Executive Summary

The Human Services Blueprint (Blueprint) is a whole of system reform agenda to better utilise government investment in social outcomes. It will enable community, health, education and justice systems to work in alliance to join up support to people and families.

It is designed so that all Canberrans have the capability to fully participate in strong, healthy and inclusive communities and are enabled by a cohesive human services system that is:

Person-centred, strengths-based and focused on achieving positive outcomes; Simple to understand, navigate and access;

West Belconnen Local Services Network Operational

Model

Version 2.0Strategic Implementation

December 2014

Adaptive to evolving changes, needs and knowledge; Viable and sustainable, leveraging resources across the system to respond to current,

emerging and future demand; and Working in collaboration and partnership across the system.

In 2014-15, Government and community sector partners are working together as part of a joined-up human services system to roll out the Blueprint through a number of innovative initiatives.

One of those initiatives is the two year $1.335 million West Belconnen Local Services Network (Network). This initiative is a ground breaking, proof of concept approach that will change the landscape of human services delivery into the future.

The initiative will enable innovative, community driven solutions to address complex social problems within the geographic location of West Belconnen. It will enable services to work in collaboration, to take risks together, and to share learning’s across the ACT Human Services System.

This opportunity not only challenges the status quo, it provides a platform for breaking down existing service delivery barriers, building community capacity to support each other, and leverages existing effort more effectively in order to create a sustainable service system for the future.

Funding for this initiative will support a small team to coordinate the launch of the network, a Local Resource Fund to support local innovation and resources for an independent evaluation and impact assessment.

West Belconnen has been chosen as the Network’s launch site in recognition of the strong community spirit and track record of government and community members, and community and private sector organisations working together for the benefit of the wider community.

How will the Human Services Blueprint be implemented in West Belconnen?

The Network Operational Model provides a detailed description on how the Blueprint will be implemented in West Belconnen.

The Operational Model has been developed based on advice received from a Local Design Team, comprising 15 local service provider representatives that assembled to translate the detailed Blueprint Technical Specifications, into a locally relevant, yet scalable Local Services Network.

The Operational Model consists of three main sections:

1. The Design Process- This section discusses the role of the Local Design Team and alignment with the Blueprint vision, drivers, values and principles. Importantly, this section also highlights the scope of the Network, including:

a. Network Partners- services and businesses delivered from or into West Belconnen. Network Partners will be actively involved in the design, implementation, and continuous improvement of the Network.

2

b. Regional Partners- services and businesses operating in the broader Belconnen area that West Belconnen residents have access to. Regional Partners will provide essential links to services required to support a person centred approach.

c. System Partners- services and businesses operating across the ACT that people in West Belconnen have access to. System Partners may also include broader policy areas, philanthropists, and academic institutions which may have a role in supporting the work of the Network.

2. The Structure of the Local Services Network- This section discusses the various structural and process elements that will be implemented in the Network. This includes:

a. Leadership and Governance- establishment of a Network Leadership Group to set the strategic direction for the Network.

b. Learning and Development- an embedded action learning approach to complement and contribute towards the independent evaluation of the Blueprint.

c. Control and Coordination- Expansion of the existing West Belconnen Services Gathering to form the West Belconnen Network Gathering (including service providers and local businesses- Network Partners) to contribute to Network functions at the local level. This will include a focus on building capacity/capability for collaboration.

d. Operations- activities that enable the Network to deliver outcomes for the West Belconnen community. This includes:

i. Capacity development functions- at the individual/family, community, and Network levels; and

ii. Integrated service delivery functions- at the universal, early intervention, intensive and statutory services levels.

3. Implementation- This section outlines how the Operational Model will be implemented in West Belconnen, including deliverables, milestones, and resourcing. Importantly, this section provides the way forward for achieving the Blueprint within West Belconnen, in order to inform the systems change necessary to achieve systems integration across the ACT.

What will the Local Services Network look like in West Belconnen?

The following diagram provides a visual representation of what the Network will look like, and how it aligns with the Blueprint structural elements, as outlined in the Blueprint Technical Specifications.

3

Essential to the success of the initiative will be the necessary backbone (Administrative) supports that will enable services across the Network to work effectively together, while harnessing community strengths to achieve Network priorities.

Initially these supports will be provided by the Community Services Directorate with monitoring and review processes established to determine suitability of future backbone arrangements, and to ensure all significant partners are actively contributing to the Network.

What will the Local Services Network deliver in West Belconnen?

Foundational work will be undertaken in early 2015 to establish an effective and sustainable Network in West Belconnen. This will require development and implementation of shared processes to support each layer of the Network design.

1. Leadership and Governance Processes Selection of Network Leadership Group (Feb 2015) Network Communication and Engagement Strategy (Feb 2015) Network Partnership Commitment (Feb 2015)

2. Learning and Development Processes Embedded Action Learning Approach (Mar 2015) Shared Data Set/ Platform (Apr 2015)

3. Control and Coordination Processes Funding Model Examples to Inform Working Groups (Feb 2015) Scoping of Network Plan Strategies to Address Key Themes (Mar 2015)

4

Workforce Development Strategy (May 2015) Final Network Plan Strategies Developed by Working Groups (May 2015)

4. Operations Processes Information/ Intelligence Sharing Protocols (Mar 2015) Community development strategies (May 2015) Self help information strategies (May 2014)

The Network Plan

Along with the design of the Operational Model, simultaneous work has also been undertaken to understand what the Network should deliver in the West Belconnen context, through demographic data analysis, mapping of infrastructure and services in West Belconnen, and importantly, through engaging the community to understand what matters to them.

The results of this process are captured in the report A Picture of West Belconnen (the report), which should be read in conjunction with the Operational Model, and will be used to inform the Network in developing a Network Plan.

The Network Plan will complement the deliverables outlined above to provide the strategic direction for the Network, ensuring a common agenda that leverages and aligns existing effort to achieve Network priorities.

While the Operational Model is designed to be an enduring framework that will be further refined through an action learning approach, the Network Plan is designed to be a living framework capable of responding to the changing needs of different community contexts.

It is also recognised that the Network itself should be responsible for developing the Network Plan, through meaningful engagement with the community in which it will be delivered.

With these concepts in mind, the Network Planning process has been delineated from the Network Design process to ensure community ownership, commitment, and coordination of Network Priorities.

While further engagement with West Belconnen residents is required in early 2015 to develop the Network Plan, initial consolidation of outcomes arising through the report identifies the following eight themes that will guide the Network in developing the Network Plan:

Integrated Service Delivery Themes: 1. Supporting lone parent families- with a focus on gender specific services2. Improving early childhood development outcomes- including through universal and

early intervention approaches3. Addressing youth unemployment- including through enhancing education and

employment opportunities

5

4. Supporting isolated older people- including through neighbourhood volunteering and community based activities.

Capacity Development Themes:1. Improving access to information- including through internet access and community

notices2. Maintaining and improving community facilities- including establishing new

facilities and enabling community action3. Community Building- including through volunteering and community events4. Improving transport options- including public, active and community based

approaches

The report includes in depth analysis that will provide a strong starting point for the Network to deliver a comprehensive Network Plan in early 2015.

What will be different?

The Local Design Team acknowledged that change will occur over time through a concerted effort and commitment to working together to achieve community outcomes in West Belconnen. This does not mean that outcomes will not be achieved in the shorter term as well.

For people living in West Belconnen, information on services and supports will be more accessible, and the Network will be better equipped to meet their individual needs. The opportunity for West Belconnen residents to provide input into a co-designed Network Plan will provide both ownership and capacity development that will ultimately support community driven action.

Establishing shared processes for capturing and sharing information will enable Network planning to adequately respond to the needs of the community in West Belconnen. This will include ensuring that all people have access to the health, education, and participation options that they need, and that people in West Belconnen feel safe within their community.

For service providers in West Belconnen, authorisation and support for collaboration will mean that existing resources can be leveraged more efficiently to deliver services and supports to people in West Belconnen. It will also mean that the workforce are better supported with the information, training and shared processes they need to deliver an integrated response for people accessing their services.

Ultimately, it will be through the combined efforts of Government Directorates, non-government service providers, business/philanthropists, and West Belconnen residents that change will occur.

Contents

Executive Summary 2

6

Contents 7

1. Design Process 8

1.1 Achieving the Blueprint Vision in West Belconnen.........................................................9

1.2 What is the scope of the West Belconnen Local Services Network?............................10

2. The Structure of the West Belconnen Local Services Network 12

2.1 Collective Impact and the Human Services Blueprint...................................................13

2.2 Leadership and Governance: Local Network Leadership..............................................15

2.3 Learning and Development: Establishing a Learning Culture........................................18

2.4 Controls and Coordination: Network Planning and Delivery Processes........................21

2.5 Operations: Capacity Development and Integrated Delivery Functions.......................25

3. Implementation 34

3.1 Processes (deliverables)................................................................................................34

3.2 Milestones.................................................................................................................... 35

3.3 Budget.......................................................................................................................... 36

3.2 Resource Allocation......................................................................................................36

4. Summary 38

1. Design Process

The West Belconnen Local Services Network Operational Model has been developed through the collaborative efforts of local service providers in the West Belconnen area. To

7

facilitate the collaboration, a Local Design Team was established, with representation across all four sub sectors (health, education, justice and community), including both government and non-government members.

Three full day design workshops were facilitated in September, October, and November 2014, to translate the Blueprint Architecture to the West Belconnen context (refer Human Services Blueprint Technical Specifications (Technical Specifications) p6).

Concurrent data and services scans were undertaken to understand the West Belconnen community, along with intensive community engagement activities to identify community priorities and engagement preferences. The Picture of West Belconnen Report brings together the key findings from this process and has been used to inform the Network Operational Model. This work will further inform the development of the Network Plan in early 2015 (described in section 2.3.1).

The visual below represents the two processes undertaken to develop the Local Services Network Operational Model as described above:

Identify Local Community

Identify Local Community Needs and

Expectations

Identify Services and Capacity

Identify Service Delivery Elements

Co-designedLocal Service

Plan

Identify Governance and

Leadership

Identify Operations

Identify Learning and

Improvement

Identify Control and Coordination

Co-designedLocal Service

Network

Local Service Planning Process through Community Engagement

Local Service Network Design Process through Service Provider Engagement

Inform

Deliver

Local Services Network Launch Design

The diagram at the centre of the visual represents the connection between the community and the Blueprint structures required to deliver a person centred service system. These structural elements form the framework for the Local Services Network Operational Model detailed throughout this document.

The Network will continue to be designed through an action learning process to ensure effective implementation of the Blueprint at the local level. The structural and functional elements outlined in this document describe how collective impact will be applied to achieve the Blueprint in West Belconnen, along with processes to support broad Network

8

and systems level partnerships, including with services, business, academics, and most importantly, with community members.

1.1 Achieving the Blueprint Vision in West Belconnen

(Refer to Technical Specifications pp22-24)

The Blueprint outlines the drivers, values and principles underpinning the West Belconnen Local Services Network, along with the overarching vision that all Canberrans have the capability to participate in strong, healthy and inclusive communities.

This vision requires long term effort and commitment across the human services system, and will be achieved initially through the implementation of a Network in West Belconnen. These concepts form the intent statement guiding the West Belconnen Local Services Network, as represented below:

The Network is a proof of design process aimed at testing key elements of the Blueprint in order to inform the systems wide change that may be achieved through subsequent roll out of the Blueprint across the ACT.

9

Localisation of the Blueprint within West Belconnen will enable innovation and capacity development within the Human Services System, both for local service providers and for the territory wide systems that support people living in West Belconnen. Integral to the model is the dual focus on capacity development (individual/family, community and systems) and integrated service delivery (access, early intervention and prevention, and intensive service offers) as outlined in the Blueprint (refer to Technical Specifications pg 27-30).

1.2 What is the scope of the West Belconnen Local Services Network?

(Refer to Human Services Blueprint Technical Specifications p21)

The West Belconnen Local Services Network includes those areas within the education, health, justice and community services subsectors that must work together to provide a cohesive and joined up response to shared clients. This includes Government and non-government providers, business, community groups, and interested community members.

Not all partner organisations will exist within West Belconnen, with linkages required across the whole human services system in order to achieve a person centred approach. The West Belconnen Local Services Network will leverage and expand on existing relationships in the three following spheres: Network Partners (delivering services to or from the West Belconnen area), Regional Partners (located in the broader Belconnen area) and System Partners (located ACT wide) such as those outlined below:

Network Partners: Are those services deliver services to or from the West Belconnen area and provide a service to local residents. For example, local primary schools, West Belconnen Child and Family Centre, West Belconnen Fire, Rescue and Ambulance Services.

Regional Partners: Are those services that are located in the broader Belconnen area and provide a service to West Belconnen residents. For example, Belconnen Medical Walk-In Centre, Colleges and Tertiary education and Belconnen Police Station.

System Partners: Are those services that are located throughout the ACT and are accessed by West Belconnen residents. For example, Probation and Parole, Care and Protection Services, Domestic Violence Crisis Service, Canberra Rape Crisis Service, and the Human Services Gateway.

Network Partners will be actively involved in the design, implementation, and continuous improvement of the Network at the local level. Regional and System Partners will provide valuable connections and access to systems wide improvements and initiatives in order to deliver a person centred service system for people living in West Belconnen.

10

The Network will establish both formal and informal connections with Regional and System Partners based on the needs of individuals/ families and the broader community within West Belconnen. For example, Territory and Municipal Services will be a key Systems Partner given the significant feedback from the community regarding the prioritisation of territory services such as parks maintenance, transport, and facilities (refer to Picture of West Belconnen Report).

11

2. The Structure of the West Belconnen Local Services Network

(Refer to Technical Specifications p31)

The four structural elements outlined in the Blueprint are Leadership and Governance, Learning and Development, Control and Coordination, and Operations. Each of these elements requires practical implementation at the local level, as depicted below and described in detail in the following sections:

Principles for Local Leadership and Governance:

The Network will be accountable to both the Better Services Taskforce and the West Belconnen community.

The Network will be responsible for supporting network planning, setting the direction and allocating resources.

The Network will be representative of the four sub-sectors, with a focus on service providers, and inclusive of diverse resident members.

Principles for Local Learning and Development:

The Network will engage and measure change for all population groups even where there is poor engagement between community members and services.Through the external evaluation the Network will establish longitudinal measures to monitor change overtime.The Network will maintain a commitment to continuous improvement through establishing an action learning approach including; feedback loops, co-design approaches, and reflective practice.

Principles for Local Controls and Coordination:

The Network will co-design a Network Plan with the community in order to identify both long term and short term priorities. The Network will establish co-design working groups to progress network priorities using an agreed project management framework. The Network will include joint investment and commitment to achieving the network priorities, and access to barrier breakers at both the individual/family level and the systems level.

Principles for Local Operations:

The Network will leverage existing effort in implementing local operations in order to ensure efficiency and increase the effectiveness of Network activities.

The Network will create opportunities for people to co-design and co-produce Network activities, involving service users where possible and relevant.

12

2.1 Collective Impact and the Human Services Blueprint

In addition to the above principles, the Collective Impact Framework has been adopted for the Network because it provides a tried and tested model that aligns with the overall objectives of the Blueprint.

Collective Impact requires five key elements to be effective:

1. A Common Agenda (Shared Vision driven by Local Leadership and Governance): the Network will establish effective governance and leadership structures to undertake a co-design network planning process. This will ensure collective ownership and accountability for achievement of community identified priorities.

2. Shared Measurement (Local Learning and Development): the Network will develop shared metrics for measuring performance across the Network, and for evaluation of collective impact.

3. Mutually Reinforcing Activities (Local Control and Coordination): the Network will align existing efforts in order to achieve the Network Plan, reducing inefficiencies and targeting efforts to community identified priorities

4. Continuous Communication (supporting Local Operations): the Network will be accountable to both the Better Services Taskforce and the community through regular communications, as well as ensuing regular collaboration between Network partners

5. Backbone Support (supporting all layers of the Network): the Network will leverage dedicated staffing positions (initially within the Community Services Directorate) to coordinate partner organisations and ensure accountability across the Network1.

There are two structural elements required to achieve Collective Impact, backbone supports and cascading levels of collaboration. Cascading levels of collaboration refer to the Leadership and Governance, and Control and Coordination structures that will be discussed at sections 2.2 and 2.4 respectively. The Backbone Supports will be discussed below as they apply to the entire Network.

2.1.1 Backbone Supports

Backbone supports refer to the administrative functions required to support the Network, such as secretariat functions, data collection, communications, and facilitating collaboration.

Initially backbone supports will be coordinated by the Community Services Directorate. Overtime, future opportunities to establish external backbone support arrangements will be investigated, for example, establishing or funding an existing or independent organisation mutual, or cooperative structure, to provide backbone support for multiple Networks across the ACT.

1 Stanford Social Innovation Review: 201413

It is recognised that scalability of the model will be a key determinant in deciding whether or not to establish independent backbone supports and that leveraging existing service expertise will ensure the sustainability of the Network in West Belconnen.

The Better Services Team within the Community Services Directorate will initially be responsible for coordinating backbone supports, either through direct provision of supports, or by leveraging funded positions within partner organisations (for example, Belconnen Community Service is funded to provide Network Coordination. This position may be leveraged to facilitate collaboration across Network Partners).

Key functions to be coordinated by the Better Services Team include:

Secretariat support for the Network Leadership Group and coordination of reporting between the cascading levels of collaboration (described at section 2.1.2)

Facilitating collaboration between Network partners through the coordination of the West Belconnen Network Gathering (WBNG) and various working groups

Managing data collection and analysis, including feedback processes on behalf of the Network

Developing and implementing a Network Communication and Engagement Strategy

Distribution of Network allocated funds, including the ACT Government funded Local Resource Fund for testing innovative funding models, philanthropic and corporate investments, and other funding sources that may become available to the Network.

Separation between the functions delivered by the Better Services Team and Network decision making will ensure neutrality of the Backbone Supports, with a focus on enabling the Network rather than directing it.

To ensure effective collaboration between the Backbone Supports and the Network, the Better Services Launch Coordinator will be a non-voting ex-officio member of the Network Leadership Group. In addition, ongoing monitoring will be undertaken to ensure all significant partners are actively contributing to the Network.

2.1.2 Visual representation of the Local Services Network Structure (Detailed in the following sections)

14

(Red lines indicate the direction of authority/ oversight. Blue lines indicate the direction of communication/ input).

An important feature of the Network Structure is the potential future collaboration with other Networks across the ACT. This collaboration will allow Networks to learn from each other, connect residents with services outside of the Network, and enable leveraging of backbone functions across multiple networks.

Another key feature is the importance of embedding mechanisms to engage the community, as well as academic advisors. The Network will leverage and build on existing engagement structures, while focusing significant effort on engaging harder to reach population groups.

This approach is supported by the initial community engagement activities that recognise the importance of going where people are, rather than requiring people to attend additional forums or engagement activities.

2.2 Leadership and Governance: Local Network Leadership

(Refer to Technical Specifications p33)

The Better Services Taskforce (Taskforce) will continue to provide overarching oversight for the Blueprint Reforms at the systems level.

15

The Taskforce will provide the authorising environment for the implementation of the Network and a platform for escalating systemic issues impacting on the success of the initiative.

Whilst a key function of the Taskforce is to assist in breaking through systems barriers, the Network Partners will retain authorisation to address local level barriers through such means as; flexible allocation of resourcing, development of shared practice approaches, and coordination of Network priorities.

A Network Leadership Group (NLG) will provide oversight and direction at the local level. The NLG will be a non-incorporated joint government, community and service user authority

(Technical Specifications p 33) with responsibility for:

Setting the strategic direction through co-design, development and championing of the Network Plan

Allocation of resources to achieve the Network Plan, including the Local Resource Fund, flexible use of existing funding investment, attraction of philanthropic and corporate partnerships, and leveraging social capital

Standing up and oversight of working groups to achieve the community priorities identified in the Network Plan (refer to section 2.3 Control and Coordination)

Authorisation of responses to address local level barriers

The NLG will be established through a transparent selection process in order to enable authorisation and support across the Network. Representation on the NLG will be drawn from all four subsectors (community, health, education, and justice), with a focus on local service providers. Up to 10 organisational representatives will be selected through a transparent expression of interest process as outlined below:

1. Better Services Taskforce to nominate three members to form NLG Selection Panel2. Interested Network Partners to complete Expression of Interest form, including

response to pre-determined selection criteria and recommendation from another organisation within the Network (recommendation will ensure Network support for nominees)

3. Better Services Taskforce selection panel to assess nominations against pre-determined selection criteria, with consideration of representation across all four subsectors.

4. Panel chair to notify successful and non-successful nominees.

In addition to Network Partner representatives, up to four resident/ service user representatives will be supported to participate on the NLG at any one time. Network Partner representatives will be responsible for identifying resident/ service user representatives from diverse population groups, using a transparent and inclusive selection process.

The selection process will be determined by the Network Leadership Group and may include a mix of formal and informal processes to identify diverse resident/service user

16

representatives. Resident/ service user representatives will have access to the community participation fee. Network Partner representatives will not be remunerated.

While the initial identification of resident/ service user representatives will be the responsibility of Network Partners, all future selection processes will involve resident/ service user representatives as decision makers.

Resident/ service user representatives will serve an initial 12 month term with the option to extend a further 12 months if the individual is interested in continuing to participate on the NLG. Resident/ service user representatives will be supported through organisational mentors/support workers in order to build capacity for active participation.

A comprehensive Terms of Reference will be developed by the Better Services Team for consideration by the Network Leadership Group at their inaugural meeting. To be effective, the Local Leadership and Governance structure will require the following inputs, activities, and outputs:

Inputs Activities Outputs

Authority

The NLG will be authorised from the Better Services Taskforce, and from the broader Network Partners

The NLG will leverage their delegated authority to work differently within the Network, including flexible allocation of existing resources

The NLG will ensure resources are used effectively, reducing duplication and responding appropriately to community priorities

People

Organisational representatives of the NLG will be volunteer based (not remunerated), with administrative support from the Better Services Team

Resident/ service user representatives will have access to the community participation fee to support their involvement

NLG membership will be established through a transparent recruitment process to ensure the most suited individuals/ representatives- All subsectors will be represented

Resident/ service user representatives will require formal and informal selection processes to prevent unintended exclusion of disadvantaged groups

The NLG will champion and authorise collaboration across the Network

Physical Assets

17

The NLG will have access to meeting spaces within local community hubs/ facilities

The NLG will hold a mix of meeting formats, including some open NLG meetings to allow broad Network and community involvement

The NLG will leverage existing assets and infrastructure within the network

2.3 Learning and Development: Establishing a Learning Culture

(Refer to Technical Specifications p33)

Learning and Development within the Network can be defined as two separate processes, 1 Learning Approach and 2 Evaluation. Each of these processes will be both interconnected and independent from each other to ensure effective accountability across the Network.

Local learning and development will be guided by the following principles:

Knowledge Management – The Network will translate, share and effectively manage knowledge and information.

Responsive – The Network will foster adaptive processes, with capacity to respond to and understand changing and emerging needs.

Reflective and Accountable – The Network will commit to continuous improvement through establishing a shared action learning approach, including; feedback loops, co-design approaches, and reflective practice.

Supported Workforce – The Network will foster a workforce where innovation and creativity encourage a supportive environment conducive to producing best possible outcomes.

Measuring Change – The Network will engage and measure change for all populations, even where there poor engagement between community members and services.

Long Term Commitment – The Network will collect data to support longitudinal studies to measure change overtime as part of the broader Human Services Blueprint Evaluation.

Learning Culture – The Network will incorporate service user, front line worker, and agency input, and a feedback loop to ensure systemic and recurring issues are identified, responded to and used to inform systems wide improvements.

2.3.1 Embedded Action Learning Approach

The Blueprint describes an intelligence framework as necessary to understand changing needs and circumstances and to ensure quality improvement (refer to Technical Specifications p33).

The following diagram depicts the action learning approach (approach) that will be embedded within the Network:

18

The approach is held together by the core ideals of the Blueprint: vision, principles, values, and objectives.

Each triangular section on the diagram represents an important function of the approach.

Each function is informed by the elements identified in each of the rows, with the triple aim (individual, population and system level outcomes) sitting in the middle, reflecting that each of these components plays a role in service experience and delivery.

The Triple Aim describes the outcome domains required to achieve the overarching vision which includes individual, population, and systems level outcomes.

The long term outcomes from each of these domains are described in further detail below:

Individual Outcomes:

In West Belconnen, improved experiences for those interacting with the human services system means that services will be (refer to Technical Specifications pg 40):

Person centred and strengths based; build resilience and capacity for choice, participation and independence

Community focused; facilitates connections and social bonds Approachable, respectful and inclusive Simple, seamless and accessible across multiple entry points Responsive, timely, flexible. and effective Transparent, honest and trustworthy Accountable.

Population Outcomes:

In West Belconnen, improved capability of individuals and families to participate fully in strong and healthy communities’ means the Network will (refer to Technical Specifications pg 41):

Promote effective parenting skills, encourages social participation and minimises the impacts of disadvantage during early years of life

Promote safe and healthy living environments for families and children, responding quickly and appropriately when safety is at risk

19

Promote positive life choices and skill development for young people with a dual focus on immediate safety concerns and working towards future aspirations

Promote positive life choices and meaningful participation of offenders in the community while improving public safety

Support choice and control in the determination of options for people as they age, with consideration to the needs of the individual, their family and carers

Provide timely and appropriate support to get people back on their feet in times of crisis while building capacity and community connections to prevent crisis from occurring in the future

Support choice and control in the determination of options for people with a disability, with consideration of the needs of individuals, their family and carers

System (Network) Outcomes:

In West Belconnen, effective use of available human and financial resources means the Network will (refer to Technical Specifications pg 41):

Streamline and reduce inefficiencies in order to reduce the cost per service episode Shift ‘upstream’ demand in order to reduce dependency on crisis responses Build independent resilience to minimise duration and intensity of support Create effective tiers of response to match intensity of need (Progressive

Universalism) Build partnerships with capacity to drive collective impact from combined resources

In addition to these three domains articulated in the triple aim, Cultural Change will also be required to realise the triple aim in West Belconnen. This will be achieved through:

Continued co-design- the Network will be developed and implemented through a continuous co-design approach.

Collaboration, trust and willingness to take risks together- the Network partners will leverage and build on existing relationships to create a culture of collaboration rather than working in silos.

Communicating a shared understanding and intent- the Network communication and engagement strategy will translate the vision and intent of the Blueprint to a range of partners, including both community members and service providers.

2.3.2 Evaluation

An independent evaluation framework for the Blueprint will be developed and implemented by the University of Canberra. The embedded Action Learning Approach will complement and contribute to the evaluation to determine how improved service responses lead to improved experiences and outcomes for people. The evaluation will also consider that measuring Collective Impact requires a shift in thinking from measuring predetermined outcomes to measuring capacity for impact and the ability to adapt in a changing environment2.

The Network will maintain accountability throughout the action learning process by collecting data to support the broader Blueprint evaluation.

2 Guide to Evaluating Collective Impact: 201420

The underlying assumption of the Blueprint is that improved service responses will lead to improved experiences and outcomes for people, and that there is a beneficial impact of healthy, strong, and inclusive communities on people’s service usage and lifetime outcomes.

Details of the independent evaluation will be provided by the Institute of Governance and Policy Analysis who have been procured to evaluate the Blueprint reforms. A separate working group has formed to progress this work, with representation from across the human services system and from each of the three flagship initiatives- the Local Services Network, Human Services Gateway, and Strengthening Families Initiative.

2.4 Controls and Coordination: Network Planning and Delivery Processes

(Refer to Technical Specifications p34)

The West Belconnen Network Gathering (Gathering) will be established as an expansion of the existing West Belconnen Services Gathering and act as a forum for partner services and local businesses (Network Partners) to collaborate on shared objectives.

The Gathering will be supported by the Better Services Team to provide input into Network priorities, including participation on various working groups as required (described in section 2.3.2). A focus of this support will be on building capacity and capability for collaboration.

Importantly, the Gathering will ensure broad ownership and authorisation for Network priorities and will be key to the success of the Network in ensuring effective collaboration across all partner services.

The formation and engagement methods for the Gathering will be determined in collaboration with Network Partners, including consideration of innovative ways for the Gathering to come together, and potential adoption of the Collaboration Rubric or similar framework (to be aligned with the broader Human Services Blueprint Evaluation Methodology) to support ongoing capability development across the Network, as outlined below:

Collaboration Rubric3

The Collaboration Rubric provides details of how to build collaborative partnerships within a network setting by incorporating three key drivers that enable partnerships to grow. Within the three drivers are key factors that strengthen the success of collaboration and generate “creative partnerships”.

Key Drivers and Factors include:

1. Support and Authority - collaboration is successful when it is endorsed by those who fund agencies and set the policy framework, is led and supported within organisations, and endorsed by influential stakeholders. The endorsement and support of the Blueprint by ACT Government and influential stakeholders demonstrates how this driver is building towards a strong authorising environment.

3 Winkworth, G., & White, M. (2012). A rubric for building effective collaboration. Canberra.

21

2. Value – collaboration is dependent on organisations having a shared sense of values, goals and understanding of collaboration. The collaborative efforts in designing the Operational Model from local service providers in the West Belconnen area demonstrates that Network partners share the same values, goals and common agenda.

3. Capability – ability to collaborate to improve outcomes, willingness to develop shared information and training, and support from funding bodies to provide necessary resources. The functions for building the capability to implement collaboration within the Network have been discussed during the initial Network co-design phase. The Network Workforce Development Strategy will include activities to build the capability for collaboration through shared information, training and resource allocations.

In addition to building capability for collaboration, Network partners will adopt shared Network branding to identify to the community that they are part of the Network and align with the core principles, vision, and objectives of the Network. Branding will be an important element in ensuring that people know where to go to get the information they need to make decisions, and in embedding common processes so that people receive the right support at the right time (described in section 2.4.2).

Although the Local Service Network has a broader focus than children and families, is useful in establishing a shared understanding on how control and coordination will be delivered within the Network. Achieving the right level of integration will be an important element in the Network. The Network will not require all services to become one entity, however it will be important that all partner services identify and implement integrated processes where required.

For example, information sharing and data collection processes will be shared across Network partners to allow for coordination of service responses and to ensure Network planning adequately responds to community needs. An initial data scoping project will be undertaken to progress this work in early 2015.

In addition, Network partners will be required to collaborate based on shared values and objectives as articulated in the Blueprint, and through the co-design of a local Network Plan.

2.4.1 Developing the Network Plan

The Network Plan will provide the strategic direction for the Network, ensuring a common agenda and aligning efforts to leverage and expand on mutually reinforcing activities. The Network Plan is a living document that will evolve as needs change within the West Belconnen Community.

The Network Plan will be owned and delivered by the entire Network, including residents, service providers, and business partners. The role of the Network Leadership Group will be to guide the development of the plan, including any necessary resource allocation. The Network Leadership Group is not solely responsible for the delivery of the plan, rather taking on a facilitation role that supports community driven action and collaborations across the Network.

22

Principles for Developing the Network Plan

The Network Plan will be developed based on the following agreed principles:

Co-design- The Network Plan will be co-designed with local people. A Communication and Engagement Strategy will be used to ensure all people have the opportunity to contribute to the Network Plan.

Service Pathways- Understanding unique service pathways will be an important way of ensuring the local service network responds adequately to the varying levels of need experienced by people within West Belconnen.

Focused on Capacity and Integration- The Network Plan will have a dual focus on 1. Building capacity within individuals/families, the community, and the Network, and 2. Improving integrated service delivery functions across the Network.

Resourcing and Commitment- The Network Plan will be adequately resourced and linked to achievable community identified outcomes. The Network Plan should provide both a long term vision and short term wins to show progress and gain commitment across the Network.

Enabling Community Action-The Network Plan will require a community development framework to enable community driven action rather than directing or controlling community outcomes, with a focus on co-production to contribute to community building and responding to social determinants. The community development framework will leverage the social capital within West Belconnen using place making principles for supporting place led capability building (refer to Picture of West Belconnen Report).

Whole of System Focus- The Network Plan will be cross sectoral, with coverage across Health, Education, Safety and Inclusion focus areas.

Prioritising Collective Impact- Actions that lead to collective impact across focus areas will be prioritised in the Network Plan, consistent with the vision of the human services system to ensure all Canberrans have the capability to fully participate in strong, healthy, and inclusive communities.

Process for Developing the Network Plan

The Network Plan will be developed in early 2015 using the following process:

1. Inform (Feb 2015) - The Better Services Team will provide the NLG with the initial West Belconnen Data, Infrastructure, Services and Community Engagement Report (Report), to inform the development of the Network Plan. The Report will identify key themes emerging through the initial data analysis, infrastructure and services scan, and community engagement processes. This will include identification of future work to be undertaken to support the Network planning process, including both service usage data collection and recommendations on community engagement activities to take forward.

2. Scope (Mar 2015) - Key themes will be communicated to the West Belconnen community to support identification of preferred strategies to be included in the Network Plan. This will support the co-design of the Network Plan and ensure community ownership and commitment to the plan. Key themes will be used to develop baseline measures, and to formulate scoping advice for working groups to progress the strategies to deliver the plan.

23

3. Strategise (Apr 2015) - The NLG will establish working groups to develop Network strategies for each of the Network priorities agreed through the second stage of community engagement, and in consideration of additional data analysis in early 2015.The Network Plan will identify both long and short term priorities, strategies for achieving Network Priorities, and resourcing requirements. Resourcing will be sought through the Local Resource Fund, flexible use of existing funding investment, and through philanthropic or corporate partnerships.

4. Finalise (May 2015) - The final Network Plan will be circulated to the West Belconnen Network Gathering for comment, prior to finalising in June 2015.

2.4.2 Working Groups to Deliver the Network Plan

As discussed in section 2.1 Leadership and Governance, cascading levels of collaboration ensure coordination and alignment of effort. Working groups are an essential delivery element for collective impact and will be equally important within the Local Services Network.

Principles for Coordination of Network Priorities

Before standing up any working group, the Network Leadership Group will identify the key priorities based on the Network Plan, giving consideration to the following principles:

Leverage - The NLG will focus on what has already been established and where possible leverage existing resources and knowledge;

Co-design - The NLG will ensure Network Priorities are co-designed with community members and service providers, deliberately designing processes and activities to suit the West Belconnen region;

Capability Building - The NLG will ensure that all activities focus on up-skilling others, including workers across the Network and community members;

Evidence - The NLG will ensure that all activities are evidence based, tested and evaluated, without limiting innovation.

Processes for Coordination of Network Priorities

Once the NLG has given consideration to the above principles, working groups may be stood up to progress Network priorities using the following process:

1. Scope- The NLG will identify priority project as defined in the co-designed Network Plan, and develop scope to inform Working Group.

2. Nominate Lead- The NLG will nominate a lead member organisation to stand up a working group that includes community members where appropriate

3. Plan- With project management support from the Better Services Team, the Working Group will set milestones, outcomes, consultation, timelines etc.

4. Report- The Working Group will provide regular updates to the NLG. Updates will be coordinated by the Better Services Team.

5. Test- The Working Group will test concepts and validate methods prior to seeking network wide agreement.

6. Launch- If there are no objections, the product is referred to the NLG for acceptance and launched across the Network.

24

Product Acceptance Criteria for Achieving Network Priorities

In order to accept a product, the NLG must be confident that it meets the following broad acceptance criteria:

Resourcing – Has the Working Group identified who is financially responsible? And Who is accountable?

Design – Has the Working Group identified how the Network can adapt what already exists?

Delivery – Has the Working Group identified what the purpose of the product is, so that the development and implementation of the product is focused on achieving the Network Priority?

2.5 Operations: Capacity Development and Integrated Delivery Functions

(Refer to Technical Specifications p 34)

While the activities to be delivered by the Network will largely be informed by the Network Plan, the overarching objective of ‘developing the capability of people and families in order to enable their participation in a strong and healthy community’ remains.

The concept of ‘value creation’ will be used to prioritise activities with a view to maximising available resources to achieve the Network Plan. Value creation in the concept of the Network will be determined by the capacity of the Network to deliver the following functional responsibilities:

2.5.1 Capacity Development Functions

(Refer to Technical Specifications pp27-29)

The Blueprint defines three capacity development functions that must be delivered by the Network. These functions align with the triple aim to improve outcomes at the individual/family, population, and systems levels.

Individual and Family capacity

Individual and family capacity refers to the personal strengths and abilities of people within West Belconnen that enable full participation in strong, healthy, and inclusive communities.

This means that people can self-identify, self assess, self access, and self manage; and that families are able to assist each other to achieve results by providing information and connections (refer to Technical Specifications p19).

To support this capacity, the Network will deliver the following elements:

Responsive access across the Network- where ever people enter the network (including outreach) they will have access to the information required to meet their needs. This will require partnerships with Territory wide services and services delivered in other parts of the ACT.

25

Provider/client partnerships- the Network will build capacity and leverage strengths within individuals/families and their community. This will require services to work together towards client directed outcomes with clear leadership responsibilities to avoid service duplication.

Understanding diversity- the Network will actively seek to understand the unique service pathways of individuals/families in West Belconnen to ensure the Local Service Network responds adequately to the diversity within the community.

Community Capacity

Community capacity refers to the connections and knowledge within community groups to support people to participate in strong, healthy and inclusive communities.

This means that communities work together to build the capability of individuals and families to achieve results by providing direction and connections (refer to Technical Specifications p19).

To support this capacity, the Network will deliver the following elements:

Engaging community- the Network will be committed to ongoing community engagement in order to respond to community identified outcomes. This will require meaningful engagement approaches, and the ability to ensure all people are supported to participate in engagement processes.

Reaching those most in need- the Network will develop and implement a communication and engagement strategy focused on building trust and long term relationships with vulnerable community groups that may be disengaged from traditional service pathways. Methodologies will be articulated in the communication and engagement strategy.

Enabling community outcomes- the Network will develop and implement a community development framework to enable community driven action rather than directing or controlling community outcomes, with a focus on co-production to contribute to community building and responding to social determinants within the community.

Network (system) Capacity

Network (system) capacity refers to the collaboration and working processes that enable people to participate in strong, healthy and inclusive communities.

This means that the Network proactively indentifies people, understands diverse and unique experiences, and is able to make connections to ensure seamless service delivery. This also means the Network will focus on evidence informed decision making in order to achieve community outcomes and shift the cultural norms towards a strengths based approach.

To support this capacity, the Network will deliver the following elements:

Partnerships and workforce development- the Network partners will share responsibility for achievement of outcomes, and allow workers the flexibility needed

26

to collaborate in order to meet people’s needs. Partnerships and collaboration will be authorised and supported from the top down, the bottom up, and from within middle management service layers.

Data and information Sharing- the Network will establish an effective and linked up data system that not only collates data to measure change, but also allows for information sharing with client consent.

Shared investment to address systemic barriers- the Network will actively seek to shift resource allocation from reactive to proactive service delivery overtime. Resource sharing will allow for streamlining of service delivery and investment in collaboration.

2.5.2 Integrated Delivery Functions

(Refer to Technical Specifications p30)

Key to the success of the Network will be the ability to deliver the right service, at the right time, and for the right duration. The Network will recognise that people move in and out of different levels of need, from universal access, through early intervention and prevention, and intensive support, at various times. In some cases statutory services will also be involved in parts of their lives.

To be responsive to different needs, the Network will have established processes for supporting people across the various support levels, while being flexible enough to adapt the service delivery approach as needs change overtime. At each level, processes will be developed and implemented across the following domains (refer to Technical Specifications p14-19):

Information (Identification of needs and vulnerabilities) Support to Make Life Better (Assessment of needs and aspirations)Connecting (Linking In with supports and services)

Working Together (Delivering supports and services)

Having a Say (Follow up of individual and family outcomes. Listen, learn and adapt to changing needs)

This concept is represented below and described in the following sections:

27

Processes to support the Universal Access Pathway

Information:

Self-help Information Platforms will be available both online and at services throughout West Belconnen. Improving access to universal and early intervention approaches (both formal and informal) will be used to prevent escalation to intensive and statutory service systems where possible.

Local Services Network branding will be displayed by Network Partners so that people know where they can go if they need more information or support to access Network services. Network branding also indicates that the service has agreed to the standards and practice approaches of the Network, and provides certainty that information provided will be consistent, accurate, and reliable.

Support to Make Life Better:

Self-management will be encouraged at the universal service level to allow people to carry out their own planning and goal setting without the need for support from the Network.

Investment in community building activities will help people access supports within their informal networks, reducing demand on services, and preventing escalation to higher cost interventions.

Connecting:

28

Universal services/programs will enable people to drop in and out as needed. This will require workers to meet intermittent needs without requiring formal assessments for access into universal services/programs. Hours of operation will be considered by the Network to ensure equity in service provision.

Increased access to information on universal services/programs, such as play groups, communities of interest, and drop in services will enable people to meet their needs without progressing to higher intensity service levels.

Working together:

Network Planning will require services to collaborate to ensure universal services are meeting the needs of the community without duplicating efforts across multiple organisations. Universal services don’t need to work together on individual cases unless needs escalate.

Having a say:

Anonymous feedback mechanisms will be developed to provide a safe option for people to raise their concerns. In addition, people will be encouraged to nominate helpful and welcoming services in West Belconnen to help promote the cultural change required to achieve a person centred service network.

Continuous improvement will be enabled by feedback received being fed into the Network Learning and Development processes. In addition, all feedback received by identifying people will be responded to in a timely and constructive manner. This will include inviting discussion on ways to improve the service delivery experience.

Processes to support the Early Intervention and Prevention Pathway

Information-

Supported access to information will be enabled by workers being trained to provide advice on services across the Network. This will include helping people to access self-help information platforms to build capacity for self service in the future. As previously mentioned, Network branding will be used to identify services that can provide reliable information and advice.

Education sessions will be facilitated for both service users and workers on how to use Commonwealth information platforms, such as Centrelink and Medicare, and ACT Government information platforms such as Canberra Connect, and ACT Library Services.

Support to Make Life Better-

Individual/Family partnerships training (eg. Strengthening Families/ Family Partnering) will be facilitated for workers across the Network to support self-planning and goal setting. Workers will take an enabling role in supporting individuals and families to identify their own goals and priorities, rather than a professional/recipient relationship.

29

Enabling service responses will be developed by preventing unnecessary formal assessments in the early intervention and prevention Pathway. The focus will be on enabling individual/family identified priorities to guide service access, and on building informal networks within the community such as through community building activities, group programs, and educational activities.

Connecting-

Any door is the right door approaches will be established by ensuring all workers across the Network are trained and informed to support people to access Network services. Service users will have confidence that Network Branded services are staffed by trained and knowledgeable workers that can connect them with services across and beyond the Network.

Volunteer and peer based connections will also be investigated to assist in connecting individuals/families with formal and informal supports. For example, cultural groups may be leveraged to support new arrivals to the area, young people may be linked with other young people, and people with disabilities may be linked with other people with disabilities to provide peer based supports.

Working together-

Common methods of working will be developed to allow services to coordinate their responses as required, such as Information/ Intelligence Sharing Protocols, data systems and warm referral processes for people requiring access to multiple services.

Partnerships with services outside of West Belconnen (System Partners) will be leveraged and expanded to provide in-reach service delivery where required to respond to community need, for example the National Disability Insurance Scheme.

Having a say-

Outcomes from feedback received will be communicated back to service users to ensure accountability and responsiveness across the Network. The Network will focus on learning from feedback and involving service users in developing solutions.

Positive feedback will be actively encouraged by the Network and permission will be sought to use positive feedback to communicate benefits to other people who could benefit from accessing the service/program. For example, case studies and quotes will be collected and used in promotional materials to provide the voice of service users where possible.

Processes to support the Intensive Support Pathway

30

Information-

Preventing escalation to higher intensity services will be a focus of the Network with the aim to keep individuals/families in the Universal or Early Intervention and Prevention Pathways as much as possible.

A Lead Worker will be assigned to those individuals/families requiring intensive support to provide access to information needed to make decisions. The role of the Lead Worker will be to understand the complexity of the individual’s/family’s needs and to identify the full range of supports (both formal and informal) that could be useful for the individual/ family to consider.

Support to Make Life Better-

The Strengthening Families Initiative will be accessed for individual cases that face persistent barriers. If deemed suitable, the family will be asked to nominate a preferred Lead Worker who will be supported by a Strengthening Families Practice Leader to take on the role of Authorised Lead Worker for the family.

A tailored plan will be co-designed by the Lead Worker in partnership with the individual/family. The tailored plan will identify both service related and non-service related aspirations with a focus on leveraging existing strengths and building capacity within the individual’s/family’s existing support network.

Connecting-

Supported connections with services and informal supports will be facilitated by the Lead Worker, while building capacity for self-management overtime.

Partnership with the One Human Services Gateway (1HSG) will be established to ensure access to services and resources available through this related initiative.

Support Link will be used as one tool to support connections for families and individuals within the Network.

Working together-

Services will collaborate to support shared clients, with clear leadership responsibilities identified to avoid duplication. Services will work together to achieve the goals and priorities identified by the individual/ family, with a focus on capability building and reducing service supports overtime.

Service collaboration will be coordinated by the Lead Worker to ensure accountability of service responses. Collaboration or recurring service delivery issues that can’t be resolved at the worker level may be escalated to the Network Leadership Group.

Systemic barriers that impact on the individual’s/family’s ability to progress their family plan can be escalated to Executive Sponsors for all families linked in with the Strengthening Families Initiative. Escalations will be tracked by Strengthening Families Practice Leaders with recurrent issues reported to the Better Services Taskforce for consideration at the systems level.

Information/ Intelligence Sharing Protocols will be developed based on the Strengthening Families Information/ Intelligence Sharing Protocols to allow for early intervention strategies, identification of emerging issues, and outlining how different

31

agencies will work together, including ACT Policing. The I-watch program will be considered in the development of the protocols.

Having a say-

A collaborative community of practice is being established by the Strengthening Families Initiative to support Intensive Services workers to share practice learnings, identify gaps and barriers, and inform systems change. Case Coordinator or Managers and Lead Workers across the Network will be invited to participate in the community of practice to share their thoughts and ideas.

Reflective practice sessions will also be facilitated for Lead Workers as part of the Strengthening Families Initiative, to support continuous improvement for both individuals/families and the broader human services system.

Processes to support the Statutory Support Pathway

Information-

Information/ Intelligence Sharing Protocols will clearly identify statutory requirements and limitations to information sharing to ensure Case Coordinator or Manager/Lead Workers are able to support individuals and families to effectively meet their statutory obligations.

Worker education will be rolled out as part of a workforce development strategy to ensure a shared understanding of statutory reporting requirements. This will include shared processes for advising individuals and families about reporting obligations.

Support to Make Life Better-

Statutory Case Workers will identify if a Lead Worker is needed and work with individuals/families to determine which agency/worker is best placed to perform this role. This approach is consistent with the Strengthening Families approach which focuses on building effective relationships in order to work towards long term change.

Connecting-

Systems Partnerships will be developed with statutory services to ensure adequate knowledge of Network services available to support individuals/families involved in statutory services. Where possible and appropriate, Network services (including informal supports) will be leveraged to provide community based supports for individuals/families, with a focus on shifting supports from statutory to non-statutory environments as much as possible.

32

Working together-

Lead Worker involvement on Care Teams will ensure statutory services adequately understand the complexity individuals/families are dealing with, and services work together to progress individual/family identified priorities whilst balancing statutory obligations.

Having a say-

Network Advocacy will be facilitated by the individual’s/family’s Lead Worker through the development of effective partnerships with statutory services. Families involved in the Strengthening Families initiative will have access to the escalation process to resolve statutory service barriers where network advocacy has been ineffective.

3. Implementation

(Refer to Technical Specifications pp47-48)

33

The Realisation Pathway articulated in the Blueprint has been followed in the design of the Local Services Network Operational Model. The following sections outline the supporting policy and processes that will be developed to operational the model.

3.1 Processes (deliverables)

(refer to Technical Specifications pp35-38)

A summary of the processes that will be embedded or developed in the first half of 2015, to support the Network are provided below:

Structures Processes to Support Capacity Development

Processes to Support Integrated Delivery

Leadership and Governance

Network Leadership Group (NLG) Selection Criteria (Dec 2014)

Draft Terms of Reference for NLG and expanded West Belconnen Network Gathering (Feb 2015)

Network Communication and Engagement Strategy- services, businesses, community members, academics- methodologies for engagement (Feb 2015)

Network Partnership Commitment including practical components of collaboration (Feb 2015)

Learning and Development

Embedded Action Learning Approach- reflective practice, co-design, and feedback processes (Mar 2015)

Shared data set/ platform- for collation and sharing of information (Apr 2015)

Control and Coordination

Funding Model Examples Paper- to inform working groups (Feb 2105)

Workforce Development Strategy- collaboration, partnerships (services and clients), early intervention and prevention approaches, Information/ Intelligence Sharing Protocols, role clarification, easy English (May 2015)

Scoping of activities for Network Plan (Mar 2015)

Final Network Plan- strategies and resource allocation (May 2015)

Operations Community development strategies- co-production, community education, place making and volunteering- involving all agencies including ACT Policing (May 2015)- to be progressed by working group as a key theme under the Network Plan.

Information/ Intelligence Sharing Protocols- including early intervention strategies for sharing information across partner agencies including ACT Policing (Mar 2015)

Self help strategies- online, notice boards, branding – with built in feedback loops (May 2015) - to be progressed by working group as a key theme under the Network Plan.

3.2 Milestones

The Network will be implemented progressively throughout 2015-2016 using an action learning approach to ensure continuous improvement and capacity development across the Network.

34

The following table outlines the phases that will be progressed to implement the Network, along with the key milestones that will be achieved during each phase:

Structural Elements

Phase 1: Network DesignJuly-Dec 2014

Phase 2: Network EstablishmentCommencing Jan 2015

Phase 3: Network in Full ActionCommencing July 2015

Leadership and Governance- Local Network Leadership

Identify Champions and Form Local Design Team Three Design

Workshops (Sept, Oct, Nov 2014)

Finalise design (Dec 2014)

Establish Local Governance Structure and Coordination Processes Standing up of Network

Leadership Group (Feb 2015)

Establish Network and Systems Partnership Commitment (Feb 2015)

Facilitate and Refine Using an Action Learning Approach Successive authorisation

of strategies to address Network Priorities (ongoing)

Review of Network Plan- progress and future priorities (ongoing)

Learning and Development- Establishing a Learning Culture

Analyse community profile data and engagement themes to Identify key issues and gaps Review of profile data

(Sept-Nov 2014) Review of existing

Community Engagements (Sept-Nov 2014)

Establish shared metrics (indicators, measurement, and approach) Baseline Measures

captured against Evaluation Plan (Mar 2015)

Data Sets/ platforms in place (Apr 2015)

Collect, track and report progress (process to learn and improve) Roll out embedded

action learning approach (ongoing)

Control and Coordination- Network Planning and Delivery Approaches

Map the landscape and identify existing building blocks Services survey and

Infrastructure Scan (Aug- Nov 2014)

Create Shared Network Plan (goals and strategy) NLG scope working group

projects (Mar 2015) Standing up of Working

Groups (Apr 2015) Finalise Network Plan

Strategies and Resource Allocation (May 2015)

Support Implementation of Network Plan priorities Roll out of Workforce

Development Strategy (Ongoing)

Operations- Capacity Development and Integrated Delivery Functions

Testing community engagement approaches within the local context Community

Engagement (Oct, Nov, Dec 2014)

Engage community and co-design Network Plan

Roll out Network Communications and Engagement Strategy (Mar 2015)

Continue engagement and co-production of Network Plan priorities Roll out Community

Development Framework (Ongoing)

35

3.3 Budget

3.3.1 ACT Budget Investment

The 2014-15 ACT Budget announced $1.335 million to implement the Network in West Belconnen.

The funding included $686,000 for staffing within the Community Services Directorate, to facilitate the work over 2014-15 and 2015-16. An additional $125,000 was allocated for a data sharing study to identify options for data collection, sharing and reporting across the Network. This work will be progressed in early 2015.

A further $224,000 was allocated to evaluation activities for the Blueprint. This will include the independent evaluation that will be carried out by the University of Canberra, Institute for Governance and Policy Analysis, along with funds to support a cost modelling system to predict future cost savings arising from Blueprint initiatives.

A Local Resource Fund of $300,000 has also been allocated over 2014-15 and 2015-16 to support the roll out of pooled funding initiatives to be determined through the Network Plan.

3.3.2 Existing Resources

In addition to funding allocated through the ACT Budget process, existing resources within the system will be leveraged to support the Network.

During the development of the Network Plan, opportunities will be identified to align existing efforts to achieve Network priorities. This may involve creating flexibilities within existing funding agreements, redirection of existing investment, and leveraging joint functions to achieve efficiencies across the Network.

Aligning existing effort with an agreed Network Plan will reduce duplication and allow for focused effort on areas that will have the most impact for the community.

3.3.3 New Investment

The Network will actively seek new investment from philanthropic, corporate, or other sources to achieve the Network Plan. A key feature of the Network will be to attract investment through shared commitment to the blueprint vision and Network priorities.

New investment will enable sustainable growth in the Network’s capacity to meet the needs of the community and support local ownership of the Network Plan.

3.2 Resource Allocation

Resources will be allocated by the Network Leadership Group during the development of the Network Plan with management of the funding process to be coordinated by the Community Services Directorate- Better Services Team as the backbone support.

36

As discussed in section 2.3.2, a lead agency will be identified to progress each Network priority through establishment of a collaborative working group. Where a Network priority is allocated resourcing from the Network Leadership Group, funding may be transferred to the lead agency responsible for progressing the work.

Where ever possible existing investment will be leveraged to deliver the Network priorities, including social capital such as volunteering. As previously discussed, new investment will also be sought through corporate and philanthropic partnerships.

37

4. Summary

This document outlines the detailed operational elements that will be established to implement the Network. The operational model will provide a starting point for progressive implementation following an action learning approach.

Any changes to the original design arising throughout the implementation will be recorded and assessed to ensure integrity of the model in achieving the Blueprint Intent. Changes and implications will be reported to the Better Services Taskforce, along with identified challenges or systems barriers.

Implementing the Network in West Belconnen will provide a proof of concept for broader roll out of the model in other parts of the Territory. While some systems wide benefits will be achieved by improving outcomes in West Belconnen, additional benefits will be achieved by scaling the model to other areas, including the potential to leverage backbone supports across multiple Networks.

38