Bridging Service Provider Gap Guidelines - Ideas and Information to Help Improve Service Coverage in Western Australia (Id 2880 Ver 1.0.0)

8/8/2019 Bridging Service Provider Gap Guidelines - Ideas and Information to Help Improve Service Coverage in Western Aus

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These guidelines are available in electronic format on the Commissions website

at: www.dsc.gov.au

Alternatively, contact the Commissions Manager of Sector Development on:

Country Freecall: 1800 998 214TTY: 9426 9315

[email protected]

Copyright Disability Services Commission 2006


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Contents

4 Introduction

Section 1

5 Identifying Service Provider Gaps

Section 2

7 Alternative Service Provider Models

Section 3

16 Agreements

Section 4

18 Support Contacts


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Introduction

The Disability Services Commission recognises that services for people withdisabilities in rural and remote Western Australia can be limited by a lack of

service providers organisations that provide support to people with

disabilities.

For this reason the Commission has developed a range of strategies in

partnership with ACROD, WACOSS, Activ Foundation and Nulsen Haven

Association Inc. to help bridge these gaps, including information and contacts for

support and assistance.

The guidelines are designed to provide ideas for individuals with disabilities, their

families, service providers and community organisations to help overcome

service provider gaps. Consideration of the models may also assist service

providers and community groups to review their current arrangements, helping to

maximise their resources and long term sustainability.

Before any model is implemented, authorisation is needed for arrangements that

are partially or fully funded by the Commission. The Commission also

recommends you seek professional advice from other sources, including those

listed in these guidelines.

Additional information on initiatives to improve disability services and their

sustainability can be found in the Disability Industry Plan 20052010, a copy of

which is available on the Commissions website.

The Commission appreciates there may be other solutions to those included in

these guidelines, and invites you to contact the Commissions Manager of Sector

Development for further information and feedback on 1800 998 214.

The Commission looks forward to working with you to help make a

difference in your community.


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Section 1

Identifying Service Provider Gaps

These guidelines are designed to help meet the needs of people who are in

receipt of Commission funding but do not have access to a service provider (or

prequalified organisation) to deliver their support services a situation referred

to as a service provider gap.

For the purpose of these guidelines, a service provider gap exists where:

at least one person or service has been allocated funding by the

Commission; and

there is no prequalified organisation in the area to assist with the

persons support services.

For more information on individual funding and prequalified organisations

contact the Commissions Manager of Sector Development on 1800 998 214

There are many different ways organisations, community groups and individuals

can work in partnership to help bridge service provider gaps. A checklist of

strategies to help individuals in their own communities is provided below, with

more information provided overleaf:

1. The first step is to assess the individuals circumstances.

If a persons needs cannot be meet by improving existing local, non-

funded networks then possible options include:

2. Modify and/or expand the services of existing prequalified

organisations.

3. Prequalify an organisation.


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Possible steps to overcome a service provider gap

Assess the individuals circumstances

Is funded support the only way to meet this persons needs?

It is always worth considering whether local, non-funded support

networks can be improved to meet the persons needs.

For information and advice on financial issues and family supports see

the Disability Services Commissions Information For You website:

http://yourinfo.dsc.wa.gov.au

If a persons needs cannot be met by improving existing local, non-funded

networks then possible options include:

Modify and/or expand the services of existing prequalified

organisations that are:

local and provide one service type, but are willing to deliver

another service type. For example, an organisation currently

providing family support services could expand to deliveraccommodation support; or

non-local, but are prequalified in the required service and

willing to expand into that community; or

willing to form an alternative service delivery arrangement.

Section 2 Alternative Service Provider Models, offers innovative

approaches to help overcome service provider gaps without

prequalifying additional service providers.

Prequalify an organisation that is either:

based locally;

exists outside of the community but wishes to expand into a new

locality; or

will be a new service provider (local or non-local).

For information on prequalification of organisations contact the

1

2

3
http://yourinfo.dsc.wa.gov.au/http://yourinfo.dsc.wa.gov.au/


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Commissions Manager of Sector Development on 1800 998 214.

Section 2

Alternative Service Provider Models

In considering the following alternatives, it should be remembered that the

models are suggestions only, and that:

a) you should obtain independent, professional advice on any proposal; and

b) the Commission needs to authorise an arrangement that is in receipt of

Commission funding before it is implemented.

More information is available in Many Hands Make Light Work: A Guide to

Partnerships in Community Service Organisations, a joint initiative of the

Commission and the Western Australian Council of Social Service (WACOSS).

Copies are available on the Commissions website at www.dsc.wa.gov.au

The Commission can also refer you to other potential sources of advice,including:

1. Nulsen Haven Association Inc: Operational Frameworks for Small Non-

Government Agencies Considering Alternative Systems of Service

Management. Contact Nulsen Haven directly for more information or online

at www.nulsenhaven.com.au.

2. Our Community: a Federal Government initiative to assist individuals,

community groups, businesses, governments and peak bodies find creative

solutions through partnerships. www.ourcommunity.com.au

Additional contact details for support and advice are provided in Section 4

Support Contacts.
http://www.dsc.wa.gov.au/http://www.nulsenhaven.com.au/http://www.ourcommunity.com.au/http://www.dsc.wa.gov.au/http://www.nulsenhaven.com.au/http://www.ourcommunity.com.au/


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Our Community can be found at www.ourcommunity.com.au, including the

following useful Help Sheets:

For businesses

Finding the Best Partnership Model for your Business Part 1

Finding the Best Partnership Model for your Business Part 2

For community organisations

Finding the Best Partnership Model for your Community Group Part 1

Finding the Best Partnership Model for your Community Group Part 2

A) Local Employee/sub-office model

If there is enough demand for a service, a prequalified organisation that is based

outside of the community in which the service gap exists may chose to employ

local staff:

The organisation is responsible for employing staff and the subsequent

management of service provision. The organisation may even open asub-office in the community, though co-location options may minimise

costs.

Employment can be either on a full-time or part-time basis depending

on the level of work and funding available.

The person in the local community clearly works for the organisation,

which is responsible for their wages and all other employment related

costs such as workers compensation cover.

The employee may be a sole operator in the town.
http://www.ourcommunity.com.au/http://www.ourcommunity.com.au/


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Issues such as supervision and support for the employee need to be

considered, as well as local community involvement in the service

operations.

The Commission can provide contact details of organisations that have

previously expanded their services into other communities for advice

and possible mentoring.

Useful information about electronic management of staff in remote

locations is available on the Small Business Development Corporation

website, (e-Commerce / e-staff) at www.sbdc.com.au
http://www.sbdc.com.au/http://www.sbdc.com.au/


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B) Local Employee with Advisory Committee model

This model is the same as the local employee/sub-office model with the addition

of a local advisory committee or mini-board:

The committee has some tasks and responsibilities delegated to it by

the prequalified organisation for the supervision and support of the

local employee(s), and running of sub-office if applicable. This support

is especially valuable where the staff member is the organisations soleemployee in the community.

The prequalified organisation may be represented on the local

advisory committee to ensure in-put and immediacy in decision-making

processes.

The committee provides individuals with a local reference point to help

shape services to meet their needs, and lessens the level of

supervision and tasks the prequalified organisation has to carry out

from its main office.

Our Community Help Sheets:

Boards and Committees Centre

Getting Involved in your Partners Group, Board or Committee


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C) Host organisation or business model

A host organisation could be a community organisation, a business or even a

service club and is employed by a group of individuals to administer funding,

provide legal protection and organisational support on their behalf. A prerequisite

is that the host organisation is prequalified with the Commission:

The individual has input into decisions affecting their life via a

governance body, which is made up of people using the service

and/or their families. The governance body is delegated authority to

make decisions on the host organisations behalf.

The coordinator is responsible for carrying out all tasks decided by the

governing body, including paperwork.

The role of the coordinator is to form a link between the governing

body and the host agency while working with each individual to deliver

solutions to their needs.


Community Involvement Programs

Service Clubs as Informal Brokers


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D) Subcontracted Individual Support Broker model

The Individual Support Broker model is adapted from a model currently used in

many areas of the United States:

A support broker is an independent professional (such as a qualified

social worker) who provides advice, information and technical

assistance to individuals with disabilities and their families to:

identify different ways to meet personal needs; and

negotiate and use individualised funding to purchase required servicesand supports1.

The organisation can employ (or sub-contract) a broker and offer that

service to the individual or family, or alternatively a family can identify

their own broker and the organisation employ them.

The cost of the support broker must be met within the normal funding

parameters of the support plan.

A major consideration of this model is the number of people each

broker assists, which needs to be capped at a level that guarantees

individual service for each person.

1 Definition from Mosaic Connections Inc (www.mosaiclink.org)

Our Community Help Sheet:

Service Clubs as Informal Brokers
http://www.mosaiclink.org/http://www.mosaiclink.org/http://www.mosaiclink.org/


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E) Organisational Sub-contracting model

If a service provider does not exist in the community, then a possible solution

may be for a local organisation to enter into a sub-contract arrangement with a

prequalified organisation:

Local organisations can be incorporated organisations, Aboriginal

corporations, HACC providers, hospitals or local government authorities.

Prequalified organisations in this situation would probably be based outside

the local organisations community.

Under a sub-contracting arrangement, the prequalified organisation

retains responsibility for meeting Commission service standards and

contractual obligations while allowing a local organisation to deliver

services in a community on its behalf.

While sub-contracting can help communities solve local problems by

avoiding the need to create new organisations, the standard

Government Service Agreement requires that permission is obtained

from the Commission before entering into any such arrangement.


Before You Get Started in a Partnership

Now Youre Involved in a Partnership


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F) Microboard model

The Microboard model was created in Canada and is in operation in the USA

and UK. It combines the benefits of a support circle for an individual, with the

capacity for a high level of self-direction in the management of individual funding

and supports. The Microboards can be incorporated as not-for-profit

organisations, or appropriate alternatives, and as such can directly engage

support workers.

The members of each Microboard (the board of directors) have a

personal, voluntary and reciprocal relationship with the individual. Morespecific roles such as support worker coordinator may also be created

to help meet the needs of the individual.

The prequalified organisation would have the direct funding

relationship with the Commission and would have a clear statement of

agreement with each microboard regarding service delivery to each

individual and any other contractual requirements, as well as any

support to be provided to the microboard.

The prequalified organisation would also act as a networking hub,

providing assistance to the Microboards including: training;

administrative support/advice; individual planning advice and

assistance; and reporting requirements. The Microboard model could

work within a dedicated prequalified organisation or could be a

project/program within a host prequalified organisation.

Vela Microboard Association has provided assistance to establish and help

run Microboards in Canada and internationally (eg Ireland).

www.microboard.org

For self-directed Support Corporations (US). www.self-determined.org
http://www.microboard.org/http://www.self-determined.org/http://www.microboard.org/http://www.self-determined.org/


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G) Auspice model

The Auspice model allows small, fledgling entities to operate under the umbrella

of a larger prequalified organisation:

A small organisation (marked here as organisation Y) and another

prequalified organisation (marked X) share resources to strengthen

both organisations service capabilities and financial viability.

In the majority of cases, organisation Y would assume the same

principles and ethos of the auspice organisation.

As with all alternative service provider models, the Auspice model

requires careful consideration of governance responsibilities, an issue

that would be formalised in a Contract or Memorandum of

Understanding.

See Nulsen Haven Association Inc. Operational Frameworks for Small

Non-Government Agencies considering alternative systems of service

management Operational Framework Three for more information on

this model.


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H) Shared Executive model

In this model the emphasis is on providing support that would otherwise be

unavailable to an organisation by utilising the resources of another organisation:

It can take the form of a line manager model in which a professional of

X (eg CEO) provides support and supervision to the staff of

organisation Y to avoid the burden of employing an additional person.

This model can be a formal arrangement in which the professional is

employed by both organisations, or it can be a case of the professionalmentoring the other organisation in an informal capacity to provide

advice and support (with the approval of his/her board).


Skills/Knowledge Sharing and Secondments

Secondment and Your Partnership

Mentoring in a Community Business Partnership

Small Business Development Corporation: Mentoring service available at

www.sbdc.com.au

See also Nulsen Haven Association Inc. Operational Frameworks for

Small Non-Government Agencies considering alternative systems of

service management Operational Framework Four for more information

on this model.
http://www.sbdc.com.au/http://www.sbdc.com.au/


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Section 3

Agreements

Once possible solutions to a service gap have been considered (including all

nonfunded and funded options from Section 1), it is necessary to gain

authorisation from the Commission before any alternative service delivery model

is implemented. Should the Commission agree to the proposal, it is essential

that the parties involved enter into a formal agreement.

This section provides information to help assist organisations with this process.

What is a formal agreement?

A formal agreement is either a contract or Memorandum of Understanding(MOU) to ensure:

focused provision of quality services to people with disabilities and

their families; and

while providing clear service, financial and reporting obligations of

relevant parties in the arrangement.

The formal agreement needs to provide a structure of the rights and

responsibilities of each party in the arrangement, including its terms and

conditions.The following questions may help to clarify the purpose of the agreement for

each party:

Why do the individuals/organisations want to enter into an agreement?

Do both the individuals/organisations share compatible reasons for

entering into the agreement?

What would all parties gain from such an agreement?

What are the possible disadvantages and risks of entering into an

agreement?

Is the proposal in keeping with the constitution and/or legal status of

the organisations, and what are its legal/financial implications?

How is the agreement to be managed, including the obligations of all

parties?

More information on decision-making processes for organisations is available

in the Nulsen Haven Association Inc. Operational Frameworks for Small

Non-Government Agencies considering alternative systems of service


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management, including SWOT and Process of Analysis techniques.

www.nulsenhaven.com.au

In addition to the formal agreement, a business or implementation plan may be

required depending on the complexity of the services, and may include issues

such as:

recruitment;

payment;

orientation and training;

accountability and reporting; and

ongoing evaluation and assessment.

For more information see Many Hands Make Light Work, including

sample MOUs and action plans. Copies are available on the Commissions

website at www.dsc.wa.gov.au

The Commission also encourages you to contact WACOSS to find out more

about a project called Community Business Partnerships at

www.wacoss.org.au

Ongoing support

After an agreement has been entering into, it is important not to lose sight of the

reasons why the arrangement was made in the first place.

While the contract or MOU will help you to focus on your goals, it is important

that you keep in contact with support networks and your Service Contract and

Development Officer (SCDO) from the Commission and seek assistance if

problems arise.

Remember that help is often only a phone call away!

Contacts for support and assistance in relation to financial and legal issues

are provided in Section 4 Support Contacts in addition to:


Putting Together an Agreement

Getting it in Writing
http://www.nulsenhaven.com.au/http://www.dsc.wa.gov.au/http://www.wacoss.org.au/http://www.nulsenhaven.com.au/http://www.dsc.wa.gov.au/http://www.wacoss.org.au/


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Are You Ready? A Checklist for Implementing a Successful

Partnership

Now Youre Involved in a Partnership

If Things Go Wrong

Ending a Partnership


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Section 4

Support Contacts

For individuals

Citizens Advice Bureau

A not-for-profit information and referral agency that has a network of agencies

throughout the State. The Bureau can put you in touch with a community

organisation that offers financial advice in your area, and offers assistance

relating to mediation and legal issues.

Phone: 9221 5711

www.cabwa.com.au

[email protected]

Department of Consumer and Employment Protection

A useful point of contact for anyone with queries relating to the rights and

responsibilities of parties in financial arrangements, including Tips for signing

contracts.

Phone: 1300 304 054

www.docep.wa.gov.au

[email protected]

For organisations

ACROD

ACROD is a non-profit organisation and is the national peak body for disability

services. Its purpose is to equip and enable its members to develop quality

services and life opportunities for Australians with disabilities.

Phone: 9242 5544

www.acrod.org.au(follow the links to the WA branch)

[email protected]

Chamber of Commerce and Industry of Western Australia

CCI offers a range of practical help and advice for businesses including:

free telephone advice for brief and specific queries;

practical consulting services including a review of current business

procedures and help with implementing a range of financial andmanagement strategies; and

training and educational programs on financial issues.
http://www.cabwa.com.au/http://www.docep.wa.gov.au/http://www.acrod.org.au/http://www.cabwa.com.au/http://www.docep.wa.gov.au/http://www.acrod.org.au/


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Phone: 9365 7555

www.cciwa.com

[email protected]

Department of Sport and Recreation

Useful information can be found at the Department of Sport and Recreationwebsite under Organisations including:

Legal Issues;

Board member roles and responsibilities; and

Governance.

Phone: 9492 9700

www.dsr.wa.gov.au

[email protected]

Disability Services Commission

Additional information can be found on the Commissions website including

Training Provider contacts for workers in the Disability Sector.

Phone: 1300 304 054

www.dsc.gov.au

[email protected]

Our Community

The Our Community website provides helpful information including:

Community Management Centre

Community Insurance Centre

Community Financial Centre

Consultant Register

What Local Government can do to Organise Community Business

Partnerships

Partnerships and Employment for People with Disabilities

Phone: (03) 9320 6800www.ourcommunity.com.au

[email protected]

Small Business Development Corporation

The SBDC funds 26 Small Business Centres across the state and can provide

support, advocacy and information for small businesses, including business

plans, mentoring schemes, workshops, and useful resources on electronic

business practices (eg online training and supervision of staff).

Phone: 9220 0222Country Callers: 1800 199 125

www.sbdc.com.au
http://www.cciwa.com/http://www.dsr.wa.gov.au/http://www.dsc.gov.au/http://www.ourcommunity.com.au/http://www.sbdc.com.au/http://www.cciwa.com/http://www.dsr.wa.gov.au/http://www.dsc.gov.au/http://www.ourcommunity.com.au/http://www.sbdc.com.au/


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[email protected]

Volunteering Australia

Volunteering Australia is the national peak body working to advance volunteering

in the Australian community.

Phone: (03) 9820 4100

www.volunteeringaustralia.org

[email protected]

Western Australian Council of Social Service Inc (WACOSS)

WACOSS is the peak council of community service organisations and individuals

in Western Australia and is currently developing a project called Community

Business Partnerships. The project is expected to include information and

resources, such as a DIY Partnership Kit with MOU templates and proformas.

Phone: 9420 7222

www.wacoss.org.au

[email protected]
http://www.volunteeringaustralia.org/http://www.wacoss.org.au/http://www.volunteeringaustralia.org/http://www.wacoss.org.au/

Documents

Bridging Service Provider Gap Guidelines - Ideas and Information to Help Improve Service Coverage in Western Australia (Id 2880 Ver 1.0.0)