Divisions
- Community Partnerships and Priorities
- Digital Strategy and Services
- Office of Local Government
- Office of Parliamentary Counsel
- Office of Review and Evaluation
- Office of the Secretary
- Office of Security and Emergency Management
- Corporate and Government Services
-
Policy Division
-
Collaboration
- Collaboration - Contents
- Index
- Secretary's foreword
- Introduction
- What is collaboration?
- Drivers for collaboration
- When is collaboration necessary?
- Potential benefits and costs
- A continuum of collaboration
- Critical factors for successful collaboration
- Collaborative structures
- Challenges
- Conclusion
- Reference list
- Annex 1 - A guide to collaboration
- Annex 2 - Collaborative Tasmanian Government projects
- Annex 3 - Goleman's six leadership styles at a glance
- Annex 4 - The Trust Building Loop
- Annex 5 - Possible further work
- Intergovernmental relations
- Lifting Literacy
- Tasmania's Place in the Asian Century
- Partnership with the University of Tasmania
- State Policies
- Daylight saving in Tasmania
- Contact
- Medicinal Cannabis
- Constitutional Recognition of Tasmanian Aboriginal people
- Brand Tasmania Project
- Premier’s Health and Wellbeing Advisory Council
- Premier's Youth Advisory Council
- Review of the Tasmanian State Service
-
Collaboration
- Service Tasmania Unit
- State Service Management Office
Contact Details
By phone
Find the number of a specific division or office to contact them directly or call Service Tasmania on 1300 135 513.
Our staff
Use the Tasmanian Government Directory to find staff contact details
Social media
Follow our social media accounts to keep up to date with specific programs and initiatives.
Annex 2 - Collaborative Tasmanian Government projects
Inter-Agency Support Team
The Inter-Agency Support Team (IAST) program is an example of a whole-of-government collaborative model that provides timely, practical and multi-agency responses to support children, young people and their families who have multiple and complex needs. The program currently supports around 250 young people state-wide.
Although there has been no formal evaluation to date, information collected by Tasmania Police suggests that the IAST model is delivering a number of effective outcomes, including: positive interventions for young people and their families; improved collaboration, coordination and information sharing between government agencies; and an increased number of young people re-engaging with education and being diverted from the criminal justice system.
If the model is to continue to operate effectively as a whole-of-government collaborative strategy to support ‘at risk’ young people, consistent participation, trust, commitment, accountability and appropriate allocation of resources by other member agencies are necessary to ensure the success and sustainability of this collaborative model into the future.
Child and Family Centres
The purpose of Child and Family Centres is to improve the health and well being, education and care of Tasmania’s very young children by supporting parents and enhancing accessibility of services in the local community.
To do this effectively government agencies need to work together to offer services in new ways that cross departmental boundaries.
The integration of services and programs will take time, but there are already noticeable changes in the way that agencies are talking about working together to deliver services. This has been primarily driven by strong leadership, initially from the Premier and now from the Minister for Children, clear objectives, that are shared by agencies, and the good relationships that have been developed between members of the Committee overseeing the project.
Service Tasmania
Service Tasmania is an example of a highly successful collaborative project across the Tasmanian Government. Several reasons have been identified as to why the development and roll out of Service Tasmania worked so well. These include:
- the objectives were clear and easily understood;
- there was widespread interest and support in the community and the public service for the change;
- there was a single focus for the project; and
- it was a priority, led and supported at the highest level politically and bureaucratically for the lifespan of the project.
Leadership was a critical factor in the success for the project, particularly the strong endorsement by the Premier as the project was not merely focused on the development of a new service but using existing resources in a brand new way. Some agencies had to give up employees, space and physical resources such as cameras that take drivers’ licence photos and hand them over to a new system that had not yet proven itself.
While the political imperative for the development of Service Tasmania was unambiguous, there was at the same time a high degree of negotiation, cooperation and trust at all levels. This project utilised the collective skills and experience of the whole public service and its partners.