Concurrent Session 1

4. Working Together to Foster Family Relationships: The Role of University and Community Agencies Providing for Diversity of Families  Presented by Associate Professor Mary Oliver, PhD University of South Australia FRSA National conference 2010: Diversity Everyone Benefits 3-5 November Melbourne Responding Early Assisting Children (REACh) Program is funded by the Australian Government Department of Families, Housing, Community Services and Indigenous Affairs

5. What is the program about? The REACh program provides coaching for parents with young families in positive parenting strategies, is committed through social support to improve the capacity of parents of 0-12 year olds in responding appropriately to children�s need for care, development and safety Enhance the capacity of parents, grandparents and those involved in child rearing through education and support The overall aim of the project is to support families and develop a healthy community

7. The REACh Program The Responding Early Assisting Children (REACh) is a joint Australian Government and university partnership involving rural and remote parents of children between 0-12 The project has received continuous funding from the Department of Families, Housing, Community Services & Indigenous Affairs Several cohorts of parents have participated in the program including Indigenous parents from the Ceduna Koonibba Aboriginal Controlled Health Service and the Nunyara Well Being Centre in Whyalla. The program is delivered by an accredited practitioner

13. Referring agencies & participant categories

18. Participant responses

24. Opportunity knocks: Child Support Agency and Parentline ACT partnership Katrina Baird � Child Support Agency Larissa Dann � Parentline ACT

25. The Parentline / CSA Partnership Together we administer the Parent Support Telephone Service For CSA customers who are distressed, discussing future self harm or harm to others CSA staff make an immediate telephone transfer to Parentline ACT Parentline ACT assess, counsel and refer The service is free to all customers and is national, confidential and immediate

26. Common aims CSA�s goal is that children can rely on their parents for the financial and emotional support necessary for their wellbeing following family separation Parentline ACT�s aims are to assist in the wellbeing of parents and their children� to foster positive relationships within the family� to promote positive parenting practices� (excerpt) The Aims of each organisation� Whilst on the face of it, CSA and Parentline are worlds apart, in their aims and intent, they are very closely aligned. In addition, our organisational values are not that dissimilar.The Aims of each organisation�

27. Why did CSA and Parentline partner? Each agency brings unique set of skills and capabilities Jointly we achieve more than individually Our combined strength can be harnessed to deliver greater outcomes CSA talks to over 90% of parents who separate � but we are not counsellors Parentline ACT relies on parents having the motivation and intention to call

28. Benefits to Parentline ACT Access to target group of clients � parents, particularly those most vulnerable Building expertise in crisis counselling Increasing capacity for working with government Training, professional development and funding More competitive in the market

29. Benefits to CSA Being able to seamlessly connect our most vulnerable customers to help and support Being able to build resilience in parents for the benefit of their children Having access to specialist expertise that we do not have (especially family violence) Supporting our staff to identify parents who need help and to quickly connect them Building our network of telephone support

30. Integrated Telephone Support Network

32. Parent Support Service (Parentline ACT) CSP referred 570 customers to the service (up from 408 in 2008�09). CSP has worked closely with the provider (Parentline ACT) to build their capacity in the areas of family violence and self harm. Increased staff confidence in the service has resulted in more child support customers being referred to the service and thereby connecting to further services to meet their broader family support needs. FRAL CSP referred 2745 parents to FRAL in 2009�10. Centrelink CSP referred 123�173 parents to Centrelink in 2009�10 (up from 112�331 in 2008�09) to connect them to information on Family Tax Benefits and in some cases to seek exemptions from collecting child support where family violence Referral to financial counselling services: telephony data has only been available since 20 October 2010 � already 8 assisted warm referrals between 20 and 31 October 2010. Parent Support Service (Parentline ACT) CSP referred 570 customers to the service (up from 408 in 2008�09). CSP has worked closely with the provider (Parentline ACT) to build their capacity in the areas of family violence and self harm. Increased staff confidence in the service has resulted in more child support customers being referred to the service and thereby connecting to further services to meet their broader family support needs. FRAL CSP referred 2745 parents to FRAL in 2009�10. Centrelink CSP referred 123�173 parents to Centrelink in 2009�10 (up from 112�331 in 2008�09) to connect them to information on Family Tax Benefits and in some cases to seek exemptions from collecting child support where family violence Referral to financial counselling services: telephony data has only been available since 20 October 2010 � already 8 assisted warm referrals between 20 and 31 October 2010.

33. Before entering into a partnership The objectives must be clear Each party�s expectations need to be clear and understood by each party Ensure expectation of mutual respect is met. In the absence of a contract � write up an MoU or project plan setting out what is agreed Conflict resolution - what process is to be followed should there be disagreement Commit to building capacity and capability in both agencies

34. Questions??

36. The Journey of Partnership in Family Services reform�Learnings so farKathryn Howe and Melonie Sheehan

37. Presentation Overview Family services reforms and policy context Partnership development Localised solutions (Barwon Catchment context) Challenges and achievements

38. Family Services Reform in Victoria

39. Impetus for reform Growing demand for services for vulnerable families Increasing notifications and re-notification rates Increasing complexity of cases (eg D&A, Family Violence) Continued growth in the front end demand Need for new approaches

40. New provisions under Child Youth and Families Act (2005) Shifts the focus for the work of Child Protection and promotes a shared responsibility for: Protecting children and young people from harm Protecting their rights and promoting development Best Interests of the child must always be paramount New Intake processes for Child FIRST Child Wellbeing Report to Child FIRST Child Protection Report Reports on unborn children Reports on children aged 10 � 14 exhibiting sexually abusive behaviour Role of Community Based Child Protection Workers defined

41. Policy Context Creation of a visible and coordinated point of access to Family Services Child and Family Services Alliances established at sub regional catchment level including Family Services, DHS Child Protection & partnerships staff and Aboriginal-controlled family services. Provide a platform to drive stronger shared responsibility between services Reform aimed to provide a centralised intake service and establishment of C&FS Alliance with clear governance arrangements with Alliances developing operational management structures, service delivery coordination structures, and overseeing catchment planning creating shared leadership between Integrated Family Services Strengthening the relationship between Child Protection and Integrated Family Services, through the development of the Community Based Child Protection Worker role Working more closely with Aboriginal Family Services, enabling access to Aboriginal specific services for Aboriginal families, or alternatively use of joint visits and secondary consultation Facilitating the development of an integrated network of other related local services. Shared leadership was required to Achieve changes and embedding practice associated with the legislative and policy reforms to improve outcomes for vulnerable children, young people and families. This includes a shared responsibility in service implementation and managing risk of vulnerable children. Establish and consolidate partnerships, collaborative practice arrangements and localised solutions within a consistent and jointly agreed state-wide framework. Reform aimed to provide a centralised intake service and establishment of C&FS Alliance with clear governance arrangements with Alliances developing operational management structures, service delivery coordination structures, and overseeing catchment planning creating shared leadership between Integrated Family Services Strengthening the relationship between Child Protection and Integrated Family Services, through the development of the Community Based Child Protection Worker role Working more closely with Aboriginal Family Services, enabling access to Aboriginal specific services for Aboriginal families, or alternatively use of joint visits and secondary consultation Facilitating the development of an integrated network of other related local services. Shared leadership was required to Achieve changes and embedding practice associated with the legislative and policy reforms to improve outcomes for vulnerable children, young people and families. This includes a shared responsibility in service implementation and managing risk of vulnerable children. Establish and consolidate partnerships, collaborative practice arrangements and localised solutions within a consistent and jointly agreed state-wide framework.

42. Policy context Developing clear governance arrangements for operational, service coordination, and catchment planning structures Creating shared leadership between Integrated Family Services (IFS) Strengthening the relationship between CP and IFS and introducing the Community Based Child Protection Worker role Enabling access to Aboriginal services for Aboriginal families Facilitating an integrated network with other services Establishing partnership culture and shared leadership across Family Services providers

43. Family Services functions

44. Family Services target group Vulnerable families and children whose safety, stability and development may be affected by: significant parenting problems serious family conflict family breakdown mental illness substance abuse disability adolescent behaviour isolated or unsupported families social or economic disadvantage

45. Partnerships

46. Domains of Effective Partnership Strategic Alignment Purpose and Leadership Structures and Decision Making Resources Operation of the Relationship Dispute Minimization and resolution Measuring effectiveness �Partnerships in Practice and Risk Aware� (The Centre for Excellence in Child and Family Welfare Monograph Series 2008) Strategic Alignment � Formal Partnerships, history of cooperation, mutual partner respect, relevant partners are involved in the partnership, external stakeholder positions have been considered, parties share common value, vision and goodwill in their approach to the partnership. Purpose and Leadership � Goals of the partnership are clearly defined and agreed on, strong and inspiring leadership, Necessary Authority Structures and Decision Making � Clearly defined expectations, accountability, roles and responsibility; agreed structure and processes for decision making; coordination of effort which emphasizes interdependence, teamwork, negotiation and shared decision making Resources � Sufficient financial, human, infrastructure and knowledge based resources for partnership to achieve it�s purpose, flexible allocation of the resources, processes for sharing of resources between partnership Operation of the Relationship - Standardized processes across the partnership, processes for formal and informal communication and interaction, building of trust high level of involvement and rewarding of joint effort; ongoing high level commitment by all parties, willingness to share decision making and resources, tolerate risk taking and implement ongoing training; processes and commitment in place to ensure culturally competent service delivery across the partnership. Dispute minimization and resolution � Processes in place ensuring alternative views are expresses, considered and responded to; a formal dispute resolution policy and procedure in pace for the partnership; ensuring a process for parties to exit the partnership and for new parties to enter. Measuring Effectiveness � Agreed methods for measuring the effectiveness of the partnership, learning from experience and for testing new ways of working together. Strategic Alignment � Formal Partnerships, history of cooperation, mutual partner respect, relevant partners are involved in the partnership, external stakeholder positions have been considered, parties share common value, vision and goodwill in their approach to the partnership. Purpose and Leadership � Goals of the partnership are clearly defined and agreed on, strong and inspiring leadership, Necessary Authority Structures and Decision Making � Clearly defined expectations, accountability, roles and responsibility; agreed structure and processes for decision making; coordination of effort which emphasizes interdependence, teamwork, negotiation and shared decision making Resources � Sufficient financial, human, infrastructure and knowledge based resources for partnership to achieve it�s purpose, flexible allocation of the resources, processes for sharing of resources between partnership Operation of the Relationship - Standardized processes across the partnership, processes for formal and informal communication and interaction, building of trust high level of involvement and rewarding of joint effort; ongoing high level commitment by all parties, willingness to share decision making and resources, tolerate risk taking and implement ongoing training; processes and commitment in place to ensure culturally competent service delivery across the partnership. Dispute minimization and resolution � Processes in place ensuring alternative views are expresses, considered and responded to; a formal dispute resolution policy and procedure in pace for the partnership; ensuring a process for parties to exit the partnership and for new parties to enter. Measuring Effectiveness � Agreed methods for measuring the effectiveness of the partnership, learning from experience and for testing new ways of working together.

47. Mechanisms to support Partnerships Legislation Registration Standards for all Family Services Partners Child Protection / Family Services Agreements � statewide and local Alliance Memorandum of Understanding Family Services Network Demand Management Strategy Other� attention to continuing and reviewing mechanisms

48. Localised Solutions - Barwon Child and Family Alliance

49. Barwon Child & Family Services Alliance Commenced operation in March 2007 and is managed by Bethany Community Support as managing agency. The Barwon Child and Family Services Alliance is a partnership between eight agencies: Bellarine Community Health Bethany Community Support (Bethany) City of Greater Geelong Maternal and Child Health Diversitat DHS Child Protection, and DHS Placement and Family Services Glastonbury Child and Family Services (Glastonbury) Time for Youth Wathaurong Aboriginal Cooperative

50. Barwon Catchment

51. Our Partnership Development Preparatory work Relationship building Common agreements Flexibility Open and honest communication Common understanding of core business and change agenda Authorisation and leadership across all levels within organisations The development and maintenance of a successful partnership between integrated family services requires consideration of these 7 points. Preparatory work: The significant period of preparation that occurred in the lead up to the implementation of Child FIRST and the Child and Family Services Alliance was a necessary component of the journey crucial to strong and functional partnerships. Relationships: Relationships between individuals and agencies have been crucial to the effectiveness of the partnership. Considerable time and effort has been expended in developing and maintaining these relationships and links, and cannot be underestimated. Common Agreements: As detailed in the Mechanisms to Support Partnership slide it is essential to have formal documentation detailing roles and responsibilities negotiated across all parties to assist the functioning of the Alliance. Flexibility: Some examples of flexibility in filling service gaps on behalf of others, understanding each other�s business, sharing resources, responding to a broad range of client needs, re -orientating staff and service functions in periods of high demands Open and Honest Communication: Our partnership has highly valued open and frank conversations which has particularly helped in �hard to have conversations�. Such as those conversations related to funding, meeting service targets and dealing with workforce issues. Common understanding of core business and change agenda: An important part of the reform was a change in culture and the relationship between Child Protection and Family Services. Building on a collaborative and equal partnership between the two parties in a manner that acknowledges and respects the different roles and ways of working, under the common framework of the Best Interest Principles. Child Protection staff have been required to shift the focus of their practice away from statutory control to a more strengths based approach and work collaboratively with FS. None of these developments would have been possible without the authorization and leadership of all partners. The development and maintenance of a successful partnership between integrated family services requires consideration of these 7 points. Preparatory work: The significant period of preparation that occurred in the lead up to the implementation of Child FIRST and the Child and Family Services Alliance was a necessary component of the journey crucial to strong and functional partnerships. Relationships: Relationships between individuals and agencies have been crucial to the effectiveness of the partnership. Considerable time and effort has been expended in developing and maintaining these relationships and links, and cannot be underestimated. Common Agreements: As detailed in the Mechanisms to Support Partnership slide it is essential to have formal documentation detailing roles and responsibilities negotiated across all parties to assist the functioning of the Alliance. Flexibility: Some examples of flexibility in filling service gaps on behalf of others, understanding each other�s business, sharing resources, responding to a broad range of client needs, re -orientating staff and service functions in periods of high demands Open and Honest Communication: Our partnership has highly valued open and frank conversations which has particularly helped in �hard to have conversations�. Such as those conversations related to funding, meeting service targets and dealing with workforce issues. Common understanding of core business and change agenda: An important part of the reform was a change in culture and the relationship between Child Protection and Family Services. Building on a collaborative and equal partnership between the two parties in a manner that acknowledges and respects the different roles and ways of working, under the common framework of the Best Interest Principles. Child Protection staff have been required to shift the focus of their practice away from statutory control to a more strengths based approach and work collaboratively with FS. None of these developments would have been possible without the authorization and leadership of all partners.

52. Partnerships

53. Challenges and Achievements

54. Challenges Partnerships are dynamic & need significant time commitment Partnership development requires separate funding Partnerships & collaborative practice are not static Challenges for small & diverse agencies remaining in the Alliance and having an equal voice Competitive tendering may undermine the basis of collaborative partnerships Pressure on the Alliance to join other sector reforms thus increasing span of responsibility Meeting demand for service & the shift from secondary to targeted service response Concerns by some community members regarding Family Services alignment with Child Protection.

55. What has changed for practice ? Capacity to consult and share information b/w CP and CSOs Clearer communication by using common frameworks Priorisation of children in high risk situations Increased referrals to FS and decreased reports to CP Greater capacity for collaboration in managing demands and pressures. More collaborative intervention between CP and FS Focus on cumulative harm rather than single episode of harm Greater networking & improved knowledge of services Development of common tools & dissemination of good practice

56. Achievements Client outcomes Streamlined access to family services and reduced duplication Immediate support for clients with high needs Matching services and best fit to needs Immediate access to information and advice to other services Capacity for continuity of service at point of re-referral. Examples of Projects/ Initiatives Early Childhood Develop Pilot Project Northern Suburbs School Hub Pilot Project CAMHS redesign project Early Start Kindergarten Initiative Office of Housing / Family Services Project Alliance Catchment Planning Regional Family Services and Placement Support Induction Training Representation of wide range of networks

57. References Barwon Child and Family Services Alliance case study findings & reflections South West Alliance (Warrnambool/Moyne Southern Grampians and Glenelg Shires) Colac Alliance (Corangamite and Colac Otway Shires) Barwon Child and Family Services Catchment Plan 2009/2010 �Partnerships in Practice and Risk Aware� (The Centre for Excellence in Child and Family Welfare Monograph Series 2008) � 5/50 Market St, Melbourne, VIC 3000 For further information contact Barwon Child First on 1300551948 or childfirst@bethany.org.au