Community partnerships to prevent AOD harm

The causes of AOD harm are complex and often cross the boundaries of any single group or organisation. Working with partners helps you:

• reach further into the community through other local networks
• draw on a wider range of skills, knowledge and experience
• bring in different perspectives and insights
• address the causes of AOD harm that one organisation can’t tackle alone
• make your activity more likely to succeed and create lasting change.

Partnerships in the Local Drug Action Team program

Every Local Drug Action Team (LDAT) is a partnership of local organisations working together on a Community Action Plan. We recommend no more than 5–7 partner organisations, because too many can make it hard to align expectations and contributions.

Existing LDATs are always looking for new partner organisations. Find out how to partner with an existing Local Drug Action Team.

What a strong partnership looks like

In South Australia, the Alexandrina LDAT runs the Milang Youth Hub through a partnership between Reclink, the Milang Old School House and Community Centre, and Alexandrina Council. Each partner brings its own networks and resources, which has helped the program attract more grants and donations. Read the Alexandrina Youth Hub story.

Good partners share your commitment to community-led action. They don’t need experience with AOD issues: they can bring other skills, networks and connections to the people you want to reach.

Ask the right questions

• Who else might be interested in this activity?
• Who understands and is connected to your target audience?
• What do you want to gain from a partnership?
• Who might be able to help you?
• What relationships are already in place? Can you build on existing partnerships, networks and alliances?
• Is anyone likely to make the activity difficult?
• Are there agencies, government and non-government organisations, liquor accords, businesses, youth groups or community members who might like to get involved?

If you’re not sure who is already working on an issue locally, consult your community first.

Who to approach

Use this list to brainstorm where your issue, target audience or activity overlaps with other groups’ interests. You may think of others to add.

Young people: student representative councils (SRCs) at local high schools; TAFEs and universities; youth workers; school principals; student services staff and school counsellors; community sporting clubs; youth employment organisations; community arts groups, such as music, dance and drama groups.

Health: primary health networks; community health services and primary care partnerships; hepatitis organisations; HIV and LGBTIQA+ health organisations; alcohol and other drug services; mental health services; pharmacies; needle and syringe programs; local health districts and services.

Priority groups: Aboriginal and Torres Strait Islander community groups and peak bodies; culturally and linguistically diverse (CALD) community groups; lesbian, gay, bisexual, trans and gender diverse, intersex, queer and asexual (LGBTIQA+) groups; disability support organisations; organisations that support regional and remote communities.

Older people: seniors groups; Men’s Sheds; Rotary and Lions clubs; neighbourhood houses and centres.

Police and justice: Police Citizens Youth Clubs (PCYC); police youth liaison officers; police community engagement officers; local area commanders; corrective services and parole officers; youth justice services; state and territory justice departments.

Local government: the mayor; youth development officers; community safety officers (where councils have them); community services officers.

Businesses and community groups: local businesses; chambers of commerce; church groups; school parent associations; welfare groups.

Volunteer organisations: Apex clubs; youth organisations; community housing associations; the Salvation Army; Mission Australia.

Government agencies: state and territory departments for sport and recreation, community services, housing and education; liquor regulators and local liquor accords; Services Australia (Centrelink) and employment services.

Look beyond your usual partners

Health centres, schools, universities and councils are obvious partners, but looking further lets a broader cross-section of the community take part. This matters most in regional, rural and remote communities, where options may be limited.

• Explore new partners you haven’t worked with before, such as organisations that build resilience in young people or strengthen community connection.
• Look beyond your local area to state, territory or national organisations, such as headspace, Beyond Blue and state justice departments.
• Consider working remotely with organisations in other communities.
• Consider partnering with a university or TAFE.

For example, a local chamber of commerce can offer insight into job opportunities for people at risk of AOD harm, and Police Citizens Youth Clubs are often well placed to support community prevention activities.

Start by contacting possible partners to see whether your goals and their work line up. This should be a two-way conversation: both sides need to find the partnership useful and workable. Talk to several options, because an early conversation may show that a partner isn’t the right fit.

Agree what each partner will do

Decide whether the partnership covers one part of your activity, such as access to your target audience, or ongoing work. Be clear about your expectations so each partner can judge whether they have the capacity to take part.

Put your partnership agreement in writing

A written agreement formalises the partnership and sets everyone up to work well together. It usually covers the partnership’s purpose and each partner’s roles and responsibilities, so everyone shares the same understanding. Agreements can take different forms, such as:

• an email confirmation
• a letter of agreement
• terms of reference
• a memorandum of understanding
• a contract.

Keep the structure simple

Once your partners are on board, you’re ready to plan your activity together. Some partnerships need a supporting structure, such as:

• an advisory group
• a working group
• a project team
• a management team.

Keep the administration, communication and decision-making as simple as you can.

Review how your partnership is working

Partnerships change over time, so review them regularly. You can check how yours is working through a partner survey or interviews.

When you reflect on the partnership, look at what you achieved together. Growth in partners’ confidence, and changes within partner organisations, are positive outcomes too.

VicHealth’s Partnerships Analysis Tool (PDF) can help you assess and strengthen a partnership.

Last reviewed: 29 October 2026