Whole of Government ACCO Strategy

Plan
The ACCO Strategy sets the policy direction to support ACCOs through service commissioning and empower Aboriginal people in Western Australia to be able to access place-based, community-led and culturally secure services that are planned, designed and delivered by strong and sustainable ACCOs.
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The WA Government’s Aboriginal Empowerment Strategy and the National Agreement on Closing the Gap (National Agreement) commit the WA Government to increasing the proportion of services to Aboriginal people delivered by ACCOs, through sustained efforts in building strong ACCO sectors, and promoting ACCOs as preferred service providers to Aboriginal people.

The ACCO Strategy sets the policy direction to support ACCOs to take on delivery of services for Aboriginal people and empower Aboriginal people in Western Australia to be able to access place-based, community-led and culturally secure services that are planned, designed and delivered by strong and sustainable ACCOs. 

Strategy at a glance

The key rationale behind the ACCO Strategy is that when ACCOs are involved in planning, designing and delivering services, Aboriginal people are more likely to engage with those services and likely to experience better outcomes. This is because, ACCOs are accountable to their communities, Aboriginal people make the key decisions, ACCOs are connected to their local communities.

The ACCO Strategy outlines three objectives that support the WA Government’s commitments in the National Agreement and Aboriginal Empowerment Strategy:

  1. Greater involvement of ACCOs in planning and designing services
  2. ACCOs delivering more services to Aboriginal people
  3. Sustainability of ACCOs

It provides guidance on how to achieve these objectives through four focus areas:

Key focus areaStrategy Vision
1. Relationship between government agency and ACCO sector throughout the commissioning cycle
  • Government agencies know their ACCO sector well in accordance with their purpose and business.
  • Government agencies have relationships with ACCOs that are transparent, fair and open. 
2. Service planning and design at the start of the commissioning cycle
  • Services that primarily serve Aboriginal people are planned and designed in partnership with ACCOs.
  • Mainstream services that are used by Aboriginal people are planned and designed with ACCOs recognised as key stakeholders.
  • The resourcing implications for ACCOs’ involvement in service planning and design are recognised.
3. Strategic procurement and contracting within the commissioning cycle
  • ACCOs are prioritised in procurement as service providers to Aboriginal people.
  • Procurement strategies consider early engagement with ACCOs, contract un-bundling to reduce contract size, or allocated a dedicated proportion of funding to ACCOs.
  • Where there are ACCOs in the relevant place with capacity to provide a service, restricted tenders or direct approaches are used to ensure ACCOs deliver the service (consistent with the WA Procurement Rules and the Delivering Community Services in Partnership Policy.
  • Where partnerships between ACCOs are other providers are used, agencies ensure these partnerships are genuine.
4. Capability and capacity – in both service delivery and commissioning
  • Government agencies identify gaps in ACCO service capacity and, through strong relationships and engagement, identify how to support existing ACCOs or new ACCOs to fill the service gaps, and from National Sector Strengthening Plans for the priority sectors of Health, HousingDisability and Early Childhood Care and Development.
  • Government agencies incorporate capacity supports into the budgeting and planning for commissioning.
  • ACCOs have effective peak body representation, led by the Council of Aboriginal Services WA.
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