Agencies act without reference to each other, although the actions of one may affect the other(s). Agencies establish ongoing ties provide limited support to an activity undertaken by the agency. Communication and sharing information is emphasised. Requires a willingness to work together for common goals, goodwill and some mutual understanding. Separate partners plan the alignment of their activities. Duplication of activities and resources is minimised. Requires agreed plans and protocols or the appointment of a coordinator or manager. Partners put their resources into a pool for a common purpose, but remain separate. Responsibility for using the pooled resources is shared by each of them. Requires common goals and philosophy and agreed plans and governance and administrative arrangements. Links between separate agencies draw them into a single system. Boundaries between the agencies dissolve as they merge some or all of their activities, processes or assets. Examples include learning and information sharing networks and open access to each other’s facilities and services. Examples include the appointment of a hub coordinator to provide strong links between existing services, or developing joint funding proposals for new programs. Examples include the establishment of shared service centres or two or more organisations joining together to provide a single service. Examples include preventative or place management programs. It can also involve the merger of similar agencies to form a single larger organisation. Source: QCOSS (2013) Strengthening referral pathways For many of those who access FWC services at a time of financial crisis, financial capability is just one aspect of their overall financial wellbeing, with a range of other issues, such as income adequacy, housing, utility costs, health care and relationship services also essential factors that require addressing. This reinforces the principle that the FWC cannot be seen in isolation from other areas of Australian Government policy and programs. The FWC must continue to build stronger linkages across a range of community services, including family relationship services, jobactive/job network provider, domestic and family violence services, mental health and housing programs. In order to strengthen integrated service delivery, one main change to the FWC program guidelines is proposed: FWC providers would be contractually required to establish formal relationships and referral pathways with other FWC providers and other relevant services including Family Relationship services, jobactive/job network providers and/or other appropriate services in their funded areas. DSS will develop guidance material to assist service providers in building cooperation and collaboration that allows flexibility for providers to establish relationships that meet local and community needs.
Practice example – referral pathways YFS Ltd (formerly known as Youth and Family Service Logan City), delivers a range of complementary services in the Logan area (QLD), and is involved in collective action with partner service providers. The first point of contact for YFS clients, whether phoning or visiting, is through the referral and assessment service which prioritises clients, links to services and provides instant information for clients. The referral and assessment service focuses on clients’ immediate crisis situation, while connecting clients with relevant services within YFS or the community to address underlying or co-morbid issues contributing to their financial crisis. YFS has established consistent referral pathways for clients, leveraging the diversity of services operating in the service area through networks and coordinating ER with consortium partners and volunteer support. YFS uses a shared database for case management and reporting practices, and maintains a directory of government and community facilities to aid referral. Referral pathways are supported by formal staff training on referral protocols and procedures. Source: YFS (2016) Expanding the number of FWC Service Delivery Hubs Since 1 January 2016, the Australian Government has funded a number of Financial Counselling, Capability and Resilience Hubs in Income Management locations to provide integrated services under the one roof. These combine financial counselling and capability alongside access to no and low interest loans and, in some cases, provide additional services, to strengthen employment and family functioning outcomes. These models are designed to intercede at life transition points when people are most vulnerable to financial crisis, such as job loss or family breakdown. This means that clients experiencing a major life transition need only approach one service to receive support appropriate to their needs. Currently, Hubs operate in 29 Income Management sites across Australia, although the majority are in Western Australia and the Northern Territory. The Hubs are based in urban, rural and remote areas, servicing outlying communities by outreach in remote locations. Under this proposal: a similar model of Hub services may be funded in one or two additional locations across Australia, with locations chosen on the basis of disadvantage and availability of other relevant support services; and organisations, or a consortia of organisations, would be encouraged to apply to deliver the Hub service model in the identified areas. Hubs be flexible enough to deliver a mix of FWC services that providers determine would achieve the best outcomes in their communities, ideally integrated with a range of other services appropriate to community needs.