Nicola Nation

I am so impressed by the changes to the ACT Government's Procurement Framework that came into effect this month, including: - Defining value for money as "the best available outcome for the procurement that maximises the overall benefit to the Territory". So social and environmental benefits (and costs) are taken into account, not just the cheapest quote on paper, which is a great step forward, and avoids many of the false economy traps that buyers can fall into; - Buyers may not need three quotes if the organisation they are purchasing from is an Aboriginal organisation, based in the ACT or a small to medium enterprise (valid for purchases up to $500,000); and - All invoices for $25,000 or more are kept in a register and made available to the public for at least two years. I tested this out myself and sure enough, you can see a list of invoices with amounts, supplier, government entity purchasing and more. How is that for transparency! Note: the image below is one of the slides from the ACT Government's webinar for suppliers. The red underline was added by me. More info at https://lnkd.in/g3C6y8mp #procurement #socialprocurement #valueformoney

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Jumped on the Australian Broadcasting Corporation (ABC) this afternoon to discuss the LNP’s housing plan, released today. Also, considered points of convergence between the Labor and LNP plans, both in focus this state budget week. Check it out, hopefully it offers some interesting analysis. https://lnkd.in/gPiqp-RE #StateBudget #BudgetReply #Queensland #HomeMatters #BetterTogether

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Government Grant funding between $80,000 and $400,000 to support projects which prevent technology facilitated abuse of women. Projects should be focussed on the prevention of online harm and enhanced safety for women and children. For example projects may: - Aim to change community attitudes and behaviours, - Focus on the perpetrators of technology-facilitated abuse, or - Seek to protect and support women and children. Up to $600,000 of the total funding is allocated to organisations delivering projects that focus on prevention of tech-based abused of First Nations women. Eligible applicants must: - Hold an ABN. - Be registered for GST. - Have an Australian bank account. - Be a legal entity. - Be a non-government organisation, NFP or charitable organisation registered with the Australian Charities and Not-for-Profit commission. - Be financially viable. Eligible applicants for priority funding as a First Nations focussed project must: - Be an Aboriginal Controlled Community Organisation (ACCO), or - Be an organisation that is primarily focussed on achieving outcomes for First Nations communities, or - Be an organisation that is partnering with one of these eligible entities. Applications must be submitted by rpm (ACT local time) on 16th December 2024. For more information and to access the online application form follow the link below. If you need assistance with your application or an independent review to increase your potential for success please contact GrantSmart vie direct message.

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Well there it is, #GeneralElection announced for 4th July. The main thing the next Government need to do - no matter who it is - is put public services back at the forefront of policy making and see them for what they truly are - a key delivery partner to national government who save lives, boost the quality of life of residents, reduce inequalities in society, and support those most in need. By prioritising public services an incoming government will be prioritising the quality of life for residents in Britain and will be investing in all our futures, helping us to be prepared for crises and avoid collapses in the system. It's the one thing the next Government has to get right.

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If you’re looking for a summary and analysis of the proposed changes to the NDIS, hopefully you’ll find our Explainer helpful

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Another spotlight on the State Budget here, this time focusing on areas responding to homelessness. Q Shelter and its members are actively participating in the ‘independent review of the homelessness response in Queensland’, being led by Rachel Hunter. We are pleased to see the previously announced 20% uplift in funding for specialist homelessness services (SHSs) included in the State Budget until June 2025. The budget papers show that additional investment is for another 12 months only, so depending on the review outcomes, it is very likely both the government and the sector will need to revisit that investment based on increasing needs, which are pretty plain for all to see. We consider it essential that the 20% uplift is locked in permanently now, while the review helps to determine how a successful system can be designed and delivered, with a future focus on prevention as well as crisis response. Looking forward to the Opposition budget reply tomorrow to see how this and many other housing and homelessness matters are considered. (Note: comments below from Premier Miles when the funding announcement was made back in February of this year) #StateBudget #Homelessness #Prevention #BetterTogether #HomeMatters

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If you take time to read one thing today, make it this 👇 ‘There’s usually a close relationship between the definition of a service and its scope. However, we’ve learned that scope does not itself define a service. It’s all about understanding the #outcome that you want to deliver’ Services delivery is always about the outcomes -and not just the end product outcomes- but the outcomes along the client and employe journey ( pay the right benefits, communicate the right information, apply the right policies) Focus on the getting the outcomes right and you can deliver the best service.

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It’s no secret that quality disability service providers are struggling since this year's pricing decision, with many in crisis mode. The proposal for a tiered system of registration for disability support makes sense. But registered high quality providers need to be fairly compensated or they will face a huge financial disadvantage. Pricing that recognises the added costs of quality must be part of the new system. This is for the NDIS participants' sake too. No one wants to see vulnerable participants struggling to find decent support because high quality providers can’t afford to take them on and provide the standard of care they deserve. I wrote last year about the need for a differential pricing system for disability supports here: https://lnkd.in/gFfP8GcB #4abetterndis

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Many of you were in Westfield Bondi Junction, or your children were at the time of the recent #bondiattacks. Many of you may have had friends and neighbours who were and or are experiencing challenging or even puzzling emotional and other responses. This is very usual after something so traumatic, something that makes us feel vulnerable after such heartbreaking, scary and unnerving occurrences. Westfield is a community hub, that we visit several times a week, where we see friends or family. Where we shop. Where we were safe. Where everyone hung out on Saturdays. It was the first day of school holidays so more young people than ever and packed. It is usual to start crying, to feel loss, even if you were not there or not affected. Many of you have joined the constant quiet stream to leave flowers in the Mall, to pause, to reflect, to sit with friends, or are choosing to reach out and to check in on people. Others may be slowing wondering why it is upsetting them. No-one wants to appropriate other's grief or loss if not directly involved. But like the Lindt cafe experience, where we felt we needed to honour the memory and to bear witness to their lives, we will all find our own ways through this time. The NSW Government is providing resources for counselling, for those directly impacted, those in the centre, those affected, costs of funerals, counselling services and more. I have attached below what I think for this stage of grieving then recovery, the most comprehensive document to support you/ your families/ your community/your colleagues.

How can we support organisations to prioritise effective Māori engagement and diverse community engagement in 2025? I’d love to hear your whakaaro while I’m home recuperating from COVID-19 round two. In the current economic climate, I’m seeing professional development budgets as a key hurdle for many people wanting to access inclusive communications and engagement training, with tools like AI being given the green light instead. And while I love AI, it won’t help you build effective, long-term relationships to grow your organisation and impact. So help a wāhine out (and the many other incredible facilitators in this space like Sel Leigh and Katerina Kupenga) as I plan for 2025… - What are your organisation’s development priorities for 2025? - What format suits you best for development sessions? Online, in-person, short, frequent sessions, half-day intensives? - How would it benefit your organisation’s leaders and communicators to understand more about connecting with Māori and diverse communities? Kōrero in the comments or send me a message. I’m keen to run more workshops and speak at more events in 2025 to support organisations to be more connected with their communities and benefit from truly reciprocal relationships. So help me kick this brain into gear and make it happen! Keen on learning more in this space on Linked In? I highly recommend following: Tūraukawa Bartlett, Sel Leigh, lisa heald, Katerina Kupenga, James Reti and Frankie Karetai Wood-Bodley [LLM LLB BA].

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Cultural change is critical to success in all professions but particularly as we embrace technology, digital and data and the benefits and opportunities that will be delivered. You are part of the cultural change opportunity in your organisation, so are you embracing data and digital to help improve your service delivery? As a planner it is great to see the Planning Institute of Australia release these new PlanTech resources. The first document of its kind to be tailored to planners, by planners, the guideline introduces practical and well-tested approaches to digital innovation. Each section addresses common cultural and technical challenges faced when getting started with digital innovation, including strategies to get your team on board with doing something new and how to establish a healthy relationship with software vendors. Embracing change is important if we want our profession to thrive and grow. These are resources well worth examining. #plantech #embracingchange #culturalchange #betteroutcomes #data #digital #planning #betterfutures #bettercities #smartcities #improvedprocess #digitisation #engagement #consultation #projectdelivery #betterplanning https://lnkd.in/geXzuA9T

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Support at Home is going to lead to lots of unforeseen dynamics. With an 80% co-contribution, purchasing gardening and domestic assistance through SAH won't make sense for self-funded retirees, since the additional regulatory overheads from being a regulated provider will probably exceed the 20% subsidy. This is pretty obvious, and possibly the intended result. A good case can be made for people with means purchasing cleaning and gardening using their own resources. However, if people purchase non-clinical services privately, providers will get less care management funding since the proposal is to base care management funding on 10% of a person's package. This is partly mitigated by care management being pooled. But it's a bit strange to make providers use funds from pensioners to cross subsidise underfunding for self-funded retirees. #agedcare

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Recently, the Treasury uploaded the state-level agreements as part of the new National Social Housing and Homelessness Agreement. This agreement was finalised in May before the Federal Budget and officially signed in June. Queensland is due to receive as follows over those five years: ➖2024/25 - $355.39m ➖2025/26 - $363.57m ➖2026/27 - $371.57m ➖2027/28 - $379m ➖2028/29 - $386.58m Under the NHHA, the previous agreement, Queensland received funding of around $1.99 billion over 6 years to 2023–24. So, on average around $331.66m per year. The agreement has not substantially increased in size or scale (about 7% year on year, which really just covers inflation and standard indexation); meanwhile, vacancy rates are almost zero, supply is sluggish, housing stress has risen, and homelessness is increasing. This agreement is one of the few investments the federal government makes that I would say operates in the “now” space. Meaning it gets monies to the states and territories who add to it significantly and then get it out into the system reasonably quickly, to help people right now- via CHPs, homelessness services and other programs. We still do not have a national plan or any indication of when a draft will be available for review or comment. The bilateral agreements are public and available here: https://lnkd.in/gaziNech #National #Housing #Homelessness #Plan

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.: Update on search for the next Switchboard CEO :. The Board of Directors have extended the search for Switchboard’s next CEO. This will allow for a more thorough search of our communities, in line with our commitments under Switchboard’s Anti-Racism Organisational Change Plan, in support of meaningful engagement with LGBTIQA+ people who might be looking to step into this executive leadership role at Switchboard. Research shows that individuals who have experienced systemic or structural marginalisation often don't apply for roles if they don't meet all of the key selection criteria, unlike candidates who have faced significantly fewer experiences of marginalisation. We encourage you to apply if you feel you could be a fit for the role, or make contact with the Chair or Board of Directors to discuss the matter ahead of submitting your application. PLEASE NOTE: 1. This extension is no comment or reflection on eligibility of current applicants and all applications are and will be considered. 2. As the outgoing CEO I am not involved in any part of the ongoing recruitment process If you are considering submitting an application, please apply or get in touch as soon as possible. APPLICATIONS CLOSE: 5:00 PM AEST, 3rd Oct 2024 Enquires to Switchboard Chair Amelia Arnold JOB LISTING can be found here 👇 https://lnkd.in/gBqvQ4fs

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Yesterday, after reading over 460 written submissions and completing two days of long-term plan (LTP) submission hearings, we adopted the Hastings District LTP. The major message from submissions has been the proposed rate increases and the significant financial strain they pose for households. Initially, our LTP proposed a 25% rate increase in year one, including an 8% cyclone recovery targeted rate. After lengthy debate and considering the feedback from our community about the cost of living crisis, the council decided to adopt a reduced 19% rate increase in year one. While still a significant increase, this decision attempts to balance community constraints against our need for cyclone recovery and the rising costs of delivering essential Council services (which are also experiencing significant cost increases, just like households). It's important to understand that today’s decision will lessen the financial burden on our community now but will lead to increased costs in the future. This is similar to extending a mortgage term (from, say, 25 years to 30 years) to reduce monthly payments but paying more interest over time. The lower year 1 rate increase means our peak debt could reach $736 million (as opposed to the $701 million projected under a 25% rate increase in year 1), and our community will face approx. $2.5 million more per year in financing costs. I joined my colleagues in unanimously supporting this change due to the overwhelming message from our community that times are just too tough right now. However, my support was conditional... Our council must now work harder than ever to find additional cost savings, new revenue streams, and external funding. We must also make the tough decisions on service delivery to ensure our debt does not reach the projected $736 million. By keeping our peak debt down, we can also keep future rate increases as low as possible. This means prioritising essential services and being fiscally responsible. We need to focus on what is necessary and be prepared to make sacrifices on "nice-to-have" projects. The goal is to reduce our debt, protect our financial future, and ultimately keep your rates down.

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Creating Panel Arrangements - Redefining Supplier Evaluation Practices Panel arrangements in local government procurement are intended to capture a pool of well-credentialed suppliers that councils can utilise with confidence of compliance, simplicity and value. However, the tender processes mandated by most state regulations are designed (in the most part) to appoint a single provider or 'winner' for a specific project or service. This creates a disconnect between the rules for tendering and the intent behind panel creation. Traditional tendering places undue burdens on suppliers, particularly small and regional businesses, often stifling innovation. In states like New South Wales and Queensland, regulations stipulate rigorous tender processes aimed at selecting one or multiple suppliers, which can be counterproductive when the goal is to establish a diverse panel. We need to shift our focus from merely judging suppliers through exhaustive processes to genuinely supporting and educating businesses to achieve the highest standards. The aim should be to ensure suppliers are compliant and meet our standards without the exhaustive ranking systems that can bog down the process. Our approach to panel arrangements should drive real value. This means establishing a framework where suppliers are compliant and standards are met, without resorting to exhaustive ranking systems. Prioritisation and proper process utilisation are essential to achieving tangible benefits. Critical thinking is necessary to understand why we create panels and how to utilise them effectively. It's not just about ticking boxes; it's about fostering a collaborative environment where all stakeholders, including suppliers and councils, can thrive. By rethinking our engagement with suppliers, we can build a more inclusive and dynamic marketplace. Transparency, fairness, and sustainability in procurement should be our guiding principles, ensuring every contract delivers practical benefits for all involved. #Procurement #SupplierSupport #Transparency #Sustainability #LocalGovernment #Innovation

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The AHO are excited to announce applications are now open for the 24/25 Sector Capability Grants. Applications will close at 5pm on 27th September 2024. Providers that are NRSCH/NSWLS registered and providers who are scheduled, or undertaking registration with the Registrar of Community Housing, are invited to apply. There are two categories of funding available to individual applications. The maximum funding categories are: Up to $50,000 and Up to $100,000. Sector Capability Grants are designed to support ACHP business growth and self-sustainability, including achieving or maintaining NRSCH and NSWLS registration compliance and supporting tenants by providing culturally appropriate and responsive housing to Aboriginal people across NSW. These grants provide an opportunity for the Aboriginal housing sector to increase their capacity and capability. If you are interested in applying for the FY 24/25 Sector Capability Grantshttps://lnkd.in/gN93FQ-p

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One important reason why local councils should update their economic development plans every four years.  When people ask me why it is important to update their plans, my standard response is because even really good plans feel tired and outdated by year 4 - which is true. Things move on.  But another reason occurred to me today… in four years many new businesses will get started, you’ll likely have new councillors and some new staff members. All these stakeholders will bring fresh energy and new ideas. But perhaps more importantly, the ‘blockers’ who were preventing fantastic initiatives from getting up and running may have moved on. The saying, ‘nothing is more powerful than an idea whose time has come’ proves itself true in this situation.

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On Thursday, the Business Council of Australia co-hosted a roundtable with The Australian Financial Review on how we can address housing shortfalls. Australia is facing a housing supply crisis and we need action from all levels of government on reforms that could inject more homes into the system. Business also has a role to play, and roundtables like these assist in identifying how reforms to zoning, approvals and supporting our education and migration systems can help tackle housing affordability. Thank you to Lendlease CEO Tony Lombardo, Stockland Managing Director CEO Tarun Gupta and Commonwealth Bank CEO Matt Comyn for their insights. The BCA’s ‘It’s time to say yes to housing’ report outlines 29 recommendations that could be applied across all levels of government to help address supply pressures. States and territories are already making some headway, but more work is needed and a good place to start would be looking at what’s already working in some jurisdictions and seeking to harmonise those successful approaches across the nation, to help keep the home ownership dream alive for the next generation. More can be read here: https://rb.gy/ynr5pd

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