Annual Report 2002–03 Volume I
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- External providers
- Funding for peak bodies
- FaCS—Centrelink relationship
- State and territory office network
Partnerships for peopleThis section describes how FaCS implements the Government’s commitment to encouraging the wider community to become involved in creating and delivering its policies, programs and services. To encourage wider community involvement, FaCS: administers Australian Government funding to service providers and peak community organisations works collaboratively with business, the community and other government organisations through a ‘social coalition’ works with Centrelink to make sure government policies are delivered effectively to the Australian community.
FaCS identified service delivery and implementation as priorities in its Priority Plan 2002–03. A service delivery policy promoting best practice and consistency of practice across FaCS is under development. To underpin this policy a number of resources will be produced, including a practical guide for FaCS staff that will support them through the service delivery lifecycle. FaCS is a leader in managing funding arrangements with the community sector and developing standard funding agreements. It has made its funding agreements more consistent, with a focus on delivering services and outcomes for the community. FaCS’ relationships with service providers, however, go beyond the mechanics. Its partnership approach-working collaboratively with Australian Government, state, territory and non-government community agencies-has made project development, service planning, funding and service delivery more holistic. The Community Builders project in South Australia (SA) is an example. FaCS and the SA Office of Regional Development identified a need for a community-based leadership program. A partnership reference group, with FaCS, the SA Office of Regional Development and the Local Government Association of South Australia as members, guided the project implementation. Funding for peak bodiesThrough the National Secretariat Program, FaCS supports peak organisations to contribute to government policy and service delivery and channel information between government and their membership. It also provides a consultative mechanism for the ministers and the portfolio. The National Secretariat Program provided financial support to 20 national community peak bodies representing six portfolio programs: community services, homelessness, welfare, disabilities, children’s services and family relationships. Total expenditure 2002–03: $3 396 486 (GST exclusive). Table 74: Organisations funded under the National Secretariat Program
a. The nature of this program means that some funding is also reported in the individual output group performance reports. FaCS—Centrelink relationshipCentrelink is the primary agency for delivering income support on behalf of FaCS and it acts as a gateway for related services. The Business Partnership Agreement (BPA) between FaCS and Centrelink is a significant purchasing agreement. FaCS and Centrelink are committed to continuing development of the partnership and ensuring policy and service delivery improvements flow on to the Government and Australian community. The agreement details the principles and corporate aspect of the relationship, and identifies Centrelink’s role in delivering FaCS outputs and contributions to outcomes. The agreement continues to recognise and respect the simultaneous independence and interdependence of the two organisations. It is based on an efficient and cooperative partnership, relying on communication, open accountability, mutual understanding and trust, rather than being a legalistic and prescriptive contract. Annual changes to the agreement reflect the maturing relationship as well as variations and additions to the work of the portfolio.
With their unique expertise and local networks, lead states added value to FaCS’ work by: assuring ministers that FaCS’ advice is informed by community input enhancing our capacity to do business in a ‘joined-up’ way providing links across programs and with other levels of government using local knowledge to give us a competitive advantage in a contestable policy environment highlighting ‘hot spots’ and trends gathering and disseminating information within the department and between Centrelink and other service providers. For example, as the lead state on youth, the New South Wales office had regular teleconferences and contact with the STO Youth Managers Network and with youth branches at National Office. During the year it took responsibility for the Youth Lead State discussion database, which went ‘live’ on 12 February 2003. To fulfil its responsibilities as the lead state on Families, the South Australian office used its collaborative model to ensure effective two-way communication with both external and internal stakeholders. With contributions from National Office and the rest of the STOs, the South Australian office issued quarterly reports, invaluable in raising and tracking emerging childhood and family issues, most recently in the areas of foster care and work and family. Table 75: FaCS lead state responsibilities
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