象征性的服务利用投资社区.pptVIP

Peppercorn Services Leveraging Investment in Community Services for the City of Hawkesbury Outline The tyranny of local geography The ‘wicked problem’ A response to the challenge PSI Structure – Model – Outcomes - Benefits Lessons Learnt The Only Constant is Change Some context . . . Hawkesbury City Council ? Largest LGA in Sydney Metro. Region ? North-Western periphery ?75% wilderness ? A ‘watershed’ - to the south + east urban metro councils; to the west + north rural country councils. Relative Size Relative Populations The ‘Wicked Problem’ Neither rural or urban - competing for community services with larger adjoining urban councils. Hawkesbury LGA traditionally served by relatively small and fragmented community-based NGOs Large not-for-profit (NFP) organisations located outside of the City unable to maintain viable outreach presence (even where funded to do so) – service models are not sympathetic to local geography Changes in government funding arrangements have favoured larger organisations who have attracted the majority of new funding The Hawkesbury (as a region) placed at a comparative disadvantage in attracting external investment for locally-based community services The Challenge find a more successful way to plan and leverage investment in community services to deliver better outcomes for residents overcome the limitations of a uncompetitive, fragmented + peripheral geography where NGOs may pursue conflicting objectives without reference to each other The Solution? Create an integrated mechanism to - synchronize city-wide service planning, build district alliances and partnerships, and ? increase capacity to successfully tender for new services Peppercorn Services Inc. ‘humble’ beginnings – 1999 HCC asked to assume responsibility for local Community Transport Service (due to financial + operational issues). HCC restructured service - in 2001 established PSI to provide community ‘oversight’.