FSSI PROGRESS REPORT JANUARY – JUNE 2020
Since mid-2019, FSSI has been refreshing its brand. In recognition
of FSSI’s important role as a connector between organisations and
systems, FSSI’s motto was expanded to ‘Listen, Learn, Lead, Link’.
FSSI has also incorporated new design elements that reference a
site-specific work by Aboriginal digital artist Aroha Groves,
‘Metaversal Dreaming No. 51 Re-Imagined’, which is situated in
Ngarara Place on RMIT’s City Campus. This artwork – which stands at
15.5m×8.8m – highlights the significance of place. These new
elements serve as a reminder for the FSSI Team and our stakeholders
that FSSI conducts its business on the unceded lands of the Woi
wurrung and Boon wurrung language groups of the eastern Kulin
Nation.
CONTENTS
Introduction 4
FSSI’s Contribution to Date 6
Scope of FSSI’s Work 8
Key Activities January – June 2020 9
Goal 1 – Co-design world-best education programs for the social
service sector 10
Goal 2 – Help train the workforce of the future 11
Goal 3 – Research emerging trends and opportunities in social
sector reform 13
Goal 4 – Empower not-for-profits 16
Governance and Engagement 18
Next steps 19
FSSI acknowledges the people of the Woi wurrung and Boon wurrung
language groups of the eastern Kulin Nation on whose unceded lands
we conduct our business. FSSI respectfully acknowledges their
Ancestors and Elders, past and present. FSSI also acknowledges the
Traditional Custodians and their Ancestors of the lands and waters
across Australia where we conduct our business.
1
Preamble: 2020 Operating Environment
States and countries around the world have implemented a range of
measures to curb the spread of Covid-19, including border
restrictions, closure of schools and businesses, and physical
distancing.
In May, the death of George Floyd at the hands of police in the
U.S. sparked worldwide protests against police brutality and deeply
ingrained systemic racism. In Australia, these protests have
highlighted Australia’s appalling record of institutional racism
and Aboriginal deaths in custody.
The combined effect of these crises and their impacts has been
devastating to so many within our community. At the time of
publication, over 2,000 Victorians have contracted Covid-19 and 20
have died. Many people have lost their homes, their jobs, and their
businesses. Many people are struggling with anxiety and other
mental health issues. Women and children are at greater risk of
family violence. Many people are isolated; unable to maintain
meaningful connections to family, friends and their
community.
In this context, it is hardly surprising that demand for the
critical services and supports provided by the social service
sector continues to grow rapidly. FSSI’s dialogue with the sector
confirms that some services are overwhelmed by growing community
need and that many Victorians are seeking out services for the
first time.
The social service sector has been transformed by the current
health, social and economic crisis. Since March 2020, service
providers have made significant changes in the way they respond to
community needs, including transitioning many services online. Many
social service practitioners are working from home and others have
had to find ways to deliver support ‘at a distance’. The sector is
also continuing to adapt to changes in the nature and scope of
demand for services, as Victoria continues on its path of
recovery.
FSSI has sought to respond to this rapidly evolving operating
environment in a practical and constructive way.
The FSSI Team began working remotely in mid-March (just prior to
the closure of RMIT’s Melbourne Campuses on March 23), immediately
collaborating with our partners to adapt existing programs and
projects for delivery in the new operating environment. This has
included working with teaching teams in RMIT’s School of Vocational
Design and Social Context to transition programs like the Advanced
Diploma of Community Sector Management – which is the core
qualification for the Higher Apprenticeships pilot project – to
online delivery.
FSSI’s flagship non-accredited program – the Leadership Intensive
Program – is also being redesigned as an online program with
delivery to three new cohorts due to commence in August. At the
same time, FSSI has been working closely with VCOSS and government
to support community service organisations, to ensure that they are
equipped to respond to community needs during this time of
disruption and uncertainty.
2020 has been a uniquely challenging year. As Australia responded
to yet another devastating bushfire season, exacerbated by the
effects of climate change, a deadly novel coronavirus, Covid-19,
escalated to a global pandemic.
2 FSSI PROGRESS REPORT JANUARY – JUNE 2020
Over the past four months, FSSI has aimed to strike a balance
between informing and supporting tactical responses in the early
stages of the pandemic, and working with VCOSS and other sector and
government leaders to identify and pursue research initiatives that
will help to drive
Listen. Learn.
Lead. Link.
the recovery of the social service sector over the longer term (see
Beyond Covid-19 Research Strategy, page 15). A great deal of work
lies ahead, and as we continue our mission to support the growth,
quality and adaptation of the social service sector, we will be
guided by our motto:
3
Introduction
FSSI’s location at the juncture of the social service sector, the
education and training sector and government has helped to position
the Institute as “a connector in a disjointed system”, in the words
of Victorian Disability Services Commissioner Arthur Rogers. In
2020, this role as a “connector” is more important than ever, as
the social service sector urgently grapples with providing high
quality services in the context of a global pandemic, with far
ranging health, social and economic impacts.
Since its establishment in 2016, FSSI has made a significant
contribution to the growth, quality and adaptation of the social
service sector. FSSI’s contribution has sought to address the
following key areas (Figure 2):
The social service sector remains Victoria’s and Australia’s
largest and fastest growing industry.1
FSSI
Figure 2
Area 1 More people in the workforce and improved workforce
retention to meet ever growing demand
Area 2 A diverse workforce that reflects the communities that it
serves, in the places where they are needed
Area 3 Workers that have knowledge, skills and capabilities to
deliver high quality, person-centred services
Area 4 Leadership equipped and enabled to navigate unprecedented
growth and transformation
Area 5 Insights and knowledge to inform, support and strengthen
sector growth and transformation to better respond to community
needs
Figure 1
1 Hayward, D. Richardson, A. Victoria’s Social Economy: Social
Opportunity, Economic Growth, September 2018
4 FSSI PROGRESS REPORT JANUARY – JUNE 2020
FSSI has supported workforce growth and retention through:
– Developing and piloting new educational approaches; training and
workforce development models, and improved pathways, including
traineeships and higher apprenticeships
– Developing, testing and evaluating models to improve students’
experiences of learning, including improved retention
– Translating impact-driven research to address the key drivers of
workforce attrition
FSSI has enhanced workforce quality through:
– Developing innovative new curriculum products to strengthen
service provision
– Developing frameworks, resources and approaches to enable the
sector to deconstruct silos and enable enhanced integration of
services, practice and education across vocational and higher
education
– Facilitating engagement between RMIT researchers, sector and
government to enable translation of impact-driven research
FSSI has enabled adaptation by:
– Upskilling sector leaders to effectively guide organisations
through a period of unprecedented change
– Generating data and insights to shape workforce development
initiatives
5
FSSI’s contribution to date
10 Knowledge Reviews to inform the 10-Year Community Services
Industry Plan
Identification of Six Key Research Areas for Beyond Covid-19
Research Strategy
99 scholarships offered to new entrants to sector, including
underrepresented communities
Research report on the importance and value of the Social
Economy
Intelligence
Supply
Emerging contribution to understanding of the role of disability
advocacy
Evidence base on the key drivers of student retention including
Return on Investment analysis
New educational pathways for diverse cohorts including:
– Marginalised youth (Community Traineeships, Innovative
Traineeships)
– Long term unemployed Victorians aged 50-65 (Reach, Train,
Employ)
– Contribution to the evidence base on strengthening leadership
capability
6 FSSI PROGRESS REPORT JANUARY – JUNE 2020
290+
111 scholarships offered to workers already employed in the
sector
Implementation and understanding of ‘investment approaches’ to
support student retention and workforce growth
Deepening understanding of feminist leadership practice in the
family violence sector
Responsive and curated curriculum models for non-accredited
training
Leadership capability uplift for 290+ sector leaders
Aggregated data set on social service workforce
Capability
Innovation
New high-quality industry- relevant core curriculum informed by
research and co-designed with Experts by Experience
Tripartite Partnership Model (FSSI, VCOSS and Government) to
support adaptation of community service organizations
Development and empowerment of students through participation in
evaluation and action research activities
Evidence base on the value and impact of partnership
approaches
7
Scope of FSSI’s Work
The Institute’s work extends well beyond the streams identified in
Keeping Our Sector Strong: Victoria’s Workforce Plan for the
NDIS.
KOSS deliverables
Leadership
under the NDIS Data
Pilot study with GoTAFE and MHV on mental health training
for aged care and community care staff
Reach, Train, Employ Project
disability in Glenorchy
Key Activities January – June 2020
This report covers activities funded over the January to June 2020
period under Keeping Our Sector Strong: Victoria’s Workforce Plan
for the NDIS, and intersecting or related activities funded by
other sources.
FSSI Goal Activity Related objectives – Keeping Our Sector Strong:
Victoria’s workforce plan for the NDIS
1. Building intelligence on workforce
trends
1. Co-design world-best education programs for social service
sector
1.1 Higher Apprenticeships for the social service sector
• • •
2.1 Student Support and Retention Program
• •
• • •
3. Research emerging trends and opportunities in social sector
reform
3.1 Evaluation of vocational training programs
• •
• • •
• • •
• •
• •
• •
Projects shown in bold text (2.1, 3.1, 3.4, 3.5) are core
activities primarily supported by Keeping Our Sector Strong funding
with additional funds contributed by RMIT. All other projects are
supported by other funding sources including investment by RMIT
(3.6, 4.2, 4.3) as well as funding from State Government and
Federal Government including Department of Health and Human
Services (2.2), Department of Education and Training (1.1; 1.2),
Department of Jobs, Precincts and Regions (3.3, 4.1) and the
Commonwealth Department of Social Services (3.2).
9
1.1 Higher Apprenticeships for the social service sector FSSI is
leading the development, piloting and evaluation of a Higher
Apprenticeships program for the social service sector. One of two
pilot schemes fully funded by the Victorian Government, Higher
Apprenticeships provide an upskilling pathway for existing workers
to develop skills and knowledge while still embedded in their
workplaces, to enable them to take on new challenges in their jobs
and careers. The pilot is being delivered in partnership with
RMIT’s School of Vocational Design and Social Context and seven
industry partners: BaptCare, erhma, Jewish Care, Life Without
Barriers, Scope, St John of God Accord and Villa Maria Catholic
Homes.
The Covid-19 pandemic has necessitated some changes in the design
and delivery of this program. As campus closures shifted abruptly
from a contingency to a reality for all post-secondary education
programs, the Project Team and teaching staff worked quickly to
move the curriculum for the Advanced Diploma of Community Sector
Management online, and put in place systems and processes to
support students and their employers.
The first cohort of Higher Apprentices commenced their studies in
April 2020, marked by an online launch featuring the Minister for
Training and Skills and for Higher Education, Gayle Tierney. FSSI
is undertaking an evaluation of the Higher Apprenticeships Project
that will help inform the development and implementation of the
program for the inaugural cohort as well as subsequent cohorts.
FSSI will continue to work with the School and industry partners to
develop, test and refine the Higher Apprenticeships model and embed
Higher Apprenticeships as a new career pathway for social service
managers.
1.2 Innovative Traineeship Program In the first half of 2020, FSSI
continued to work with VCOSS to develop a sustainable place-based
model to grow the social service workforce. The model is being
trialed in two locations – Gippsland and Western Melbourne – and
supports disability services organisations to recruit, train and
supervise trainees. As part of this program, trainees are employed
by host organisations and undertake a 12-month traineeship that
includes 2-4 days per week in the workplace, alongside accredited
training in the form of the Certificate III in Individual Support
(Disability). Supported by funding from the Department of Education
and Training, this program builds on the evidence base developed by
VCOSS and FSSI about how to effectively support diverse student
cohorts through to completion and includes additional support and
resources for trainees and their supervisors. As the partner
leading the evaluation of the Innovative Traineeship Program, FSSI
will consider systemic and organisational barriers and enablers
with a view to determining the portability and scalability of the
model.
Goal 1 Co-design world-best education programs for the social
service sector
Next steps
1.1 Continue to develop, implement and evaluate the Higher
Apprenticeships Pilot Project.
1.2 Continue to work with VCOSS on the development and
implementation of Innovative Traineeship Program, including a
formal evaluation of the program.
10 FSSI PROGRESS REPORT JANUARY – JUNE 2020
2.1 Student support and retention Since its establishment in 2016,
FSSI has been working to create opportunities and pathways for
people to become qualified and to join the social service
workforce. There has been a particular focus on supporting diverse
cohorts, including people who face barriers to training and
employment. FSSI has partnered with RMIT’s School of Vocational
Design and Social Context to provide additional support to students
based on their particular circumstances and needs. This
‘reinvestment approach’ is based on the hypothesis that small
additional funding will produce higher completion rates, a
hypothesis that is being explored in FSSI’s evaluation of
vocational education programs (see section 3.1). The additional
forms of support provided to cohorts have included:
– Practical assistance, e.g., loan of laptop, waiving amenity
fees
– Staff flexibility, e.g., assistance outside class, online
meetings, rescheduling placements, assignment extensions
– Environment for learning, e.g., making the most of students’
cultural experiences, reflective discussion (student-to-student
learning), additional literacy support
– Peer support, e.g., working in groups outside class, supporting
peer-to-peer emotional and practical supports (such as ride sharing
or home sharing)
– Referrals to and support in accessing other services, including
RMIT Student Support Services
Feedback from students indicates that the most important forms of
assistance have been supported placements organised by teaching
staff, and inclusive and accessible delivery approaches adopted by
teaching staff.
The delivery of additional support has tested normative frameworks
within the education and training system and raised questions
around some of the vocational education regulatory systems. Data
indicates, however, that the completion rates for cohorts provided
additional, tailored supports are consistently significantly higher
than those for similar courses. For example, the first cohort to
undertake the Certificate III in Individual Support (Ageing and
Disability) in 2017, which included five students with high support
needs, recorded a completion rate of 77 per cent; compared to a 33
per cent completion rate across all training providers in Victoria.
One of the most recent cohorts, a group of East African women
undertaking the same program, is due to finish soon and it is
likely that 19 out of 22 students will complete the program.
While FSSI’s initial focus was on providing scholarships, the
Institute pivoted to address growing the workforce in a range of
other ways after the introduction of Free TAFE meant a major
financial barrier to training was eliminated. The Higher
Apprenticeships Project (see 1.1), Innovative Traineeship Program
(see 1.2), Reach, Train, Employ Project (see 3.2) and Community
Traineeships Pilot Project (see 3.3) are all examples of new
pathways and models to grow the workforce that FSSI is helping to
design, implement and evaluate.
Goal 2 Help train the workforce of the future
11
2.2 Leadership Intensive Program In 2020, FSSI is running the
Leadership Intensive Program for the third straight year. This
Program – which is featured as Action 4.1 in Strengthening the
Foundations: First Rolling Action Plan 2019 - 2022 – is FSSI’s
flagship offering for developing leadership capability in the
social service sector and has been delivered to more than 250
senior leaders working in the family violence sector since
2018.
Sponsored by Family Safety Victoria in the Department of Health and
Human Services, the Leadership Intensive Program is designed to
support participants to further develop their leadership
capabilities to ensure that they are equipped to manage change in a
rapidly evolving context. Program content is developed in
consultation with participants, sector peak bodies and other
stakeholders to meet the needs of the target cohorts. In light of
changes to the operating environment, the 2020 program will be
delivered online to three cohorts (up to 75 participants). The
Program will be subject to a formal evaluation led by FSSI’s
Evaluation Team.
Building on the insights and relationships developed through the
Leadership Intensive Program in 2018, FSSI is delivering two
additional projects to support leadership.
– The Leadership Network Project is an extension of a project
undertaken in 2019 to provide past participants of the Leadership
Intensive Program with an opportunity to stay connected, continue
to reflect on how their leadership practice has changed, and share
ideas and resources related to innovative leadership practice.
Network members are able to connect via an online LinkedIn Group
and FSSI will also deliver several live-streamed events in 2020 for
Network members.
– In 2018, participants in the FSSI Leadership Intensives observed
that common assumptions about leadership often have gendered roots,
lying in formalised and male-dominated practices. These
participants felt more alignment with practices that challenged
oppression, incorporating reflective leadership practices drawn
from ‘adaptive’ and feminist principles and values. In 2020, FSSI
is undertaking an action research project to explore how leaders in
the family violence sector and the wider social service sector can
build organisational cultures of gender equity, respect and
non-violence. As part of this project, FSSI will hold discussions
with recognised leaders whose leadership practice reflects adaptive
and feminist approaches.
Next steps
2.1 Continue to work with RMIT’s School of Vocational Design and
Social Context to identify and implement strategies to support
student retention.
2.2 Deliver 2020 Leadership Intensive Program online to three
cohorts of leaders from the family violence sector.
12 FSSI PROGRESS REPORT JANUARY – JUNE 2020
3.1 Evaluation of vocational training programs FSSI’s evaluation
work spans multiple cohorts across a number of vocational education
programs, and will provide critical evidence and insights to
improve workforce growth.
FSSI is committed to widening the ‘entry gate’ for students, with
the aim of increasing workforce diversity and growing the sector.
To increase knowledge and understanding of diverse cohorts and
their learning experience, FSSI has developed tools to identify
barriers to undertaking and completing qualifications. This
evidence is critical to developing and implementing measures to
address these barriers. The tools developed enable comparisons
across a range of RMIT vocational education programs and include a
‘cost-benefit model’ (Figure 3) designed to demonstrate return on
investment.
FSSI continues to build evidence about how to transform the sector
through innovative training solutions that grow the social service
workforce and improve its quality. This evidence will be vital to
the recommendations we deliver to Keeping Our Sector Strong in
2021.
Goal 3 Research emerging trends and opportunities in social sector
reform
BENEFITS
COSTS
first aid
Increasing access: Auslan interpreters, ESL support, local
venue
Employment
13
3.2 Evaluation of Reach, Train, Employ Project In 2020, a
consortium of partners are working together to support people aged
50-65 to forge new careers as part of the social service workforce.
Led by Council of the Ageing (COTA), the consortium includes RMIT’s
School of Vocational Design and Social Context, Good Shepherd
Australia New Zealand and FSSI. Each partner brings something
unique to this project whether it’s delivering high quality
training, supporting participants to navigate the education system
or providing personalised coaching.
With the onset of the Covid-19 pandemic in early 2020, consortium
partners had to work together to quickly adapt for the new
environment, including exploring online delivery options. FSSI is
leading the evaluation of this project and is providing data and
insights to help improve the design and implementation of the
program in real time. As part of the evaluation, FSSI is looking at
the partnership itself – exploring partner organisations’ views and
experiences of the partnership approach. In this way, FSSI is
helping to build an understanding of the conditions for
partnerships that produce innovative and responsive programs.
3.3 Community Traineeships Pilot Project FSSI’s work to evaluate a
new model of traineeships for the community sector has continued in
2020. The Community Traineeships Pilot Project (CTPP) is supporting
young job seekers in Dandenong, Hume and Bendigo to undertake
traineeships in the community services sector, including a
nationally recognised vocational education program. As the partner
responsible for leading the evaluation, FSSI has convened an Action
Research Group (ARG) comprising program participants, who have
identified program strengths and opportunities for improvement.
Insights and findings identified through the ARG are fed back into
the program through the Project Management Group.
The first cohort of the trainees completed the program in May 2020
with a completion rate of 80 per cent; compared to around 40 per
cent for the same qualification undertaken without additional
support. While the evaluation is still ongoing, to date FSSI has
found that the support needs of trainees are diverse and these
needs are continuing to evolve with the transition of the training
program to online delivery. The evaluation will continue throughout
2020, taking into account the experiences and perspectives of two
additional cohorts of trainees, currently undertaking work and
study.
14 FSSI PROGRESS REPORT JANUARY – JUNE 2020
Next steps
3.1 Evaluation of FSSI Programs to continue in 2020.
3.2 Continue to implement the evaluation of the Reach, Train,
Employ Project to grow the evidence base on educational and
partnership approaches.
3.3 Continue to implement the evaluation of the Community
Traineeships Pilot Project.
3.4 PhD scholars to continue to progress projects in accordance
with agreed milestones and timelines.
3.5 Convene regular meetings of FSSI Fellows and Friends to inform
and drive FSSI’s research agenda.
3.6 Work with FSSI Fellows and Friends to identify and implement
research projects aligned to the Beyond Covid-19 Research
Strategy.
Figure 4
3.4 PhD scholarships FSSI’s PhD candidates continue to progress
their respective research projects and have met all required
milestones to date, as well as undertaking additional industry
engagement activities that are not typically part of a doctoral
program. The detailed findings produced through PhD projects have
implications for roles, tasks and quality of service delivery under
the NDIS, and also have implications in relation to balancing both
formal care provided by the workforce and family care. These
projects will contribute to understanding of service delivery,
workforce roles and training of the workforce.
Following the temporary closure of RMIT’s campuses due to Covid-19,
our scholars have been provided with a number of options to help
manage the impact of the pandemic on their planned research
activities. FSSI’s first PhD candidate, Elizabeth Hudson, took a
Leave of Absence, with her thesis now due to be submitted in
September.
3.5 FSSI Fellows and Friends Network In 2020, FSSI has expanded its
Fellows and Friends Network. The network now includes researchers
with expertise in vocational education, social work, management,
social policy, health, gender relations and feminist theory,
statistics, data analytics, planning, design and creative practice.
The Network has been meeting regularly since March and has had an
explicit focus on identifying issues and challenges faced by the
social service sector during the Covid-19 pandemic. The Fellows and
Friends provided vital input to the development of FSSI’s Beyond
Covid-19 Research Strategy (see section 3.6) and will be
instrumental in the development and delivery of research projects
aligned to the Strategy.
3.6 Beyond Covid-19 Research Strategy In response to the rapidly
changing environment, FSSI has been working with VCOSS, RMIT
research collaborators, government and other partners to refine its
research strategy to ensure that it addresses the challenges faced
by the sector and government post Covid-19, in meeting the changing
needs of the community. FSSI’s Beyond Covid-19 Research Strategy
seeks to translate reports and stories from the sector into
evidence, to inform policy reform, service re-design and practice
for the benefit of people who use services. The Strategy focuses on
the six key areas shown in Figure 4.
Workforce transformations
15
4.1 Working for Victoria The Working for Victoria Fund initiative,
funded by the Department of Jobs Precincts and Regions (DJPR) helps
Victorians, including people who have lost their jobs due to the
economic impacts of Covid-19, to find new work opportunities. At
the request of the Victorian Government, VCOSS assembled a
dedicated team to assist the community sector to engage with this
opportunity, including FSSI as a core partner. In the first phase
of this collaboration VCOSS and FSSI worked with community service
organisations, including specialist peak bodies, to develop
proposals that met the needs of employers and the sector. FSSI has
also been collaborating with DHHS in assisting with the provision
of specialised workforce insights and helping to identify training
needs. FSSI is continuing to work closely with DJPR, DHHS, DET,
VCOSS and Trades Hall to support organisations who are funded and
ensure positive experiences for workers – and encourage them to
stay in the sector.
4.2 FSSI network: Visiting experts With the introduction of
disability worker registration in Victoria, FSSI partnered with
Victoria’s Disability Services Commissioner in early 2020 to
sponsor a visit by representatives from the Northern Ireland Social
Care Council (NISCC) and Unison. Marian O’Rourke, Interim Director
for Regulation and Standards at NISCC, and Fidelma Carolan,
formerly a Regional Official at Unison, helped to lead the phased
implementation of the Register for Social Care Workers which was
rolled out over 2004 to 2017, and have played a key role in
ensuring that the regulatory system provided opportunities for
workers, and benefits for people who access services.
As part of their visit, Marian and Fidelma met with Minister for
Disability, Ageing and Carers and for Child Protection Luke
Donnellan, Disability Commissioners Dan Stubbs and Arthur Rogers,
as well as social service providers and practitioners,
representatives from peak and advocacy bodies, unions, government
officials, teachers and academics. FSSI is exploring a formal
partnership with NISCC to support our shared interests and
priorities and is planning a Roundtable of all stakeholders to take
forward learnings from the visit.
4.3 Workforce data and insights Charitable organisations form a
large and critical part of the social service sector, providing
vital services and supports to diverse communities across Victoria
and Australia. With reports that charitable giving could
dramatically decrease in the face of the economic shocks caused by
Covid-19, it is more important than ever to understand the vital
role that these organisations play in supporting our
community.
In Semester 1, FSSI and VCOSS commissioned students from the Master
of Analytics Program in RMIT’s School of Mathematics and Geospatial
Science to quantify the size and scope of charitable organisations
in Victoria. Building on VCOSS’s A growing industry: A snapshot of
Victoria’s community sector organisations, this Work Integrated
Learning (WIL) project explored data from the Australian Charities
and Not-For-Profit Commission’s (ACNC) Annual Information
Statements. FSSI and VCOSS are looking to extend this work to
include an analysis of 2018 data that was released in mid-June
2020.
Goal 4 Empower not-for-profits
Next steps
4.1 Continue to work with Government, VCOSS and community sector
organisations to support the effective rollout of the Working for
Victoria program.
4.2 Convene roundtable to take forward learnings from discussions
with visiting experts.
4.3 Work with VCOSS to extend analysis of 2018 data from the
Australian Charities and Not-For-Profit Commission’s (ACNC) Annual
Information Statements.
17
Governance and Engagement
As FSSI has matured, its engagement and governance model has been
streamlined and refocused to support the delivery of specific
initiatives. Where possible, FSSI has sought to engage with or
leverage existing, sector-led groups rather than creating
additional governance or advisory groups. For example, FSSI’s
Director Micaela Cronin is an active member of a number of formal
and informal sector advisory groups including:
– Human Services and Health Partnership Implementation Committee
(HSHPIC)
– HSHPIC COVID-19 Response Group
– COVID-19 Disability Taskforce
The relationship between FSSI and VCOSS has remained strong and
active through a range of mechanisms. The FSSI Work Plan is
presented to the VCOSS CEO annually, and members of the FSSI and
VCOSS Executive Teams provide input to strategy and planning
discussions of their respective organisations. FSSI and VCOSS team
members work closely together on a range of projects, and
information is shared via a mix of formal and informal channels,
including meetings, briefing papers and reports.
In 2017, FSSI was designated as one of RMIT’s Special Investment
Vehicles (SIV). FSSI is one of four SIVs, the others being the
Centre for Innovative Justice, Melbourne Innovation Districts and
RMIT Activator. Although each SIV has a different purpose and
remit, they all have a strong focus on partnership and they all act
as ‘disruptors’ in both the external and internal environment. Each
SIV has a Council Oversight Group (COG) which meets twice a year
to
review progress and plans, and to provide advice to the Executive
on strategic priorities. FSSI’s SIV COG is chaired by RMIT
Vice-Chancellor Martin Bean and includes RMIT Chancellor Dr Ziggy
Switkowski, RMIT Council Members Janet Latchford and Professor
Stephen Duckett, and Tom Bentley, Executive Director of RMIT’s
Policy, Strategy and Impact Portfolio. The FSSI SIV COG has
provided vital input to FSSI’s strategy and has also helped to
ensure consistently high levels of institutional support for FSSI
from across RMIT.
Major FSSI-led initiatives such as the NDIS Future Workforce
Capability Initiative and the Higher Apprenticeships Project have
been supported and overseen by project management groups comprising
experts from the sector, RMIT and FSSI. Members of FSSI’s Executive
Team have also served on a number of internal and external activity
or project-based groups including:
– DET’s Network of Disability Excellence Project Reference
Group
– Design and Creative Practice Enabling Capability Platform
– RMIT Social Change Enabling Capability Platform Executive
– Policy, Strategy and Impact Portfolio Ngulu Reconciliation
Committee
In the early years of FSSI operations, its strategy and activities
were overseen by the FSSI Board, and Advisory Committees were
convened to provide input into FSSI’s work.
18 FSSI PROGRESS REPORT JANUARY – JUNE 2020
Next steps
FSSI Goal Activity Next Steps
Goal 1 Co-design world-best education programs for the social
service sector
1.1 Higher Apprenticeships for the social service sector
Continue to develop and implement the Higher Apprenticeships Pilot
Project, including a formal evaluation of the project.
1.2 Innovative Traineeships Program Continue to work with VCOSS on
the development and implementation of Innovative Traineeship
Program, including a formal evaluation of the program.
Goal 2 Help train the workforce of the future
2.1 Student Support Program Continue to work with RMIT’s School of
Vocational Design and Social Context to identify and implement
strategies to support student retention.
2.2 Leadership Intensive Program Deliver 2020 Leadership Intensive
Program online to three cohorts of leaders from the family violence
sector.
Goal 3 Research emerging trends and opportunities in social sector
reform
3.1 Evaluation of vocational training programs
Evaluation of FSSI Programs to continue in 2020.
3.2 Evaluation of the Reach, Train, Employ Project
Continue to implement the evaluation of the Reach, Train, Employ
Project to grow the evidence base on educational and partnership
approaches.
3.3 Evaluation of Community Traineeships Pilot Project
Continue to implement the evaluation of the Community Traineeships
Pilot Project.
3.4 PhD scholarships PhD scholars to continue to progress projects
in accordance with agreed milestones and timelines.
3.5 FSSI Fellows and Friends Network
Convene regular meetings of FSSI Fellows and Friends to inform and
drive FSSI’s research agenda.
3.6 Beyond Covid-19 Research Strategy
Work with FSSI Fellows and Friends to identify and implement
research projects aligned to the Beyond Covid-19 Research
Strategy.
Goal 4 Empower not-for-profits
4.1 Working for Victoria Continue to work with Government, VCOSS
and community sector organisations to coordinate and streamline the
rollout of the Working for Victoria program.
4.2 FSSI Network: Visiting Experts Convene Roundtable to take
forward learnings from discussions with Visiting Experts.
4.3 Workforce Data and Insights Work with VCOSS to extend analysis
of 2018 data from the Australian Charities and Not-For-Profit
Commission’s (ACNC) Annual Information Statements.
@FutureSocialAU
@FutureSocialAU
futuresocialau
[email protected]
futuresocial.org
FSSI Building 98 RMIT University, 102-104 Victoria Street Carlton
Vic 3053