FSSI PROGRESS REPORT - Future Social
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FSSI PROGRESS REPORT JANUARY – JUNE 2020
Transcript of FSSI PROGRESS REPORT - Future Social
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.
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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.
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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:
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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
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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
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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
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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
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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).
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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.
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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
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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.
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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
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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.
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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
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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.
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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.
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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
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.
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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.
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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:
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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
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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
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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
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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
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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).
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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.
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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
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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.
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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
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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.
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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
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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.
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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.
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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.
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