What is the Governance Framework for the Alliances?

The Governance Framework is a set of policies, principles, rules, and supporting practices, put in place to run a Service. The Framework provides:

  • a process for directing and managing Services
  • parameters for effective assignment of specific and overall accountability for delivering the Service.

In the Alliance, the Governance Framework sets out the process for joint management of Alliance Activities by Alliance Participants.

What role will lived experience play in the Governance Framework? How will the client journey be mapped?

It is up to the Alliances to determine how best to integrate lived experience representation in the design of their services and Governance groups. Individual Alliances are encouraged to map client journeys and embed lived experience in their service design, continuous improvement strategies and service delivery.

What is the role of the Alliance System Steering Group?

To support the system an overarching Alliance System Steering Group (ASSG) will be formed comprising representatives from each Alliance, the SA Housing Authority, other SA Government agencies, and other stakeholders.  The Authority will provide Executive Support to assist in the administration of the ASSG.

The key functions of this group will be to:

  • support the Alliances
  • monitor whole-of-system performance in achieving outcomes
  • facilitate cross Alliance capacity and capability building, including commitment to Alliance behaviours
  • assist in building common operational practices and systems across South Australia.

Key activities of the Alliance System Steering Group include:

  • supporting the Alliance through their transition into full mobilisation
  • embedding lived experience in Service planning and delivery
  • developing shared vision, leadership, cross sector collaboration and workforce development
  • facilitating cross-Alliance partnerships and involvement of Aboriginal Community Controlled Organisations
  • developing and implementing an Outcomes Framework
  • creating aligned practices through the development of regional action plans; standardised data collection; sharing and reporting systems; multi-agency review mechanisms for highly vulnerable people and By-Name Lists.

Initially, the time commitment is expected to be every two months. Moving forward this could go to quarterly. Alliances will have a role in determining timing.

Who decides which Government Departments and other stakeholders are represented in the Alliance System Steering Group?

The Alliance System Steering Group will determine which government and non-government organisations it wishes to invite to be members of the Steering Group, either on an ad hoc or permanent basis.  Initially the Department of Human Services will be a member due to their lead policy role in relation to Domestic and Family Violence.

How will the Inner-City Sub-Committee operate?

The Inner City Sub-Committee will comprise representatives of all Alliances (from the ALT) to coordinate responses to homelessness in the Adelaide inner city. The Alliance System Steering Group will also nominate an additional member from an Aboriginal Community-Controlled Organisation (ACCO), to ensure direct ACCO representation. The Sub-Committee members will be responsible for:

  • actively working to address homelessness in the inner city through inflow (reduction of number of people coming from other regions into homelessness in the inner city), and outflow (providing exits from homelessness for people experiencing homelessness in the inner city)
  • sharing information between the Sub-Committee and Alliances
  • representing the collective views of ALT at the Sub-Committee meetings.

What are the Alliance Leadership Team, Alliance Manager, and Alliance Management Team?

Each Alliance is led by an Alliance Leadership Team (ALT) comprising up to two Authority appointees and an appointee per each Sector Participant. The Chair will be rotated periodically to ensure all Participants supply a Chair across the Term.
The ALT:

  • commences work on the signing of the Alliance Agreement, ahead of the commencement of the Term, with an initial focus on Transition-In, Service Continuity and planning for the co-design of the Outcomes Framework
  • establishes and implements the strategic leadership and direction of the Alliance
  • ensures adherence to the transparent governance and accountability structures of the Alliance
  • remains ultimately accountable to the Authority for the performance of the Alliance
  • makes decisions on a unanimous, best-for-outcomes basis from the quorum present. Decisions are binding on all Participants.

The Alliance Manager (AM) is:

  • appointed, removed and replaced by the ALT on a Best Person for Job basis
  • employed by the Lead Sector Participant, with employment costs paid from the administrative component of the Alliance funding
  • responsible for actioning decisions agreed.

The Alliance Management Team (AMT) is an integrated management team formed by the Alliance Participants to coordinate the day-to-day Alliance Activities under the leadership and direction of the ALT. The AMT comprises the AM (as Chair) plus at least one representative from each Participant (including the Authority), appointed by the ALT on a Best Person for Job basis to create an integrated service team. It is responsible to the ALT for assisting the AM to give effect within the Alliance to the ALT decisions. An AMT would typically meet fortnightly or monthly, although Alliances are free to set their timing.

What is the role of the Alliance Manager?

The Alliance Manager has the key role of managing the interface between the Alliance Leadership Team (strategic leaders from each organisation in the alliance) and the Alliance Management Team (operational leaders from each organisation in the alliance).

The role is about actioning the decisions of the Alliance Leadership Team and making sure the organisations comprising the alliance are engaged in delivering the alliance services in accord with the directions of the Alliance Leadership Team. The Alliance Manager does not supervise or manage front line service providers or managers of individual organisations – this role is the responsibility of each individual organisation within an alliance.

The SA Housing Authority will have a close interface with the Alliance Manager through Authority representation on the Alliance Leadership Team​ and the Alliance Management Team.

Does the Authority have any reserved powers?

Very limited decisions are reserved to the Authority, often following unanimous recommendation of the ALT, examples include:

  • major variations to the scope of the Services
  • changes to the total Alliance funding
  • changes to funding allocations between Services within an Alliance
  • changes to the Sector Participants
  • term Extensions
  • statutory functions and powers that the Authority is required by law to exercise itself.

Can the Authority exercise its reserved powers without unanimous recommendation of the ALT?

In general, the answer is no. There are two exceptions – any functions that legislation requires the Authority to exercise of its own discretion, and the decision to extend the Alliance Agreement duration.

What is the Alliance Charter?

The Alliance Charter sets out the principles and required behaviours in an Alliance. Each Alliance will have its own Charter, covering the following elements:

  • risks and responsibilities are shared and managed collectively by the Participants
  • each Participant has an equal say in decisions of the ALT
  • success is common to all Participants and is based on the achievement of the Alliance Outcomes
  • empower the ALT and the AMT to make decisions and take actions
  • promote and drive collaboration, innovation and outstanding performance
  • adopt a No Blame, No Disputes culture
  • cultural competency and ACCO involvement across the alliance
  • embedding lived experience
  • participants share all information openly and honestly
  • develop a ‘communication culture’ and be transparent in all dealings
  • all financial and commercial transactions are fully open book
  • decisions are made, and processes and systems are adopted, on a Best for Outcomes basis
  • learnings of the Participants are identified and shared, and capability is developed
  • behave ethically and responsibly at all times.

All Participants are required to perform Alliance Activities consistent with the Alliance Agreement and the Alliance Principles.

How will potential conflicts of interest be managed with the Governance groups?

Conflicts of interest within ALT, AMT and the Alliance System Steering Group will always need to be managed appropriately. Appropriate policies and procedures relating to conflicts of interest, following standard alliancing principles, will be incorporated into the governance documents for each Alliance.

How does dispute resolution work in the Alliances?

Participants will work co-operatively to identify and resolve all disputes. Participants must notify each other of any potential dispute as soon as they become aware of it. Any dispute that cannot be resolved at the AMT level is elevated to the ALT. Any action required to resolve the dispute must be unanimously decided on a Best for Outcomes basis. This may include, after consultation with the Authority, the appointment of an independent expert, mediator, or adjudicator to assist. If the ALT is unable to unanimously resolve the dispute, it will be elevated to the Participants’ Chief Executives for resolution. The ALT agrees to be bound by (and adopt as their own) any decision reached by the Participants’ Chief Executives. In the very unlikely event, that a decision cannot be reached, the Authority will act at the final decision maker.

How will Alliances manage the safety of individual client data, particularly for women and their children experiencing DFV (especially if a perpetrator works in an Alliance)?

Data collection, management, use, and sharing between Providers and Alliances must be done in accordance with legislative requirements and Information Sharing Guidelines. The Guidelines can be found on the Department of Premier and Cabinet website

What are the rules regarding intellectual property (IP) developed by Providers and brought into Alliances to deliver? Who owns any IP created through the Alliance?

Alliance Participants retain ownership of all their pre-existing IP rights.

Participants will grant each other royalty free, fee free licences to use all necessary pre-existing IP rights to carry out the Alliance Activities.

All new intellectual property rights created for or in connection with the Participants’ performance of the Alliance Activities are for the benefit of the Alliance. This is given operational effect by that new IP vesting in the Authority and in turn the Authority granting the Sector Participants a royalty free, fee free licences to use all necessary new IP rights to carry out the Alliance Activities.

Some organisations have IP agreements with third parties (such as interstate or overseas NFPs). How is this handled in an Alliance context?

It is the responsibility of each potential Alliance Participant (including the Authority) to ensure that it has the right to deploy all assets (including IP) that are necessary to perform the Alliance Activities. Each potential participant will need to carry out its own due diligence on any current restriction on the use of its IP and obtain any necessary permissions to use it in the Alliance context. If this is not possible, the potential participant will need to demonstrate through the consortium tender response that it can perform as part of the Alliance without the benefit of that restricted background IP.