 Thank you very much. So far today we've heard the big picture and I've been absolutely fascinated in hearing it because what I need to talk about now is the practicalities, what we're actually doing. What I want you to think about as I go through the practicalities is does that resonate against the big picture that you've heard? Are the things that we're proposing to do, do they sound like the sorts of things that are going to go some way to helping you as organisations, you as leaders in the sector, address the future that you find in front of you. In putting together this program we've tried very hard, as Natalie has said, to listen to what the issues are that the community sector is facing. The community sector reform advisory group, many of whom are here today, work very, very closely with us and we wouldn't be here at all without their contribution. Many of the ideas came directly from them. One of the things that we realised is that we needed to focus on the issues that were common across the broadest range of the sector possibly. That meant we ended up focusing on issues that related to the leaders of organisations, the problems that leaders faced in organisations, the challenges that they had and we're of the view that they were pretty much common across the sector. When we started the NDIS was still an idea. Now that it's nearly here, it doesn't change anything in what we're doing but it certainly speeds the thinking up and speeds the urgency up. As Minister Barr said at the start, we ended up with five modules. This seminar today has been as part of not just the launch of the program but it's also been the first of those modules around sustainability, organisational sustainability and strategic risk. You've heard some of the issues around both of those today. We expect that we'll run events over the next 18 months that will continue to go to that issue. Sustainability of organisations and the things in there that are important. You heard Natalie just a minute ago talk about the importance of mission. Every one of the speakers today has talked about the importance of mission and as far as the sustainability and strategic risk module is concerned, then mission is at the heart of it and organisations understanding their missions and then how they interpret that, how they manifest it on the ground against the challenges that they're facing is going to be the core of that program. You also heard about another module which we actually started delivering in October because the demand was there for it immediately and that's the governance and financial management initiative. It goes to some of the issues that I remember seeing on one of David's slides about measurement, about pricing and those sorts of issues. It's a package that has comprised about $20,000 that is being delivered by a panel of providers, some of them are here today and it's available to organisations in the community sector to help them focus on those things. The governance of the organisation, the financial management, the financial issues, the business planning and what might need to change in any of those areas given the challenges that are coming. Again, depending on what part of the sector you might come from, the challenges will be slightly different but challenges there will be and the program that was designed was designed to be flexible enough to be focused on the issues of individual organisations and not just be a template that you do one of these, one of these and one of these, so to speak. The first 20 of those have been awarded and most of them have already been delivered. There's a handful more and as Natalie said, we've had tremendous response from those of you who have participated in it. One doesn't always get tremendous response when one's in government and running a program and so we've been delighted that it does seem to have met its mark and much and all as I would like to, I can't take the credit for that. I think the credit for that belongs to the many, many people who were involved in tying that program to the actual issues that organisations face, that's where the credit belongs. You heard Gillian Paul when she was talking about sector development for the NDIS, you heard her talk about the same program, Governments and Financial Management Initiative and through the funding provided by the Commonwealth Government, that same program has now been extended to another 40 odd organisations will have access to it. It's exactly the same as the one that we launched in October. The primary difference being is that this next tranche is focused on organisations that are currently delivering services in the disability area or who are working towards delivering services in the disability area for a post NDIS world. So there is a what we call a show and tell next Monday and advice has already gone out on that and I expect that there will be more advice coming out on it. The show and tell is essentially an opportunity for you as organisational leaders and I recommend that you come and not just yourself but bring the people who are most central to you working forward on the direction of your organisation. It might be members of your board, it might be your chief financial person or your chief operational person. They're the sort of people that should come and it's an opportunity to meet the panel. What will happen is that the panel members will talk about how they do their role, how they are carrying out the program and that gives you an opportunity to see which of these panel members sounds like the sort of organisation that I would like to work with. Our experience is that in the previous one is that they spread across different organisations, want to work with different members of the panel and I expect this time will be the same. And the only other thing I'll say about it is that you can expect a tremendous experience if the first tranche was anything to go by. That's two of the five modules that we're doing. I'll now move to the next one. Okay, that's collaboration and strategic alliances. This is the next one that we're going to actually deliver and the first will be later in April, the first element of that. And before we get into it a little bit more, this one again was driven by what we were hearing from the sector and to my mind, but maybe I'm just looking for the things that resonated with me, I was hearing similar things coming out in some of the speakers today. Essentially it's about mission and it's about collaboration. Our view is that the community sector and not just our view, I mean our collective view, including you, is that collaboration and working together is something that the community sector holds is a very important thing, but doesn't necessarily have the experience working together both with itself and with us that is going to be so vital when it comes to the blueprint down the track, when it comes to meeting the challenges that are coming. So we've got a whole module that will focus on that. It will start with a workshop that will look at the different aspects, if you like, of collaboration. Collaboration is quite a fat word, but within collaboration are things like organisations working together on service delivery. That's one form of collaboration. Different organisations working together on service delivery. Another form of collaboration might be organisations that are sharing back of office functions as a means of reducing their overheads, but for other purposes they may appear to be separate and distinct. So there's collaboration around fundraising, there's collaboration against many, many different forms of collaboration. There's organisations that are merging together and there's been a number of those in the sector over the last couple of years and we wouldn't be surprised to see more. As far as this module is concerned, that's simply another form of collaboration and is just as valid as any of the others. So the way this module works is we'll have that first workshop that will explore the different facets of collaboration. Then what we want to do is develop communities of interest. So we want to, the organisations that are interested in one form of collaboration versus another, we want to see them come together. Our role as a catalyst is to find sources of expertise and advice that we can match with. So if there's a group of people who are interested in back of office working together on sharing back of office, then where's the expertise that we can bring together with that group to explore that? If they're interested in working together on service delivery, where's the expertise that we can bring together for that and so on. And the module from there will go in a series of self-directed sessions, if you like, with those groups of interest until they reach a logical conclusion, which will either be they will come together and collaborate in some way or, having explored it, they'll decide not to. It's not for us to say what the answer should be, just that here's the opportunity to work through different aspects of collaboration and decide which of those might be right for you. One of the modules that came out of the program was working with government. I don't know if that's the next one. Sorry, I've mucked you up there a little bit, but that's okay. The little starburst you saw in that last slide we took from Skyfire as, and we thought it was a nice way of representing groups of people coming together and working and then reforming and working again. Working with government. Again, that's something you've heard about today. You've heard Minister Barr, you've heard David Crosby and others talk about the realities for government from a financial perspective into the future. Fine. That's all true, but that doesn't mean that government is going away. It doesn't mean that even in our more constrained future that we won't still be here and we won't still be working with you and that we won't still need you as partners to deliver the outcomes that we are all sharing. So essentially the program that we're looking at there is got three strands to it. So the first strand you can see at the top, two parts to it. One of it is understanding government and some people in the sector have lots of experience in government. They probably don't need this, but there are plenty of others who've never worked in government and it's, we believed and the working group believed that it would be advantageous for them to understand the sorts of issues that occupy us. You heard Natalie earlier talk about fitting the development of the blueprint in with the budget cycle. If you don't understand the budget cycle, if you don't understand when decisions are made, then you won't have a sense of when it is the right time to talk to the government about something. If you don't understand that if you write to a minister, that the minister will send the letter to someone like me who will write the response, then it's not a bad thing, it's a very good thing in fact, but if you don't understand that then you're at a disadvantage. So one part of the program is about understanding government. The other part is making sure that we understand the sector better and we saw this as a series of sessions that could be run once every six months or once every year that provide an opportunity to look at each other's world and then come together at the end of that session and share something. The next module is an extension of this concept of working with government. We call this undiscovered country because we think there is a fair bit of undiscovered country between the two of us. This is one where it'll take a little bit of time to put the practical details in place. So this component won't be starting for a few months yet, but essentially what we're looking at is the opportunity to provide practical experience for people in the sector of our world and vice versa. I know one of the most useful experiences in my career as a public servant was the opportunity to go and work in a private sector organisation for six months. That was tremendous. I learned a lot that I was able to bring back into government and to take forward. So I'm not saying that this is a six month program of secondments but we are looking at ways in which we can share that understanding in a deep and practical way for the mutual benefit of all of us. The last component is the one that you heard Natalie talk about. We think that Minister Barr and the government introduced some reforms around contracting, procurement and reporting in December. They're quite significant. They will make a real change to the way we do things and in turn that will flow through the system to a real change in the way you do things with the most immediate benefit of that being a reduction of the impact of the relationship with the government on you. In other words the underlying model is that if you were to have as many resources as possible to deliver and put towards the outcome then we should be consuming as few of those as we possibly can commensurate with good governance but we should be consuming as few as possible. So the reforms that the government implemented and a note went out earlier this year about those but those reforms are designed to have a reduction in our impact on you in an administrative sense. If they don't tell us, but that said I'm very very confident that they will have a positive impact. We again sitting in a government sitting behind a government computer it's very easy to think well this would work you know that seems sensible let's just do it like that yep yep that meets all my requirements and out it goes and everyone has to do it that way. Because I have little confidence in my ability to do that very easily then as Natalie said and as we discussed in the community sector reform advisory group on Thursday we're looking at a group of people with operational experience operational experience on your side of the fence of dealing with government to look at the proposals before they actually get implemented. In other words it might seem sensible to do it in such and such a way but we might have missed something obvious or there might have been a clever way to do it so it doesn't cost very much in time or effort to ask those questions but it does cost a great deal in time or effort to change a process once it's gone in and I'd much rather spend a little bit longer in road testing the concepts and making sure we get them right rather than just jump straight in. So that's what doing some work together means that means using a practical example of some reforms that were developed initially through working together and now we'll implement that in the next couple of weeks and then we'll start getting your views as well. Finally the last module of the program is one on tendering and procuring, tendering and procurement. This one again breaks into two components. It's into components because there was a lot of discussion about the relationship between the sector and the government when it comes to procuring and I'll come back to that and there was a lot of discussion about what it means on your side of the fence so we saw the light and we split it into two. On your side tendering and procurement that module will go back to the thing that we've talked about many times today and that's mission and feedback that we got from lots of organisations lots of and by organisations I don't know, organisations that are in the business of delivering services and being funded for those services or paid for those services and it kept coming back to mission. In other words the message we were getting was don't take on a program if it's not core to your mission because it will just hurt you in the long run. That's as much a commercial perspective as a community sector perspective so there's a lot of discussion between funding opportunities if you like on programs that are being funded by the government and mission and around issues around the and it won't be delivered by me because I'm not the right person but there will be people with expertise in doing precisely this that will talk about the decisions that they go through when they decide should they go through it. Is it within our mission to do that yes or no? Is this new opportunity a legitimate area for development for our business and our strategic plan has already identified it or no? Are we being opportunistic or are we being true to our mission? So we'll look at those sorts of issues from the perspective of people who have to make those decisions every day. That's the procurement of the government for by the government of services. You've heard that we're shifting to a more outcome focus and that's not going to change but there will always be procurement and for a very long time I assume depending on whether the NDIS experiment is successful and but certainly for the foreseeable future we're anticipating that there will be procurement and the feedback we were getting from you in the sector was that it is important that you understood how we did our procurement and it is the revised improved procurement that we're talking about for this module so that you understand why and how governments make their decisions that they make about procurement might still be a mystery at the end of it but if it's less of a mystery it will have served its purpose. So in essence five modules designed to address the sorts of things that we heard from you in the sector as being important. Five modules that we felt and we certainly hope resonated with the issues that leaders of organisations have to face as they go forward into a world of significantly more challenges than have been in the past. Five modules that we think will run for the next 18 months or so and I should say five modules that come from the co-development or the contribution that community sector organisations have made. So when I'm asked over time what did we get from the 0.34 contribution that we made well what we've been talking about today is some but not all of what you're getting from that investment because it's not a contribution it's an investment by you in things that we hope are important to you and that prove to be important to you and that's it. Now there's one other thing to say and that is I put around a little card earlier what I'd like you to do is to have a look at that card and just let us know maybe by writing one to five which of those are the most important to you in terms of priority that will just help us with our timing for some elements and for staging things so since we had you all here we couldn't resist getting some direct and immediate feedback I think there's a table there that's short. Thank you. I'm happy to answer questions of course. Given a great outline of some of the things that are to come ahead in terms of building that capacity I can see some hands going up already so just to recap the task at hand is labelling the modules from one to five to help these guys in the process of prioritisation and sequencing to be working with you to meet the most urgent needs and they'll be collected from the tables. I did see some questions already so there's one over here to start with. Thanks Robert. Just a question about who can attend are there two or three members from each organisation or just one or how many people can we have participating in the modules? There's no absolute restriction well sorry I'll come at that another way there will ultimately be an absolute restriction depending on and if you thought that was a neat 360 then it may well have been. So what we intend to do is to do something similar to what we did for the Governance of Financial Management Initiative and have done for a couple of other things so we want it to be as open as possible for the people that benefit. There are some things that have been first in best dressed on the basis that we thought that would best meet the demand. Other things we'll say this is going to work best if we have the decision makers there. There might be three for an organisation I have no problem with that but it might different ones might have different mixes but as we go out we'll talk about that. So for example if a lot of people are interested in collaboration then if that means we have to get additional maybe split a working group into two then we'd look at doing that so that more can participate. So I haven't got a firm answer other than that eventually you do reach a limit but we want it to get to the people who make decisions in particular we think that's who will benefit most.