This paper describes a case study of the compliance and reporting requirements of Rumbalara Aboriginal Co-operative. It demonstrates that on top of the reporting overburden, incredible complexity is introduced when single organisations work across a range of health and community service sectors and consequently have to report in different ways, on different performance criteria, using different databases, for funding from different government programs. The irony is that while co-operatives aim to build their service delivery capability in order to implement holistic responses to individual and community need, reporting to funders appears to work against this.
The information contained on this website has been sourced by the Australian Indigenous Psychology Education Project (AIPEP) and AIPEP 2. The first AIPEP was funded by the Australian Government Office of Teaching and Learning. AIPEP 2 is part of the Transforming Indigenous Mental Health and Wellbeing Project, funded by the Million Minds Mission Grant. The views expressed in this website do not necessarily reflect the views of the Australian Government Office of Teaching and Learning or the Million Minds Mission Grant.
Several of the images used throughout this website are credited to Chris Lewis