Monitoringandevaluation: independentreviewofprogrambycurtinuniversityevery6months. discussionandplanningforprogrambasedonreviewoutcomes. monthlyreportsonprogramfromwela relevantandnottime consuming. nospecificevaluationofthepartnershiprelationship. Capacitybuilding ThepartnershipbuildscapacityforWELAinthefollowingkeyareas: Governance:SavetheChildrenprovidesgovernancecapacitysupportforWELAby 191

192 providingadviceandassistingwith:theprocessofincorporation;operatingasan incorporatedbody;policyandproceduredevelopment;financialmanagement;and datacollectionformonitoringandevaluation.savethechildrenhaveconnected WELAwithcorporatevolunteerswhosupportgovernancedevelopment. Professionaldevelopmentandworkforce:SavetheChildrenmakes recommendationsandprovidessupportinrelationtoidentifiedtrainingneeds. Theyhaveassistedinprovidingearlychildhoodeducationtrainingopportunitiesfor staff.savethechildrenalsoprovidesprofessionaldevelopmentopportunitiesfor thewelacoordinatorandthereisamutual,ongoingmentoringrolebetweenthe WELACoordinatorandtheSavetheChildrenProgramCoordinator. Fundingandresourcing:FundingfromSavetheChildrenisstaticanditisvitalfor WELAtoidentifyothersources,whichithassuccessfullydone.SavetheChildren playsakeysupportandadvocacyroleforwelainattractingnewfunding.savethe Childrenprovidesinformationaboutfundingopportunities;assistsplanningfor sustainablefunding;lobbieswithfundingbodies;providesfeedbackonapplications and;profileswelaontheirwebsite. Culturalcompetency TheculturalcompetencyjourneyofSavetheChildrenworkingwithWELAandin EastKimberleyhasbeenasignificantlearningexperiencewithmanychallenges. Aspectsofthisjourneyinclude: SavetheChildrenplannedtousecommunitydevelopmentexpertise developedinsoutheastasiaandimplementedthesamemodels,which didn twork. Earlyon,staffworkedinwaysthecommunityconsideredculturally inappropriate.partnershipswereformedandculturaltrainingdonewith AboriginalorganisationsnotfromEastKimberley. TheemploymentoflocalAboriginalstaffpromotedafocusoncultural awarenessforstaffandchangedrelationshipswiththecommunity. SavetheChildrenhadnoformalframeworkfordevelopingcultural competency.thedevelopmentofareconciliationactionplanhasbrought anorganisationalfocusandensuredculturalawarenesstrainingfornew staff. WELAbelievesthatovertimeSavetheChildrenhavechangedtheir approach,developedanappropriateteam,builtrelationshipsandovercome culturalchallenges. Significantchallenges SignificantchallengesidentifiedbySavetheChildrenandWELAinthepartnership include: oneyearfundingagreementsthatlimitlong termprogramplanning. fittingservicedevelopmentto topdown governmentfundingrequirements. 192

193 differentapproachestoevaluationanddifferentperspectivesonhow outcomesshouldbemeasured. significantstructuralchangeandgrowthrequiredforwelaandadjustingto proceduralandreportingrequirementswhichtheyseeasnotalways relevant. lackofculturalawarenessofsavethechildrenstaffandbuildingcommon understanding. staffturnoveratsavethechildrenwhowillbebringingontheirfourth ProgramCoordinatorsince2005inJanuary2012.ThishasrequiredWELAto re establishrelationshipsregularly. Outcomesandopportunities ThereisadirectlinkbetweenthepartnershipandnewprogramsWELAarerunning. SavetheChildrensupportedthemtogrowandbecomeincorporatedandthishas enabledthemtobewheretheyaretoday. AntheaWhan,SavetheChildren IfSavetheChildrenhadnotcomein,therewouldnotbethefamilyengagement therewouldnotbewela.theytookachanceonafledglinggroup.thishasbeena massivechangeforoursustainabilityandcapacityforserviceoutcomes. JaneParker,Coordinator,WELA ThekidsinWELAareastepaheadoftherest.Schoolbecomeseasyforthem,their readinglevelsarehigh,theirbehaviourisgood,theyknowwhattodoandtheydoit. Theyinteractwellwithotherkids.Theyaremoreindependent.Thekidsshare.They aremoreconfident. EstelleHunter,Chairperson,WELA IhaveonlyAboriginalstaffatthemomentandthatisbecausetheyaregood.They arepartofthesuccessofwela,theirpersonalgrowthascommunitywomen.the buildingoftheirskillsandconfidenceisenormous. JaneParker,Coordinator,WELA Inthefuturetherewillbetimeswhenweneedthemmoreandwhenwedon tneed themsomuch.therelationshipisflexibleenoughtosupportthatandtoevolvewith that. JaneParker,Coordinator,WELA 193

194 PartnershipCaseStudy5 DalaigurPre SchoolandChildren sservices Thepartnerships DalaigurPre SchoolandChildren'sServicesisa3 unitindependentaboriginal ownedcommunitypre schoolwhichservesthecommunityofkempseyand outlyingareasofkempseyshire.thepre schoolcurrentlyenrols110children, including104aboriginalchildren.ithasbeenoperatingforover45yearsandhas beenself managedsince1991.dalaigurhighlightsitsindependence,andisnot affiliatedtoaparticularaboriginalclan.ithasanaboriginalcommunityboardand employspredominantlyaboriginalstaff. Thepre schoolisstronginpartnershipsandregularlyseekstobuildandpromote theserviceinpartnershipwithotherorganisationsandthelocalcommunity. Availableprogramfundingisoftenkeyintheinitiationofthesepartnerships. Dalaigurengagesinpartnershipworkwith: theaustralianliteracyandnumeracyfoundation(alnf)asapilotsite fortheimplementationoftheearlychildhoodlanguageandliteracy Project. NAPCANfortheimplementationoftheAllChildrenBeingSafe(ACBF) programasatoolfordevelopingprotectivebehavioursforchildren. thekidsmatterearlychildhoodinitiativetoplanandimplement evidence basedmentalhealthpromotion,preventionandearly interventionstrategies. Earlyinterventionservicestosupportchildrenwithdisabilitiesandtheir families. Gunawirrafoundationtoconductcamps,whichsupportfamiliesof childrenwithdisabilities. TheKempseyprimaryschooltosupporttransitiontoschoolandto conductleadershipprograms,sportsdaysandliteracyprogramsthatare empoweringfortheprimaryschoolandpre schoolchildren. Variouscommunityboardsandcommitteesforlocalplanningandto ensureanaboriginalperspectiveindecision making. Partnershipexamples: ALNF: Dalaiguridentifiedthatchildrenweremissingoutbecausetherewasnospeech therapistworkingattheschool.alnfhadreceivedfundingthroughdeewrto undertaketheearlychildhoodlanguageandliteracyprojectintheregionand offeredtheopportunityforpre schoolstoparticipate.dalaigurtookupthe opportunityin2008.sixstaffatdalaigurweretrainedtoimplementtheproject. OngoingtrackingbyALNFandfeedbackfromDalaigurstaffindicatethatthe programhasbeenhighlysuccessfulinsupportinglanguageandliteracy developmentofthechildren. 194

195 NAPCAN: DalaigurhasworkedwithNAPCANsince2009inimplementingtheAllChildren BeingSafe(ACBS)Pre SchoolProgram.Thisworkhasfocusedonidentifyingthe individualneedsofdalaigurchildren,familyandstaffregardingchildprotectionand waysinwhichtheneedscanbesupportedthroughacbs.dalaigurhighlightsthe successofthisprograminenablingchildrentotalkabouttheirfeelingsandreducing hurtingandviolencebetweenchildren. EarlyInterventionDisabilitySupport: Dalaigurworkscloselywithearlyinterventionservicestoprovidesupportforthe familiesofchildrenwithdisabilities.dalaigurdescribesthatengagementwithearly interventionserviceshasincreasedconsiderablybecausetheservicenowcomesto Dalaigur,whereasinthepastparentswouldnotgototheservice.Dalaiguralso partnerswithgunawirrafoundationtoprovidefurthersupporttothesefamilies throughcampexperiencesthatreducetheirisolationbyconnectingthemwith otheraboriginalfamilieswithsimilarexperiencesandallowingthemtodiscuss issues. Principlesandobjectivesforworkinginpartnership JanetJensen,DirectorofDalaigurPre School,andRoslyn Lotti Moseley,staff memberatdalaigurpre School,describethatkeyprinciplesthatunderpintheir approachtoworkinginpartnershipinclude: Itisvitaltoensurethatprogramsareeffectiveandacceptabletothe community. Staffsofpartnerorganisationsneedtorespectandunderstandthe importanceoflocalaboriginalculture. Partnersneedtobetrustingandacceptingofthewayinwhichstaffat Dalaigurwork. Partnersshouldnot comeinonathoughtandatheory butwithanopen mindtodeveloptheprogramtogether. It saboutworkingtogetherand respectingeachother sthoughts. Partnersshouldbereceptiveand readytochange. Wedon tneedtobesaved,wejustwanttobetaught. Weneedtohaveourparentsengaged,iftheydon'tthinkit'sgoodfortheir childrenthenwewillgowiththem.theyarethefirstteachersandweare thenextsteptoguidethemthrough. Ithastogobothways.We'vegottoacceptthatallchildrenwillbe mainstreamed,it'samainstreamlifeandweneedtogivethesetoolsto thesechildrensothattheycangointoanon Indigenouscontextandtake ontheworld,buttheystillkeeptheircultureinside. ThegoalsforDalaigurworkinginpartnershipinclude: developingqualityprogramsthatsupportchildrenandfamilies; ensuringtheserviceprovidesholisticsupportthataddressesallthe needsofchildrenandfamilies:operatingasahubservice; providingtrainingandskillsdevelopmentforstaff; 195

196 obtainingfundingandresourcestogrowandstrengthentheservice; promotingdalaigurandsharingthestrengthsoftheirapproach. Agreements ThepartnershiprelationshipsthatDalaigurengagesinarelargelyinformalandthey havenotenteredintoanyformalpartnershipagreementsordevelopedmemoranda ofunderstanding(mous). Dalaigurdescribesthatanopennesstodifferentwaysofimplementingaprogram thatareculturallyappropriatefortheirchildrenandfamiliesisabottomline requirementforengaginginthepartnership: wepromoteourselvesasindigenous educationandthat'swhywealwaysreservetherighttoadaptprogramsforthat purpose. Whereanorganisationisnotopentoincludingculture,Dalaigurwillnot workwiththem. Practices Workingtogether Asanexample,DalaigurPre SchoolandALNFidentifythefollowingkeypractices forworkingsuccessfullyintheirpartnership: Buildingrelationships ALNFhasanongoingrelationshipwithDalaigurthatMary RuthMendell, co chairofalnfdescribesas upcloseandpersonalratherthanjust bobbingup,doingourthingandgoing. Dalaigurrecognisesthatstrong relationshipsdevelopwhenpartners keepcomingback. RelationshipbuildingbetweenDalaigurstaffandfamilies,andALNFhas happenedthroughregularvisitsandinteractionwithstaffandfamilies notonlyonaworkingbasisbutalsothroughinformationsessions, postersandeventssuchaspizzanights.mary Ruthdescribes, It svery participatory.we rearound,we redoingthings,we rewiththekids,we re showingandtellingandbeingthere. Openandhonestcommunication Regular,opendiscussionsandnegotiationsofhowtheprogramwill work. Constructiveconversations:JanetandLottiexplain, Ifsomethingcomes upandwedon tlikeit,wedon'treactnegatively,wediscusswhythey're doingitthatway. Communicatingandworkingcloselywithparentsandchildrenisa priority,aswellascheckingpermissionandlisteningtofeedbackfrom Eldersandlocalserviceleaders. CulturalwaysofcommunicationarerespectedandALNFseeksadvice fromalloftheiraboriginalandtorresstraitislanderpartnersaboutwho toaskaboutparticularmattersandhowtoaskcorrectlyinorderto establishrespect,co operationandunderstandingwiththecommunity. Flexibility 196

197 Flexibilityiskeytotheworkingrelationship,butestablishingagreements andprocessesforworkingtogetherisalsoconsideredimportant,aslong asthishappens withoutgettingcaughtupinpaperwork. Monitoringandevaluation: NoevaluationprocessesfocusspecificallyonDalaigur spartnership relationships. Thereisafocusonmonitoringthedevelopmentofchildrenintheservice andtheimpactofprogramsimplementedthroughpartnerships.this includesalong termoutcomesfocus,forexample,bymonitoringthe futuresuccessofchildreninschool. Videorecordingsareakeyapproachtodocumentingprogressand impacts. ALNFstaffpreandposttestchildrenatthebeginningandendofthe yeartoassessimpactsoftheprogram.theyalsoteachstaffandsome parentsatdalaigurhowtodotestingandinternaltrackingofthe children. Capacitybuilding TherangeofpartnershipsthatDalaigurengagesinbuildcapacityinthefollowing keyareas: Professionaldevelopmentandworkforce: PartnershipsenableopportunitiesforDalaigurstafftraininganddevelopment providedbypartners.forexample,asaresultoftrainingprovidedbyalnf,staff developfocussedknowledgeaboutthechildrenintheircareandtalkaboutthiswith parents,colleaguesandoutsideprofessionals.janetexplainsthatthisempowers staffand buildstheirself esteem. Mary RuthexplainsthatwhilesomeAboriginal staffmaynothaveformalqualifications,theirstrengthsincaringforandsupporting childrenareneededinearlychildhoodservices: Wecangivethemenoughspecialisedlearningandunderstandingandthey re reallyeffectivewiththechildren,thenintimetheycangoonanddotheirstudy astheirfamiliesgetolder,butdon tmissoutontheirenergy,insightsand knowledgeofchildrenjustbecausetheydon thavethequalifications. Fundingandresourcing: CollaborativeworkhasenabledDalaigurtoobtainsignificantresourcestoenhance theirteachingpractice.thesehaveincluded: o ResourcessupportingtheALNFlanguageandliteracyprogramincluding o books,puppetsandsoundteachingcardswithvisualcues. AvarietyofresourcestosupporttheNAPCANAllChildrenBeingSafe program,includingvisualandinteractiveresourcestailoredatthe requestofdalaigurtoteachingforthedifferentlearningstylesand needsofthechildren. Programdevelopment: MichelleRose,AllChildrenBeingSafePre SchoolProgramCoordinatorat NAPCAN,describesthatworkingwithDalaigurhashadsignificantimpactsforthe 197

198 198 developmentoftheacbsprogramfornapcanwhichwillhavebroaderimpactson theapproachofnapcanastheydevelopandexpandacbs: Dalaigur'sevaluationoftheACBSprogramwhichhadpreviouslybeen implemented,conveyedtousthatwenowneedtoincludedomestic violence,traumaandseparationintotheacbspreschoolprogram.this evaluationgavetheprogramthedirectionweneededtocaterfordalaigur's individualneeds,astheseissuesareanongoingmajorconcerntothestaff, familiesandchildrenatdalaigur. Culturalcompetency Dalaigurisstronginthedeliveryofeffectiveculturallyappropriateprogramsand adaptingtheprogramsofotherstobeculturallyappropriatefordalaigurchildren andfamilies.bysharingthisstrengthandknowledgeofculture,partner organisationslikealnflearnasmuchfromdalaigurasdalaigurlearnsfromthem. Approachesthathavepromotedunderstandingofcultureandwaysofworking differentlywithaboriginalchildrenandfamiliesfordalaigur spartnersinclude: Stafflinkingrole:DalaigurhaveprovidedtrainingforanAboriginalstaff membertotakealinkingroleintherelationshipbetweenchildrenand familiesatdalaigurandearlyinterventiondisabilitysupportservices. Thislinkhasbeencriticaltomakingparentsfeelmorecomfortableusing theservice.thestaffmemberhasalsohelpedtoensurethatsupportsfor thechildrenareincorporatedintheclassroom. Consultingwithfamiliesandcommunity:Decisionsthataremadeatthe centrerequirethesupportoffamilies: Nomatterwhatweintroduce,it goesthroughtheparentsfirstinourmeetings,andifwecan'tgetthemat meetingswe'llgetthemonbusrunsori'lldohousecallsandchecktheir issuesandconcerns. ConsultingwithEldersinthecommunityalsoplays animportantroleinprovidingguidanceforprogramsandfordeveloping firstlanguageresources: inkempseywespokewiththeeldersaswelland theyguidedourthinkingonlotsofimportantthingstodowithkempsey children. ALNFshowsastrongcommitmenttoworkingdifferentlyandrespectfullyin Aboriginalcommunities.DalaigurrecognisesthatmanyALNFresourcesandways ofteachingarealreadyculturallyappropriateandthattheuseofvisuallearning toolsassistsaboriginalchildrenwhooftenexperiencehearingdifficulties.mary Ruthdescribestheneedforculturallyappropriateresourcedevelopment: Australia isonlyjustrealisingthataboriginalchildrenhaven thadbooksthathaveaboriginal childreninthemorpicturesthatillustratewheretheylive. Shedescribesthatthese resourcessignificantlyincreasetheengagementofchildren. Insomecommunitiestheyhaveworkedin,ALNFhasputforwardadocumentto Eldersabouthowtheywillconductthemselvesinthecommunitytobuildadialogue andunderstandingatthestartoftherelationship.theorganisationalsoworkswith communityliaisonofficerswhoplayanimportantroleincommunicatingand organisingpeopleformeetings.

199 Significantchallenges SignificantchallengesidentifiedbyDalaigurPre Schoolintheirpartnerships include: Short termandlimitedprogramfundingthathinderspartnership developmentbeyondthefundedactivities. ThecapacityofDalaigurisstretchedandtimeforpartnership developmentdependsonthededicationofstaff: Wedoitonashoe string. Dalaigurbuildsontheirholisticcareandsupportmodelthrough partnershipsbutoftenisn tfundedfortheadditionalworktheydoand staffworkwellbeyondregularhours. Outcomesandopportunities Dalaigurandpartnerorganisationshavedescribedfurtherspecificoutcomesforthe service,staff,childrenandfamiliesthattheylinktowhathasbeenachievedthrough partnershipwork.theseinclude: Dalaigurhasbecomeaserviceofchoiceintheareaandhasawaitinglistthat includesalargenumberofnon Aboriginalfamilies. Parentshavebecomemoreawareofthesupportneedsofchildrenwith disabilitiesandsupporthasimprovedthroughincreasedaccesstoearly interventionservicesandthecampsconductedforfamilies. Dalaigurisregularlyaskedtoshowcasetheirworkandtosharewithother servicesaboutincorporatingcultureintoeverydaylearning.theyhave receivedanumberofawardsfortheirwork. DalaiguremploysmostlyAboriginalstaffwho areprovidingabetterservice thansomeonewithauniversitydegreecould. Literacypracticesarechanginginhouseholdsand parentsaredoingliteracy basedthingswiththeirkidsthattheywouldneverhavedonebefore. ThroughACBSchildrenhavedevelopedunderstandingoftheiremotionsand developedwaystoexpressthemselves.childrenatdalaigur haveself initiatedlinkingtheirlearningtohome andhavebeendiscussingacbsstories andactivitieswiththeirfamilies Asaresultofchildrenlearningaboutpersonalsafetyandlinkingthislearning toknowledgeabouttheirownbodiesthroughacbs, alotofhurtingand violenceatschoolhasstopped. ThereisanopportunityforALNFtodosomethingmorelong termand sustainablewithdalaigur.theyareproposingthedevelopmentofan integratedhub thatwouldincludetrainingforteachersandparentsand supportforspeechpathologistsandoccupationaltherapists.thiswouldbea dedicatedtrainingplacewhereotherrelatedresourcescouldbebroughtin, forexampleinareasofnutritionandbabycare. 199

200 200 PartnershipCaseStudy6 AboriginalChild,FamilyandCommunityCareSecretariatNSW(AbSec) TheAboriginalChild,FamilyandCommunityCareSecretariatNSW(AbSec) AbSecisanot for profitincorporatedcommunityorganisation.theorganisationis primarilyfundedbythenewsouthwalesdepartmentoffamilyandcommunity Services(FaCS)andisrecognisedasthepeakNSWAboriginalorganisation providingchildprotectionandout of homecare(oohc)policyadviceonissues affectingaboriginalchildren,youngpeople,familiesandcommunities.absec s membershipprimarilycomprisesofaboriginaloohcandfamilysupportagencies alongwithfosterandkinshipcarers. PARTNERSHIPFOCUS1:KEEPTHEMSAFE Agreementsandprinciplesforworkinginpartnership On17March2010AbSecandFaCSsignedaMemorandumofUnderstandingwhich recognisedacommitment toworkingtogethertoimproveservicedeliveryfor Aboriginalchildren,youngpeople,theirfamiliesandcommunitiesatriskofharm, throughbetterconsultationandservicedesign. TheMoUrelatesspecificallytothe developmentanddeliveryoftwopilotprojectsasacomponentofkeepthemsafe: Asharedapproachtochildwellbeing,whichis thenswgovernment sfive yearplan tofundamentallychangethewaychildrenandfamiliesaresupportedandprotected. ThetwoservicesidentifiedintheMoUare: ProtectingAboriginalChildrenTogether(PACT)whichis anaboriginal childspecialistadviceandsupportmodelofconsultationbasedonthe VictorianLakidjekamodel. IntensiveFamilyBasedServices(IFBS),whichprovidesanintensive, time limited,homebasedprogramforaboriginalfamiliesincrisis. UnderthisagreementtwopilotservicesarebeingdevelopedforbothPACTand IFBS.Thecollaborativeworkseekstopilottheimplementationofkey recommendationsofthespecialcommissionofinquiryintochildprotectionservices innewsouthwales(2008). BeyondthetwospecificKeepThemSafepilotprojects,theMoUidentifiesthat furtherpurposesoftheagreementare: toensureaculturallyappropriateresponsetoprotectingaboriginal childrenatriskofharmandreducethenumberofchildrencominginto contactwiththechildprotectionsystem. toensurethesnaiccendorsedaboriginalandtorresstraitislander ChildPlacementPrinciplesareacknowledgedandinformpolicyand serviceprovision. TheprinciplessectionoftheMoUfurtheridentifiesthattheMoUwill setout

201 practicalmechanismsforrealconsultationandcollaboration inkeyareasincluding: buildingthecapacityofaboriginalngos,includingworkforce development,todeliverchildprotectionservicestoaboriginalclients. expandingthecapacityofmainstreamngos,includingworkforce developmentandculturaltraining,tofosterpartnershipswithaboriginal agenciesanddeliverculturallyappropriatechildprotectionandfamily supporttoaboriginalclients. developingmodelsforeffectiveconsultationandservicedeliveryacrossthe spectrumofchildprotectionservices. TheMoUestablishesasteeringcommitteetoprovideleadershipandoverseethe implementationofthemoucommitmentswithresponsibilityto:developreporting, governanceandaccountabilitymechanisms;identifypriorityareasforcollaboration; produceanannualworkplananddevelopperformanceindicatorstomeasure progress.theprincipalmembersofthesteeringcommitteeareabsec,facsand theassociationofchildren swelfareagencies(acwa). Practices Workingtogether The KeepthemSafeannualreportdescribedthattheMoU: 334 ishistoricinitsnatureandithasenabledcommunityservicestoachieveatrue partnershipwiththeaboriginalnon governmentsector.absechasbeenfundedto workwithcommunityservicesinthedevelopmentofkeyservicemodelsand programs andthereisasharingofinformationandformulationofjointpositions. AbSecdescribesastrongworkingrelationshipwiththeAboriginalServicesBranch andseniorstaffinthedepartment.absecoperationsmanager,samanthajoseph, explainsthatthemou hascreatedamorelevelplayingfieldwherewearenolonger justreactingtogovernmentbutplanningwithgovernment. KeywaysthattheMoUsupportsamoreequalworkingrelationshipbetweenAbSec andfacsinrelationtothetwokeepthemsafeprojectsinclude: AbSeccanpointtothecommitmentsandagreedprocessesandasa result,negotiatefromastrongerposition. Thereisanidentifiedandsharedviewpointaboutwhattheoutcomesof theworktogetherwillbe. Theidentificationofa tangibleproject tobeundertakeninpartnership betweenfacsandabseccreatestheopportunitytoworkclosely together.thisextendswellbeyondatypicalserviceagreementinterms ofcollaborativeworkbetweengovernmentandngostaff. TheMoUensuresthatAbSechasastrongvoiceanda seatatthetable atvariouslevels,includingseniorexecutiveandservicedevelopmentand managementlevels. 334 KeepThemSafeAnnualReport ,availableat: 201

202 202 AsaresultoftheMoU, mirrored staffingpositionshavebeenestablished infacsandabsecforthedevelopmentoftheifbsandpactservices andhavepromotedcollaborativeworkbetweenstaffonprojectteams thatgoacrossagencies. FocusonpartnershipsforthedevelopmentofPACT ThePACTserviceisbeingpilotedintwolocationsandiscurrentlyinthe developmentphase.thetenderprocessforpactserviceshasincluded requirementsforservicestobeaboriginalcommunity controlledandhavea demonstratedqualityofrelationshipwiththelocalaboriginalcommunity. Cross agencyprojectteamsandmirroredstaffingarrangementsarecurrentlya strengthofthepartnershipfordevelopingthepactservice,encouragingmore equalworkingrelationshipsbetweenstaffofabsecandfacs.staffofboth organisationsidentifythatthereisapositive,open,flexibleandconstructive workingrelationship.whenattendingmeetingsinthecommunity,staffgotogether asaprojectteamwhichisimportantincommunicatingthattheserviceisbeing developedtogetherbygovernmentandtheaboriginalnon governmentsector. Whiletherelationshipisworkingwellatthedevelopmentandmanagementlevelit hasbeenidentifiedthatasignificantchallengewillbeensuringeffectivepartnership relationshipsbetweenthepactservicedeliveryorganisationsandlocalcommunity ServiceCentres(CSCs).ThiswillbecriticaltothesuccessofPACTinproviding specialistadviceandsupport.thereisacurrentfocusonidentifyingstrategiesfor supportingeffectivepartnershipatthelocallevelandtheseinclude: Earlyon,staffworkedinwaysthecommunityconsideredculturally inappropriatetheestablishmentoflocalimplementationgroupswhichwill includerepresentativesfromabsec,thepactserviceprovider,thecscs and,regionalcommunityservicesstaff. EnsuringattheoutsetthatPACTstaffandCSCstaffpresenttogetherat communitymeetings. DevelopingtrainingforCSCstaffthatisdeliveredjointlybyPACTand CommunityServices. ThedevelopmentoflocallevelMemorandaofUnderstandingbetweenthe CSCsandPACTserviceproviders. Thesestrategiesremainatthenegotiationstageand,forexample,the developmentoflocallevelmoushasnotyetbeenagreed.theabsecsenior ProgramManager,AngelaWebb,believesthatthiswillbeanimportantprocess: frommyperspectiveweneedtohavesomethingmoreformalintermsofagreement, somethingatthelocallevelthatstaffcanreferbacktowhenthereareissues. This approachcouldbecriticaltoensuringpactstaffareempoweredtoaddress problemsandworkonamoreequalfootingwithcscstaff. PARTNERSHIPFOCUS2:CAPACITYBUILDINGTHROUGHPARTNERSHIPS Thecapacitybuildingapproach

203 TheAbSec/ACWACapacityBuildingProjectisseekingtodevelopnewAboriginal OOHCagenciesthroughpartnershipsbetweenexistinglargeandeffectivenon AboriginalOOHCprovidersandAboriginalcommunities.Theprojectisininitial stagesofpartnershipnegotiationanddevelopmentandisbeingundertakenin3 4 locations,withagreementtoextendthecapacitybuildingactivitiestoaddressthe capacitygapforaboriginalagenciesstatewide.theprojectproposesauspicing arrangementsthroughwhichmainstreamserviceproviderswillsupportthegrowth, developmentandaccreditationofnewaboriginalagenciesthatwilltransitionto autonomousgovernancewithinanagreedtimeframe. Aspectsoftheapproachthatshowpromiseforbuildingrespectfulandeffective partnershipsinclude: AbSecasbothanAboriginalcontrolledorganisationandthepeakbodyfor AboriginalOOHCprovidersinNSWistakingaleadingroleandensuringthe approachreflectsbothgoodpracticeinserviceprovisionforaboriginal childrenandfamiliesandtheaspirationsofaboriginalpeoples. Thereisafundedroleforbrokeringpartnershipsandfacilitatinginitial partnershipdevelopmentthatsitswiththeabseccapacitybuilding Manager.ThisroleenhancesthenegotiatingpositionofAboriginal communitiesandnewaboriginalserviceproviders. Agreementsarebeingestablishedfromthestart,whichclearlyidentify partnershipgoalsandincludeacommitmentfrommainstreamorganisations toasupportedtransitiontoautonomousgovernanceforthenewaboriginal agency. Thecapacitybuildingapproachisbeingtailoredtotheneedsoflocal communities,takingaccountofneeds,existingserviceprovisionandthe challengesinruralandremotelocations. TheprojectisbeingimplementedbyAbSecandACWAinpartnership,with significantsupportfromfacsandreflectsacommitmenttorespectfuland effectivepartnershipatalllevels. Principlesthatunderpintheapproach Theapproachseekstoensurethatrelationshipsareunderpinnedbyprinciplesof effectiveandrespectfulpartnershipwithaboriginalorganisations.absecisgiving significantattentiontoidentifyingthebaselinecommitmentthisrequiresfrom mainstreamorganisations.elementsofthiscommitmentidentifiedbyabsec include: 335 Commitmenttorecruitment,employmentandsupportofAboriginalcarers. UnderstandingofandcommitmenttoAboriginalChildPlacementPrinciples. Demonstratedculturalproficiencyandcommitmenttoculturalsupportfor Aboriginalchildren,youngpeopleandfamilies. Planstosupporttheauspicedservicetoachieveaccreditation,autonomous 335 Note:TheseprinciplesreflectthepositionofAbsec.Probityissuesrelatingtoauspice organisationsforthecapacitybuildingprojectarecurrentlybeingnegotiatedwithfacs. 203

204 governanceandorganisationalcapacity. CommitmentthatismotivatedbyadesiretogrowtheAboriginalservice sectorandimproveoutcomesforaboriginalfamiliesratherthanspecific financialandgrowthbenefitsforthemainstreamagency. Practices:Facilitatingeffectivepartnerships AbSecandACWAidentifythatfacilitatingeffectivepartnershipsbetween mainstreamorganisationsandaboriginalcommunitiesandagencieswillrequire: OngoingcommunicationwithAboriginalcommunitiesandagenciesfrom AbSectoensuretheflowofinformationtoandfromthemisopenand transparent. CommunicationandleadershipfromACWAandFaCSwithmainstream servicestoencouragetheirengagementandparticipation. CommitmentfromFaCStodevelopreferralandcommunicationstrategies thatensuretheengagementoflocalandregionallevelfacsstaff. AppropriateconsultationofAboriginalcommunitiesatallstagesofthe project. Assessmentofthesuitabilityofindividualmainstreamagenciesto participateinameaningfulway. Thoughtheprojectisonlyinearlystagesofdevelopment,somespecifictypesof capacitybuildingsupportthatcouldbeprovidedbyauspiceorganisationsthat AbSechaveidentifiedinclude: Sharinginfrastructurethroughinitialco locationtoreducestart upcostsfor newagencies. Assistingwithfinancialmanagement. ProvidingsupervisionforOOHCworkers. Makingtrainingopportunitieswithintheauspiceorganisationavailableto workersofthenewagencyinitiallyandonanongoingbasis. Developinglocalworkforcecapacitybysupportingtheemploymentand trainingofaboriginalstaff. Providingnewagencieswithopportunitiestoexperience,observeandlearn fromcurrentgoodpractice. 204

205 205 PartnershipCaseStudy7 VictorianAboriginalChildCareAgency(VACCA)andChildandFamily ServiceAllianceMembers Thepartnership ChildFIRST(ChildandFamilyInformation,ReferralandSupportTeams)isa VictorianinitiativethatwasproposedoutofareviewoftheFamilyServices Innovationsprojectin2007.ChildFIRSTispartoftheIntegratedFamilyServices model,andprovidesintake,assessmentandcasemanagementservicesto vulnerablechildren,youngpeopleandtheirfamilies,withtheaimofintervening earliertoaddresschildren svulnerabilityandoflimitingchildprotection involvementwherepossible. EachChildFIRSTservicewithinVictoriasitswithinaChildandFamilyService Alliance;agovernancestructurejoiningtogetherregisteredchildandfamilyservice providers,dhsandotherstakeholderswithinagivencatchmentarea.eachalliance hasafacilitatingpartnerwhochairstheallianceexecutiveandisgenerallyalsothe ChildFIRSTprovideragency.VACCA(EastBrunswick)isamemberagencyacross fourofthesealliancesinthenorth&westmetropolitanregion,(facilitatedby Children sprotectionsociety,mackillopfamilyservices,anglicarevictoriaand KildonanUnitingCarerespectively).ThiscasestudyfocusesontheworkofVACCA inpartnershipwithalliancemembers,andespeciallyinthehumemoreland IntegratedFamilyServices(HMIFS)Alliance,withinwhichKildonanUnitingCareis thefacilitatingpartneroftheallianceandthechildfirstprovider. WhenChildFIRSTwasrolledoutVACCAadvocatedstronglytohaveanAboriginal strategyandresourcesidentified,sothataboriginalfamilieswerevisibleand appropriatelysupported.alliancememberssupportedthispositionandfundingwas redirectedfromfourofthechildandfamilyservicealliancesuponwhichvacca sattoprovideforavaccastaffmembertotakethepositionofaboriginalliaison Worker(ALW).TheALWroleprovidesadviceandsupportinrelationtoreferrals thatcomethroughforaboriginalfamilies.thisoccursattheintakeandallocation stageandonceanaboriginalfamilyisallocatedtoamainstreamservice,toprovide supportalongsidetheagencyworker.otheralliancememberssupportedthis initiative,astheybelievedthiswouldgenuinelyassisttheintegratedfamilyservices model(includingchildfirst)toprovideamoreculturallyappropriateresponsefor Aboriginalfamilies. Objectivesandnegotiations TheAlliancepartnershipischaracterisedbycomplexstructures.TheAlliance includeschildandfamilyserviceproviders,oneofwhomisalsothechildfirst providerandwhoalsotakesontheroleofpartnershipfacilitator,andthe Departmentwhoarethefunder,thecontractmanagerforindividualchildand familyservicesagenciesandmonitorstheirperformanceandisthechildprotection servicedeliverer.valerieayres Wearne,theHMIFSAllianceSeniorProject Manager,explainsthatintegratingallofthesesystemsisacomplexundertaking,

206 andsoitiscriticaltoarticulatewhatyou retryingtoachieve.itisalsoimportantto routinelyunpackandanalysewhatroleeachorganisationisplaying,howthe relationshipsareworking,andhowtheexpectationsofthecollectiveareweighing upagainstthoseoftheindividualsconcerned. FromVACCA spointofviewakeyobjectivefromtheoutsethasbeentoworkwith andthroughthealliancestoalignthechildfirstmodelwithprinciplesthatvacca believesunderpinaneffectiveapproachtoaboriginalserviceprovision.these principlesare: 336 Self determination Thatis,thecommitmenttodecisionsaboutAboriginal peoplebeingmadebyaboriginalpeople. TheprincipleofAboriginalservicesfirst Thatis,whereverpossible,services foraboriginalpeoplearedeliveredbyaboriginalorganisations. Self Management Thatis,Aboriginalservicesareresponsibleforservice deliverytoaboriginalfamilies,therebyunderstandingissues,targeting responsesandadvocatingsolutions. GabrielleBurke,ManagerofChildandFamilyProjectsatVACCA,pointstothe initialworkwiththealliancepartnersasbeingcriticaltogetallparties onthesame page andsayingthesamething. Acrucialelementhasbeentherespectful relationshipswithserviceprovidersandgovernmentthatwereformedovertime, beforeandoutsideofthespecificalliancestructure. ValeriedescribesthatchangesinthewaytheAllianceoperates,includingthe developmentofthealwrolehaveemergedfromasharedobjectivetoimprove supportforaboriginalfamiliesandawillingnessofalliancememberstoengagein conversationsabouthowthiscouldbeachievedandtheresourcesthatcouldbeput towardsit.shefeelsthatthepartnershipwithvaccaisprogressingmoreandmore towhatshecallsthe higherend ofthepartnershipscale.shefocusesonthequality ofthedialogueasakeyfactorinpartnershipnegotiations,withthesecretbeing a capacitytokeeptheconversationgoing andnotdigin. KerryCrawford,ExecutiveManagerofEarlyInterventionandFamilyServicesat VACCA,explainsthatitwasveryimportantforVACCAtohave champions topush theircauseattheinitialstage,becauseasanaboriginalorganisationtherewere someelementsthatwerenon negotiable.theopenandtransparentnatureofthe partnershipallowedthesediscussionstohappenandalliancememberswereableto supportvaccapositions. Asharedvision,having somewhereyouwanttogo asgabrielledescribes,isalsoa criticalelement,includinghavingsomeonewithinthepartnershipwhocan articulatethevisionandhelppushtowardsit.valerieconfirmsthis, peoplealways saythatpartnershipshavetohaveavision,andintheendthosethingsarereally critical,becausethat swhatkeepsyouatit. 336 VictorianAboriginalChildCareAgency(VACCA).(2011).VACCAChildFIRST AnIntake, AssessmentandReferralServiceforAboriginalchildrenandfamiliesintheNorthandWest Region,July.Retrieved25January2012,fromtheWorldWideWeb: information/vacca child first 206

207 Kerrybelievesthatforpartnershipnegotiationtobesuccessful,thepartnership needstooccurfromastrategicpushwithinthesector.shefeelsthatgovernmentis removedfromtheday to daybusinessofchildandfamilyservices,andthat thereforeautocratic,top downdesignprocessesdon tmeettheindividualneedsof thesector.whatisneededisforthesectortocometogethertopresenttheirbid, theirdesign,togovernment. Practices Workingtogether Kerry,GabrielleandValerieidentifythefollowingkeypracticesforworking successfullyinpartnership: Buildingrelationships Respectfulrelationshipswithserviceprovidersandgovernmentwere formedovertime,beforeandoutsideofthespecificalliancestructure. VACCAviewstheAllianceasan open,transparentmeetingofsignificant people,wherethevictoriandepartmentofhumanservices(dhs)is consideredapartner,asopposedtoaleader. VACCAhasdevelopedstrongrelationshipswithAlliancemembersat CEOandprogrammanagerlevels,aswellasastrongworking relationshipwithdhs.achangeinrecentyearsisforgovernmentto attendmeetingsatvacca,whichisanimportantshiftfrom Aboriginal organisationhavingtoleavetheoffice,goandsitintheseclinical governmentalprocessesandbe overwhelmedwiththeamountofnon Aboriginalprocesses. Openandhonestcommunication Respectfulleadership,trust,openandhonestcommunication,anda willingnesstoworktogetherenableimportantandchallenging discussionstohappen. Workingthroughdisagreementsconstructively,includingbalancingthe finelinebetweenmaintainingyourownintegrityandposition,andbeing respectfulandsupportiveofthepositionofothers. Sharedplanningprocesses Goodplanningisakeyingredient: youdon thavetohaveeverything lockedup,butyouneedtobeonajourney,andyouneedtobekeepingon reflectingonthat. Itiscriticalforallimplementingpartnerstojointlydiscussanddefine whatmutualaccountabilitymeanswithinthecontextofthepartnership. Thisinvolvesconceptualisingwhatthepartnershipwillmeaninpractice intermsofwhatindividualorganisationalrequirementsand responsibilitiesare. Facilitation Theroleofthepartnershipfacilitatoriskey.Theymustkeepeverybody s interestsinmind,constantly tryingtolistenandunderstand. Valerie describesthattheyhaveto: Keepthehelicopterviewallthetime, 207

208 and seeallthedifferentpressuresandhowthey reallworking.butthen youtryanddosomethingaboutittogether. Valeriedescribesthisroleasbeinglikethegluethatholdsthe partnershiptogether.inrecognitionoftheimportanceofthealliance facilitationrole,valeriebelievesthatdedicatedgovernmentfundingis neededtosupportthealliancefacilitationrole takingcarriageofthe projectto support,driveandfacilitateit. AkeystrengthofthepartnershiphasbeenhavinganAlliancefacilitator whomaintainsrespectful,strongrelationshipswithallkeystakeholders. Sustainability Onedangerwithinapartnershipjourneyisthatkeypeoplecanleave. Whilstthepartnershiprequirespeopletoactivelydriveitandcreate change,itcan tbesolelyreliantonparticularpeople: Themoreeveryone sharesinthecommitment,andtakesownershipofit,themorelikelyitwill besustainable.andwe veseenthattosomedegree. Monitoringandevaluation: VACCAintendstoconductaninternalevaluationoftheproposedChild FIRST,aspartoftheirstrategicandteamplans,howeverthiswon t includeanevaluationofthealliancepartnershipitself. Thestategovernmenthasevaluatedthechildandfamilyservicereforms includingtheimplementationofchildfirstandalliancepartnerships, withkpmgcarryingoutthereview. Thehighlyintensiveanddemandingservicedeliveryoftentakesaway fromthetimethereistoreflectwithpartnersonprogress. KerryCrawfordidentifiesthatcurrentevaluationmodelsneedtobe improvedtoprovideastrongerfocusonoutcomesforfamilies. Outcomesandopportunities ThenextstageinVACCA sengagementwithchildfirsthasbeenthedevelopment ofaproposalforanewchildfirstservicetobedeliveredbyvaccaforaboriginal familiesinthenorthandwestregionsofmelbourne.childfirsthadgrown significantlyandsovaccadecidedtoreviewthealwrole.itbecameapparent thatdemandatchildfirstwascontinuingtogrowwithre occurringdemand capacitypressuresleadingtorepeatedperiodsofrestrictedintake.withthis increaseddemand,agrowingpercentageofallreferralstochildfirstwerecoming fromchildprotection.thisincludedreferralsforaboriginalfamilies.valerie indicatedthatinthemidstoftheseincreasingpressures,theneedtostrengthenthe interfaceprocessesbetweeneachofthechildfirst sintheregionandvaccawas clearlyapparent.fromkerry sperspectivethealwrolewasbeingsidelined,the relationshipsweren tfunctioningwellandthealwwasn ttakingonmanycases.in short,aboriginalfamiliesweren treceivingthesupporttheyneeded. ThenewChildFIRSTwillreflectnewwaysofdoingbusiness,asKerrydescribes, Whatwe regoingtohaveisservicesthataresetupthatunderstandtheneedsof familiesfirstandforemost,becausewearethosefamilies. 208

209 Kerryviewsthisasthe thirdstage ofchildfirstforaboriginalfamilies,building frominitiallackofinvolvementtotheimplementationofthealwroleandnow towardsrealaboriginalleadership.whilsttheyinitiallydetectedcautionfrom governmentandthesectortowardstheidea,theynowfeelthatthealliancesand DHSareverypositiveabouttheproposal.KerryandGabrielleattributethischange inattitudestotwofactors:firstly,theestablishedrelationshipsmeantthatdifficult conversationsandnegotiationscouldhappen,andkeeponhappening,untilthe issueswereresolved.gabriellecommentsthatkerry songoingworkbuilding relationships,trustandconfidencewiththealliancepartnershasbeencriticalin gettingsupportforthisproposal, wheneveryone sonthesamepageand everyone ssayingthesamething,it smuchmorelikelytohappen. Ifthepartnership hadn tbeeninplaceshefeelsthatthemainstreamorganisationscouldhave continuedtobequiteresistanttotheidea. Kerrycommentsthatafurtheraspectcontributingtotheviabilityoftheproposal andsupportfromalliancepartnersisvacca sreputationasastable,financially viableandqualityserviceprovider,having asteadymeasuredapproachto Aboriginalbusiness.Soit soneofthoseorganisationsyoucanhaveabsolute confidencein. 209

210 210 PartnershipCaseStudy8 VictorianAboriginalChildCareAgency(VACCA)andBerryStreetVictoria Thepartnership TheIntegratedFamilyViolenceprogramwasrolledoutinVictoriaasacross agency andcross governmentresponsetofamilyviolence.therewasrecognitionthat therewasaneedforanintensiveandbetterfundedresponsetocasemanagement foraboriginalwomenandchildren.emergingfromthis,vaccaandberrystreet developedajointsubmissiontoprovidetheindigenouscasemanagement componentoftheintegratedfamilyviolenceservices,womenandchildren(ifvs) inearly2009.theyarefundedtoprovidetheservicejointlyuntiljune2012. BerryStreetreceivesallL17FamilyViolencereferralsfromthepoliceandprovides theintakefunctionforthepartnership,whichincludesthebroadernifvsgroupof serviceproviders.atthepointofintakeaboriginalwomenaregiventheoptionof workingwithvaccaoramainstreamservice.inmid 2010VACCAandBerryStreet identifiedthatinpracticereferralsforaboriginalwomenwerenotcomingacrossto VACCA.KerryCrawford,theExecutiveManagerofEarlyInterventionandFamily ServicesatVACCAexplainsthattherewasaneedtodevelopnewwaysofworking andthat it snotaboutberrystreetnotwantingtorefer,wejusthadtofleshthrough howthiswasgoingtowork. Amajorinitiativeputinplaceatthistimetoaddresspartnershipchallengeswasa full timestaffsecondment.gaylecorrenti,anexperiencedfamilyviolence programmanagerfromberrystreetwassecondedtovaccafor12weeks.this providedanopportunitytodevelopsystems,reportingmechanismsandreferral processesthatwerecomplementaryandforberrystreettodevelopunderstanding aroundhowtheycouldfitinwiththewayvaccaneededtodobusiness. Objectivesandenablingfactors Thispartnershipisenabledbyastrongorganisationalcommitmentonbothsidesto workingtogetherandalong standingrelationshipbetweenthetwoorganisations. PartnershipworkissupportedbyseniorstaffatBerryStreetwhounderstandwhy therelationshipwithvaccaissoimportant.craigcowie,director,northwest RegionatBerryStreet,explainsthatitwaseasytoconvinceothersinthe organisationthatalthoughthestaffsecondmentwouldcausestrainonthe organisation,itwasn tamatterthatberrystreetcouldn taffordtolosegaylefor thattime,itwasthat wereallycouldn taffordnotto. Thereisstrongrespect betweentheceosandcraigidentifiesthatthis clearlyfiltersdownandinfluences howtherestoftheorganisationisexpectedtodobusinessintheaboriginalspace. ThetwoorganisationshaveworkedcloselytogetherandalongsideMacKillop FamilyServicestodeveloptheBuildingRespectfulPartnershipsresource,which describeshowmainstreamfamilyservicescanbuildaboriginalculturalcompetence todelivereffectiveservicesforaboriginalchildrenandfamiliesandincludesafocus

211 211 onbuildingrespectfulpartnershipswithaboriginalorganisations. TheobjectivesofVACCAandBerryStreetalignstronglyaroundthecommitmentto addressingtheneedsoffamiliesandgettingtothebottomline,whichcraig describesas safetyandnoviolence. Therehavebeensignificantdifferencesin approachandkerryidentifiestheneedtounpackwhyfamilyviolencehappensand deliveraservicethatmeetstheneedsoffamiliesandisn tbasedon awestern conceptofhowfamilyviolencecanbemanaged. Craigdescribesthecommitment ofberrystreettoworkingdifferentlywithaboriginalfamilieswithafocusinthe partnershiponunderstanding fromvacca spointofviewwhatisitthattheyneedto dobusinessthewaytheywanttodoit. Negotiationandagreements Negotiatingawayforwardtodeveloptheserviceandthepartnershiphasbeen aboutbeingopentotheconversationandbeingcreative.craigexplains: itwasaconversationaboutwheredowestart,acknowledgingthatwe couldn tdoeverythinginonehit.sowedecidedtostartwiththeprioritythat weneededtodosomethingdifferent toconnecttheorganisationsandmeet theobjectiveswehadinourpartnership. Itwasan organicprocessthathasreallygrown,andwe vedonealotofitby coffee management. DayleSchwartfegeroftheVictorianDepartmentofHumanServices(DHS) describesthattheworkthatvaccaandberrystreetaredoingtogetheris dynamic andevolving,basedonacommitmenttoworkingthroughhowtheycandevelop theserviceinpartnership,and gettingonwithit. Sheobservesthat,whatis importantisthatthepartnershipagreementsarebeingdevelopedasaresultof a goodprocessthatstrengthenstherelationship ratherthanhavingasituationwhere onepartyfeelsthepartnershiphasbeenimposed. Craigidentifiesthatbeingclearinagreementsiscriticalwhereresourcesarebeing sharedortransferredasthishasbroaderimplicationsforhowtheorganisations operateandthereisaneedtolookatthedetailsofhowitwillwork.the organisationshighlighttheimportanceofmovingfrominformalprocessesof negotiationtodevelopwrittendocumentsthatclarifyagreementsand expectations.theseincludethemouandaworkplanforgayleinrelationtoher secondment.anewprojectbriefisbeingdevelopedtodetailthenextstepsin partnershipworkandaworkplanwillemergefromthis. Practices Workingtogether VACCAandBerryStreetidentifythefollowingkeypracticesforworking successfullyinpartnership: Buildingrelationships Relationshipsatthemanagementlevelaresupportive,respectfuland drivenbyagroupofpeoplewhoareoperatingfrom thesameplatform.

212 Thestaffsecondmenthasbuiltunderstandingbetweenstaffinthetwo organisationsandpromoted abeliefthatthisisapositiverelationshipto have. Staffinteractionsthataretakingplaceatlowerlevelsandcontributingto relationshipbuildingincludethelinkingofthevaccafamilyviolence counsellorwiththeberrystreetcounsellingteamandtheshared undertakingofprofessionalsupervision. Openandhonestcommunication Trustintherelationshipenablesadepthandsophisticationin conversationsthatischangingthewaytheworkunfolds.kerryexplains: Theychallengethewayprofessionalsinthefamilyviolencespacethink theydotheirwork,andinalotofwaystheythinkthattheydoitwell,but it snotworkingforaboriginalfamilies. Strongrelationshipsenableinformalinteractionsthatsupport partnershipdevelopment: Whenyouneedtodosomething,youcanjust talkinsteadoftryingtogetthroughoursystems,whicharereallyhardto breakintosometimes,tobeabletogettotherightpersonandgettheright outcomefortheclient. Bothpartnersareopentoconversationandproactiveintheirapproach challengesthatarise: wewilladdressthemtogetherandberespectful aboutthat. Advocacywithinthepartnership: Beinginapartnershipsignificantlyincreasesthevoiceoforganisations withgovernmentandtheresponseintermsoffundingsupport. Craigidentifiestheroleofmainstreamorganisationinsupporting Aboriginalcommunitiesandorganisations: Intermsofsay,Aboriginal business,therearesomeaboriginalleaderstherebuttheyneedthesecond peopletocomeinsothateveryonecomesinbehindthem.andthat sarole Ithinkthatallmainstreamscouldplay. Monitoringandevaluation: Evaluationofthepartnershiphasnothappenedyet,butwillbediscussed anddevelopedinordertodemonstratesuccessandimprovementsthat havebeenachievedinpartnership. Governmentrole: DHSistakingahighlysupportiveanduniqueroleinenablingVACCAand BerryStreettoworkinpartnershipanddevelopnewmodelsandwaysof workingintheareaoffamilyviolence.kerryexplains: They renot actuallyhavingthesepaternalisticconstraintsaroundwhattheythink. They reveryclearaboutworkinginaveryfluidpartnership,nota hierarchicalstructurewherethey resaying:we rethefunder,you lldeliver. Instead,they resaying:here sabitofspace,let sseewhatwecando becausethisneedstobesuccessful. 212

213 213 Capacitybuilding ThepartnershipbuildscapacityforVACCAandBerryStreetinthefollowingkey areas: Professionaldevelopmentandworkforce: BerryStreethaslearntfromtheholisticapproachofVACCAandtheirviewpoint thatitisnotasimportanttohaveafamilyviolenceprogramthatisdistinctfrom otherfamilysupportwork.thismatcheswellwiththedesireofberrystreettolink theirfamilyviolenceworktootherservicestheyprovide. AkeywaythatBerryStreetcontinuestosupportcapacityatVACCAisthroughstaff sharingandsecondmentarrangementsasaresponsetounder resourcingand staffingissues. Fundingandresourcing: AccordingtoCraig,increasingthecapacityofAboriginalorganisationshasalotto dowithgettingthedistributionofresourcesright: Ithinktherearealotofresourcesinthesectorthatcouldandshouldgoto Aboriginalorganisations Ithinktherearealotofresourcesthatmainstream serviceshavegotthatshouldgotoaboriginalcontrolledorganisationsand thentheywouldhaveabetterchance,giventhescaleoftheirtask. Thisapproachisaboutviewingtheresourcesinthesectoras communityresources thatexisttomeettheneedsoffamiliesratherthanbeingownedbyaparticular organisation.craigbelievesthatpoolingandsharingofresourcescouldbring significantpositivechangeandthatinlinewiththeprincipleofself determination resourcesshouldbetransferred whenvaccasaysitshouldhappen ;whenthey believetheyhavethecapacityandreadinesstotakeresourceson. Culturalcompetency WorkingwithVACCAenablesstaffatBerryStreettounderstandfamilyissues from VACCA spointofview andtoprovidebetterservicetoaboriginalfamilies.craig describesthatthepartnershiphasbeennecessarytoaddressasituationwhere: wewerejustworkingwithaboriginalfamiliesonourown itwasclearlynot useful,notculturallyappropriateandnotgivingaboriginalfamiliesthe opportunitytohaveaculturallyappropriateservice.weweredoingourbestin termsofemployingsomeaboriginalstaffbuttheywerenotconnectedinwith alltheaboriginalorganisationstheyneedtobe. Kerryemphasisesthatthepartnershipworkhastobeaboutnewanddifferentways ofworkingwithaboriginalfamiliesthatareculturallyappropriateandrecognisethe strengthsofaboriginalpeople.itshouldbeaboutafamilystrengtheningand resilienceprogram: We rereallytryingtoturnitonitshead,moveoutofthiswestern conceptofwhatfamilyviolenceisandaddressitthroughamoreholisticcareteam approach. Significantchallenges

214 214 SignificantchallengesidentifiedbyVACCAandBerryStreetinthepartnership include: Inthebeginningthepartnership wasn tworkingaseffectivelyasitcouldbe. WhereastheBerryStreetfamilyviolenceteamviewedthewayVACCA worksasnotbeingbestpractice,vaccastaffviewedtheberrystreet approachasnotprovidingholisticsupporttofamilies.thepartnershiphas hadastrongfocusonaddressingtheseissuesthroughstaffinteractionand sharedstaffingarrangementstopromotesharedunderstanding. Staffchangeover,especiallyatVACCA,hasbeenrecognisedasapossible reasonwhythepartnershipdidn tgatherthemomentumitneededinthe initialphase.dayleexplains, Peopleneedtimetodevelopanunderstandingof anewprogram therehastobeenoughcontinuityandenoughinterestanda willingnesstoworkinpartnership. Thereisacurrentfocusonsystems developmentwithinthepartnershiptoensurethatitcancontinuebeyond theworkofcurrentstaff. Itisdifficulttofindtheadditionaltimerequiredtoundertakepartnership work,whichputsastrainonindividualworkersandtheorganisations.craig identifiesthatthelackofresourcesdedicatedtopartnershiprelationshipsis athreattothesustainabilityofthepartnership: Ifyoudon thavesomeone resourcingit,itdropsoffwhenweareallbusyandweareallgoingtocontinue tobebusy. Staffsecondmenttosupportpartnershipdevelopmenthascreated challengesforberrystreetinhavingtocovertherole,skillsandtimeofone ofitsmostseniorandexperiencedmanagers. Outcomesandopportunities CraigbelievesthatintermsoftheserviceBerryStreetprovides, wearegettingthere tobemoreculturallyappropriate. Intermsofalargemainstreamorganisation,suchasBerryStreet,Ithinktohavesuch ahealthypartnershipwithanorganisationlikethatisunique,becauseit snota paternalisticpartnership.itbringstogethertheautonomyandsophisticationofboth organisationsthatworkinthesamespacereallywellandthenfordhstoalsobea clearsupportivepartnerinthatisveryunique. KerryCrawford,ExecutiveManager,EarlyInterventionandFamilyServices, VACCA It sgotthisveryrichpotentialatthemoment,thatwethinkthatvaccaandberry Streetareworkingthroughandteasingout.[ ]Sometimesyouwatchsomethingand youknowthatthereisanenergytherethat sareallystronglycreativeenergy.that s whereithinkthiswillgo.therewillbesomereallyinterestingthingsthatwillcomeout ofthisthatwillbevaluable,notonlyinfamilyviolencebutalsoaroundpartnerships andaroundmainstreamandaboriginalorganisationsworkingtogether. DayleSchwartfeger,ProgramandServiceAdvisor,CommunityPrograms Housing,NorthWestRegion,DHS

215 215 PartnershipCaseStudy9 LarrakiaNationAboriginalCorporationandSavetheChildren Thepartnership In2003,FaHCSIAapproachedSavetheChildren( StC ),anindependentnongovernmentalorganisationguidedbyprinciplesoftheunitednationsconvention ontherightsofthechild,aboutthepossibilitiesofreplicatingtheirplayscheme programindarwin surbantowncamps.thestcplayschemesprovidearangeof playandlearningactivitiestochildrenandparentalsupportinthecommunitiesin whichtheyoperate.afterconversingwithdifferentlocalgroupsandcommunity members,savethechildrenenteredaformalpartnershipwithlarrakianation AboriginalCorporation( Larrakia ),alarge,membership basedaboriginal Corporationandrepresentativebodyoftraditionalowners,whichdeliversfunded servicestolargenumbersofaboriginalpeopleinthedarwinregion.thepartners cametogethertodeliveraculturallyappropriateplayschemeformarginalised childrenandfamilies. Whenthepartnershipwasformalised,StCpaidanamounttohavestaffcollocated withlarrakianation.threepeoplewereemployedbylarrakiatoworkonthe PlayschemeprojectthroughCommunityDevelopmentEmploymentProjectsand toppedupbysavethechildren.savealsoemployedthemanagerofthe Playscheme.TheStCPlayschemesarenowheldweeklyinfourdifferentlocations. TheyarefacilitatedbylocalAboriginalstaff,whothemselvesaresupportedby qualifiedearlychildhoodeducatorsandprofessionalsfromoutsidethecommunity. ThePlayschemeprojectsupportsthedevelopmentofanearlychildhoodworkforce andlocalleadershipinthecommunitythroughtheemploymentoflocalstaffand theinclusionofanadvisorycommitteeoflocalwomentoprovidelocal managementfortheplaygroups.thepartnershiphaschangedovertimehowever, accordingtoneedsandpriorities,andtherearefewconcretepartnershipactivities atthisstage. Objectivesandprinciplesforworkinginpartnership Severalprinciplesandinitialapproacheswereidentifiedasimportantinenabling theformation,developmentandsuccessofthepartnership.theseincluded: SavetheChildrenengagingandconsultingwiththelocalcommunityandits traditionalownersbeforeimplementingtheproject. Thepersonalitiesandapproachesofkeypeoplewithinthepartnershipwere criticalenablingfactors.respect,genuineness,empathyandenthusiasm wereessentialpersonalcharacteristicscontributingtotheeffective operationofthepartnership. Theimportanceofarespectfulandnon judgmentalapproachofthesave thechildrenstaffwasrecognisedbylarrakia.

216 Keyobjectivesoutlinedbytheorganisationsforworkinginpartnershipinclude: Bothpartnerscommitmenttocreatinganeffectiveandculturally appropriateplayschemeprogramfordisadvantagedandmarginalised childrenandfamiliesindarwin stowncamps,andtopromotethe participationofchildrenandtheirfamilieswithintheplayscheme. AsanoutsideorganisationcomingintoanAboriginalcommunity,oneof StC sobjectiveswastocollaboratewithlocaleldersandaboriginal organisationsinordertoengagewiththecommunityeffectively. LarrakiaaimedtoengagethelocalcommunityanditsEldersinthedelivery ofchildren sservices,andtosupporttrainingandfullemploymentoflocal communitymembers. AnotherobjectiveifLarrakiawastobuildconnectionsandrelationshipswith Governmentofficialsandtostrengthenitspositionandlegitimacythrough partnerships. Agreements Theagreementbetweentheorganisationshasbeentranslatedintoaflexible memorandumofunderstanding( MoU ).However,thisMoUdoesnothavea significantroleintheday to dayoperationofthepartnership: thepartnershiphas notcountedonformaldocuments ithasbeenmuchmorebasedonrelationships. Practices Workingtogether LarrakiaandSavetheChildrenidentifythefollowingkeypracticesforworking successfullyinpartnership: Buildingrelationships Regularcollaboration,supportandassistance. Mutualunderstandingofeachother sneeds. Focusonrelationshipdevelopment,builtontrustandrespect. Relationshipsatmanagementlevelhavebeenclose,supportiveand collaborative. Co locationofstaffforaperiodsupportedrelationshipdevelopment HighlevelofAboriginalstaffandculturalcompetencyofnon Aboriginal staffofsavethechildren Openandhonestcommunication Regular,fluidandinformalcommunication: Regularinformalchatswere themainpointsofcommunication.realcasualstuff. Nofearofaddressingissuesandconcerns:frank,positiveandproactive approachtodisputesandsituationswhereparticularparticipantsinthe Playschemewerenotsuitablefortheirpositions. Strongcommunicationatthemanagementlevel. Quicklyrespondingtoanyissuesorconcernsthatarise. 216

217 Flexibility Flexibility,andadaptabilityofthepartnership,withthepossibilityto renegotiateaccordingtochangingneeds,opportunitiesandprioritiesof partners. Itwasarelationshipthatwasbuiltontrustandrespect.Itwasnotabout legallybindingcontractsandoutcomes.soitwasreasonablyflexible,as opposedtoloose. Sharedplanningprocesses jointcoordinationoftheprogramattheoutset,includingjoint managementmeetings. Monitoringandevaluation: Noformalmonitoringorevaluationhastakenplaceduetotimerestraintsandabeliefthatmonitoringhasnotbeennecessarydueto evidentbenefitsandpositiveoutcomesofthejointproject. PositivefeedbackfromthecommunityandEldersaffirmthatthe programiseffectiveandworkingwell: serviceswerebeingprovided thatwerebenefitingthecommunity.thatwasenoughforus. Capacitybuilding ThepartnershipbuildscapacityforLarrakiaandSavetheChildreninthefollowing ways: SavetheChildrenwaswellplacedtohelpLarrakiatoestablishitselfwith governments,includingnorthernterritorygovernmentdepartmentsand FaHCSIA.ThepartnershipwithSavetheChildrenprovidedLarrakiawith goodexperienceandconnections forgovernmentengagement. Bothorganisationsbenefitedfromsharedcollaborativetraining, particularly havingastandardapproachtowardsthecasemanagementpracticesforboth LarrakiaandSavetheChildrenstaff. Bothpartnersinvitetheothertoattendinternaltrainingprograms.Inthis way,staffwithinbothorganisationshaveenhancedopportunitiesfor professionaldevelopmentandthepartnersbenefitfromsharedlearning. Mutualmentoringandguidancetookplaceintheearlystages,includingat senormanagementlevels. Capacitybuildingoccurredlaterthroughthecross overofstaffbetweenthe twoorganisations.larrakiaceoilanaeldridgerecognisesthatthispractice hascontributedmorebroadlytoworkforcedevelopmentindarwin: Darwin hasdramaticallymaturedoverthelastfewyears,althoughthereisstillalong waytogo,intermsofthengosectorgettingmuchmoreprofessionaland betterresourced.thisprocesshascontributedtothis. 217

218 218 Culturalcompetency Culturalcompetencyandappropriatenesswererecognisedbybothpartnersas beingimperativeintheirownrightandalsovitaltothesuccessoftheplayscheme projectinthelarrakianation.particularemphasiswasplacedontheemployment ofaboriginalstafftooperatetheplayscheme: Ifwehadn thavehadanntstaffthatwasindigenous,itwouldnothave happened.ninety eightpercentaboriginalstaff.thiswasamajorfactor.it broughtculturalunderstandingandbasictrust. SavetheChildreninvestedsignificanttimeandenergyconsultingwiththeLarrakia communitybeforeestablishingthepartnershipandtheprogramand,indoingso, developedastrongrelationshipwiththelocalcommunity.beforethe commencementoftheplayschemeproject,thethreesavethechildrenplayscheme staffunderwentsignificanttrainingtoacquiretheconfidence,knowledge,cultural awarenessandskillstheyneededtoeffectivelyimplementtheprograminthe Larrakiacommunity.AsrepresentativesoftraditionalElders,Larrakiawasina positiontohelpsavethechildrendeveloprelationshipswiththecommunityandits Eldersinordertoengageandworkeffectivelywiththecommunity: ThiswasanimportantrolethatLarrakiaplayedinthebeginning:skillingup SavetheChildrenabouttheareaandthecommunityandhelpingthemto manageexpectationsandmaintainmorale.reinforcingthatpeoplewillcome, intime.talkingthemthroughitandhelpingthemtohavefaith Savedidn twanttocomeinasoutsiders.thiswasparticularlyasallthework wastobewithaboriginalcommunities.theyreallywantedinputfromlocal communities:wantedittobebasedonrelationshipswiththem.itisabout gettingaconsensusonwhatthecommunitieswant.notaskingarounduntil youhearthemessageyouwanttohear.thecommunityneedtobeinvolved fromconception. LarrakiarecognisedthatotheraspectsoftheSavetheChildrenapproachthatwere importantincluded:respectforthelocalaboriginalcommunity;willingnesstolearn fromthem;knowledgeofaboriginalhistory;providingspaceforplanningfroma communityperspective;andempathyforthesufferingofaboriginalpeople. Significantchallenges Thereiswidespreadconsensusthatthepartnershipcametogetherwithout significantproblemsorbarriers.astravisborsi,playschemecoordinator,nt, explains: therelationshipfromthebeginningwasfluidandnatural:therewerenoreal majordifficulties.formerlarrakiaemployee,taniaborsiexplained, Barriersatthe beginningwereonlyaroundofficespaceissues logisticalstuff. SavetheChildren notedthatestablishingarelationshipoftrustwiththelocalcommunitytooka significantamountoftime: itstilltookfamiliesupto18monthstofullytrustusin

219 thesetupoftheplayscheme. Outcomesandopportunities ThepartnershipandthePlayschemeprojecthaveyieldedanumberofpositive outcomesandopportunitiesforboththepartnersandthelocalcommunity: IncreasedadvocacyandlobbyingpowerforLarrakiathatresultedin increasedgovernmentengagementandledtoreformsinthecommunity servicesphere.ilanaexplains:itwasgoodforustohaveaconduitwherewe couldgetourintelligenceofwhatwashappeningonthegroundintopolicy debate.thatwasprettyuseful.wesawissuesgettingvoiced. AnincreaseintheIntegrityandawarenessofSavetheChildreninthe community,allowingsavethechildrentogainthetrust,respectandsupport ofthelocalcommunity. EnhancedopportunitiesforLarrakiatoexpanditsservicesandcoordination activities,suchascommunitytrainingonvariousskillbuildingactivitiesand artworkshops. ThetrainingandcapacitybuildingprovidedbySavetheChildrenhasgiven Larrakiatheexpertiseandconfidencetotakeonnewservices,suchasthe targetedfamilyservice. Ongoingmutualsupportandacommonvoicetoachieveobjectivesina difficultpoliticalclimate. Positiveoutcomesforthelocalcommunitysuchasenhancedemployment andtrainingoptionsforcommunitymembers,higherlevelsofschool attendanceamongstthosechildrenwhohavegonethroughtheplayscheme programmeandageneralincreaseinthequalityoflifeofpeoplelivinginthe towncamps.kelvindescribes: Larrakiastartedtooffersignificantprogrammesforcommunitiesthatwere reallyneededandappreciated,includingthesavethechildrenprogram.these allstartedtomakeadifferenceinthelifeofpeopleintowncamps,thequality oflife.theysawthat. Thepartnershavealsoprovidedeachotherwithassistanceinapplications forfundingandgrants. 219

220 SecretariatNationalAboriginalandIslanderChildCare APPENDIXC PARTNERSHIPTOPICSFORDISCUSSION 220

221 PartnershipsResearch:TopicsforDiscussion Thetopicsfordiscussionaddressdifferentstagesofpartnershipdevelopment, managementandreview.theyaredesignedtoguidetheconversationand promotelearningaboutgoodpracticesandprocessesaswellaschallengesinthe partnershiprelationship.wewelcomeanyotherwaysthatyouwouldliketoshare thestoryofthepartnership. 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 221

222 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 222

223 SecretariatNationalAboriginalandIslanderChildCare APPENDIXD MATRIX:GOODPRACTICEPARTNERSHIPPRINCIPLESAND PRACTICES 223

224 APPENDIXD:OpeningDoorsThroughPartnerships 224 Matrix:GoodPracticePartnershipPrinciplesandPractices PrinciplesofGood PracticePartnerships PartnershipDevelopment PartnershipManagement PartnershipOutcomes Relationship Building Negotiationand Agreements OngoingPartnership Management Facilitationand Resourcing Monitoringand Evaluation Collective Innovationand Advocacy Cultural Competency CapacityBuilding Commitmentto developinglong term sustainable relationshipsbased ontrust. Long termcommitmenttoa relationshipwith organisationsand communities,ratherthanto projectsortime limited activities. Mainstreampartnerdevelops strongphysicalpresencewith ACCOpartnerandinthe broadercommunity,through, forexample,regularphone calls,visitstoaccoofficeand consultationwitheldersand othercommunitymembers. IncludingACCOsfromthestart ofaprojectorprocess. Willingnessofmainstream partnertoinvestandengagein issuesimportanttothelocal community,expressedthrough theacco. Ongoingtimeinvestedin personalrelationshipsatall levelsofpartnership structures. Introducingstaffingstructures andarrangementsgeared towardssharedlearningand relationshipbuilding. Upperlevelmanagement leadingbyexample,with conductexplicitly communicatingtostaffrole andimportanceofpartnership anditsimplications. Openandhonestdiscussions, workingthroughthehard issuesdespitechallenges. Partnersdon t digin andare preparedtoletgoofindividual needstoachievesharedgoals. Focusonformalising agreementstoclarify commitments,roles, managementstructuresand processes,andresource allocation. Policiesandprocedures incorporatepartnership agreementsandprocesses,as wellasinstitutionalknowledge ofpartnerships,toprevent 'dropoff'whenstaffarebusy orturnover. Agreementsarenotoverly prescriptive,butallowfor sufficientflexibilityand responsivenesstoarising needs. Partnershipsincludeplatforms forongoingdiscussions betweenpartnersandwithin broadercommittees,to identifyopportunities, facilitatestrategicdiscussions andenablepartnership negotiation. Consistentcontactwiththe ACCOandAboriginaland TorresStraitIslander communitytocreate opportunitiesforregular informalinteractionand communication.examplesare regularvisitstocommunity, participationincommunity meetings/eventsand informationsessionson partnershipactivities. Openandhonestdiscussions, face faceorbyphone,that addressconcerns,issuesand disputesastheyarise.these areconductedfacetoface,on thephoneifnecessary,but neverby . Staffingarrangements including,forexample,colocation,secondment,shared staffandmirroredstaffteams. Proactivelysharerelevant clientandcaseinformation withinprivacylegislation constraints. Allocateresourcesto partnershipdevelopmentand managementprocesses. Developfundedfacilitation rolesthatassistinbrokering relationships,managing partnershipstructuresand supportingpartnership development,includingwithin integratedservicedelivery models. Longerterm,flexible Governmentfunding commitmentsandmodels. Indicatorsofsuccessare mutuallyagreedbetween partnersand,where appropriate,jointlyreported on. Governmentdepartments provideresourcesandsupport foropenandflexible partnershipdevelopment betweenaccosand mainstreamservicestocreate spaceforserviceinnovation. Partnershipsincludeplatforms forongoingstrategic discussionsbetweenpartners andwithinbroader committees,toidentifyand developopportunities,inform oneanother,andstrengthen innovationandadvocacy. Staffofmainstreampartners undertakeculturalawareness trainingrelevanttothelocal culture/s.theydothiswith direction,guidanceand/or participationoftheiracco partners. Staff sharing,secondmentand co locationarrangements. Mainstreampartneremploys andsupportlocalaboriginal andtorresstraitislanderstaff. Mutualmentoringoccurs betweenupperlevel managementthroughregular discussions,observationand interactions. Staffofbothpartnerswork closelytogetherandundertake mutualmentoringroles, exchangingskillsand knowledgethatcontributeto theresponsetocommunity needs. Mainstreampartnerprovides supportsforobtaining sustainablefundingthat include:providinginformation, facilitatinglinks;advocacyand promotion;gapfunding;joint submissionsand;supportfor developingsubmissions. Respectfor AboriginalandTorres StraitIslander culturalknowledge, history,lived experienceand connectionto communityand country. Mainstreampartnerdevelops strongphysicalpresencewith ACCOpartnerandinthe broadercommunity,through, forexample,regularphone calls,visitstoaccoofficeand consultationwitheldersand othercommunitymembers. Bringingideas,skillsand resourcestothetable,but waitingforaccotoexpress communityneedsandrequest support. Mainstreampartnerslistento andincorporateperspectives andinterestsofaccosand theircommunitiesin agreements.thisincludes recognisingacco simportant roletoidentify,communicate andrespondtocommunity needs. Partnershipsincorporateand meetotheridentified objectivesofbothpartners. Agreementsarenotoverly Planningisinformal,flexible andongoing,ensuringthatthe partnershipisdynamicand responsivetoneedsand opportunities. Planningisdirectedtowardsa strongvisionthatisclearly articulatedandagreed. Stafftrainingisdesigned, deliveredand/orundertaken jointlybystaffofpartner organisations,asare communityandstakeholder ACCOsandculturally competentmainstream organisationsundertake facilitationrolesthatassistin incorporatingacco perspectiveinpartnership relationshipsandmultipartnerstructures. Partnersviewresourcesas communityresourcesforthe benefitofchildrenand families.partnerswork togethertodeterminehowto allocateresourcestoachieve WhereanACCOreportstoa partnerwhoisalsoafunder, theaccoparticipatesin developingrelevantandnot overlyonerousreporting processes. ACCOpartnersparticipatein thedesignofevaluationand reviewprocesses. Evaluationprocesses acknowledgeandincorporate Aboriginalcultural perspectivesonevaluation Governmentlistensand respondstoservice innovationsdevelopedand proposedbystrong partnershipsthatinclude ACCOperspectives. Mainstreampartnerswith significantbroaderinfluence represent on the ground realitiesandperspectivesof ACCOpartnersinpolicy debate. Mainstreampartnerslistento Staffofmainstreampartners undertakeculturalawareness trainingrelevanttothelocal culture/s.theydothiswith direction,guidanceand/or participationoftheiracco partners. Mainstreampartners recognisethatcultural differencesrequirethemto workdifferentlywith AboriginalandTorresStrait Islanderpeoplesand organisations. Mainstreampartnerswork withaccostoidentify opportunitiesforstafftraining, mentoringandskills developmentinkeyareasof needaccosidentify. Staffofbothpartnerswork closelytogetherandundertake mutualmentoringroles, exchangingskillsand knowledgethatcontributeto theresponsetocommunity needs.

225 APPENDIXD:OpeningDoorsThroughPartnerships 225 PrinciplesofGood PracticePartnerships PartnershipDevelopment PartnershipManagement PartnershipOutcomes Relationship Building Negotiationand Agreements OngoingPartnership Management Facilitationand Resourcing Monitoringand Evaluation Collective Innovationand Advocacy Cultural Competency CapacityBuilding IncludingACCOsfromthestart ofaprojectorprocess. Mainstreampartnersopento applyingtheirideas,skillsand resourcesindifferentand culturallyappropriatewaysof working. Willingnessofmainstream partnertoinvestandengagein issuesimportanttothelocal community,expressedthrough theacco. prescriptive,butallowfor sufficientflexibilityand responsivenesstoarising needs. Partnershipsincludeplatforms forongoingdiscussions betweenpartnersandwithin broadercommittees,to identifyopportunities, facilitatestrategicdiscussions andenablepartnership negotiation. informationsessions. Staffingarrangements including,forexample,colocation,secondment,shared staffandmirroredstaffteams. goodoutcomes.thisincludes resourcesharingandtransfer arrangementsthatstrengthen ACCOroleandcapacity. Longerterm,flexible Governmentfunding commitmentsandmodels. Governmentchildrenand familysupportprograms specifyandsupportrolesfor ACCOsandmainstream partnersinapartnership model,wheremainstreamrole isnecessary. Integratedservicedelivery systemsarticulatethe significantroleofaccosin leadingculturallyappropriate serviceresponsesto communityneeds,and incorporateresourcesand timelinesthatenabletheir effectiveparticipation. including,forexample, qualitativefeedbackand storytellingapproaches. Mainstreampartnerslistento andsupporttheperspectives ofaccopartnersoneffective responsestoaboriginaland TorresStraitIslander communityneeds. Indicatorsofsuccessare mutuallyagreedbetween partnersand,where appropriate,jointlyreported on. andsupportacco perspectivesoneffective responsestocommunity needs. Partnershipsincludeplatforms forongoingstrategic discussionsbetweenpartners andwithinbroader committees,toidentifyand developopportunities,inform oneanother,andstrengthen innovationandadvocacy. Staff sharing,secondmentand co locationarrangements. Mainstreampartneremploys andsupportlocalaboriginal andtorresstraitislanderstaff. ACCOsprovideculturaladvice servicestosupport mainstreampartnersworking withaboriginalandtorres StraitIslanderfamilies. Mainstreampartnersutilise anddevelopframework documentstodescribeand informtheirapproachto developingcultural competency,including ReconciliationActionPlans. Thisprocessincludesinput andsupportfromacco partnersandaboriginaland TorresStraitIslander communities. Mainstreampartnershavea commitmenttoselfdeterminationandidentify whatthismeansfortheir practice;includingsupporting andempoweringaboriginal andtorresstraitislander communitiesand organisationstoleadthe responsetocommunityneeds. Mutualmentoringoccurs betweenupperlevel managementthroughregular discussions,observationand interactions. Mainstreampartnersprovide supportforgovernancesystem developmentthatpromotes strongandautonomous governancestructuresthat enableaboriginalandtorres StraitIslandercommunity leadership. Mainstreampartnerssupport transferofleadership, resourcesandresponsibilityto ACCOsforserviceprovisionto AboriginalandTorresStrait Islanderchildrenandfamilies. GovernmentandNGOpeak bodiesidentifysectorand geographicalcapacitygapsfor ACCOchildandfamilyservice delivery,andstrategically addresscapacitygapsby supportingandenabling partnerships. Commitmenttoselfdeterminationfor AboriginalandTorres StraitIslander peoples Bringingideas,skillsand resourcestothetable,but waitingforaccotoexpress communityneedsandrequest support. ACCOsmakingcleartheir needs,perspectiveandvision fortheirworkwithaboriginal childrenandfamiliesandthe waysthatmainstream partnerscansupport. Willingnessofmainstream partnerstoinvestandengage inissuesimportanttothelocal community,expressedthrough theacco. Mainstreampartnerslistento andincorporateperspectives andinterestsofaccosand theircommunitiesin agreements.thisincludes recognisingacco simportant roletoidentify,communicate andrespondtocommunity needs. Partnershipsincorporateand meetotheridentified objectivesofbothpartners. Partnershipsincludeplatforms forongoingdiscussions betweenpartnersandwithin broadercommittees,to identifyopportunities, Planningisinformal,flexible andongoing,ensuringthatthe partnershipisdynamicand responsivetoneedsand opportunities. Stafftrainingisdesigned, deliveredand/orundertaken jointlybystaffofpartner organisations,asare communityandstakeholder informationsessions. Staffingarrangements including,forexample,colocation,secondment,shared staffandmirroredstaffteams. Fundingforservicedeliveryin partnershipispooledand flexible,enablingcollaborative andcreativeresponseto communityneeds. Partnersviewresourcesas communityresourcesforthe benefitofchildrenand families.partnerswork togethertodeterminehowto allocateresourcestoachieve goodoutcomes.thisincludes resourcesharingandtransfer arrangementsthatstrengthen ACCOroleandcapacity. WhereanACCOreportstoa partnerwhoisalsoafunder, theaccoparticipatesin developingrelevantandnot overlyonerousreporting processes. Partnersprovidesupportto ACCOsforevaluationcapacity developmentanddata collectionprocesses. ACCOpartnersparticipatein thedesignofevaluationand reviewprocesses. Mainstreampartnerslistento Governmentdepartments provideresourcesandsupport foropenandflexible partnershipdevelopment betweenaccosand mainstreamservicestocreate spaceforserviceinnovation. Governmentlistensand respondstoservice innovationsdevelopedand proposedbystrong partnershipsthatinclude ACCOperspectives. Mainstreampartnerswith significantbroaderinfluence represent on the ground realitiesandperspectivesof Mainstreampartners recognisethatcultural differencesrequirethemto workdifferentlywith AboriginalandTorresStrait Islanderpeoplesand organisations. Mainstreampartneremploys andsupportlocalaboriginal andtorresstraitislanderstaff. ACCOsprovideculturaladvice servicestosupport mainstreampartnersworking withaboriginalandtorres StraitIslanderfamilies. Mainstreampartnershavea Mainstreampartnerswork withaccostoidentify opportunitiesforstafftraining, mentoringandskills developmentinkeyareasof needaccosidentify. Mainstreampartnersmake recommendationsandoffers toaccopartnersinrelationto trainingneedsthatmakeclear whattheycanprovide. Mainstreampartnersprovide supportforgovernancesystem developmentthatpromotes strongandautonomous governancestructuresthat enableaboriginalcommunity

226 APPENDIXD:OpeningDoorsThroughPartnerships 226 PrinciplesofGood PracticePartnerships PartnershipDevelopment PartnershipManagement PartnershipOutcomes Relationship Building Negotiationand Agreements OngoingPartnership Management Facilitationand Resourcing Monitoringand Evaluation Collective Innovationand Advocacy Cultural Competency CapacityBuilding facilitatestrategicdiscussions andenablepartnership negotiation. Integratedservicedelivery systemsarticulatethe significantroleofaccosin leadingculturallyappropriate serviceresponsesto communityneeds,and incorporateresourcesand timelinesthatenabletheir effectiveparticipation. andsupporttheperspectives ofaccopartnersoneffective responsestoaboriginaland TorresStraitIslander communityneeds. ACCOpartnersinpolicy debate. Mainstreampartnerslistento andsupportacco perspectivesoneffective responsestocommunity needs. Partnershipsincludeplatforms forongoingstrategic discussionsbetweenpartners andwithinbroader committees,toidentifyand developopportunities,inform oneanother,andstrengthen innovationandadvocacy. commitmenttoselfdeterminationandidentify whatthismeansfortheir practice;includingsupporting andempoweringaboriginal andtorresstraitislander communitiesand organisationstoleadthe responsetocommunityneeds. Mutualmentoringoccurs betweenupperlevel managementthroughregular discussions,observationand interactions. leadership. Mainstreampartnerprovides supportsforobtaining sustainablefundingthat include:providinginformation, facilitatinglinks;advocacyand promotion;gapfunding;joint submissionsand;supportfor developingsubmissions. GovernmentandNGOpeak bodiesidentifysectorand geographicalcapacitygapsfor ACCOchildandfamilyservice delivery,andstrategically addresscapacitygapsby supportingandenabling partnerships. Aimtoimprovelongtermwell being outcomesfor AboriginalandTorres StraitIslander children,familiesand communities Long termcommitmenttoa relationshipwith organisationsand communities,ratherthanto particularprojectsortimelimitedactivities. ACCOsmakingcleartheir needs,perspectiveandvision fortheirworkwithaboriginal andtorresstraitislander childrenandfamiliesandthe waysthatmainstream partnerscansupport. Negotiationsarebasedupona sharedobjectivetoimprove outcomesforchildrenand families. Agreementsarenotoverly prescriptive,butallowfor sufficientflexibilityand responsivenesstoarising needs. Partnershipsincludeplatforms forongoingdiscussions betweenpartnersandwithin broadercommittees,to identifyopportunities, facilitatestrategicdiscussions andenablepartnership negotiation. Planningisinformal,flexible andongoing,ensuringthatthe partnershipisdynamicand responsivetoneedsand opportunities. Planningisdirectedtowardsa strongvisionthatisclearly articulatedandagreed. Allocateresourcesto partnershipdevelopmentand managementprocesses. Partnersviewresourcesas communityresourcesforthe benefitofchildrenand families.partnerswork togethertodeterminehowto allocateresourcestoachieve goodoutcomes.thisincludes resourcesharingandtransfer arrangementsthatstrengthen ACCOroleandcapacity. Longerterm,flexible Governmentfunding commitmentsandmodels. Fundingforservicedeliveryin partnershipispooledand flexible,enablingcollaborative andcreativeresponseto communityneeds. Governmentchildrenand familysupportprograms specifyandsupportrolesfor ACCOsandmainstream partnersinapartnership model,wheremainstreamrole isnecessary. Integratedservicedelivery systemsarticulatethe significantroleofaccosin leadingculturallyappropriate serviceresponsesto communityneeds,and incorporateresourcesand timelinesthatenabletheir effectiveparticipation. Staffofmainstreampartners undertakeculturalawareness trainingrelevanttothelocal culture/s.theydothiswith direction,guidanceand/or participationoftheiracco partners. Mainstreampartneremploys andsupportlocalaboriginal andtorresstraitislanderstaff. ACCOsprovideculturaladvice servicestosupport mainstreampartnersworking withaboriginalandtorres StraitIslanderfamilies. Mainstreampartnershavea commitmenttoselfdeterminationandidentify whatthismeansfortheir practice;includingsupporting andempoweringaboriginal andtorresstraitislander communitiesand organisationstoleadthe responsetocommunityneeds. Staffofbothpartnerswork closelytogetherandundertake mutualmentoringroles, exchangingskillsand knowledgethatcontributeto theresponsetocommunity needs. Mainstreampartnerprovides supportsforobtaining sustainablefundingthat include:providinginformation, facilitatinglinks;advocacyand promotion;gapfunding;joint submissionsand;supportfor developingsubmissions. Mainstreampartnerssupport transferofleadership, resourcesandresponsibilityto ACCOsforserviceprovisionto AboriginalandTorresStrait Islanderchildrenandfamilies. GovernmentandNGOpeak bodiesidentifysectorand geographicalcapacitygapsfor ACCOchildandfamilyservice delivery,andstrategically addresscapacitygapsby supportingandenabling partnerships.

227 APPENDIXD:OpeningDoorsThroughPartnerships 227 PrinciplesofGood PracticePartnerships PartnershipDevelopment PartnershipManagement PartnershipOutcomes Relationship Building Negotiationand Agreements OngoingPartnership Management Facilitationand Resourcing Monitoringand Evaluation Collective Innovationand Advocacy Cultural Competency CapacityBuilding Shared responsibilityand accountabilityfor sharedobjectivesand activities Introducingstaffingstructures andarrangementsgeared towardssharedlearningand relationshipbuilding. ACCOsmakingcleartheir needs,perspectiveandvision fortheirworkwithaboriginal andtorresstraitislander childrenandfamiliesandthe waysthatmainstream partnerscansupport. Mainstreampartnersopento applyingtheirideas,skillsand resourcesindifferentand culturallyappropriatewaysof working. IncludingACCOsfromthestart ofaprojectorprocess. Upperlevelmanagement leadingbyexample,with conductexplicitly communicatingtostaffrole andimportanceofpartnership anditsimplications. Openandhonestdiscussions, workingthroughthehard issuesdespitechallenges. Partnersdon t digin andare preparedtoletgoofindividual needstoachievesharedgoals. Negotiationsarebasedon sharedobjectivetoimprove outcomesforchildrenand families. Focusonformalising agreementstoclarify commitments,roles, managementstructuresand processes,andresource allocation. Policiesandprocedures incorporatepartnership agreementsandprocesses,as wellasinstitutionalknowledge ofpartnerships,toprevent 'dropoff'whenstaffarebusy orturnover. Partnershipsincorporateand meetotheridentified objectivesofbothpartners. Openandhonestdiscussions, face faceorbyphone,that addressconcerns,issuesand disputesastheyarise.these areconductedfacetoface,on thephoneifnecessary,but neverby . Planningisdirectedtowardsa strongvisionthatisclearly articulatedandagreed. Stafftrainingisdesigned, deliveredand/orundertaken jointlybystaffofpartner organisations,asare communityandstakeholder informationsessions. Proactivelysharerelevant clientandcaseinformation withinprivacylegislation constraints. Partnersviewresourcesas communityresourcesforthe benefitofchildrenand families.partnerswork togethertodeterminehowto allocateresourcestoachieve goodoutcomes.thisincludes resourcesharingandtransfer arrangementsthatstrengthen ACCOroleandcapacity. Indicatorsofsuccessare mutuallyagreedbetween partnersand,where appropriate,jointlyreported on. ACCOpartnersparticipatein thedesignofevaluationand reviewprocesses. Partnershipsincludeplatforms forongoingstrategic discussionsbetweenpartners andwithinbroader committees,toidentifyand developopportunities,inform oneanother,andstrengthen innovationandadvocacy. Governmentdepartments provideresourcesandsupport foropenandflexible partnershipdevelopment betweenaccosand mainstreamservicestocreate spaceforserviceinnovation. Staffofmainstreampartners undertakeculturalawareness trainingrelevanttothelocal culture/s.theydothiswith direction,guidanceand/or participationoftheiracco partners. Mutualmentoringoccurs betweenupperlevel managementthroughregular discussions,observationand interactions. Staffofbothpartnerswork closelytogetherandundertake mutualmentoringroles, exchangingskillsand knowledgethatcontributeto theresponsetocommunity needs. Valueforprocessas integraltosupport andenable partnership Bringingideas,skillsand resourcestothetable,but waitingforaccotoexpress communityneedsandrequest support. ACCOsmakingcleartheir needs,perspectiveandvision fortheirworkwithaboriginal andtorresstraitislander childrenandfamiliesandthe waysthatmainstream partnerscansupport. Introducingstaffingstructures andarrangementsgeared towardssharedlearningand relationshipbuilding. Ongoingtimeinvestedin personalrelationshipsatall levelsofpartnership structures. Mainstreampartnerdevelops strongphysicalpresencewith ACCOpartnerandinthe broadercommunity,through, forexample,regularphone calls,visitstoaccoofficeand Openandhonestdiscussions, workingthroughthehard issuesdespitechallenges. Partnersdon t digin andare preparedtoletgoofindividual needstoachievesharedgoals. Focusonformalising agreementstoclarify commitments,roles, managementstructuresand processes,andresource allocation. Policiesandprocedures incorporatepartnership agreementsandprocesses,as wellasinstitutionalknowledge ofpartnerships,toprevent 'dropoff'whenstaffarebusy orturnover. Partnershipsincorporateand meetotheridentified objectivesofbothpartners. Consistentcontactwiththe ACCOandAboriginaland TorresStraitIslander community.examplesare regularvisitstocommunity, participationincommunity meetings/eventsand informationsessionson partnershipactivities. Openandhonestdiscussions, face faceorbyphone,that addressconcerns,issuesand disputesastheyarise.these areconductedfacetoface,on thephoneifnecessary,but neverby . Planningisinformal,flexible andongoing,ensuringthatthe partnershipisdynamicand responsivetoneedsand opportunities. Planningisdirectedtowardsa strongvisionthatisclearly articulatedandagreed. Stafftrainingisdesigned, deliveredand/orundertaken Allocateresourcesto partnershipdevelopmentand managementprocesses. Developfundedfacilitation rolesthatassistinbrokering relationships,managing partnershipstructuresand supportingpartnership development,includingwithin integratedservicedelivery models. StaffinACCOsandculturally competentmainstream partnersundertakefacilitation rolesthatassistin incorporatingacco perspectiveinpartnership relationshipsandmultipartnerstructures. Longerterm,flexible Governmentfunding commitmentsandmodels. WhereanACCOreportstoa partnerwhoisalsoafunder, theaccoparticipatesin developingrelevantandnot overlyonerousreporting processes. Partnersprovidesupportto ACCOsforevaluationcapacity developmentanddata collectionprocesses. ACCOpartnersparticipatein thedesignofevaluationand reviewprocesses. Governmentdepartments provideresourcesandsupport foropenandflexible partnershipdevelopment betweenaccosand mainstreamservicestocreate spaceforserviceinnovation. Staff sharing,secondmentand co locationarrangements. Mainstreampartnersutilise anddevelopframework documentstodescribeand informtheirapproachto developingcultural competency,including ReconciliationActionPlans. Thisprocessincludesinput andsupportfromacco partnersandaboriginaland TorresStraitIslander communities. Mainstreampartnersmake recommendationsandoffers toaccopartnersinrelationto trainingneedsthatmakeclear whattheycanprovide. Staffofbothpartnerswork closelytogetherandundertake mutualmentoringroles, exchangingskillsand knowledgethatcontributeto theresponsetocommunity needs.

228 APPENDIXD:OpeningDoorsThroughPartnerships 228 PrinciplesofGood PracticePartnerships PartnershipDevelopment PartnershipManagement PartnershipOutcomes Relationship Building Negotiationand Agreements OngoingPartnership Management Facilitationand Resourcing Monitoringand Evaluation Collective Innovationand Advocacy Cultural Competency CapacityBuilding consultationwitheldersand othercommunitymembers. IncludingACCOsfromthestart ofaprojectorprocess. Upperlevelmanagement leadingbyexample,with conductexplicitly communicatingtostaffrole andimportanceofpartnership anditsimplications. jointlybystaffofpartner organisations,asare communityandstakeholder informationsessions. Staffingarrangements including,forexample,colocation,secondment,shared staffandmirroredstaffteams. Acommitmentto redressing structures, relationshipsand outcomesthatare unequaland/or discriminatory Bringingideas,skillsand resourcestothetable,but waitingforaccotoexpress communityneedsandrequest support. Mainstreampartnersopento applyingtheirideas,skillsand resourcesindifferentand culturallyappropriatewaysof working. Focusonformalising agreementstoclarify commitments,roles, managementstructuresand processes,andresource allocation. Partnershipsincorporateand meetotheridentified objectivesofbothpartners. Partnershipsincludeplatforms forongoingdiscussions betweenpartnersandwithin broadercommittees,to identifyopportunities, facilitatestrategicdiscussions andenablepartnership negotiation. Consistentcontactwiththe ACCOandAboriginaland TorresStraitIslander community.examplesare regularvisitstocommunity, participationincommunity meetings/eventsand informationsessionson partnershipactivities. Stafftrainingisdesigned, deliveredand/orundertaken jointlybystaffofpartner organisations,asare communityandstakeholder informationsessions. Staffingarrangements including,forexample,colocation,secondment,shared staffandmirroredstaffteams. Proactivelysharerelevant clientandcaseinformation withinprivacylegislation constraints. Allocateresourcesto partnershipdevelopmentand managementprocesses. Developfundedfacilitation rolesthatassistinbrokering relationships,managing partnershipstructuresand supportingpartnership development,includingwithin integratedservicedelivery models. ACCOsandculturally competentmainstream organisationsundertake facilitationrolesthatassistin incorporatingacco perspectiveinpartnership relationshipsandmultipartnerstructures. Fundingforservicedeliveryin partnershipispooledand flexible,enablingcollaborative andcreativeresponseto communityneeds. Partnersviewresourcesas communityresourcesforthe benefitofchildrenand families.partnerswork togethertodeterminehowto allocateresourcestoachieve goodoutcomes.thisincludes resourcesharingandtransfer arrangementsthatstrengthen ACCOroleandcapacity. Governmentchildrenand familysupportprograms specifyandsupportrolesfor ACCOsandmainstream partnersinapartnership model,wheremainstreamrole isnecessary. Integratedservicedelivery systemsarticulatethe Indicatorsofsuccessare mutuallyagreedbetween partnersand,where appropriate,jointlyreported on. WhereanACCOreportstoa partnerwhoisalsoafunder, theaccoparticipatesin developingrelevantandnot overlyonerousreporting processes. ACCOpartnersparticipatein thedesignofevaluationand reviewprocesses. Mainstreampartnerslistento andsupporttheperspectives ofaccopartnersoneffective responsestoaboriginaland TorresStraitIslander communityneeds. Partnersprovidesupportto ACCOsforevaluationcapacity developmentanddata collectionprocesses. Governmentlistensand respondstoservice innovationsdevelopedand proposedbystrong partnershipsthatinclude ACCOperspectives. Mainstreampartnerswith significantbroaderinfluence represent on the ground realitiesandperspectivesof ACCOpartnersinpolicy debate. Mainstreampartnerslistento andsupportacco perspectivesoneffective responsestocommunity needs. Partnershipsincludeplatforms forongoingstrategic discussionsbetweenpartners andwithinbroader committees,toidentifyand developopportunities,inform oneanother,andstrengthen innovationandadvocacy. Staffofmainstreampartners undertakeculturalawareness trainingrelevanttothelocal culture/s.theydothiswith direction,guidanceand/or participationoftheiracco partners. Mainstreampartners recognisethatcultural differencesrequirethemto workdifferentlywith AboriginalandTorresStrait Islanderpeoplesand organisations. Staff sharing,secondmentand co locationarrangements. Mainstreampartneremploys andsupportlocalaboriginal andtorresstraitislanderstaff. ACCOsprovideculturaladvice servicestosupport mainstreampartnersworking withaboriginalandtorres StraitIslanderfamilies. Mainstreampartnersutilise anddevelopframework documentstodescribeand informtheirapproachto developingcultural competency,including ReconciliationActionPlans. Thisprocessincludesinput andsupportfromacco partnersandaboriginaland TorresStraitIslander communities. Mainstreampartnershavea commitmenttoselfdeterminationandidentify whatthismeansfortheir practice;includingsupporting andempoweringaboriginal andtorresstraitislander Mainstreampartnerswork withaccostoidentify opportunitiesforstafftraining, mentoringandskills developmentinkeyareasof needaccosidentify. Mainstreampartnersprovide supportforgovernancesystem developmentthatpromotes strongandautonomous governancestructuresthat enableaboriginalandtorres StraitIslandercommunity leadership. Mainstreampartnerprovides supportsforobtaining sustainablefundingthat include:providinginformation, facilitatinglinks;advocacyand promotion;gapfunding;joint submissionsand;supportfor developingsubmissions. Mainstreampartnerssupport transferofleadership, resourcesandresponsibilityto ACCOsforserviceprovisionto AboriginalandTorresStrait Islanderchildrenandfamilies. GovernmentandNGOpeak bodiesidentifysectorand geographicalcapacitygapsfor ACCOchildandfamilyservice delivery,andstrategically addresscapacitygapsby supportingandenabling partnerships.

229 APPENDIXD:OpeningDoorsThroughPartnerships 229 PrinciplesofGood PracticePartnerships PartnershipDevelopment PartnershipManagement PartnershipOutcomes Relationship Building Negotiationand Agreements OngoingPartnership Management Facilitationand Resourcing Monitoringand Evaluation Collective Innovationand Advocacy Cultural Competency CapacityBuilding significantroleofaccosin leadingculturallyappropriate serviceresponsesto communityneeds,and incorporateresourcesand timelinesthatenabletheir effectiveparticipation. communitiesand organisationstoleadthe responsetocommunityneeds. Opennesstoworking differentlywith AboriginalandTorres StraitIslander peoples,recognising thatthemainstream approachmaynotbe themostappropriate oreffective Bringingideas,skillsand resourcestothetable,but waitingforaccotoexpress communityneedsandrequest support. Willingnessofmainstream partnerstoinvestandengage inissuesimportanttothelocal community,expressedthrough theacco. Mainstreampartnersopento applyingtheirideas,skillsand resourcesindifferentand culturallyappropriatewaysof working. Mainstreampartnerslistento andincorporateperspectives andinterestsofaccosand theircommunitiesin agreements.thisincludes recognisingacco simportant roletoidentify,communicate andrespondtocommunity needs. Agreementsarenotoverly prescriptive,butallowfor sufficientflexibilityand responsivenesstoarising needs. Consistentcontactwiththe ACCOandAboriginaland TorresStraitIslander community.examplesare regularvisitstocommunity, participationincommunity meetings/eventsand informationsessionson partnershipactivities. Staffingarrangements including,forexample,colocation,secondment,shared staffandmirroredstaffteams. Fundingforservicedeliveryin partnershipispooledand flexible,enablingcollaborative andcreativeresponseto communityneeds. Evaluationprocesses acknowledgeandincorporate Aboriginalcultural perspectivesonevaluation including,forexample, qualitativefeedbackand storytellingapproaches. Governmentdepartments provideresourcesandsupport foropenandflexible partnershipdevelopment betweenaccosand mainstreamservicestocreate spaceforserviceinnovation. Governmentlistensand respondstoservice innovationsdevelopedand proposedbystrong partnershipsthatinclude ACCOperspectives. Staffofmainstreampartners undertakeculturalawareness trainingrelevanttothelocal culture/s.theydothiswith direction,guidanceand/or participationoftheiracco partners. Mainstreampartners recognisethatcultural differencesrequirethemto workdifferentlywith AboriginalandTorresStrait Islanderpeoplesand organisations. Staff sharing,secondmentand co locationarrangements. ACCOsprovideculturaladvice servicestosupport mainstreampartnersworking withaboriginalandtorres StraitIslanderfamilies. Mainstreampartnersutilise anddevelopframework documentstodescribeand informtheirapproachto developingcultural competency,including ReconciliationActionPlans. Thisprocessincludesinput andsupportfromacco partnersandaboriginaland TorresStraitIslander communities. Mainstreampartnershavea commitmenttoselfdeterminationandidentify whatthismeansfortheir practice;includingsupporting andempoweringaboriginal andtorresstraitislander communitiesand organisationstoleadthe responsetocommunityneeds. Mutualmentoringoccurs betweenupperlevel managementthroughregular discussions,observationand interactions. Mainstreampartnerssupport transferofleadership, resourcesandresponsibilityto ACCOsforserviceprovisionto AboriginalandTorresStrait Islanderchildrenandfamilies.