8.1 Program Governance and Partnership
There has been considerable focus over recent years in community sector governance and risk management. The development of funding allocation and accountability mechanisms has shifted much of the risk for government funding bodies on to community organisations. This has sometimes strained the relationship community organisations have with government and with each other. Improving program governance and fostering partnerships between government and the sector and between provider organisations has many potential benefits for the FSP.
FRSA believes that there is the potential to substantially enhance the relationship between the FSP administrators and the service delivery organisations through the development of agreed principles which can be operationalised to meet the needs of both. An example would be agreement on a timeframe for advising the sector on continuation of funding when subprograms reach the end of their contracted term. Another example would be commitment to the development of performance data collection systems that work effectively for both government and service providers.
As the national compact between the Federal Government and the nonprofit sector starts to take shape it would be important to align the principles that form the basis of the compact with principles in the FSP. Indeed it may be that the main focus of this work could become the practical mechanisms for operationalising broader principles that underpin a partnership between government and community organisations.
Within the FRSP significant achievements have occurred through the operation of three Joint Sector-Government Working Groups mentioned above. Each working group consists of representatives from service provider organisations and the two government departments that fund FRSP services. These groups have formed to explore solutions to areas of long standing difficulty, in three areas:
- Workforce Development
- Services Agreements and Funding
- Quality and Performance Measurement
Participants in all three groups report an increased understanding of the needs of the others and the complexity of the issues. There have been practical enhancements to the service agreements as well as significant development work in the area of performance measurement. A substantial workforce mapping project is now underway and this will feed into the development of a workforce development plan. FRSA believes that collaborative approaches to policy and program administration warrant further support and should be valued by both the sector and government.
Recommendation 14: That program administrators be encouraged to work in partnerships to develop principles for program governance, aligned to the national compact. [
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8.2 Workforce Development
Workforce challenges are consistently identified as the most significant issue facing service providers working with families, children and young people.
Currently, there is a national undersupply of graduates from key areas such as social work, psychology and counselling. In the family support sector and the community services sector more broadly there has been relatively little investment to increase the supply of qualified staff. Where there has been some investment in the development of vocational qualifications
4, there has been limited investment in making training more affordable for potential trainees.
Other sectors such as health and education have benefited from substantial investment in workforce development to increase supply through strategies such as HECS relief, VET FEE HELP, scholarships and placement incentives. In particular, strategies have been developed to offer incentives to people willing to work in rural and remote areas. FRSA has made representations on behalf of member organisations to make VET FEE HELP available to students undertaking high-demand training with community based training providers. FRSA has also called on government to invest in scholarships or similar support to increase the number of graduates in key disciplines such as social science and psychology
5.
The comparatively poor salary levels in this sector act as a major disincentives to attracting highly skilled professionals. Providers have consistently identified differences in salary levels between staff employed in direct service delivery in the community sector and those performing similar work in the public sector is between $15,000 and $30,000 per annum for each full time equivalent position. This creates major recruitment difficulties with some position vacant for extended periods of time resulting in disruption to service delivery. It also undermines the efficiency and effectiveness of the service sector by creating a 'revolving door' of young graduates gaining experience in community organisations but then taking more generously paid positions in government or private sector agencies within 1-3 years.
Recommendation 15: Develop a Workforce Strategy for the Family Support Program, as a matter of priority. Recommendation 16: Commit to a principle of fair remuneration levels in the community sector and address current inadequacies through systematic review of funding levels and performance requirements across programs. [
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8.3 Support Collaboration
Collaboration is a desirable but resource intensive activity. Sometimes some initial support can make it possible to develop a collaborative project or partnership that can go on to have significant benefits for the service delivery system more broadly. An example of this is provided below which began with Victorian Government funding for collaborative projects.
Practice Example 2: Communities Southwest
Communities Southwest is an alliance of incorporated, non-government, not-for-profit, organisations that are based in south west Victoria. The mission of Community Southwest is to be a powerful influence in developing stronger communities, fairer and more self-dependent local communities. Formed by nine founding member organisations - Western Region Alcohol & Drug Services (WRAD), Aspire, A Pathway to Mental Health, Western District Employment Access, Brophy Family & Youth Services, Community Connections (Vic) Ltd, Gunditjmara Aboriginal Cooperative, Southern Way, Vantage Inc and Mpower – Community Southwest began as an MOU between agencies with funding from the Victorian Government and has recently become an incorporated entity with an expanded membership.
The alliance aims to support members with numerous opportunities to draw on collective strengths while building improved understanding of other services. Some examples include:
- Governance Network meetings ~ Board, Committee members and CEO’s meet quarterly to interact with a guest speaker and network on issues. This provides an opportunity at the Governance level for members to collaborate and share ideas.
- Member CEO Group ~ meets bi-monthly, for an informal breakfast, to hear from the CSW Board, and to share ideas at the senior executive level.
- Business Managers ~ meet bi-monthly where the business managers and administration managers’ network and share ideas, best practices at the operational level.
- CSW Intranet ~ provides opportunities for our electronic newsletter, advertising of vacancies as well as coordination of interagency projects.
- Human Resource forum ~ meeting 2-3 times per year for interested parties to meet and discuss issues related to the human resource function.
- Information Technology ~ CSW has a website and intranet and liaises with preferred suppliers of IT equipment to help members achieve efficiencies.
- Purchasing ~ CSW liaises between preferred suppliers and members to ensure the smooth operation of the supplier arrangements.
- Research ~ CSW can undertake and coordinate research activities that benefit members.
Recommendation 17: Invest in collaborative projects and programs to foster positive relationships across the diversity of Family Support Program service providers.