actcoss text final.indd - ACT Council of Social Service

work most effectively when working towards a
particular objective. The network would aim to
facilitate the development of improved referral
and information networks and collaborative
partnerships. Ideally, a collaboration expert
or oversight body should provide assistance,
working closely with services to educate them
about the benefits of collaboration, overseeing
the implementation of policy, monitoring
strategies, and being accountable for a
coordinated approach. Its success could be
managed by qualitative improvements to such
networks and the number and effectiveness of
partnerships which develop. The cross-sectoral
network should include (but not be limited to):
• Community mental health services;
Whether the network developed separate
meetings for managers and frontline workers
could be left to its determination. It would
provide an opportunity for managers and frontline
workers to make contact with each other
and with counterparts in other organisations.
Such a network would also provide a forum
in which discussions about language and
terminology around mental illness could be held
and mutual understanding enhanced.
8. Encourage and support the
development of collaborations and
partnerships between community
sector service providers and with
government, observing the principles
embodied in the Social Compact
• Consumer representatives;
The ACT Mental Health Strategy and Action
Plan 2003-2008 commits the ACT government
• SAAP services;
to the development of a ‘comprehensive
• Community Housing providers;
network of partnerships between organisations
in the ACT to support mental health prevention
• AOD services;
initiatives.’ 94 However, the relevant Action
• Indigenous services;
anticipates partnerships between MHACT
and other organisations, rather than between
• Women’s services;
community organisations. 95 We recommend
that this Action be complemented by a
• Employment services;
commitment to support the development
• CLCs;
of partnerships between community sector
organisations. As a general principle, it is our
• Legal Aid;
view that partnerships should be voluntary,
• Youth services and advocates;
encouraged and rewarded by government
rather than coerced (for example, through
• Disability services; and
funding conditions). We advocate the
development of incentives to collaboration,
• GPs.
necessary to overcome the habitual inclination
Consultation participants frequently raised the
need for cross-sectoral forums not only for
managers but for front-line service workers too.
Participants indicated that it would be beneficial
to have face to face contact with other workers
in the sector, to ‘put names to faces’ and
develop referral and collaborative relationships.
to work autonomously (‘we’ve always done
it this way’) and to counter competitive
practices. These could take the form of funding
incentives, logistical support and/or training for
organisations which engage in coordination
and collaboration. Training in the management
of collaboration should be provided to the
staff member overseeing the collaboration (the
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94 At 64.
95 See Action 7.
35 Towards an integrated mental health service system in the ACT•June 2007 NO WRONG DOORS