We were really pleased to do that because the idea behind the Hub is such a good one – to make it easier for people to access the support they need from both the corporate sector and the community sector.
We were really pleased to do that because the idea behind the Hub is such a good one – to make it easier for people to access the support they need from both the corporate sector and the community sector. All of us glibly talk about the benefits of “no wrong door”, but sometimes it is just that: talk. The Hub will be a tangible demonstration that we can provide that door. And importantly, the pilot is with a group of people who stand to benefit enormously: women affected by family violence.
The Hub was developed in response to several issues impacting the lives of people who are struggling to make ends meet. First, we know many people are living in poverty: the 2020 ACOSS/UNSW Poverty and Inequality Partnership Report found there are 3.24 million people (13.6% of the population) living below the poverty line of 50% of median income. In dollar figures, the poverty line is $457 a week for a single adult; or $960 a week for a couple with two children.
Second, much of the assistance on offer from businesses and government isn’t claimed because people aren’t aware of what help is available. An estimated $12 billion in government benefits remains unclaimed each year (Mullainathan and Shafir 2013, Bhargave 2015, Gupta 2017) and 66% of people experiencing financial stress don’t know what support they’re eligible for (TCP Vulnerability Roundtable 2016). Other factors like mistrust towards service providers and feeling ashamed about seeking help also act as barriers.
Third, to access assistance people sometimes face an overwhelming maze of bureaucracy. Being required to re-tell their story multiple times, and sometimes to numerous staff members at various organisations, can inflict further trauma. The current corporate structure is one of silos within organisations and between organisations. Attempts to deal with sensitive issues across several departments and with no collaboration between companies is an inefficient way to provide support to people.
The Hub aims to remove these structural barriers for people experiencing vulnerability and connect them with the support they need.
The Hub aims to remove these structural barriers for people experiencing vulnerability and connect them with the support they need. It optimises communication pathways between a variety of organisations (community sector, service providers, banks, etc), and the individual customer or client. It is a wonderful example of innovation and how we can use technology as a force for good.
The individual experiencing vulnerability is at the centre of the Hub’s design. Throughout its development, the Advisory Committee and the co-design partner organisations considered the complexity of experiences of vulnerability, and how we could collaborate to alleviate some of the stresses facing people.
The individual experiencing vulnerability is at the centre of the Hub’s design. Throughout its development, the Advisory Committee and the co-design partner organisations considered the complexity of experiences of vulnerability, and how we could collaborate to alleviate some of the stresses facing people. Focussing on the individual is more important now than ever, as we grapple with the impacts of the COVID-19 pandemic.
My confidence in what the Hub is aiming to achieve is also based in the use of human-centred design and the cross-sector collaboration behind its development.
My confidence in what the Hub is aiming to achieve is also based in the use of human-centred design and the cross-sector collaboration behind its development. I am really proud that so many financial counselling organisations have participated in the co-design process including Financial Counselling Victoria, Uniting Vic Tas and other community groups.
Thank you also to the financial counselling organisations involved in the pilot, which will run from now until July 2022: Anglicare WA, Anglicare Victoria, Brotherhood of St Laurence, the Financial Counselling Network, The Salvation Army and WEstjustice. It is also encouraging to see the collaborative approach between the funding partners AGL, Commonwealth Bank, Sydney Water, Telstra, Transurban and Yarra Valley Water.
I first heard Ciara Sterling, the CEO of Thriving Communities Partnership talk about “one stop, one story” way back in 2014. It is fantastic to see it finally coming to fruition.
I first heard Ciara Sterling, the CEO of Thriving Communities Partnership talk about “one stop, one story” way back in 2014. It is fantastic to see it finally coming to fruition. So many people have worked so hard to make it happen, but I want to particularly acknowledge Ciara because without her vision, enthusiasm and ability to keep smiling and bring people along with her, we would not be here.
Congratulations to everyone involved.
Learn more about the One Stop One Story Hub pilot program.
