RIVERLAND COMMUNITY

SERVICESManaging Risk - Surviving

Extinction

SITUATION – JAN 2010 Small somewhat isolated Centre

280km from Metropolitan AdelaideFour funded programs

NAHA (SAAP) (2.3FTE) ER (Emergency Relief – No funds for staffing) Salvation Army Mission Funding (1.1FTE) Financial Counselling (0.6FTE

Homelessness - 60% of total staffingFinancial Counselling (Funding till June

2011)

STATE GOVERNMENT ENVIRONMENT Commitment to “reforming” the whole

homelessness system (Increased Federal funding)

Intention to reduce the number of homelessness service providers in the region6 NGO’s providing homelessness support

services across the Riverland regionThe “talk” was that they would like to see 2

providers (Generic + Domestic Violence)

RISK ASSESSMENT – EARLY 2010 Current local service delivery was small

& vulnerable in a reform process that includes tenderingSeveral other current providers in the

region had a more extensive suite of services and larger staff pool

Loss of the homelessness funding may jeopardise the capacity to sustain any Salvation Army service capacity

STRATEGY To “partner” with another provider who

had a larger service profile, but would see benefits in joining with usEstablished working relationship with

AcCare When approached they expressed their own

concern about succeeding in the tender process

STEPS FORWARD

Identified benefits for each organisation in a “partnership” (more than just winning the tender)

Both identified an increased probability of success if AcCare was the lead agency in any tender process

Both agencies committed to the relationship being one of “equals”

Confirmed through an MOU, ratified by DHQ

MOU Built on mutual trust and equality in

decision making Allocated key responsibilities

AcCare – Financial AccountabilitySalvation Army – Data reporting

Service delivery governed by development of a “Service Plan” approved by both agencies

MOU Clear structure for management and

implementation of the “Service Plan” A defined meeting and reporting

structure with meetings minuted Defined process for resolution of conflict

or disagreement

JOINT TENDER SUBMISSION Invested time getting agreement on a

model AcCare’s overseas experience

influenced model development Used Salvation Army tender writing

expertise to shape the tender content and format

CELEBRATION

CONSEQUENCES Post tender feedback – best submission Resources available to Salvation Army

for homelessness support almost doubled

Implementation of the new service model shared by the two organisationsSolving implementation issues draws on the

wisdom of both partiesThe strengths of each organisation are

becoming clearer and shaping implementation

PARTNERSHIP PRINCIPLES Importance of networking and joint

working with other agencies Healthy confidence in our strengths Realistic appreciation of risks we face Openness to “partnerships” where we

are not the “lead” agency Capacity to negotiate a partnership that

is based on equity and respect

THE WAY FORWARD Commitment to co-location

Maintain individual agency brandingPresent a unified program presence to the

community Enhance each agencies service delivery

by the cross pollination of ideas Maintain effective communication as the

foundation of the partnership Celebrate milestones together

THANK YOU FOR YOUR ATTENTION