This section presents analysis of whether (and if so, how) changes to the model in 2020-21 and 2021-22 have improved NWAs’ focus and delivery of the specified outcomes and activities.

Composition of Alliances

The composition of the model was recently changed to strengthen focus on representation, particularly of under-represented groups. The changes involved adding an additional cohort Alliance representing women with disabilities and amalgamating two thematic Alliances relating to women's economic security. The addition of another cohort Alliance was generally viewed positively, with women with a disability an agreed upon gap in the earlier composition of the NWAs and general agreement on the importance of representing marginalised voices. However, differences remain between cohort and thematic Alliances, and there are variety of views on the advantages and disadvantages of both forms. The Alliance that resulted from the amalgamation of two thematic Alliances is very large, which was raised as a concern by multiple interviewees, both in terms of imbalances across Alliances and in terms of the ability to deliver across such broad themes.

The composition of the Alliances appears likely to be an enduring challenge within the model, and the women sector more broadly, in relation to whose and what views are represented. Existing differences in approach and interpretation are to be expected, given the broad range of views incorporated within ‘women’s voices’, and do not appear inhibitive to the program objectives.

The overall weighting of the current Alliance composition towards cohort Alliances is well suited to the program objective of representing women's views. However, as discussed in Section 1, there remain some underrepresented groups who could be better included in the model.

Grant management

Grant management procedures were changed in an attempt to enable better focus and delivery of NWA objectives. This included changes in the grant guidelines, grant administration, and performance evaluation frameworks to standardise ongoing reporting requirements. On paper, changes in grant management appear to improve the focus of the NWA model. However, in practice, these changes do not appear to be improving the delivery of specified outcomes and activities. Grant guidelines contain objectives relating to collaboration between Alliances and Government, but the relationship between Alliances and policymakers can appear more transactional than collaborative. The need to manage compliance with the grant guidelines appears likely to exacerbate this condition. The specificity of the activity work plans was described by some Alliances as constraining their ability to meet both member and OfW expectations. Some OfW personnel, on the other hand, considered the activity work plans overly flexible. The quantity of reporting requirements was described as overly burdensome by some of the Alliances and may not be optimising the efficiency of use of scarce resources within the model.

The new performance evaluation frameworks aimed to articulate a clear program objective, such that Alliances are to advocate for Australian women and collaborate with policymakers to inform Australian Government policies which impact women. However, there are varying interpretations of the program objectives that exist, even after this reiteration. As has been discussed, interpretations of the nature and meaning of advocacy, representation, and collaboration varied across interviews.

Changes to grant management introduced standardised planning and reporting templates that include key performance metrics. The four key performance metrics Alliances must report against are: i) grow a membership base of organisations and individuals, ii) work collaboratively with other Alliances, iii) consult with Australian women to identify issues, and iv) gather evidence and develop solutions to priority issues affecting Australian women.

There are benefits of standardised grant management from the perspective of the program funder. However, reporting burdens and a lack of feedback on reports was a common theme identified in interviews. Interviews revealed stress associated with reporting, the frequency and complexity of this, and the lack of feedback received after delivering a report. Current performance and reporting requirements were described by some Alliances as contributing to their work in a way that detracted rather than enabled their capacity to work towards the model objectives. In some cases, performance reporting was described as adding strain to Alliances’ already limited resources. In addition, these adaptations to reporting emphasise compliance rather than a collaborative relationship between Alliances and the OfW. This adds to broader relational tensions in the model as Alliances attempt to navigate reporting compliance while delivering the model objectives, to advocate for women and collaborate with policymakers.