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Tools to support Taskforce coordination Community Sector Partnerships Team, Department of Communities

6 May 2020

Tools to support taskforce coordination

Contents

1 Executive summary..............................................................................21.1 Background..............................................................................................................2

2 Taskforce partnership charter.............................................................32.1 Taskforce partnership charter...............................................................................3

2.1.1 Purpose..................................................................................................................... 3

2.1.2 Principles and practices.............................................................................................3

3 Draft Taskforce terms of reference....................................................53.1 Taskforce terms of reference.................................................................................5

3.1.1 Background................................................................................................................5

3.1.2 Purpose and objectives..............................................................................................6

3.1.3 Principles...................................................................................................................6

3.1.4 Roles and responsibilities..........................................................................................7

3.1.5 Structure and relationships........................................................................................9

3.1.6 Proposal development, decision-making and authority..............................................9

3.1.7 Meetings..................................................................................................................10

3.1.8 Communication and engagement............................................................................10

3.1.9 Issue resolution........................................................................................................11

3.2 Appendix A | Indicative solution pathway (draft)...............................................12

4 Taskforce communications and engagement guide.......................134.1 Taskforce Communications and Engagement Guide........................................13

4.1.1 Purpose...................................................................................................................13

4.1.2 Scope of communication..........................................................................................13

4.1.3 Communication approach........................................................................................14

4.2 Taskforce meeting minutes.................................................................................16

4.2.1 Meeting minutes template........................................................................................16

4.3 Taskforce action list.............................................................................................17

4.3.1 Action list template...................................................................................................17

4.4 Taskforce meeting communique.........................................................................18

4.4.1 Communique template.............................................................................................18

5 Indicative implementation plan..........................................................19


1 Executive summary

1.1 Background The COVID-19 pandemic poses unprecedented economic, health and social challenges at state, national and global levels. In response, the Department of Communities (Communities) launched the Community Sector Partnerships Team (the Partnerships Team) and nine Vulnerable Cohort Taskforces (the Taskforces) in late March – led jointly by the community services sector – to mitigate the immediate and enduring impacts of the COVID-19 on vulnerable people in the Western Australian (WA) community.

Several weeks since Communities initiated its COVID-19 response, there is an opportunity to review and refresh the approach of the Taskforces. Nous Group (Nous) has been invited to work in partnership with Communities and the community services sector, including Taskforce Co-Chairs, to identify key challenges faced by the Taskforces, and develop and implement strategies that will enhance Taskforce coordination, including during the current crisis response and the future recovery phase.

In late April 2020, the Community Sector Partnerships Team and Nous engaged with leaders from Communities and the community services sector. Through these meetings, we identified several insights on what has worked and what has not worked, and what Taskforces require for the future. Overall, we heard that all parties remain committed to the original intent of the Taskforces: to mitigate the immediate and enduring impacts of COVID-19 on vulnerable people in the WA community.

However, we also heard that Taskforces are facing a range of challenges relating to their purpose, activities, governance, and capability and culture. Nous and the Community Sector Partnerships Team to reflect deeply on the feedback, to identify potential, timely strategies which would help strengthen the coordination of the Taskforces and provide a clear path forward.

Amongst various immediate priorities, the Community Sector Partnerships Team and Nous have made progress key documents, which are provided in this report. The documents reflect the contributions of a range of government and community services sector leaders, including Taskforce co-chairs, and include the following:

Taskforce partnership charter (see chapter 2) Taskforce terms of reference (see chapter 3) Taskforce communications and engagement guide and relevant templates (see

chapter 4)

To support the roll-out and utilisation of the above tools and proposed implementation plan is summarised in chapter 5, for the consideration of the Community Sector Partnerships Team. Ultimately, it is recommended that Communities review and finalise the materials


and distribute each to Taskforce members and interested parties via respective Taskforce Co-Chairs, and to internal Communities colleagues through appropriate briefing activities.

2 Taskforce partnership charterThe Taskforce partnership charter has been developed based on the feedback from Taskforce co-chairs, members and other key stakeholders that an overarching partnership approach is underdeveloped. It intends to help define and encourage key principles and practices that will support the partnership through the Taskforces and establish a foundation for working relationships. It is recognised that the long-term partnership of the government and non-government community services sector is evolving, and there will be a journey related to wider partnership beyond COVID-19.

2.1 Taskforce partnership charter

2.1.1 PurposeThe purpose of the Taskforce partnership charter (the charter) is to foster a shared understanding of 'partnership' between the Department of Communities (Communities), the Mental Health Commission (MHC) and the community services sector. This shared understanding will support our work together, including through the Vulnerable Cohort Taskforces (Taskforces) during the response to and future recovery from COVID-19. The charter outlines the key principles that define the partnership, and the behaviours we would expect to see from one another that reflect those principles.

2.1.2 Principles and practicesThe table below outlines the key principles of partnership that all Taskforce members commit to, and what behaviours we would expect to see from one another that reflect these principles.

Principle 1: We are in a new environment in which it is essential we work to re-invigorate trust and free ourselves from historic patterns of relationships that have existed between organisations and sectors

Behaviours we would see

Acknowledging the inevitability of differing power relationships, and authorising environments, we work openly to trust our partners

Where trust is challenged, we communicate this and engage in open and professional debates

Our relationships with Aboriginal people and organisations will be at the forefront of this effort



Principle 2: The immediate needs of the community is at the centre of our response to COVID-19


Solutions and actions are driven by the needs of people in vulnerable cohorts Differences are framed through the impact on users and as context to challenges Taskforces focus on COVID-19 responses and avoid bringing broader systemic issues

into the COVID-19 response where there are other avenues to pursue systemic change

Principle 3: We value culture and diversity and recognise the need to improve on the history of our working relationships with minority groups


We seek out the voice of aboriginal people as a first step in our understanding of issues and development of solutions

We seek to address the overrepresentation of minority groups in our vulnerable cohorts with flexible pathways to engage community

We work to increase the cultural competency of all members of taskforces

Principle 4: We work together as equals – while respecting our distinct roles and constraints


Prioritising need and developing solutions together Clarity about the type of engagement that will be used to make a decision (i.e. IAP2

public participation spectrum) Understanding the expertise each partner brings and respecting the perspective that

brings to solutions Recognising that while we work as equals in solution development, our roles carry

different responsibilities and authority in different contexts

Principle 5: We communicate transparently and often


Regular two-way communication – even if there is no new information or we are working on something that cannot be shared with a partner

No sharp moves – we would not take action without informing our partners first Co-chairs communicate key points at the end of each meeting to the broader sector Give each other prompt feedback both positive and negative



Principle 6: We share success and challenges


Partners co-own success, and recognise internally and externally the role other partners have played

Where challenges exist, we own them together and seek collective resolution

Principle 7: We have collective accountability


We agree on actions and stick to our commitments We welcome partners to hold us to account We avoid accusatory or blaming responses We celebrate our successes, and acknowledge and learn from our mistakes

3 Draft Taskforce terms of referenceThe purpose of this document is to provide clarity on the purpose and objectives of the Taskforces during the response to and recovery from the impacts of COVID-19. It has been developed in response to feedback from Taskforce co-chairs, members and other key stakeholders that the purpose and objectives of the Taskforces are not clearly defined and are understood differently by various stakeholders. The content below has been informed by feedback and suggestions from key stakeholders, including Communities staff and Taskforce Co-Chairs and a review of existing terms of references of Taskforces. It is intended that each Taskforce consider the adoption and/or adaptation of the template, in part or full, subject to the requirements of each Taskforce and with the support of the Community Sector Partnerships Team.

3.1 Taskforce terms of reference

3.1.1 BackgroundThe Department of Communities (Communities), Mental Health Commission (MHC) and the community services sector all have an important role to play in responding to and recovering from the impacts of COVID-19 on vulnerable people in the Western Australian (WA) community. Individuals and organisations from across sectors have important


strengths and capacities, which can be optimised by working together. The Vulnerable Cohort Taskforces (Taskforces) have been established to bring the wider community sector together to meet the changing health, economic and social needs of vulnerable people.

3.1.2 Purpose and objectivesThe purpose of the <Name> Taskforce is to leverage the collective capabilities of the community services sector and government to identify and respond to the needs of WA's most vulnerable people impacted by COVID-19. This is integral for the immediate State Emergency Welfare Plan response and future recovery efforts and represents an opportunity to foster a longer-term partnership.

The Taskforce will work together to fulfil the following objectives:

1. Understand the current and projected nature and scale of need among <vulnerable cohort> that are attributable to and/or have been exacerbated by COVID-19 and its impacts.

2. Identify and prioritise critical shortages, duplication and pressure points within the service system that are attributable to and/or have been exacerbated by COVID-19 and its impacts.

3. Understand the capacities and needs of the combined non-government and government community services workforce, including consideration of the safety and wellbeing of carers, volunteers and staff.

4. Develop, mobilise and execute pragmatic solutions which help increase vulnerable people's access to essential services during the immediate crisis response and future crisis recovery phases.

5. Ensure that solutions are culturally appropriate and safe. This includes consideration of the interests of Aboriginal people and the voice of Aboriginal community-controlled organisations, with oversight from the Communities' Director General (DG) Cultural Council.

3.1.3 Principles Taskforce members will be guided by the following principles in carrying their role and responsibilities (these principles align with the Partnership principles charter, see chapter ):

We have a relationship founded in trust and mutual respect. We respect our partners and trust them to demonstrate and uphold our agreed principles of partnership.

The immediate needs of the community is at the centre of our response to and recovery from COVID-19. We form solutions around the needs of people in vulnerable cohorts.


We work together as equals – while respecting our distinct roles. We respect the strengths and capacities each partner brings and recognise that we carry different responsibilities and authority.

We communicate transparently and often. We communicate regularly and promptly, and do not take action without informing our partners first.

We share success and challenges. We co-own success and recognise each partner's contributions; where there are challenges, we co-own them and seek resolution together.

We have collective accountability. We agree on actions and stick to our commitments.

We value culture and diversity. We actively seek cultural expertise and foster cultural safety.

3.1.4 Roles and responsibilities Taskforce members comprise of representatives from government and community service organisations who share a commitment to meeting the needs of <vulnerable cohort> impacted by COVID-19. Taskforce members are supported by co-chairs, a secretariat, Cultural Authority representatives, and a group of interested parties. They are also supported by working groups, where necessary.

3.1.4.1 MembersMembers are organisations that represent and/or directly serve <vulnerable cohort>, and are directly impacted and have influence on the purpose and objectives of the Taskforce. The number of Taskforce members in principle should be limited to 12, excluding the secretariat, Cultural Authority representatives and any interested parties (see below)1.

Organisations are represented by senior officers of the organisations, who are capable of decision-making and sustaining a commitment to Taskforce activities. Specific representative members of the Taskforce are:

atives and organisations

1. Name, Organisation (Chair) 2. Name, Organisation

3. Name, Organisation (Chair) 4. Name, Organisation

5. Name, Organisation 6. Name, Organisation




The responsibilities of members include working together to:1 Where Taskforces serve a cohort that is particularly represented by specific at-risk groups or communities, additional cultural representation may also be required.


provide high-level strategic direction, oversight and leadership to ensure Taskforce activities are successfully delivered

identify current crisis and future recovery needs of vulnerable cohorts, the sector that serve them, and the associated workforce

identify and prioritise challenges and opportunities, and generate potential, timely solutions that address them, including business cases and short proposals

provide timely and accurate updates to the Community Sector Partnerships Team (the Partnerships Team) or as requested by authorising officers (e.g. Department of Communities' DG)

identify and monitor risks associated with Taskforce activities, and recommend or deliver mitigation strategies

celebrate achievements and identify opportunities for learning that can benefit others contribute to the development of communiques, messages and other communication

tools, and support their dissemination to key stakeholders.

3.1.4.2 Co-chairsThe Taskforce is served by at least two co-chairs – one representing the community services sectors interests and the other representing Communities. They share responsibility for the Taskforce's overall performance, and the participation of its members. The responsibilities of co-chairs include:

chairing Taskforce meetings and facilitating the engagement of Taskforce members developing agendas, in consultation with members, for regular and ad hoc meetings facilitating the identification and prioritisation of issues and development of shared

solutions actively proposing solutions, including resolutions to key challenges ensuring that Taskforce communication is timely, including immediate meeting

minutes representing the Taskforce in appropriate forums, including multi-Taskforce forums.

3.1.4.3 Cultural AuthorityAll Taskforces are supported by Cultural Authority representatives, led by Jacqueline Littlejohn, in addition to other Aboriginal persons within the membership.

3.1.4.4 Interested partiesInterested parties include lived experience advocates, Ministerial representatives, representatives of other government agencies, and others with an interest in the objectives of the Taskforce. These parties may be kept informed of the key activities and outcomes of the Taskforce. By request of the co-chairs, they can be invited to attend forums and/or be co-opted to perform specific tasks.

3.1.4.5 Secretariat The Taskforce and its working groups will be provided with administrative support by Communities. The responsibilities of the secretariat include: scheduling of meetings and


other forums; documenting Taskforce activities and outputs, including minutes and communiques; providing logistical support to ensure participation of members; and liaising with other government agencies and forums on behalf of the Taskforce.

3.1.5 Structure and relationshipsThe Taskforce operate within an evolving system of relationships, including forums and bodies whose roles and responsibilities are subject to the evolving response of the WA government and others to COVID-19. This system includes but is not limited to the following:

community sector, including peak bodies, not-for-profit organisations, client reference groups and others

Taskforces, including nine distinct but interrelated Taskforces. Communities, including the Partnerships Team, Proposal Review Committee, Crisis

Leadership Team, services and more the WA Government, including the State Emergency Welfare Committee, State

Welfare Incident Control Centre, State Health Incident Control Centre and State Pandemic Coordination Centre.

The Taskforce has relationships with each of the above, either directly or indirectly2. Key relationships include but are not limited to:

The Taskforce works with the community sector through the membership of community sector representatives, liaison with other interested parties, and engagement with others.

The Taskforce work with other Taskforces, through information sharing and joint forums, bilaterally and multilaterally.

The Taskforce and Communities work together through joint membership in the Taskforce and the support of Communities teams, including the Partnerships Team.

The Taskforce and the wider WA government indirectly work together, through the advocacy of Communities on behalf of the Taskforce, its members, and the stakeholders they serve.

3.1.6 Proposal development, decision-making and authorityThe Taskforces are responsible for identifying community, sector and workforce needs and developing solutions to meet them. This includes developing service, policy or systemic proposals. The processes that guide the development, decision-making and authorisation of proposals remain subject to an evolving system during COVID-19, however, broadly involves three levels of responsibility:

2 Note, it is recognised the many of the above maintain existing relationships outside of the context of the Taskforce.


the identification of need and development of proposed solutions by Taskforces, which may include service, policy, advocacy or other solutions

the review, prioritisation and preliminary decision-margin of the Proposal Review Committee, which can support Taskforces by directing proposals to internal or external 'streams', including:

o innovations or actions not requiring resourceso the repurposing of existing resources (and understanding any trade-offs)o the use of additional Communities resourceso the use of other WA Government resources

the consideration, final decision-making and authorising of respective streams, including Communities or other WA Government funding sources.

Key factors in the in the decisions-making by all the above will be the suitability of a proposal in meeting common criteria, including: The relevance of a proposal in addressing a priority unmet need; The relevance of the proposal to the mandate of the Taskforce and Communities; and the availability of funds from respective sources.

All critical decision points in the proposal development, decision-making and authorisation process will require communication from various Communities' bodies, via the Community Sector Partnerships Team, to the Taskforce in a timely manner to support monitoring. Communications should include the outcome of the decision, the reasoning and next steps.

3.1.7 MeetingsThe primary aim of discussions will be information-sharing, analysis, decision-making and planning. In most cases, discussions will involve joint problem-solving and consensus-building. The Taskforce will meet on a periodic basis, based on a meeting schedule agreed four weeks in advance. Additional meetings can be called by co-chairs to address ad hoc priorities or for emergency response purposes. The agenda of all meetings will be developed by co-chairs, with input from members. There is no minimum quorum for the Taskforce.

3.1.8 Communication and engagementTaskforces are responsible for communicating the issues identified, activities undertaken, and outputs produced by their Taskforce to Taskforce members, other Taskforces, Communities, and other relevant stakeholders. See the Draft Taskforce communications and engagement guide (Chapter Error: Reference source not found) for further guidance on Taskforce communication. Key streams of communication include:

represent the agreed positions of the Taskforce, including decisions made by all parties through consensus or otherwise. It should not include individual opinions

communicate the issues identified by the community sector and front-line workforce with other Taskforce members


communicate proposed actions and solutions discussed by the Taskforce with the Partnerships Team, other Taskforces and the PRC

communicate the key activities of the Taskforces, including overview of meeting outcomes and additional content

distribute Communities' communication materials on behalf of the Communities, as requested by Communities via the Partnerships Team and approved by co-chairs

provide feedback and updates from Communities through the Partnerships Team, CLT and/or PRC.

3.1.9 Issue resolutionIn the spirit of partnership, it is expected that all Taskforce members will seek to resolve issues, including disagreements between partners or their personnel, promptly, directly and pragmatically, guided by the principles of partnership outlined in this document.


3.2 Appendix A | Indicative solution pathway (draft)The diagram below provides an outline of the potential 'streams' that solutions could be supported, including those that do not require funding, those that require repurposing of existing funding, and those that require additional funding from alternatives sources. The diagram is not exhaustive, however, is indicative of the intended processes for development, decision-making and authority.

The Taskforce or the broader community

services sector identifies a need

The Taskforce develops a solution to address the need that aligns with

solutions criteria

The Taskforce generates a provisional concept

and/or a business case

The Proposal Review Committee (PRC) reviews the provisional concept or

business case

The PRC assesses the provisional concept or business case against

review criteria

The PRC directs the provisional concept or business case to the appropriate source

DEVE

LOP

SOLU

TIONS

REVI

EW

SOLU

TIONS

IMPL

EMEN

T SO

LUTIO

NS

Repurposing existing funds No funds are required to implement

Expenditure Review Committee

• Where Communities have uncommitted funds

• Where a service provider has a forecast under-spend of a current contract

• Where an activity ceases so that effort can be re-directed to a more urgent activity

• Where a solution is a change or innovation in operations or service delivery

• Where a solution is advocacy, endorsement or the sharing of data and information

• Where Communities cannot find funds internally

• Where a solution has support from the Minister

• As per the existing delegation schedule with Communities

• With agreement from the community services sector

• Communities' Director General (DG) is the gatekeeper

• Ministerial support is required• ERC makes the final decision

• Subject to nature of proposal

*1 – 2 weeks

*4-12 weeks

*1 – 4 weeks

State Welfare Emergency Committee

Lotterywest Crisis Relief Fund Other sources

• Where Communities have uncommitted funds

• Where there is an immediate emergency need

• Subject to support of SWEC members

• Where a solution aligns closely with a Lotterywest funding outcome priority

• Where the solution is unlikely to be funded by Communities due to relevance or mandate

• The State Welfare Coordinator (Communities' DG) makes the final decision

• Lotterywest makes the final decision

*1 – 4 weeks

N/A*2-12 weeks

CIRC

UMST

ANCE

SAU

THOR

ITYCI

RCUM

STAN

CES

AUTH

ORITY

• Where a proposal could be directed to other State, Commonwealth or alternative sources for funding

N/A

*All times are estimates and have not been confirmed at this stage


4 Taskforce communications and engagement guide

The below is a Taskforce communications and engagement guide, which aims to outline the Taskforces' stakeholder engagement approach. It has been developed in response to feedback that the lack of communication plans and protocols has resulted in issues such as 'the loop' not always 'being closed', or the outcomes of Taskforce meetings not being communicated in a timely manner. Communities' Community Sector Partnerships Team is currently revising its own communication and engagement plan, which will be complementary to the below.

4.1 Taskforce Communications and Engagement Guide

4.1.1 PurposeThis Taskforce Communications and Engagement Guide (the Guide) outlines the stakeholder engagement approach for Taskforces to adopt when engaging with other Taskforces, the Department of Communities (Communities), the broader community sector, and other stakeholders. It seeks to define the scope of the Taskforces' communications and provide clarity on Taskforces' roles and responsibilities.

4.1.2 Scope of communicationAccurate, timely and meaningful communications will be vital for Communities and the community services sector. Key streams of communication include:

represent the agreed positions of the Taskforce, including decisions made by all parties through consensus or otherwise. It should not include individual opinions

communicate the issues identified by the community sector and front-line workforce with other Taskforce members

communicate proposed actions and solutions discussed by the Taskforce to key issues with the Community Sector Partnerships Team (the Partnerships Team), other Taskforces and the Proposal Review Committee (PRC)

communicate the key activities of the Taskforces, including overview of meeting outcomes and additional content

distribute Communities' communication materials on behalf of the Communities, as requested by Communities via the Partnerships Team and approved by the co-chairs

provide feedback and updates from Communities through the Partnerships Team, Communities Leadership Team (CLT) and/or PRC.


4.1.3 Communication approachTaskforces will apply appropriate communication approaches to various stakeholder groups. To determine the appropriate approach, Taskforces should think about how much their activities impact the stakeholder group, and how much influence the stakeholder group has over their activities.

Table 1 provides an overview of the communication approaches Taskforces will apply.

Table 1 | Overview of Taskforces' communication approach

Taskforce members

To discuss vulnerable cohorts, identify challenges and develop solutions.

Meetings EmailMinutesAction lists

All Taskforce

Taskforce interested parties

To provide an update on challenges, solutions and actions, and leverage support to action solutions, if required.

Minutes Meetings (by co-chair approval)Action lists

Co-chair supported by secretariat

Other Taskforces To provide an overview of challenges, solutions and actions – to ensure no duplication of effort and to streamline effort, where possible.

CommuniqueAction lists


State Welfare Incident Control Committee and CLT

To ensure key leaders are informed of challenges, solutions and actions; and to provide information up to the DG, if required.

MeetingsMinutes Emails CommuniqueAction lists


Other stakeholders including peer organisations, peak bodies and client reference groups

To keep key stakeholders informed of challenges, solutions and actions, and leverage sector-level support to action solutions identified, if required.

Communique Co-chair supported by secretariat

When distributing materials generated by Taskforces, Taskforce members should clarify the extent to which content is confidential. When distributing materials generated by Communities, Taskforces should seek clarity regarding the confidentiality of these materials.


4.1.3.1 Mode of communicationTaskforce communications need to be timely, to support the multitude of work being undertaken within Communities and the community services sector. Taskforces can communicate with stakeholders through several modes, which are summarised below.

MeetingsVia digital platform

Weekly Scheduled four weeks in advance

Co-Chairs Members

Emails Ad hoc Ad hoc Members Members

Meeting minutesVia email

Weekly Circulated <24 hours Co-Chairs MembersPartnerships Team

CommuniqueVia email

Weekly Circulated <48 hours Secretariat MembersPartnerships TeamInterested Parties

Action listsVia email

Weekly Updated by Taskforce <24 hours of a meetingReviewed by Communities <24 hours of receipt

Co-ChairsCommunities

MembersPartnerships Team

Proposal Concept notesVia email

Ad hoc Submitted as per Taskforce agreementInitial response by Communities <72 hours


MembersPartnerships TeamPRC

Proposal Business casesVia email

Ad hoc Submitted as per Taskforce agreementInitial response by Communities <7 daysProgress update provided weekly


MembersPartnerships TeamPRC


4.2 Taskforce meeting minutes The below is a template for Taskforce meeting minutes. The aim of this document is to provide Taskforces with a simple, easy-to-use template which can be populated during or immediately after a meeting. Once populated, the template can be circulated to members within 24 hours of the meeting. The document is a template only and can be considered for use by each Taskforce.

4.2.1 Meeting minutes template

Taskforce

Date and time

Co-Chairs

Members

Apologies

Critical issues

Community needs

Sector capacity

Workforce needs

Solutions

Status of previous solutions

New solutions

Summary of action items


Future meetings Date

4.3 Taskforce action list The below is a template for a ‘rolling action list’ for Taskforces to update on a weekly basis, to maintain a register of the prioritisation and status of actions. The action list can be shared with Taskforce members, other Taskforces, and the Incident Management Team (IMT) through the Partnerships Team. The document is a template only and can be considered for use by each Taskforce.

4.3.1 Action list template

Taskforce

Date updated by Taskforce

Date reviewed by Communities

Action Items Priority Action by

Due date

Status

Communities update

1.

2.

3.

4.

5.

6.

7.

8.


4.4 Taskforce meeting communiqueThe below is a template for Taskforce meeting communiques that can be populated by a co-chair during a Taskforce meeting and submitted to the Secretariat for wider dissemination within 48 hours. The content is not expected to be exhaustive; however, it will summarise key items of discussion and agreed actions. The document is a template only and can be considered for use by each Taskforce.

4.4.1 Communique template

Vulnerable Cohort Taskforce | Meeting no. <X> | Communique

The [vulnerable cohort] Taskforce met on XX/XX/2020. The meeting was co-chaired by [Name] and [Name], and was attended by [number] representatives of the community services sector.

The meeting is a forum for members of the Taskforce to discuss priority needs related to vulnerable people, the sector and its workforce, and the impacts of the COVID-19 crisis.

The key issues discussed by the Taskforce were:

[Issue 1]

[Issue 2]

[Issue 3]

[Issue 4]

The key actions of the Taskforce include:

[Action 1]

[Action 2]

[Action 3]

[Action 4]

These actions have been escalated to the Department for consideration and will be discussed at the next Taskforce meeting, which is scheduled for XX/XX/2020.

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