Develop the governance model for the management of the centre. This process involves holding regular meetings and workshops. Governance systems need to be agreed to by all relevant parties and gradually refined over time. They should be designed so that power levels are equal, decision-making reflects all stakeholder groups, and that all agencies are equally accountable. The model used should provide a clear understanding of the relationship between shared and individual responsibilities. The case studies from the MTSC Pilots Project provide examples of various governance models and how they were developed.
Conduct a practical visioning workshop which includes looking in detail at how the agencies would work together in the actual building, taking into consideration any constraints of the site and the organisations involved. Clearly document the structure and functionality of the MTSC and how staff and others will interact.
Develop a more detailed MOU between the partner agencies. This would include details of:
- The vision and mission of the centre and actions to be taken to support the vision and mission.
- Ground rules and principles for the partnership and how the agencies will work cooperatively together.
- Principles for working with indigenous people, people with disabilities and from culturally diverse backgrounds, and other relevant groups.
- The governance model and the roles, responsibilities and objectives of those in leadership positions.
- Communication and information sharing processes.
- Indemnity and insurance responsibilities.
- The process to be followed when an agency wants to terminate the partnership.
Review and revise the risk management plan for the establishment of the MTSC as necessary, based on further work on governance arrangements, risk management strategies and other issues.
Develop administration, client management and finance systems for the MTSC, based on detailed agreements between the parties. These systems might include a database that enables the collection and analysis of relevant information about the level of use of services, the number and type of client referrals and so on.
Box A10: An effective tool for record keeping and case management
The Service Record System, developed by Infoxchange, provides tools required for effective case management, including the ability to record contact notes and alerts, develop case plans, register alerts, record emergency relief, and manage tasks and activities. It has been designed for use in a multi-agency environment. For further details go to: www.srs.infoxchange.net.au
Develop an initial policies and procedures manual. This could include policies and procedures related to:
- mission, philosophy and outcomes
- governance and management committee responsibilities
- reception protocols
- code of behaviour
- conduct of meetings
- organisational structure
- planning and evaluation process
- financial management and recordkeeping
- workplace health, safety and welfare
- staff management
- service delivery
- privacy, confidentiality and information sharing
- general workplace practices (including code of ethics, conflicts of interest, use of computers and shared space, and dispute management strategies).
Box A11: Some effective dispute management strategies
- Accept and understand differences in organisational culture, processes and basic goals.
- Aim to prevent disputes through support from leaders and managers, good communication at all levels, promoting staff ownership of the initiative, clear roles and responsibilites of staff, joint training, and clear management accountabilities.
- If necessary, use formal dispute resolution methods such as mediation and initial contracting arrangements.
Sub-committees can be involved in planning and progressing particular areas of development such as human resources, finance and publicity. To be effective, they need to be run in a formal way, with a chair, agendas that are kept to, and minutes of meetings.
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