WORKING AT THE SPEED OF CHANGE: how RBA can assist small-medium place-based organisations develop the organisational competencies to thrive in a transitional reform environment

David Boutkan, Executive DirectorColleen Dowd, Manager Community Projects

www.thefamilycentre.org.au

What’s this about?

Short blurb

The community services sector is experiencing its most significant structural transition in a generation.

External drivers are impacting on the future viability of small to medium place-based community organisations.

Old ways of operating no longer guarantee survival in a challenging reform environment.

Community Services Sector NGOs NSW

State of Community Services Sector in NSW, Social Policy Research Centre UNSW 2014, 2015

size by revenue(my definition)

NGO % annual revenue2012/13

NGO % annual revenue20113/14

# paid staff

% all paid staff2012/13

% all paidstaff2013/14

$0-1m small 54 50.2 5 or less 27.4

26.2

6-19 33.6 31.0

$1m-5m Med 27.3 30.6 20-49 17.9 20.1$5m-10mLarge

9.4 7.2 50-99 9.1 9.2

$10m +Very large

9.3 11.7 100+ 12.0 12.9

Size

Vulnerabilities Strengths• Geographic isolation• Resource & key position

constraints • Narrow service focus and

traditional service models• Standards compliance• Collaboration• Evidence based practice• Measuring outcomes and social

impact • Engagement across sectors• Other?

• Values driven

• Trusted and embedded in community

• Strong community connections

• Strong organisational culture - committed and motivated team

• Agile: make decisions and move quickly

• Creative

• Other?

Drivers of change: threats & trends

• grants & investment• measuring outcomes &

impact

• technology• networks & partnerships

Why RBA?

•Context•Strengths•Limitations

1. RELATIONSHIPS Our relationships are inclusive, respectful and create shared value HEADLINE MEASURES

# new stakeholder alliances% partnerships where improved outcomes have been achieved# activities where clients have participated in program design# different methods of collecting feedback from stakeholders% clients who are Aboriginal and/or Torres Strait Islander# 15-19 year olds fully engaged in work or study (ABS indicators)

2. PERFORMANCE AND QUALITY

Relationships are caring and respectful HEADLINE MEASURES% report increased family safety % report increased connections with services and resources %report improved parenting skills % report improved relationships and relationship skills% report most important goal was achieved (adult/young people)% report that they are better able to manage and continue at school (young people)# quality improvement initiatives implemented

3. INNOVATION

We are innovative and create opportunities for social impact in all aspects of our workHEADLINE MEASURES# innovative projects implemented% satisfied social enterprise customers # innovative technology based projects

4. SUSTAINABILITY Strong governance and leadership underpin our social, economic and environmental sustainabilityHEADLINE MEASURES# funding sources% increase in program funding% internal and external stakeholders who report being included in planning and decision making process# accreditation to service standards achieved

Performance Accountability

How we’ve used RBA to turn threats into opportunities….

• grants & investment• measuring outcomes

& impact

• technology• networks &

partnerships

How much? 41 staff trained in RBA 2 staff trained as trainers in RBA 5 partners trained in RBA 4 years of data in our Results Scorecard

1 strategic plan developed in RBA framework3 RBA based Annual Program Planning & Review days held

100% TFC programs collecting, monitoring and reporting data via Results Scorecard

100% TFC programs using Turn the Curve activities to work on quality improvement

80% of our key partners engaged in discussions with us about using the framework for collective impact

How well?

Is anyone better off?

• People who use our service

Is anyone better off? Workforce 77% feel more positive about their contribution to the safety and wellbeing of our community when they see our published data Organisation25% increase in income 2013-14 to 2014-15 (36.5% forecast this year) Community

Learnings & challenges

• Leadership to adopt and drive

outcomes approach• Staff training/development• Framework to improve quality• Local population stats are a

challenge • Partners are important for

collective impact and data development