The document proposes a new model for coordinating community services in Kalumburu to address identified issues. The current model lacks coordinated service delivery, strategic planning, and an organization to take responsibility. The proposed Family and Community Services Hub would: 1. Centrally coordinate service delivery through developing and implementing strategies for youth, families, aged care, and culture. 2. Provide case management for individuals and families referred to local services. 3. Oversee locally funded programs and support services to ensure alignment with community needs and priorities.

1. Why a new model is proposed for community services
delivery at Kalumburu
History of CommunityServicesDeliveryat Kalumburu
Throughout 2011 to 2013, the Aboriginal Affairs and Coordinating Committee (AACC) was
focused on helping the Kalumburu community develop a strategic plan for its future. It
appointed a consultant to help pull together a plan for the community based on extensive
consultation with local and external stakeholders, services, agencies and community
members. The result of this consultation was a detailed strategic plan for the Kalumburu
community incorporating input from various agencies and services and identifying
organisations who were to be responsible for progressing certain key items. The relevant
AACC Briefing Paper on this strategy is included as Attachment A. The AACC Briefing Paper
identifies two key strategies to assist Kalumburu in working towards achieving its strategic
priorities. Its states the following:
In addition to the agency core function activities, the Working Party has identified two
immediate place based responses which require additional resourcing to facilitate the
assignedkeyoutcomesofimprovedsocialandcommunitygovernance;improvedsocialand
emotional wellbeing; and improved community capacity to maximize on economic
participation and development opportunities:
1. Based on assessment of government resourcing, operational service provision and
locational factors, the implementation of an integrated case coordination
approach for intensive wrap around services for families.
2. An application to be submitted to the Australian Government’s Indigenous
Advancement Strategy to support State Government resourcing through the
implementation of a 12 month social emotional wellbeing community healing
strategy
An inter-agency response was taken to address the identified strategy for integrated case
coordination of wrap around family services (strategy 1) through pulling together funding to
support the ‘Family by Family’ case management trial project. A Family by Family case
manager was appointed and worked successfully in beginning the process for a more wrap
around response to family needs however, the manager was unable to continue working at
Kalumburu and the project is now ceased with no sign that this person will be replaced or
that the program will continue. The cessation of this particular project has had a marked
impact on the remaining case management services on the ground namely, Kalumburu
Womens Centre (Youth at risk, FDV) and other visiting services.
There has been no action taken on strategy 2.
In 2013 a Kalumburu Youth Strategy was developed identifying key strategies for addressing
youth issues and identifying responsible parties and timeframe for implementation. This
youth strategy is attached as Appendix B. Many of the priority items identified in both the
AACC strategic plan for Kalumburu and the Kalumburu Youth Strategy were at the time of
publication unfunded and there was no guarantee from any of the government agencies
responsible for these service areas that they would be funded into the future. Three years
later on there has been no action taken on any of these priority areas and this is due to a

2. lack of committed funding available for identified priority areas and most importantly, the
absence of any one person (or organisation) being able to take responsibility for the
implementation of these plans. Probably the most important point to make here is that the
strategic plan did not investigate a model of implementation or coordination required to
progress action against the priority items identified in the strategic plan (s).
The Kalumburu Aboriginal Corporation (the member based not for profit organisation in
Kalumburu) is viewed by many as being the obvious organisation to lead the development
and implementation of key strategic initiatives in the community. However, the Kalumburu
Aboriginal Corporation is significantly underfunded (2015/16 grant funded income was
below $150,000) that the organisation has not been able to employ any key on the ground
staff in order to make any in-roads in addressing any of the identified strategies. The
Kalumburu Aboriginal Corporation has been forced to reduce its community based activities
and operate at a minimal capacity in order to preserve its finances and survive from year to
year.
Absence of CoordinatedApproach to Service Delivery
Over the past three years there have been several community events that have occurred
that have made it apparent to all who live and work out at Kalumburu that there is a
significant lack of co-ordination between services, programs and organisations. There is no
one organisation (government, agency or service) that is able to be a community
coordinator in times of strife or uprising and that there is no one able to take the lead in
initiating effective responses to issues or events or to drive community development and
strategic initiative.
Historically, the lack of action from Government (and by Government we mean state,
federal and local) has led many local community organisations, people and members to
arrive at the conclusion that the community itself must instigate a change in the way in
which services and programs are delivered to the community. Most importantly, to ensure
that program outcomes (services, agencies, funded programs, external and local) lead to
strategic outcomes that will impact positively on the entire community.
The Kalumburu Aboriginal Corporation (KAC) has with its appointed Directors been working
on a strategic plan for their organisation. Within this strategic agenda it has been
recognised that the Directors want the corporation to be the lead organisation for their
community through defining the community vision and assisting in improving the
coordination of services and activities. They have recognised the need to have a
coordinated community services plan and for all service providers in the community and
human services sector to work together to achieve long term, effective outcomes for the
community. In addition, Community Focus National, a not for profit organisation delivering
Domestic Violence, Youth at risk and Womens Programs at Kalumburu have identified a
serious lack of service delivery coordination that greatly impacts on the effectiveness of a
variety of services being delivered on the ground at Kalumburu. In fact, it is the belief of
both organisations that the lack of a coordinated approach to services delivery is having a
direct impact of the effectiveness of services being offered and on the outcomes for
individuals, family and community who require intense intervention to address social
isolation, dysfunction and disempowerment.

3. The proposed model in this document outlines how a centralised, community based
coordination ‘hub’ might assist in improving coordination and delivery of services, applying
best practice principles of case management for individuals and families & improving the
way clients interact with and access the services on offer.
External (Flyin FlyOut) Servicesand Impact on Outcomes
For many years there have been many queries and complaints about the effectiveness of fly
in fly out (FIFO) services to Kalumburu. Many of these FIFO services are (important)
community services and the lack of preparedness and coordination between external
services and their delivery to the community is disheartening. Many of these services
(please see list of current FIFO services provided to Kalumburu in Appendix C) arrive on a
charter plane without notifying anyone at Kalumburu that they were coming, sit in an office
space or walk around the community hoping that they will find someone to talk to! This is
an exorbitant waste of money and time and is observed on a regular basis by those working
on the ground at Kalumburu. Most recently, this has improved somewhat as the new
Kalumburu Womens Centre (operated by Community Focus National) is now becoming the
centre for visiting service providers. This is good news for FIFO services as they now have a
contact on the ground to assist themin running their programs or coordinating meetings
with clients. However, the Women’s Centre Coordinator is spending a large chunk of her
day transporting visitors from place to place, picking up clients who might need contact with
the FIFO service or cleaning up sites where services have conducted their workshops or
meetings. This is not a sustainable situation for the Women’s Centre program as time spent
helping FIFO services is less time spent on women centre operations. There is
acknowledgement that the community clients desperately need many of these services
being offered in this FIFO arrangement, however there is clear recognition that there must
be a better way to ensure these services are provided in a manner that provides effective
and timely service delivery.
Both the AACC Briefing Paper on Kalumburu and the Kalumburu Youth Strategy both
identify a high level need for intensive healing, counselling and support for family conflicts,
family healing and individual needs (such as mental health). At the current time, Kalumburu
received five different sources of counselling, psychology & mental health support. All of
these are fly in fly out services, are on the ground for 1-2 days at a maximum and all are
provided through different service providers. All of these service providers are relying on
the local clinic or womens centre to help them find the clients they need to speak to and
provide a place for them to undertake their service. The general feedback from full-time
agency workers on the ground is frustration in the inadequacy of such an arrangement to
help people who are in most need of counselling and mental health support and the
increased burden of responsibility placed on local services to support these clients after the
service leaves town.
CommunityAdvocacy and Development
Unlike many other towns and communities around Western Australia, Kalumburu
community do not have a local government funded organisation (i.e. council) to coordinate
and facilitate community plans and programs. The common misconception regarding this
fact and the absence of such an organisation is apparent to all visiting service providers,
organisations, agencies and community in that there is no organisation to go to about

4. matters that affect the lives and welfare of individuals and their families. There is also no
mechanism for the community to provide feedback or criticismregarding service delivery.
An example of this is the reporting of housing issues. The housing management provider
(CHL) only visits the community occasionally. Most tenants do not know when CHL is
present at Kalumburu and therefore do not report building issues on a timely basis. Some
of the housing issues are electrical faults, blocked sinks, broken showers and other
environmental hazards. Underreporting (and therefore items are not repaired) can lead to
health problems and illnesses, long term damage to housing infrastructure and
uncomfortable conditions for tenants. As the HealthHabitatsurveysindicate
(http://www.healthabitat.com/about-page/what-we-do/what-the-housing-data-reveals/why-the-
houses-need-fixing) thislackof reportingleadstoasignificantdecreaseinroutine maintenance,
withsubsequentissueshavingdirectimpactonthe healthandwellbeingof tenants. Community
members simply do not know where to go or who to ask about key services in the
community and visiting services often do not meet the needs of clients simply because of
lack of communication and coordination. This example is only one of hundreds of examples
where services are simply not able to meet the needs of clients because of lack of
communication, lack of coordination and awareness. The proposed model in this document
aims to increase coordination between all community services and programs and their
clients so as to achieve better outcomes for the community.
What this proposed Model looks like: Outline of Proposed ‘Family
& Community Coordinated Service Delivery Model’:
There is clearly a recognised a need for a more coordinated approach to the management
and delivery of community services to its clients. This goes for both externally provided
services (i.e. fly in fly out services) and those services provided at the community level. A
more centralised community based coordinated management of services will ensure
services are delivered in a culturally appropriate, relevant manner and in response to
identified need within the community (as opposed to services being provided simply
because government have requested that they are). This proposed model puts both the
responsibility and control back to the community level which will result in a more
responsive and tailored delivery of services.
The proposed model in this document will introduce a community based coordinating hub
through which all community services will either be managed or supported. In addition, the
hub will provide a centralised approach to case management of individuals, families and
groups who are referred to any of the locally based services (ie. Youth service, Womens
Centre, Correctional Services, DCP, RSAS). The proposed Hub concept will assist to
coordinate service delivery more effectively by direct oversight of some programs (those
which are contracted to locally based indigenous service providers) as well as supporting the
coordination of those services provided through fly in fly out arrangements or provided by
other service providers. The proposed hub will be the centralised place for case
management of individuals and families that require intensive support or intervention for a
variety of reasons.
Role of Family & Community Services HUB (F&CS Hub)
The proposed model for a community centred F&CS HUB centres on the concept of having a
local centralised place for the coordination of services. The main role of the hub would be

5. to develop and implement the strategies that target the main sectors of community need.
These Community Services Sector strategies have been identified as follows:
- KalumburuYouth& Justice Strategy*
- KalumburuWomen,Family&ChildWelfareStrategy
- KalumburuAgedCare Strategy
- KalumburuCulture &CapabilityStrategy
*Kalumburu Youth Strategy has already been developed in conjunction with AACC
The F&CS Hub wouldbe the mainresponsiblebodyfor developingthe strategiesandcoordinating
the response toidentifiedpriorityareaswithineachstrategy.
In orderto drive the implementationof strategythe F&CSHubwouldprovide acentralised
coordinated approachtoensuringthatall communityservicesdeliveredtoKalumburuare designed
to effectivelyaddressidentifiedcommunitypriorities&needs(asindicated inthe various
communitystrategies) andare deliveredinatimelyandappropriate manner. Thiswouldinclude
oversightof locallyfunded programsdesignedinresponse tothe communitystrategypriorityareas
and oversightof locallybasedsupportservicesincludingCentrelinkAgency&CommunityResources
Centre (managedbyKalumburuAboriginalCorporation).
Kalumburu Aboriginal
Corporation
Family &
CommunitySteering
Committee
CommunityFocus
National
Youth & Justice
Strategy
Youth
Program
(PM&C)
Youth Justice
(DCS)
RSAS (PM&C)
Women,Family&
Child Welfare
Strategy
FDV Kalumburu
Youth At Risk
Women's
Centre
(DCPFS)
Aged Care
Strategy
Hacc
(WA
Health)
Social Support
Services
Centrelink
(DHS)
CRC (DRD)
Cultural&
Capability Strategy
Mentoring &
Governance
Bush Camps
(KAC)
Family &
Community
Service HUB
MOU Partnership

6. Governance and Accountability Structure:
To ensure thatthiscommunitybasedmodel isaccountable andtransparenttostakeholdersand
communityagovernance model hasbeendevelopedtodemonstratehow the centralisedhubwill
be governedandbe heldto accountby keystakeholders. The proposedgovernance modelisbelow:
F&CS HUB Management: Family & Community Services Coordinator
It isenvisionedthatthe F&CSHub will be managedbya Family&CommunityServicesCoordinator
whose primaryrole isto buildthe hubtobecome the central coordinatingcentre forservice delivery
and case management. The Coordinatorwill be responsibleforthe effectivenessof the F&CSHub
and reportable tothe KalumburuAboriginal Corporation &CommunityFocusNational(Joint-Partner
Employers) andthe Family&CommunitySteeringCommittee*(*Committeestructure willbe
discussedlater).
It isenvisionedthatthe positiondescriptionforthe Coordinatorpositionwill looklike this:
PositionDescription: Family& CommunityServicesCoordinator
Role: Oversee the strategicandoperationaldevelopmentof keysocial service initiativesin
Kalumburuthroughthe development&implementationof:
- KalumburuYouth& Justice Strategy*
- Kalumburu Women,Family&ChildWelfareStrategy
- Kalumburu AgedCare Strategy
- Kalumburu Culture &CapabilityStrategy
Responsibilities:
Directservice developmentand oversightof Kalumburubasedprograms
F&CS
HUB
Directors
KAC & CFN (Organisation’s)
Kalumburu Community Members
InternalAdvisory&Support
Finance CPA&
Administration
Professional
(Contract)
Strategic &
Governance
Professional
(Contract)
Members
(Clients)
CommunityStakeholders&Services
Family &
Community
Steering
Committee
Government Agency
Kalumburu Community Members
Contract &
Funding
Agreement
Conditions
Reporting
Mechanism &
Auditing

7. Facilitationandsupportof non-directservice delivery(i.e.visitingservicestoKalumburu)
Developmentandfacilitationof case managementmodel of service developmentanddelivery
Direct Report:
The positionwill directlyreporttothe Family&CommunitySteeringCommittee andEmployer
Organisation.
(Proposed) Salary Package:
Wage component: $125,000 – 135,000
Rent-free FullyFurnishedAccommodation(Lot120)
Telephone &Internet(private)
Fully maintainedvehicle (ToyotaTroopcarrier)
CentralisedOffice Space (proposed Women’sCentre)
Total Package:$185,000-$195,000
Essential Criteria:
1. Tertiarylevel qualificationsinCommunityServices,CommunityDevelopmentorHuman
ServicesField
2. Significantexperience livingandworkinginremote indigenouslocation
3. Demonstratedhighlevel experience indevelopingeffective networks,linkingservicesand
workingeffectivelywithstakeholders
4. A soundunderstandingandknowledge of programdevelopmentwithinastrategic
framework
5. Demonstratedexperience instrategicdevelopmentof organisational,program&community
planningina social servicessetting

8. Family & Community Service HUB: Operational Model
It is envisioned that the Family & Community Service HUB would operate as a central space
for referring individuals & families to services offered within the community. The HUB
would take a case management approach for all referred clients to ensure they have their
own plan developed to identify the service and support needs of the individual. The HUB
would then use this plan to refer the individual to external services, fly in fly out services or
to a local or in-house service. This would ensure a holistic approach is taken to ensure the
individuals critical needs are addressed in an appropriate manner as well as the long term
needs (such as housing, Centrelink benefits, family issues etc) can also be addressed through
a centralised case management framework.
F&CS HUB
CaseManagement
Service
Coordination
Partner Organisations
(KAC & CFN)
Family & Community
Services Steering
CommitteePotentialReferral
Source:
Kalumburu Police
Kalumburu School
KalumburuYouth
Program
KalumburuClinic
JuvenileJustice
KalumburuWomens
Centre
KalumburuMission
KalumburuCDP
Referral
Kalumburu
Womens
Centre
Kalumburu
Youth
Service
Bush Camp
Project
Juvenile
Justice
Program
Centrelink
Community
Resource
Centre
RSAS (School
Attendance)
HACC Aged
Care
External
Service:
Counselling
External
Service:
Mental Health
External
Service:
Correctional
Svs
External
Service:
Legal Aid
Note:Services identified are indicative only

9. The F&CS HUB wouldalsoact as the coordinatingbodyforin-house services,visitingservices&
otherlocal servicestoensure thatservicesare deliveredinatimely,effective mannerandthat
clientscanaccess these serviceswhentheyneedthem.
ProposedFundingModel for Family & CommunityServicesHUB
Thismodel proposestotake a ‘pooledfunding’approach. The pooledfundingmodelaimsto
identifyfundswhichare tiedtooutcomeslinkedtothe implementationof the fourCommunity
Services SectorStrategies(Youth&Justice: Women,Family&ChildWelfare:AgedCare:and,
Culture & Capability).
Basedon current¹ & desired fundingavailable the proposedpooledfundingmodel looks asfollows:
The requirementforthispooledapproachisaresultof a historiclackin Government(and/or
associatedagency’s) abilityto identify,fund,orsupportthe obviousneedforcentralized
coordinationinKalumburu. The coordinator’srole wouldensure effective,targetedservicedelivery
and monitorachievementof outcomestoensure communityandclientwelfareisimproved. This
pooledfundingmethodology aimstocombine anumberof fundingsources tocreate a position
whichhelpsachieve fundingspecificoutcomeswhilstachievingthe outcomesidentifiedinthe
CommunityService SectorStrategies.
Thispooledfundingapproachis aboutidentifyingthose servicesorprogramswhichrequire
communitybasedhigherlevel coordinationandfacilitationtoensure effectivedeliverythrough:
- sharingof resourcesandassets
- improvedcommunicationandfacilitationbetweenagenciesandservices,
Family &
Community
Support HUB
HACC
AgedCare
(KAC)²
Centrelink
Agency
(KAC)²
PM&C
Youth
Program &
FCS ?(KAC)²
Self-funded
Contribution
$ (KAC)²
DCPFS Family
Safety &
Youth (CFN³
Women’s
Centre)
DCS Youth
Justice (KAC)²
Self-funded
Contribution
$ (CFN)³
¹Current funding might include funding applications still pending
²KAC denotes Kalumburu Aboriginal Corporation (not for profit local membership corporation)
³CFN denotes Community Focus National Ltd (not for profit community sector corporation)
4KAC would donate fully furnished accommodation, telephone & internet costs plus private use vehicle
In-kind
Accommodation
& Vehicle
(KAC)4

10. - and,a focuson achievingservice orprogramlevel outcomesthatare tied-inwiththe ‘bigger
picture’outcomesidentifiedwithinthe fourCommunityServiceSectorStrategies.
Role of the Family & Community Steering Committee
The F&CS HUB wouldbe accountable andreportable tothe Family&CommunitySteering
Committee. ThisSteeringCommitteewill be made upof Kalumburubasedagencyandservice staff,
local leaders&specialistindividuals(fromthe community). The SteeringCommitteewouldbe
supportedbythe KalumburuAboriginal Corporationasthe Employerorganisation.
The SteeringCommitteewouldmeeteveryfew monthstoevaluatethe effectivenessof the FC&S
HUB. The SteeringCommittee wouldundertake the followingresponsibilitiestosupportthe HUB
1. Provide guidance andadvice tothe Family&CommunityServicesCoordinator
2. Provide expertadvice onspecialistmatters(Cultural,clinical)
3. Ensure the StrategicObjectivesof the F&CSHubare beingattained
4. Provide advice tothe EmployerOrganisation onthe effectivenessof the HUB andits staff
5. Provide advice tothe EmployerOrganisationonanymatterrelatingtoemploymentmatters
6. Promote the F&CSHub aimsand objectiveswithinthe communityandtorelevantexternal
agency.
7. Provide feedbackfromclients&communityregardingthe HUB’sactivities
Where to from here?
Both the KalumburuAboriginal CorporationandCommunityFocusNational have joinedforcedto
prepare thisdocumenttobe able to demonstrate the challengesthatservice providersand agencies
are facingindeliveringeffective servicesonthe groundat Kalumburu.
We are seekingsupportfromvariousagenciesandorganisationtocontribute fundstowardsthe
proposedFamily&CommunityServicesHUBinorder toimprove effectivenessof servicesdelivered
to the people of Kalumburu. ThroughthisHUBmodel,governmentagencywouldbe able to
contribute fundsthatare linkedtospecificoutcomesthattheyrequire fortheirDepartments
deliverableswhilstensuringthatprogramsare developedthatare holisticintheirdesignanddeliver
real outcomesforclients.