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Developing Throughcare in the ACT
an innovative partnership
Simon Rosenberg & Geoffrey Rutledge
Chief Minister & Treasury Directorate
Community Sector View
Simon Rosenberg Chief Executive Officer,
Northside Community Service
Three ways to “do” policy
• Consultation
• Advocacy
• Partnership - Throughcare as a case study
1. Policy by Consultation
Govt identifies a policy issue Govt develops a draft policy paper for consultation;
seeks reaction through forums, submissions Community sector organises its response Govt accepts, adapts or ignores sector input Govt provides feedback on the outcomes – sometimes!
2. Policy by Advocacy
Community sector identifies unmet needs Sector does research, consults internally on the issues
and solutions Position developed to present to govt, media Govt accepts, adapts or ignores sector views
3. Policy by Partnership – “co-design”
Community sector – or govt – identifies unmet needs Sector approaches govt – or vice versa – to work on
issues and solutions Positions developed; may be joint, separate or both, but
with common aims Govt and sector maintain their accountabilities, but work
together as far as possible; eg constraints of Cabinet process
Ideally, a final policy position emerges that has govt and sector ownership
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Community Integration Governance Group (CIGG)
2009: Problem identified: - new ACT prison with rehab and human rights aims, but no planning or coordination of throughcare to help prevent reoffending
Seen as whole-of-govt and whole-of-community (WoG/WoC) problem
CIGG developed initial policy position on Throughcare, with explicit aim to work with govt on developing the policy, not just discussing service implementation
ACT Government responded cautiously but positively
CIGG achievements
Participation of all relevant sectors - credibility CIGG members agreed to act strategically - not as
organisational representatives Comprehensive submission to Prison Review. Cabinet agreement to development of Throughcare
Policy collaboratively between ACT Govt and CIGG. Opportunity to brief Cabinet Cabinet signed off on new policy November 2011Joint implementation now underway
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What made it work?
Trust and opennessRole clarityAccountability‘Selling’ the value of the community sector’s inputPatienceThe Partnership evolved slowly and carefully;
seen as genuine
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What are the risks?
Confidentiality breachesCo-optionRole confusionDelayChanges to Govt funding commitments
What are the benefits?
Better informed policy; better programscommunity sector input at an earlier stage means implementation issues get clearer consideration
Particularly useful for ‘wicked problems’ – where WoG/WoC joined up approach is needed
Greater understanding of each other’s positions and constraints
Enhanced trust & respect; basis for further joint work
A practical expression of the Social Compact
Throughcare for Offenders A social policy partnership
Geoffrey RutledgeDirector, Social Policy
ACT Chief Minister’s and Treasury
Parameters & Context
• Policy responses to enduring challenges
• Co-design and co-production
• 2011 Hawke Report - ACT One Government
• Community engagement
Policy history• Community Inclusion Board activities focus on prisoners and
their families- inclusion agenda • September 2008, Alexander Maconochie Centre opened• Mid-2009 Policy Forum requested CMD map ACT Government
Throughcare services (Late 2009 CIGG formed)• Policy Forum considered a paper in March 2010. Sought
further analysis of available data and research on co-ordination of services across the Throughcare continuum
• Concept meeting with Corrective Services and CIGG in August 2010, CMD invited & offer to coordinate
• Three fora (CIGG, ACT Govt, combined), Policy Forum- follow up saw five recommendations evolve.
Testing the policy path
Commonly the 4th step after considerable work by government
Cabinet process
Essentially brings the consultation forward- expand from engagement to co-design of policy options
Needs
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Literacy
VET, PD
Gateways (yr 10, 12)
Residential
Community
Child & family
Advocacy
Cultural
Centrelink
Budgeting and financial literacy
AMC employment manager and
programs
Skills, training
Job servicesFamily
FriendsCase manager
Mentors
Expectations , biases and
stereotypes
Crisis
Managed
TransitionalTenancy advice
Private
Social
Alcohol and drugs
Primary
Acute
Adult
Youth
Secure
Prevention
Specialist
Forensic
General
Mental
Dental
Public
Private
Community
Effectiveness
Governance
Inclusion
Education & training
Legal
Housing
Health
Individual Cohesion
Community servicesIncome
Employment
Transport
Throughcare policy
• Options paper- Seeing it through – options for
improving offender outcomes in the community
• Set of principles and key elements
• Governance structures
• Reporting requirements
Outcomes
• Policy Forum paper yielded across Govt. buy in
• Cabinet agreed to an extended model of Throughcare
• 2012-13 Budget- 2 year Throughcare pilot
(coordination unit and brokerage funding)
• Reference Group maintained and Governance Group
established
• Lessons feeding other processes
Enablers• Community sector voluntary participation and leadership• Line agency desire for the change, but limited capacity to
lead across government change• Leaders with a tolerance for novel design, approaches to
policy and uncertainty• Committed teams and people• Governance structures to support innovation and enable
process • Geography and scale
Risks and challenges
• Momentum over time
• Maintaining engagement (Government officers,
decision makers and community sector)
• Focus (big groups, diversity of views)
• Deliverables- uncertainty of outcomes
ImplementationGovernance arrangements
Throughcare Governance Group - Government and Community Sector • Oversees the implementation of ExtendingThroughcare
Program pilot • Reports to Strategic Board twice per year
Strategic Board• High level oversight• Whole of government approach• Conflict resolution
Operation
Throughcare Coordination Unit • Budget initiative – two year funding • Manager and Coordinator • Brokerage - $1,500 per released prisoner
Throughcare Advisory Group (TAG)• Service providers – government and community• Advice on case plans • Monitor case coordination in the community
LessonsFor Government
• Co-design of policy-across agencies and sectors
• Expanded thinking - no one entity has the answers
• Building commitment• Currency of goodwill• Not just $$ resources
Thank you
Simon Rosenberg [email protected] www.northside.asn.au
Geoffrey Rutledge [email protected]/policystrategic/throughcare