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8/8/2019 Bridging Service Provider Gap Guidelines - Ideas and Information to Help Improve Service Coverage in Western Aus
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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
dsc@dsc.wa.gov.au
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
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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/8/8/2019 Bridging Service Provider Gap Guidelines - Ideas and Information to Help Improve Service Coverage in Western Aus
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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/8/8/2019 Bridging Service Provider Gap Guidelines - Ideas and Information to Help Improve Service Coverage in Western Aus
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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
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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.
Our Community Help Sheets:
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/8/8/2019 Bridging Service Provider Gap Guidelines - Ideas and Information to Help Improve Service Coverage in Western Aus
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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.
Our Community Help Sheets:
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/8/8/2019 Bridging Service Provider Gap Guidelines - Ideas and Information to Help Improve Service Coverage in Western Aus
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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).
Our Community Help Sheets:
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.
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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:
Our Community Help Sheets:
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/8/8/2019 Bridging Service Provider Gap Guidelines - Ideas and Information to Help Improve Service Coverage in Western Aus
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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
cab@cabwa.com.au
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
consumer@docep.wa.gov.au
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)
acrodnat@acrod.org.au
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/8/8/2019 Bridging Service Provider Gap Guidelines - Ideas and Information to Help Improve Service Coverage in Western Aus
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Phone: 9365 7555
www.cciwa.com
membership@cciwa.com
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
info@dsr.wa.gov.au
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
dsc@dsc.wa.gov.au
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
service@ourcommunity.com.au
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/8/8/2019 Bridging Service Provider Gap Guidelines - Ideas and Information to Help Improve Service Coverage in Western Aus
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exsec@sbdc.com.au
Volunteering Australia
Volunteering Australia is the national peak body working to advance volunteering
in the Australian community.
Phone: (03) 9820 4100
www.volunteeringaustralia.org
volaus@volunteeringaustralia.org
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
info@wacoss.org.au
http://www.volunteeringaustralia.org/http://www.wacoss.org.au/http://www.volunteeringaustralia.org/http://www.wacoss.org.au/Recommended