@CareOptionsAU #BeingHome2025 From 8 warring tribes to seamless service delivery Or why a co-operative model worked for us

@CareOptionsAU #BeingHome2025

From 8 warring tribes

to seamless service delivery

Or why a co-operative model worked for us


Original Meals on Wheels areas in the

Bega Valley


Some history

• Bega started a delivered meals service 1970• Bega funded Tathra’s start up 5 years later• Candelo and Bemboka started 1979• Eden, Pambula, Merimbula and Bermagui all

commenced service delivery by 1982• Candelo secured centre based day care funding

1991


Why the fragmentation?

• All areas were started by committed members of the community who saw a need and acted upon that need

• Each area had different meal provider arrangements – all hot meals Bega and Tathra - Bega Hospital meals

Candelo and Bemboka – volunteers cooked meals in local hallsPambula and Merimbula – Pambula Hospital mealsEden and Bermagui – local clubs cooked meals


Why the warring tribes?

• Long term community perceptions• Money• Power

What were the consequences?• Inconsistent service delivery• Volunteers overloaded• Lack of resources to cope with change


So how did the amalgamation come about?

• HACC programme developed. Concerns about large number of small organisations to be funded

• Paid staff were funded to facilitate amalgamation• Some areas willing to amalgamate due to fears of service

collapse• Some areas unwilling to amalgamate due to fears of being

taken over by the enemy!


Why a Co-operative model?

• No-one could agree on who should be the lead agency.

• All areas wanted equal say in the structure

• Local politics – six areas initially

• Trading or non-trading co-operatives


How was the Co-operative structured?

• Governed by a Board of Directors• Membership was restricted to MOW volunteers• Members were equal• Each area nominated a director and a sub-director to the Board.

These were the only members• Executive positions elected from the members


Central administration office in BegaGained Charitable and DGR statusOffered more service types

Social supportRespite Centre based day care Veterans Community Support Service

How did the Co-operative operate?


Was it a success?

• More or less – some teething problems• Each areas volunteers and delivery arrangements remained

unchanged• Administration (including the dreaded MDS) was responsibility of paid

staff• Other funding was granted• In 2001 the last 2 areas joined the Co-operative


What are the lessons?

• Stick to your mission or be prepared to adapt it• Don’t buy into the local politics – employ staff who don’t as well• Have a workable constitution• Ensure members are clear about the difference between governance

and service delivery• And the big one…


Which is…?

• Make sure the membership provisions can be reviewed• Make sure the membership provisions are flexible• Board originally had 12 positions and these were the only members.

By 2001 there were 14 directors.


Why would that cause problems…?

By 2003 some areas were not nominating directors due to • Lack of interest in governance – they just wanted to deliver meals in

their community• Lack of understanding or engagement with the other service types• Concerns about the liability conditions placed on directors• Other interests and members were ageing


Which meant that …

• The Board grew smaller, but not necessarily more effective• Increasing pressure was placed on the members who were more able

to understand governance and the service types• Changes to the membership structure became a priority• Identified officially as a matter of urgency in 2007 IMF


What has happened since IMF?

• Used representative and co-opting provisions in rules to attract more skilled directors - temporary

• Now have Board of 6 - 2 more resigned last year• Used HACC Transition funds to rewrite Co-operatives Rules to broaden

membership• New rules sent to NSW Fair Trading for approval. Then to be taken to

extraordinary general meeting for approval • Membership will be broadened to any and all of our volunteers – fee $2• Any BVMOW+ volunteer who contributes 5 hours p.a. can nominate or be

nominated to be a Director


In hindsight

• The rigid membership provisions very quickly got in the way of good governance

• More work should have been put into the structure of the Co-operative and the consequences of the limited membership

• Lack of understanding lead to lack of direction for staff but luckily no disasters.


• Now have income of <$900K (funding + fees)• Still proudly volunteer based service delivery• Meals funding now <40% of total funding• Looking at a business arm to augment funding• Board members have good understanding of our business, just need 2

more• Community understands service is Shire wide• Looking forward to the future

So where are we now?


For more information about co-operatives

• NSW, Victoria, Western Australia and South Australia have their own Co-operatives Federation or equivalent

• Co-operatives Australia is the peak body and has good resources for establishing a co-operative.

• Most State governments have models rules that can be adoptedFiona Scott 02 6492 0972

[email protected]

mailto:[email protected]

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@CareOptionsAU #BeingHome2025 From 8 warring tribes to seamless service delivery Or why a co-operative model worked for us