TY  - BOOK
ED  - New Zealand. State Services Commission
ED  - Ministry of Social Development | Te Manatū Whakahiato Ora
TI  - Progress report on integrated service delivery programme
PY  - 2003///
CY  - Wellington
KW  - INTERVENTION
KW  - INTERAGENCY COLLABORATION
KW  - SOCIAL SERVICES
KW  - FVC
KW  - STATE SECTOR
KW  - NEW ZEALAND
N1  - nz
N2  - This report provides an update on the Integrated Service Delivery (ISD) programme which was set up to address some specific concerns raised by an investigation into the public management system in New Zealand. In 2001 the Government established the Review of the Centre Advisory Committee to review the State sector. One of the findings was that improvement was needed in integrated service delivery across multiple agencies. This report is the first phase of the ISD programme. It provides an update on Circuit Breakers (a front line approach to solving multi agency service delivery issues), regional coordination (enhancing regional coordination of state sector agencies, including their interaction with local government and community organisations), and whether any further initiatives are required to encourage more effective use of evaluation in the State sector (including an investigation for requirements to build an evaluative environment which meets the needs and aspirations of Maori) . The Circuit Breaker aspect looks at what works by solving some specific service delivery problems, and encourages new ways of working. Circuit breaker team pilots were set up to address complex and intractable problems. Three issues were chosen to trial a circuit breaker approach and one of these included the funding for the reduction of family violence in Hamilton.     An appendix provides a summary of the Circuit Breaker problems and their progress. In terms of the circuit breaker on family violence funding in Hamilton, the report refers to "Te Rito: New Zealand Family Violence Prevention Strategy", (2002). The problem posed in the report was that providers compete for small amounts of funding from a range of Government and non-Government sources. Inter-agency arrangements are confused and there is little collaboration and poor communication at a national and regional level. The Circuit Breaker team proposed a funding process re-design, and a mechanism for accountability whereby funding providers will be required to work through collaborative processes and be jointly responsible for the production of a cohesive and financially sustainable community service. To implement the solution a number of points are made. The development of a single process contracting tool is in progress. This will bring together the common requirements with recognition of statutory requirements for certain agencies. Regional managers from the affected government agencies and community representatives have established a regional planning group to develop an interim outcomes mechanism. From April 2003 the group will trial the solution in the Waikato to inform the roll-out nationally. Various government departments are identifying a cross-agency outcome for shared funding. One of the crucial components to the success of Circuit Breaking as a way of solving problems was framing the problem through the eyes of those who face the problem rather than through the eyes of those who generate policy in Wellington. Another important component was the modelling of collaborative behaviour. The continuation of monitoring and evaluation of the Circuit Breaker problems is progressing with an importance placed on how well the solutions last over time. Contact the State Services Commission re availability of this report.
ER  -