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CS And Health Industry Training Board 2001 Victorian Community Services And Health Industry Training Awards And Conference, 20 & 21 June 2001

Partnership for Empowerment

"Hume Region Disability Service Providers Training Initiative 2001"
Pam Miranda DisAbility Inservice Training Support Service (DISTSS)
Suzanne Don Leonard. Disability Client Services Hume Region DHS
21 June 2001 1.30 - 2.30 p.m.

Contents

Introduction

This session aims to outline a case scenario in Hume Region, which provided the opportunity to establish and improve working relations with the Disability Service sector and Training providers both within the region as well as with State funded programs. We are learning much from the process and the rewards of working collaboratively are enormous as well as being beneficial for both staff and clients.

We will identify some of the principles on which this action has been taken, the strategies applied, some of the expected outcomes with predictions for the future.

Following the presentation you will have the time to explore opportunities in your own work context and together discuss the principles and possible strategies you may also use to achieve outcomes which would support the development of your own working relationships and partnerships.

Definition:

Recommendation by the 'People Together Project' in 1998
"It is recommended that the Government recognises a partnership between Government and non government agencies is necessary to achieve the best outcomes for all"

" Partnership is defined as a cooperative and collaborative working relationship between the Department of human Services and non government and private sector providers aimed at improving the provision of services to the community" DHS April 2000.

Mandate:

Hon Christine Campbell - A commitment to working in partnership with service providers.
"The test of this partnership will be in the evidence of strong and positive collaboration, effective services and ultimately the success of our efforts will be decided by the citizens of Victoria. They will tell us whether we have helped create opportunities to participate in essential aspects of community life"
from 'Bridging the Great Divide, 13/12/99.

Case Study:

Background to the Hume Disability Service Providers Network and the formation of the Training Reference Group

The big picture:

The 1990's saw a time of change in working relationships in the community, welfare and training sectors. Prior to this time service providers had tried to work together in spite of competing for limited resources. Government, non-government and volunteers had worked in an environment where resource sharing, forming networks, community development and social action to address common problems had been a norm. Structural and ideological change brought a changed environment to how business was conducted. The user pay system, the economic rationalist agendas and the process of providing services via the tendering and purchasing methods altered the manner in which service providers related with each other and with government departments. Unit funding methodologies and increased specific targeted accountabilities left little time for networking, communication and / or information sharing. Service priorities and work practices changed. The Training Sector also experienced similar dilemmas and continues to do so.

The Disabilities Services sector was no different. The Tender process had caused agencies to compete with each other in a much more overt manner and the Government sector had become more removed from the service sector as a consequence of probity issues. Services only had contact with each other when there was a need to negotiate around particular client needs. This often resulted in conflicting agendas to access scarce resources for clients and as a consequence there was a reduction in understanding and empathy between service providers. Networking and sharing information and resources was no longer seen as a priority as it rarely related to direct service provision and could have been detrimental to the competition agenda.

Outsourcing of government services was high on the State Government's agenda and many government services were preparing themselves for this event. Service providers were positioning themselves to be considered as providers of these services through the tendering process and owing to probity issues, discussion between the two groups was much reduced.

The regional scenario:

In 1998 Disability Client Services (DCS) in Hume Region began to prepare for outsourcing and as a consequence, restructured services. The restructured service model commenced on 1 July 1999 and it was formally launched in August 1999 in the form of an Expo. Disability service agencies were invited to participate, about 25 prepared stalls and actively participated in the Expo.

It became very apparent during the Expo that there was considerable common ground among providers and many recognised the need to meet to address these issues.

A letter was written following the Expo outlining this common ground and reactions were sought from the service providers. The response was overwhelming and as a consequence it was decided that a meeting would be convened for all regional service providers to address these items. A meeting was held in March 2000 and over 35 service providers participated in the meeting.

Items of agenda for discussion at the First Hume Region Disability Service Providers Network meeting:

Recruitment, retention and training

• Joint professional development and training
• Joint recruitment strategies to attract staff to work in the rural sector
• Short term job swapping and or secondments

Networking and Sharing

• Information and resource sharing
• Formation of linkages between commercial, government and non government organisations who provide disability services
• Working together strategies (e.g. with joint clients, in recruiting when difficulties were encountered)

Service development

• Identifying gaps in services and working towards meeting the gaps
• The exploration of key issues and service needs
• The exploration of models of service provision relevant to clients in Hume Region

Communication and liaison with officers of DHS regarding funding and service provision.

There was a genuine interest in working together and it became very clear that we could build on our major common ground, which was, that we were all direct service providers who wanted to improve the services we were making available to our clients with a disability

A number of work groups emerged out of the meeting. All the groups identified specific actions they would undertake, people with interests in the actions volunteered to be responsible for coordinating actions and gather together others with like interests to work with them. It was decided that the groups would come together in 6 months (September) to inform each other of developments and to receive endorsement and support of other service providers and take the actions further. One of the groups that formed out of this action was the Hume Region Training Reference Group.

Hume Training Reference Group (TRG)

The Hume Region Disability Service Providers Training Reference Group was established to increase regional in-service training opportunities for people working in the disability sector. The group is a working partnership between disability service agencies and training providers. The group is made up of Non Government Organisations (NGO), Government services and Training Providers, both TAFE and private. Members of the group have equal status in the decision making process. The group has also worked very closely with DSTU and DISTSS and kept both bodies informed about its work.

Since the establishment of the TRG, it has worked with DISTSS to train service providers and conducted a regional training needs analysis of government and non-government disability service providers. The outcome of this analysis was the development of a training calendar of events for 2001.

The training needs analysis informed the priority setting for the calendar. It has been a compilation of both Government Services (Disability Client Services & Disability Accommodation Services) and NGO training needs, which identifies strong communication between all sectors, including the training providers and the development of working partnerships.

The intent of the group is to provide locally available quality training, which is aimed at improving the standard of practice of both government and non-government service providers. The training will utilise nationally accredited training modules to enable participants to increase competencies and gain accredited qualifications. Local expertise is used wherever possible in the conduct of the courses and service providers' work closely with the training providers to design and develop the curriculum, content and presentation of courses.

It decided that all training courses should have defined outcomes, which relate to national competencies, as well as professional practice standards and service delivery and also reflect community values.

Learning outcomes aim to improve quality of services for clients, their families and other disability service objectives. Training is recognised as a key tool to improve staff skills. The introduction of the Disability Self Assessment System (DSAS) and the TRG training needs analysis has highlighted areas of required service improvement. By training staff to improve in these areas, clients receive an improved quality of service. Learning outcomes reflect real work skills, and are assessed on the job where practical. Continued monitoring of service standards, as required by the Disability Services Self-Assessment System, provide a check that the learning has been transferred into ongoing work practices and processes.

Wherever possible it has been aimed to ensure that duplication of training does not take place. Close working relations with HACC and ABI trainers have been established and with time it is aimed the training Calendars will be combined
There is a high level of cooperation and to date all work has been of a voluntary nature, with service staff contributing their own time to the work of the TRG. This has resulted in a high level of independence, a sense of equity and the opportunity to be clear on who the customer for training is.

The TRG was recently successful in securing an 'Innovation Grant' from DHS to employ a part time Training/Project Officer whose role will be to provide coordination for the group and the training calendar.

More recently the TRG was asked to oversee the survey of all Disability Service Staff in Hume Region to identify the level of Qualifications and competencies staff bring with them. Gaps in competencies are being identified and this information will form the basis of the development of a Hume Region Learning and Development Strategy of Disability Services staff. This action is in line with the development of the Statewide Learning and Development Strategy. Funds have been allocated in the region to commence the strategy when the survey report is completed. The report will recommend ongoing strategies and will be supported with budgetary details.

The Terms of Reference for the TRG are to:

Defining CBT

Competency based training (CBT) is training aimed at the outcome of participants achieving industry based competencies. This paper will use VEETAC's definition of CBT as cited by Smith (1998, p29):
Training geared to the attainment and demonstration of skills to meet
industry-specified standard rather than to an individual's achievement
relative to that of others in a group.

Reasons for introducing CBT

The TRG made the decision to introduce CBT based for the following reasons:

1. The desire for staff to obtain qualifications. Minimum qualifications are required for staff to work independently with clients. The Disability sector in Hume was struggling to recruit staff with qualifications. CBT involves recognition of prior learning, and can fast track the gaining of qualifications.
   
   
2. There was a sector wide push for quality, and the Victorian Government had introduced a mandatory quality assessment system. The sector is aware that trained, qualified staff would deliver a higher quality service.
   
   
3. DISTSS and training providers outlined the financial benefits and flexibility of CBT. With a partnership approach the Training Reference Group would be able to negotiate with TAFE for the allocation of TAFE core funding to its activities.
   
   
4. The sector wide partnership was seen as innovative, and an application for state government innovation funding was successful, with the condition of training being tied to the competency based Community Service Training Package (CSTP).

The process of introducing CBT

The Hume Training Reference Group made a commitment to introduce CBT. Training needs were collected from government and non-government agencies for the first half of the 2001 calendar year. The Group reviewed and prioritised the amalgamated list of training needs, and made decisions on what training events it ran. It then brainstormed particular topics to identify local subject experts, where possible. If subject experts were not familiar with CBT, the following processes occurred:

1. A member of the sub-group met with the subject expert and introduced them to CBT, and usually the CSTP.
   
   
2. The subject expert was given assistance in mapping their planned training content to competencies. Ways of ensuring the identified competencies were met were discussed.
   
   
3. Assessment was planned for, and as TAFE were most likely to later award qualifications, TAFE were consulted to ensure that they consider the assessment procedure adequate. The decision is sometimes made to award certificates of attendance, and ensure participants are aware of the importance of collecting evidence portfolios.
   
   
4. Qualification pathways are explained to the subject expert. Subgroup members make themselves available to talk on pathways at the training event if the subject expert is not comfortable with this.

For all training events endorsed by the Hume Training Reference Group, a Group member attends the event and speaks briefly about the Group, its local ownership and goals, and introduces the trainer.

To illustrate this process, the Introduction to Disability Course developed through the Hume Training Group will be examined.

Introduction to Disability

A subgroup formed, with volunteers from 2 TAFEs, non-government, government and a training unit. Training content that Disability Sector workers believed needed to be covered was discussed. This was then mapped to competencies, with a decision made that the best fit was to customize the CHCS1A Deliver and monitor services to clients, from the CSTP at Certificate III level.

The subgroup came up with the following model:

1. Pre course requirements. Participants needed to be in paid or voluntary work within the Disability Sector, and have an agency supervisor available to offer them guidance and support. Participants needed to consult with their supervisor and then collect a range of information to bring to the course. They also were required to bring a list detailing issues that should be considered, in response to a case study they received upon enrolment.
   
   
2. Face to face delivery. All participants were required to attend a one day course in which a trainer from Wodonga TAFE acted as the course consultant and primary trainer. Both a government and non-government manager also assisted in the delivery of the day. It was held at Goulburn Ovens TAFE who provided back up assistance. The day included information on qualification pathways. Content was contextualised in so far as it was developed with input from Hume Disability Sector workers, for Hume Disability Sector workers. It was not workplace specific.
   
   
3. Post course work. Participants could choose to complete tasks after the course, with their supervisors acting as assessment mentors. The course facilitator assessed tasks in consultation with supervisors, and a statement of recognition was awarded to participants where appropriate. Participants who did not wish to complete post course work were awarded a certificate of attendance, and advised how to build an evidence portfolio.

The inclusion of work place based pre and post course tasks, under the guidance of a supervisor, further contextualised the unit of competence, and assured that learning was being transferred into the participant's workplace.

The future

A training coordinator is currently being recruited. It is expected that this person will support the work of the TRG, and that the voluntary effort of members will remain essential to the working of the group, however the workload involved will be reduced.

As current workforce data is not otherwise available, all Disabiity Service Staff in Hume Region are being surveyed to identify the level of qualifications and competencies staff possess. This information will be used to develop a Hume Region Learning and Development Strategy, which the TRG will oversee. The strategy will be in line with the development of the Statewide Learning and Development Strategy. Funds have been allocated in the region to commence the strategy when the survey report is completed.

Theoretical Frameworks for the TRG.

Theoretical principles that guided Hume DCS partnership & community development.

• The need to develop clarity of purpose, goals and outcomes.
• The requirement of public legitimacy and representation.
• The assurance of trust and sharing.
• The agreement to identify and build on common ground.
• The conscious effort to build on strengths and opportunities and NOT on weaknesses and blocks.
• The conscious effort to ensure a sense of ownership, empowerment and democratic participation.
• The provision of accurate information and the acceptance to say "I do not know - but I will try to find out" if information was not available.
• The conscious effort to value and accommodate diversity.
• The conscious effort to understand, value and support differing mandates and accountabilities.
• The agreement to aim towards consultation, collaboration, cooperation and consensus. ¹
• The aim to identify and address structural disadvantage.
• The conscious awareness of needs, rights and responsibilities.

The Elements of Partnership

Below is a diagram listing the three different elements of partnership. Click here for a description of the diagram

Aims for the Hume Disability Service Providers Network action

• Improve services and resources for clients
• Improve communication and establish professional and service networks
• Establish links and strategies for working together
• Joint action which could include:
  • recruitment and training,
  • resource and information sharing
• Service development
• Support
• Improving working relations with the department and collaboratively identifying more appropriate means of providing resources to clients

Anticipated Outcomes:

• Improved services to clients
• Improved communication, collaboration and resource sharing
• Improved skill development and a rise in the standard of service quality
• Collaborative service planning and development
• Improved effectiveness, efficiency, equity and economy
• Improved commitment innovation and flexibility

Factors which influence partnership development and maintenance

• Government Policy
• DHS statutory and regulatory role
• Client needs
• Features of the service sector
• Local issues
• Risk
• Communication and information
• Perceptions
• Relative priorities
• Trust
• Culture, tradition and history

Barriers to meaningful partnership development

• Potential for "real work" to stop
• Community development is not "unit costed" or part of the key performance indicators and is therefore not a priority
• Need/expectation by participants to receive reimbursement or resources to participate
• Vested interests and the impact of the "loudest voice"
• Cynicism
• Past culture of competitive tendering
• Different goals and expectations of service providers and the purchasing arm of the department
• Lack of culture and need for procedural change
• History
• The relationship is not useful from one or more perspectives
• Hidden agendas.

Workshop Activity:

In groups of 3:

• Identify service providers in your region with whom you wish to develop partnerships
• What do you expect from the development of these partnerships?
• Do the partnership principles outlined above fit with your expectations?
• What are the barriers that influence the fit?
• Identify strategies, which would overcome the barriers.

Plenary and question time

Conclusion

"Interdependence is a fundamental prerequisite for successful partnerships"
           - Lendrum

References

1. "Helping the Community to help itself' - summary report the review of non government organisation funding support. Public Services Commission Western Australia 1992
   
   
2. "Consultation and coordination in human services planning" papers from the seminar in New South Wales jointly convened by the Council of Social Services of New South Wales and the Local Government and Shires Association. 28 March 1995
   
   
3. "Leadership and social change" Edited by W.R. Lassey. University Associates. Iowa USA 1973
   
   
4. "Community Development" - Creating community alternatives- vision, analysis and practice. Jim Ife Longman Australia 1999.
   
   
5. "Developing Communities for the future" Susan Kenny. Thomas Nelson Australia 1994
   
   
6. "Training and Development in Australia, 2nd edn, A. Smith, Butterworths, Sydney

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¹ "Approaches to Coordination" Robyn Kennedy. Social Planning Consultant. Paper presented at Consultation and coordination in human services planning Seminar - 28 March 1995 NCOSS and Local Government and Shires Associations. NSW