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Recommendation Number 134

That direct efforts and resources to support Aboriginal Employment

Strategy initiatives are implemented.

Project Manager – Executive Director – Corporate Services

Version:

Date Issued:

Prepared By:

TRIM File Number:

DCF.0063.0001.1072

Department of Children and Families

Board of Inquiry - Recommendation Number 134


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REVISION HISTORY

This is a managed document. For identification of amendments each page contains a release number and a page number. Changes will only be issued as complete replacement documents, covered by a release notice. Recipients must remove superseded versions from circulation.

Version Description of change Initiator Date

1.0 Development of Project Plan Strategic Reform and Accountability Team

13 January 2012

1.1 Update by Corporate Services Corporate Services 02 February 2012

1.2 Update by Corporate Services Corporate Services 20 March 2012

1.3 Timeframes and budget review Strategic Reform and Accountability Team

25 August 2012

Formatted Table

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ENDORSEMENT

Prepared: Date: /01 /2012

Approved

Executive Director – Corporate Services – Peter Boyce Date: /01 /2012

Approved

Senior Director – Strategic Reform and Accountability – Vlado Bandjak Date: /01 /2012

Approved

Chief Executive Officer – Clare Gardiner-Barnes Date: /01 /2012

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1. PROJECT DEFINITIONS

N/A

Glossary of Terms

Term Definition

2. PROJECT GOVERANCE

2.1.1. Project Management

2.1.1.1. Primary Area – Corporate Services

2.1.1.2. Secondary Area – Workforce Reform

2.1.2. Steering Committee

2.1.3. DCF Executive Leadership Group

2.1.4. Chief Executive

3. PROJECT SUMMARY

DCF will address this recommendation within the context of several other specific recommendations. The scope will be to more directly focus effort and resources to support Aboriginal employment within DCF to reflect the client base and delivery of services. This will include Recommendation 119 relating to Aboriginal Workforce Plan, Recommendation 39 reviewing the roles of Aboriginal Community Workers and Remote Family Community Workers, Recommendation 126 around the Learning and Development Framework, Recommendation 127 around career pathways and Recommendation 132 relating to supervision and the development for mechanism to develop cross cultural competence. Other recommendations not specifically workforce related will impact on this project, such as Recommendations 123, 124 and 135.

12 Month BOI Recommendations Report 18/10/11 Strategic Workforce Planning and Aboriginal and Torres Strait Islander Workforce Plan will address this recommendation. The DCF People Survey will inform workforce planning as will information from the wider NTPS staff survey. An Aboriginal and Torres Strait Islander Staff Forum was held in early 2011 to discuss workforce planning needs and key workforce issues impacting on them. DCF is participating in the DBE Indigenous Employment Program. The CDU MOU signed on 8 December 2012 includes provision for scholarships for Indigenous people and will incorporate scope to develop a pathways program that will articulate career pathways for Indigenous employees. A post graduate certificate in Remote Health (Child Protection) is being rolled out and a number of Indigenous staff are due to graduate - the 2012 cohort will cater for up to 10 funded places. DCF will also continue to participate in the whole of Government Indigenous Employment Program initiatives. A procurement process has commenced for the delivery of competencies from the Certificate III in Community Services to Remote Safe Places Staff. DCF also supports and participates in the Dept of Health's Stepping Up Program.

Planned for the next 6 months

Support ongoing Corporate programs that aim to increase Aboriginal employment.

Develop the Strategic Workforce Plans as outlined via Recommendation 119.

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4. BACKGROUND

The Board of Inquiry identified that a prerequisite for effective services for Aboriginal families and communities is that as much as is possible they are provided by, or with the support of Aboriginal people themselves. The Inquiry recommended that direct efforts and resources to support Aboriginal Employment Strategy initiatives are implemented. Public Reports 12 Month BOI Recommendations Report 18/10/11 Progress and outcomes to date Refer to Recommendation 119 which will also include a specific Aboriginal and Torres Strait Islander Workforce Plan. Consultation occurred with 135 Aboriginal and Torres Strait Islander staff at the Aboriginal and Torres Strait Islander Staff Forum regarding their workforce planning needs and the key workforce issues impacting has been undertaken. An action plan is being developed to address the key priorities and recommendations arising from the Forum as the basis for an Aboriginal and Torres Strait Islander Workforce Plan. DCF has created a number of positions specifically to participate in the Department of Business and Employment Indigenous Employment Program. (20% complete) December 2011 Child Protection External Monitoring and Reporting Committee Full Implementation Underway As part of the Strategic Planning process and as noted previously a Morale Survey is being conducted which will inform workforce planning as will information from the wider NTPS staff survey. An Aboriginal and Torres Strait Islander Staff Forum was held in early 2011 to discuss workforce planning needs and key workforce issues impacting on them. Specific Aboriginal and Torres Strait Islander Workforce Plan to be developed. DCF is participating in the DBE Indigenous Employment Program. The proposed CDU MOU includes provision for scholarships for Indigenous people. The proposed CDU MOU also includes scope to develop a pathways program that will articulate career pathways for Indigenous employees. A post graduate certificate in Remote Health (Child Protection) is being rolled out and a number of Indigenous staff are due to graduate. The 2012 cohort will cater for up to 10 funded places. DCF will also continue to participate in the whole of Government Indigenous Employment Program initiatives. A procurement process has commenced for the delivery of competencies from the Certificate III in Community Services to Remote Safe Places Staff. DCF also supports and participates in the Department of Health's Stepping Up Program".

5. PROJECT OBJECTIVE

5.1.1. BOI Recommendation Number 134

5.1.1.1. Urgency Number 2 Commenced by April 2012

5.1.1.2. Key Reform Area Linkages KRA Number 5 – Develop an Aboriginal and Torres Strait Islander strategic workforce plan. KRA Number 6 – Amend child protection legislation, policies, practices and accountability systems to be inclusive and reflective of Aboriginal culture and communities.

5.1.2. Linkages to other BOI Recommendations (if more than one)

See above

6. SCOPE DEFINITION

6.1. Desired Outcomes / Deliverables

Development of an Aboriginal Workforce Plan will support a number of specific initiatives that directly identify and prioritise specific initiatives to Aboriginal employment. This will include career pathways,

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providing a culturally safe workplace and allows the Aboriginal staff to equally participate in all aspects of the department’s business. DCF has currently exceeded the NTG target for indigenous employment but it will strive to increase participation to more accurately reflect its client base.

6.2. Inclusions All current Aboriginal staff

Potential pathways for employment of Aboriginal workforce within DCF such as graduates, VET students, NTG Indigenous Employment programs.

6.3. Exclusions None

6.4. Constraints Resources to support Aboriginal workforce training and development

Competing priorities around critical workforce areas especially relating to statutory child protection functions.

6.5. Assumptions Priority will be given across DCF to support strategy

There will be adequate engagement with external and internal stakeholders and particularly with Aboriginal Policy Group, Aboriginal Advisory Group, unions and current Aboriginal staff.

7. IMPACT TO BUSINESS PROCESSES

Organisational Unit Process Impacted Process Summary Document(s) to

be reviewed

Checked out of PSD Library ( )

Office of the Chief Executive

Strategic Reform & Accountability Team

Corporate Services Recruitment and selection model

HR policies and process considerations may be impacted upon

Learning and development requirements

Regional Services Workforce and service delivery modelling

Social Inclusion Policy & Program Development

Care and Protection Policy & Program Development

Strategic Policy & Performance

“Analysis has identified no impacts to the current business processes. If, during the lifecycle of the project, it is identified that there are impacts to certain business processes, this will be updated the Project Plan.”

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8. RELATED PROJECTS

Recommendation 119

9. SCHEDULE (SEE ATTACHMENTS A: SCHEDULE AND B: GANTT CHART)

9.1. Project Schedule Summary

See Attachment A: Schedule.

9.2. Project Task Summary

See Attachment B: Gantt Chart.

10. FINANCIAL

10.1. Budget

$130 000 is available in DCF Cost Centre 772851 (2011/12 budget) for the development of the strategic workforce plans. Noting that DCF will develop the strategic workforce plans internally, there is no associated breakdown of costs. Existing resources will also contribute to the project as and when required. Nil budget in 2012/13.

11. PROCUREMENT STRATEGY

Tender process completed

Estimated Procurement Value N/A

Procurement Strategy

(as per DCF Policy)

Required Approvals

Use of Existing Contract (?)

12. REPORTING

12.1. Department of Children and Families Projects Board Reports

An update will be provided to the Executive Leadership Group (Executive Director and Chief Financial Officer) at each milestone. In addition, ad hoc reports will be provided should there be any issues, developments or there is an urgency to report any matters between these update periods.

Project Team Meetings

Weekly project team meeting

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Fortnightly updates to Executive Director

12.2. Issues Log

An issues log will be maintained and distributed to relevant stakeholders, including the Strategic Workforce Planning Staff Reference Group, if and when required, to inform them of:

Any exceptions identified that look to break the set project tolerances as set out in Attachment E: Risk Management Assessment; and

Any issues identified and the activities undertaken to resolve them.

A copy of the working Issues Log can be found at: Corporate Services/ Workforce Reform SharePoint site (to be developed.)

13. STAKEHOLDERS

Role Descriptions – Key Stakeholders

Stakeholder Name, Position Department Interest

ELG Various DCF

Strategic Workforce Plans Staff Reference Group

Various DCF

Northern Territory Treasury

NT Treasury

Office of the Commissioner for Public Employment

OCPE

Relevant discipline groups within the Territory’s tertiary institutions and training organisations

N/A

NGO Children and Families Partnership Forum

N/A

Aboriginal and Torres Strait Islander organisations and employees, including the Aboriginal and Torres Strait Islander Child, Youth and Families Peak Body

Remote Services, DCF

Danyelle Bodaghi, Director, Remote Services

DCF Impact of strategic workforce plans on Remote Services.

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Stakeholder Name, Position Department Interest

Aboriginal Advisory Group

Jacqueline McCann, Chair, Aboriginal Advisory Group

DCF Impact of strategic workforce plans on Aboriginal and Torres Strait Islander staff.

DCF Learning Pathways Program

Jude Harrison, Senior Project Manager, DCF Learning Pathways Program, Learning and Development, Corporate Services, DCF

DCF Linkages between strategic workforce plans and DCF learning and development imperatives in general, and the Learning Pathways Program specifically.

Community Services and Health Industry Skills Council (CSHICS)

Media and Corporate Communications

Stephen Yates, A/Director

DCF Maximising project team’s communication with stakeholders during the development and implementation of the strategic workforce plans.

Shading indicates a major stakeholder.

14. PROJECT TEAM

Name Role Specialist skills

Foster Stavridis Project Team Leader

Key roles and responsibilities:

Lead and manage the development of the agency’s Strategic Workforce Strategy Plans. to ensure achievement of objectives and accountability requirements, including project completion, program reporting and evaluation

Overall accountability for the delivery of the projects

Wendy Moulds Senior Project Officer (SAO1), Workforce Reform, Corporate Services

Key roles and responsibilities:

Participate in the development of the agency’s Strategic Workforce Strategy Plans

Participate in significant projects, as necessary, across the agency’s responsibilities to support delivery of the agency’s Strategy Workforce Strategy

15. RISKS (SEE ATTACHMENT C: RISK MANAGEMENT ASSESSMENT)

The majority of risks to the successful development and implementation of the strategic workforce plans are related to:

a) lack of available, or access to, quantitative and qualitative data; and

b) poor stakeholder engagements.

DCF proposes to overcome these overarching risks by developing and implementing a communication strategy and specific stakeholder consultation frameworks, encouraging early stakeholder buy-in and marketing the significant value-add of the strategic workforce plans in helping DCF achieve its strategic and operational objectives. See Attachment E: Risk Management Assessment for further information.

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16. SWOT ANALYSIS (SEE ATTACHMENT D: SWOT ANALYSIS) See Attachment F: SWOT Analysis for further information.

17. ACCEPTANCE CRITERIA

All relevant Enterprise Architecture Process Summary Documents of the Project Plan, have been reviewed, updated and approved by the appropriate Manager, Director and Executive Director of the relevant area.

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18. ATTACHMENT A: SCHEDULE

Key Tasks / Milestones Responsible Division (incl. secondary)

Start Date DD/MM/YYYY

Finish Date DD/MM/YYYY

YTD Budget Allocation by Milestone

Review of roles of Aboriginal Community and Remote Family Workers Learning Pathways project. Significant work undertaken by Regional and Remote Services providing training for Aboriginal staff in remote and regional areas DCF will also address all obligations set out within NTPS indigenous employment framework which is the responsibility of OCPE. A framework for an Aboriginal and Torres Strait Islander Strategic Workforce Plan is to be developed.

See Project 39 See Project 119

February 2012 July 2012 Budget allocated to Recommendation 119

Footnote: As part of the Workforce Strategic Planning process a People Survey was conducted to assist in informing staff workforce needs/requirements. An Aboriginal and Torres Strait Islander Staff Forum was held in early 2011 to discuss workforce planning needs and key workforce issues. DCF is participating in a whole of government approach through the Indigenous Employment Program. A post graduate certificate in Remote Health (Child Protection) is being rolled out and a number of Indigenous staff are due to graduate. The 2012 cohort will cater for up to 10 funded places. A procurement process has commenced for the delivery of competencies from the Certificate III In Community Services to Remote Safe Places staff. DCF also supports and participates in the Department of Health’s Stepping Up Program.

Anticipated Expenditure 11/12

Total 2011/12 Allocation

Comment [c1]: Anticipated Completion Date Sep 12

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ATTACHMENT B: GANTT CHART (The below GANTT Chart is reflective of the work to be undertaken as part of BoI 119 and as such should inform this recommendation)

PROJECT STAGE FEBRUARY MARCH APRIL MAY JUNE JULY AUGUST SEPTEMBER

STAGE 1: Project Initiation

Develop project plan

Identify and select project team members

Develop a communication plan

Stage 2: Information Gathering

Stakeholder consultations

Undertake literature review

Undertake environmental scan

PIPS extraction

STAGE 3: Synthesis and Analysis

Determine data needs

Gap analysis

Forecasting

Analysis of HR data

Undertake workforce demand and supply analysis

STAGE 4: Project Finalisation

Draft plans

Stakeholder workshop

Finalise plans and implement

STAGE 5: Implementation, monitoring and evaluation

Develop an evaluation plan

Establish performance indicators

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19. ATTACHMENT C: RISK MANAGEMENT ASSESSMENT

No. Risk Likelihood Consequence Risk rating Plan/decision Responsibility

1 Aboriginal Strategic Workforce plan is not completed in time frame

Low Strategic Framework for mapping key initiatives around Aboriginal workforce will not be available

Medium Recommendation 119 has project plan which provides for completion of Strategic Workforce Plans.

Foster Stavridis

2 Pathways providing opportunities for current Aboriginal staff to advance career will not be available or will not be taken up

Medium Lack of clear pathways for Aboriginal staff to participate to their full potential.

High A project officer has been engaged as of January 2012 to develop a framework for pathways in critical workforce areas. Due to be completed by June 2012

Senior Manager Workforce Learning and Development.

3 Providing support, developmental and career pathways for Aboriginal staff in remote communities

Medium A large number of Aboriginal staff working in remote communities will not be engaged in supporting DCF to deliver key service objectives

High An initial step to more accurately identify the number of Aboriginal staff through an equal opportunity survey planned for February 2012 is underway.

Remote Services in conjunction with Learning and Development has brokered specially adapted training. Ongoing focus to provide support and developmental opportunities with Commonwealth funding identified for this purpose. Two HR/L&D positions will be established to address the complexities and difficulties of delivering support to staff in remote communities.

Director Remote Services, ED Corporate Services

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20. ATTACHMENT D: SWOT ANALYSIS

INTERNAL

E

XTE

RN

AL

Strengths

University engagement programs

Experienced and dedicated workforce

Good training program for new employees

Senior management is committed to workforce planning

Reform agenda and other related initiatives

Weaknesses

Shortage of professional child care workers

High turnover

Availability of suitably qualified cohorts

Geographic and competitive conditions

Quality and availability of data

Opportunities

Accessibility to professional jobs

Larger segment of young diverse professionals

Strong linkage of education/professional programs

Improved awareness of workforce learning and development programs

Increasing base of growing a local workforce

Greater ethnic diversity

Regionalisation

Engagement of the non government sector

Threats

Workforce mobility

The demand for workers in the field exceeds the supply of potential workers

Competition for skilled workers

Changing composition of the workforce

Shifting work patterns including demographics, diversity and outsourcing

Government influences – policies, laws and regulations affecting the work and workforce

Budgetary constraints

Northern Territory FTE staffing cap

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