Human Services Blueprint - Technical Specifications€¦ · Blueprint Design. The Blueprint is an...

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Transcript of Human Services Blueprint - Technical Specifications€¦ · Blueprint Design. The Blueprint is an...

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HUMAN SERVICES BLUEPRINT

TECHNICAL SPECIFICATIONS

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© Australian Capital Territory, Canberra, May 2014

Human Services Blueprint Technical Specifications

ISBN: 978–0–9752447–2–2

The Human Services Blueprint is an across Government and community sector project,

endorsed by the ACT Government and informed by broader community engagement.

The Technical Specifications is one of three documents in the Blueprint suite of documents.

The Human Services Blueprint Technical Specifications should be read in conjunction with

the Human Services Blueprint and the Human Services Blueprint Consultation Report.

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EXECUTIVE SUMMARY

A cohesive human services system for the ACT

The Human Services Blueprint (Blueprint) represents a redesign of the responses available

to people and families, in situations where their resilience, and capacity to participate in

social and economic life, is challenged by vulnerability or adversity.

The ACT Human Services System (human services system) aims to develop the capacity

of people and communities to enable their full participation in a strong and healthy

community. The human services system also intends to support people in appropriate

ways—from providing a universal access model, to more targeted early intervention and

prevention services, to provide an intensive service offer where required—and to do so in

an integrated and cohesive way so that it is simple to understand, access and navigate.

The role of the human services system is to listen, learn and adapt to the changing needs

of our community, making progressive change towards a person-centred, cohesive and

sustainable system.

Under the human services system, each stakeholder has a responsibility to align decision

making with the vision and purpose of the human services system, and to respond as

part of the human services system to build the capacity of people and communities.

This includes having the capability to identify and connect people with the supports

they need, when they need them.

Human ServicesSystem

Operations

Education Health

Community Justice

Leadership & Governance

Learning &Development

Control & Co-ordination

People incommunities

Operations

HumanServicesSystem

HumanServicesSystem

Leadership & Governance

Learning &Development

Control & Co-ordination

Operations Cycle R

epea

ts

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The Blueprint, therefore, provides a framework for all systems (health, education,

justice and community) to work in alliance as the human services system to deliver

person-centred, high-quality outcomes-focused responses.

Blueprint Design

The Blueprint is an outcome of Phase 1 of the Blueprint project. The Blueprint was

developed using a collaborative, community engagement, design process.

The purpose of Phase 1 was to describe a cohesive, person-centred and sustainable

human services system for the Australian Capital Territory (ACT), and a map of how

to get there.

The process to develop the Blueprint involved high-level ministerial endorsement and

joint community-government leadership. Advice was developed by a group of community

and government stakeholders whose shared ideas were tested and refined with broader

community engagement outcomes.

Consultation and engagement undertaken to develop the Blueprint identified that

people wanted better, equitable, services that built on the strengths of existing

programs, with less wait times and a more personal touch. These themes are captured

in the values and principles which will be used to guide decision making related to the

human services system.

The result of this design process was the development of a Blueprint which sets

out the vision and purpose of a human services system, with values and principles

to guide decision making. It includes system design elements and a realisation

pathway to implement and operationalise a cohesive human services system that

is person-centred and sustainable.

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Blueprint Architecture

The Blueprint architecture has three parts: Context; System Design and Outcomes.

CONTEXTEnvironment/community within which the service will operate

STAKEHOLDER NEEDS & EXPECTATIONS

FUNCTIONS

VISION & PURPOSE

PROCESS

STRUCTURE

OUTCOMES & PERFORMANCE MEASURES

The Context describes the environmental and community circumstances and stakeholder

needs and expectations within which the system operates.

The System Design is made up of vision and purpose, functions, structure and processes.

Together these provide a description of the Blueprint—all the elements that need to be in

place if the needs and expectations of key stakeholders are to be met.

The Outcomes are the results that emerge from the system. If effective, the outcomes will

positively change both the context within which the system operates and the needs and

expectations of those who have a stake in and/or interact with the system.

Context

The ACT enjoys a great degree of relative advantage, with disadvantage located amongst

relatively affluent communities. Many Canberra suburbs have high numbers of both the

most, and the least, disadvantaged individuals.

The development of the Blueprint responds to the desire to have improved, more efficient

and effective services in order to respond to changing contexts such as an ageing

population, national reforms including the National Disability Insurance Scheme, and

financial constraints.

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By having an integrated system that captures and shares information, and listens and

learns from the experience of people and the community, it may better understand and

adapt to the dynamic needs of our evolving community. Further, governments and other

organisations will be in a better position to appropriately design and target services,

policies and programs to meet individual and community needs.

System Design

Vision and Purpose (page 22)

The Blueprint articulates the following shared vision for the human services system,

which is supported by and encapsulates the values and principles.

All Canberrans have the capability to fully participate in strong, healthy and inclusive

communities and are enabled by a cohesive human services system that is:

• Person-centred, strengths-based and focused on achieving positive outcomes

and services

• Simple to understand, access and navigate

• Adaptive to evolving changes, needs and knowledge

• Viable and sustainable, leveraging resources across the system to respond to current,

emerging and future demand

• Working in collaboration and partnership across the system.

The Vision is supported by a purpose that articulates what needs to happen for the human

services system to achieve its goals. The purpose sets out the human services system’s

primary objectives against which performance to achieve the vision are measured.

By working cohesively, the purpose of the human services system is to develop the

capability of people and communities to enable their full participation in a strong, healthy

and inclusive community by:

• Improving the experience of people who interact with the system

• Improving the outcomes of people of the ACT

• Maximising the effective use of all resources in the system.

Functions (pages 27–30)

The human services system has two main aims to deliver in order to meet the needs and

expectations of the community. Its main functions are to develop capacity and integrate

the delivery of responses.

Capacity development includes building the capacity of:

• Individuals and families to participate in strong and healthy communities

• Communities to identify and respond early to emerging issues that affect

people’s participation

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• The human services system to meet current and future needs and deliver better,

person-centred outcomes.

Integrated delivery of responses includes:

• Providing responses that are simple to access and navigate

• Agencies working together to provide responses, linking people to the supports

they need, when they need them to prevent escalation

• Offering tailored supports, and responding to crisis and/or complexity in a timely

and effective manner.

Structure (pages 31–34)

The human services system needs to have core elements in place to have the capacity

to meet and deliver the above functions and be viable over the longer term.

The graphic below depicts the Structure the human services system must have in place

for it to be cohesive, person-centred and sustainable.

Leadership & Governance

Learning& Development

Control & Coordination

People in Communities

Operations

Leadership

Learning

ControlOperations

Leadership

Learning

ControlOperations

Leadership

Learning

ControlOperations

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Structure Description

Leadership and Governance Create a clear sense of authorisation and direction and

effective policy in place to support that direction

Learning and Development Construct an adaptable and innovative system that

has an ongoing understanding of changing needs and

circumstances and capacity to respond to change

Control and Coordination Managing and coordinating the core services delivered

to individuals, along with monitoring and evaluating their

performance (including top down and bottom up controls)

Operations System activities that enable the system purpose to be

achieved

Processes (pages 35–38)

The processes describe how the functions will be delivered and set out the capabilities

needed to deliver them. Processes either support capacity development for people,

communities and the system as a whole, or support integrated service delivery.

For example, to deliver the structures:

• Leadership and Governance need high-level oversight processes

• Learning and Development need evaluation and improvement processes

• Control and Coordination need policy and funding processes

• Operations need implementation processes.

Individual elements are further outlined in the table on pages 37–38.

Outcomes

To evaluate the human services system performance to achieve its vision, a Triple Aim

has been developed. The Triple Aim intends to measure the progressive development

and realisation of the Blueprint, and simultaneously measure:

• Individual: Improved experiences for those interacting with the human services

system, including access, quality, reliability, and continuity

• Population: Improved capability of individuals and families to participate fully

in strong and healthy communities

• System: Effective use of available human and financial resources.

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Realisation Pathway

Change will not happen overnight.

The Blueprint puts in place a framework to progressively realise change by identifying

and understanding what needs to happen to improve service experiences and population

outcomes and effectively use available resources.

The Blueprint recognises that we are not starting from scratch and that there are

important initiatives already running in our community that align with the direction we

would like to head. It also recognises that improvements are required to achieve its goals.

As such, the Realisation Pathway provides a methodology to identify, understand, align,

redesign and develop what needs to be in place to achieve a cohesive human services

system that is person-centred and sustainable. The pathway to align practices and

cultures is iterative, and involves localised prototyping to inform scalable and sustainable

system reform.

Continued engagement

Continued collaboration and co-design is vital to realising the vision as the next phases

of the Blueprint project are rolled out.

The values of the human services system that underpin any future work include respectful

and responsive. These mean that our approach to future engagement will value the unique

contributions that diverse perspectives bring to a vibrant community, and also listen, learn

and adapt to the changing needs of people and communities.

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KEY TERMS USED IN THE BLUEPRINTThis section provides descriptions for key terms used throughout the Blueprint suite

of documents.

Person-centred

For the purpose of the Blueprint, person-centred refers to the need to ensure that the

design and delivery of the human services system response, focuses on what matters

to the person. In addition, it also means ensuring that the person is able to be involved,

as a co-designer, of the services they need.

Integrated

For the purpose of the Blueprint, the focus of integration is on organisational and process

boundaries and how to ensure smooth handover across them. While there are many ways

this can be achieved, the ultimate measure is that, for the service user, the boundaries are

invisible and their experience is of ‘one service’. 

Control

A key structural element discussed in this document is described as ‘control and

coordination’. The word control is often used in the pejorative sense of one person,

or organisation, exercising control over another. In this document ‘control’ does not

simply mean top-down control. The structure described in this document is specifically

designed to balance top-down authority, ensuring that what is intended to occur does

in fact do so, with the autonomy of front-line staff and communities, who have a much

richer understanding of what is required within their specific context. When control is

effective, it balances the need for consistent, policy-driven practice with the innovation

and flexibility needed to deliver effective person-centred services. Effective control is a

balance of authority and autonomy.

Community

For the purpose of the Blueprint, community is defined broadly as comprising locally

based and interest based population groups, community based services, infrastructure

and social capital, in recognition of the important role communities play in supporting

individuals and families in the ACT.

Early Intervention and Prevention

Universal services, such as those available in health and education sectors, are building

blocks for individuals to reach their potential. Prevention and early intervention approaches

at key transition times throughout the life-course particularly in early childhood and early in

the life of a problem—can increase the chances of positive outcomes.

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CONTENTSExecutive Summary ...........................................................................................................................................................................................................................................................iii

A cohesive Human Services System for the ACT ..........................................................................................................................................iii

Blueprint Design ............................................................................................................................................................................................................................................................ iv

Blueprint Architecture .........................................................................................................................................................................................................................................v

Realisation Pathway ............................................................................................................................................................................................................................................... ix

Key terms used in the Blueprint ..................................................................................................................................................................................................................x

Overview of the Design Process ..................................................................................................................................................................................................................1

A different approach to developing the Blueprint .......................................................................................................................................2

Design process ...................................................................................................................................................................................................................................................................2

Design assumptions ................................................................................................................................................................................................................................................4

The Blueprint Architecture ...................................................................................................................................................................................................................................6

Key Graphics ..........................................................................................................................................................................................................................................................................8

Context .................................................................................................................................................................................................................................................................................................... 10

The Population of the ACT ..................................................................................................................................................................................................................... 10

Drivers for the Blueprint ................................................................................................................................................................................................................................. 11

Human Services System Interactions through the Life-Course ....................................................................................... 12

Scope.............................................................................................................................................................................................................................................................................................. 20

System Design ..........................................................................................................................................................................................................................................................................22

Vision................................................................................................................................................................................................................................................................................................22

Purpose .......................................................................................................................................................................................................................................................................................22

Values ..............................................................................................................................................................................................................................................................................................23

ACT Human Services System root definition ....................................................................................................................................................24

Functions .............................................................................................................................................................................................................................................................................................27

Capacity development functions ...............................................................................................................................................................................................27

Integrated delivery functions ...........................................................................................................................................................................................................30

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Structure ................................................................................................................................................................................................................................................................................................31

Leadership and Governance ..............................................................................................................................................................................................................33

Learning and Development ..................................................................................................................................................................................................................33

Control and Coordination ........................................................................................................................................................................................................................34

Operations .............................................................................................................................................................................................................................................................................34

Processes ............................................................................................................................................................................................................................................................................................35

Outcomes ..........................................................................................................................................................................................................................................................................................39

Triple Aim .................................................................................................................................................................................................................................................................................39

Key performance behaviours ..........................................................................................................................................................................................................40

Sustainability .....................................................................................................................................................................................................................................................................42

Overcoming constraints..............................................................................................................................................................................................................................45

Realisation Pathway .......................................................................................................................................................................................................................................................47

Maturity Model .............................................................................................................................................................................................................................................................49

Continued engagement ......................................................................................................................................................................................................................................50

Next steps .............................................................................................................................................................................................................................................................................50

Acknowledgements .........................................................................................................................................................................................................................................................51

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OVERVIEW OF THE DESIGN PROCESSThe Human Services Blueprint (Blueprint) describes the development of a human services

system, defined as a cohesive, person-centred and sustainable system, which aims to

develop the capacity of people and families to enable their full participation in a strong

and healthy community.

The Blueprint was developed using a collaborative design approach involving experts

and stakeholders—in a broad-reaching conversation between service users, communities

and government.

The design of the Blueprint articulates the Vision and Purpose, Guiding Principles,

Functions, Structures and Processes to achieve a cohesive, person-centred and

sustainable human services system. The Blueprint is only the beginning and is the

end product of Phase 1.

Phase 1 ran from September to December 2013. It involved stakeholders from across

government, the community sector and community. It had endorsement by the ACT

Government and was informed by broader community engagement.

Phase 2 will involve policy work to sequence key activities required to deliver this system,

and will continue throughout 2014.

Phase 3 will align and test key elements and activities required to deliver the system,

and will occur in 2014 and 2015.

Phase 4 will involve evaluation.

The following graphic outlines annual priorities and deliverables that have been identified

with a view to arriving at the desired future state. Note that the Blueprint Work Phases

may change slightly over time to reflect the iterative nature of design work, which aims to

respond to issues and challenges as they arise.

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Human Services Blueprint Work Phases

Phase 1: 2013

Designing theFuture State

We are here

Articulating the key elements

required to deliver a cohesive

Human Services System

AA Learning Human Services System — Annual Refresh and Prioritisation Process

Sequencing keyactivities required to

deliver a cohesiveHuman Services System

Aligning and testing key elements andactivities required

to deliver a cohesive Human Services System

Evaluating and refiningthe key elements

required to deliver a cohesive Human Services System

Designing theRoadmap

Designing/Testing System

Elements

Designing/RefiningSystem

Elements

Phase 2: 2014 Phase 3: 2014–2015 Phase 4: 2015–2016

A different approach to developing the Blueprint

The Blueprint was developed using a different approach to the regular approach used by

government. The approach applied principles of participatory co-development, design

thinking and systems sciences. Rather than a more usual policy development cycle that

develops a nearly polished product and asks for comment, the approach to develop the

Blueprint was iterative, testing and refining ideas throughout the process.

As a result, the Blueprint pays particular attention to designing the linkages between

the situations of people in the ACT, the results and outcomes needed from a cohesive

human services system and how a full spectrum of responses could be connected into

a sustainable mix and balance within the resources available across the system as a whole

– including those of people themselves.

The structure of the text and visual maps used draw on the methods and research of

systems theory to make these connections explicit and conceptually rigorous.

Design process

The Blueprint was developed using a design process. This allowed for iterative

development of the Blueprint and maximised opportunities to incorporate co-design and

action learning principles into the design process.

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Design processes supporting the development of the Blueprint included:

• Establishing a team of Senior Government (Director-General level) and

Executive-Level Community Sector representatives providing strategic

oversight (the Human Services Taskforce)

• Establishing a working group (Core Design Team) with government and

community sector representatives which undertook more intensive work in

order to inform the Taskforce

• A large symposium (a two-day intensive design workshop) at which the ideas

and plans developed were tested, and feedback given

• An online engagement strategy including a public discussion paper and

survey questions

• Service user and provider focus groups

• Targeted stakeholder engagements

• Review of previous consultation themes and related system reforms.

Design processes support innovation in service design, policy programming and

governance practices by:

1. Establishing a shared understanding of the issues and drawing together

diverse perspectives

2. Providing an opportunity for diverse participants to imagine a preferred future,

rather than being limited by current realities

3. Allowing for rapid feedback on potential solutions to increase the potential

for shared commitment to the final outcome.

Initiation Endorsement

Engagement

Development

For further details on the consultation process and findings, please refer to the Human

Services Blueprint Consultation Report.

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Design assumptions

The Blueprint represents a redesign of the responses available to people and families, in

situations where their resilience, and capacity to participate in social and economic life, is

challenged by vulnerability or adversity.

An assumption in developing this Blueprint was that no single perspective will be able

to capture the complexity of multiple organisations, delivering a range of services and

development initiatives to many different communities, population groups, families and

individuals. These different perspectives inform the Blueprint.

The following assumptions emerged as central pillars used to inform the design process:

1. Person-centred

This includes valuing self-determination and self-capacity by focusing on what matters

to people and what would enable their participation, rather than what matters to

agencies or services. As a result, people have the capacity to act and make decisions

in partnership with the system to work towards achieving positive outcomes.

Strong evidence indicates that current service responses are not always

person-centred and generate fractures and discontinuities that get in the way of

effectiveness. Improving experiences of support is seen as a critical driver for redesign.

2. Supporting participation

The assumption of participation is a core value in the redesign. This includes the full

range of reciprocal relationships that sustain a person within family, peer, workplace

and social settings.

It is acknowledged that some people may make choices not to participate. In some

cases there are non-voluntary statutory responses which are in place to ensure the

safety and wellbeing of vulnerable people in our community.

3. Building resilience

The concept of resilience is assumed to cover positive strengths and protective factors,

as well as situations where the limits or constraints on resilience are reached. As a

consequence, participation is affected, which in turn may result in compounding risk.

4. Inclusive Services System

While the label “Services” is used in the title, it is seen as being one form of response.

A full range of responses including promotion, education, community development,

building self-capacity and self-determination, are all considered in scope, alongside

more formalised services provided by organisations supported by a range of

funding sources.

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5. Community focused

This includes notions of place but also recognises that people may see themselves as

belonging to non placed-based communities.

Implicit within this is a value of building community capacity to support individual and

family resilience. This places a special value on responses and organisations that are

aligned with communities, contribute to collective impact, and in some sense ‘belong’

within communities, rather than responses that are one-dimensional and only address

individual symptoms.

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THE BLUEPRINT ARCHITECTURE

CONTEXTEnvironment/community within which the service will operate

STAKEHOLDER NEEDS & EXPECTATIONS

FUNCTIONS

VISION & PURPOSE

PROCESS

STRUCTURE

OUTCOMES & PERFORMANCE MEASURES

When thinking about blueprints for a building, for example, it requires different

perspectives, such as: floor plans, elevations, and site plans, to provide enough information

to enable the plans to be picked up by anyone and built to specification. So too, the

Blueprint will need to be clearly articulated from different perspectives, if it is to be

understood well enough to be implementable.

This Blueprint aims to describe the systems architecture for a cohesive human services

system in the ACT.

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There are three main parts to this architecture:

1. The first is the environmental and community CONTExT within which the system sits.

This provides the rationale for the system and the opportunities and constraints within

which it must operate. It also contains the stakeholder needs and expectations, which

provide the focus for the system design and the evaluation of whether or not the

design is effective.

2. The second is the SYSTEM DESIGN, made up of vision and purpose, functions,

structure and processes. Together these provide a description of the Blueprint—all the

elements that need to be in place if the needs and expectations of key stakeholders are

to be met.

3. The third is the OUTCOMES. These are the results that emerge from the system, that if

effective, will positively change both the context within which the system sits and the

needs and expectations of those who have a stake in and/or interact with the system.

These parts are described in more detail in the following table.

Context From Page 10

Context, Needs and Expectations

This focuses on understanding the ‘place’ within which the system

sits. A human services system may only work when the context is

taken into account. This includes having a good understanding of

the needs and expectations of key stakeholders.

System Design From Page 22

Vision and Purpose Vision and Purpose are central to an effective system design and

should articulate the ‘place’ within which the vision and purpose are

to be fulfilled. The interplay of vision, purpose and place, informed

by the values and principles that guide the system, is what creates

a system that is forward looking and meets the needs of the people

within our community. This is why it is important to gain a good

understanding of the context prior to determining the purpose.

Functions Functions describe what the system delivers to whom and

the results of that delivery. If the purpose is to be met then

the functions have to meet the needs and expectations of the

community being served.

Structure Structure refers to the parts of the system that need to be

in place—and the interactions between them—to deliver the

functions, and be viable over the longer term. It describes what is

needed to convert inputs into outputs for a specific community

and how planning and learning will take place.

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System Design From Page 35

Processes Processes describe how the functions of the human services

system will be delivered and the capabilities needed to deliver

them. Processes relate to either the front facing service delivery

processes, or the back facing system capacity processes.

Outcomes From Page 39

Outcomes and performance measures

The outcomes of a human services system need to demonstrate

how the system is fulfilling its purpose to achieve its vision.

Performance is measured to indicate whether or not a difference

is being made.

Key Graphics

This Blueprint contains a number of important system maps that provide a visual

representation of the design of the Human Services System Blueprint.

Page System Graphics

6 Overview of the Blueprint Architecture

This diagram provides an overview of the architecture of the human services system.

It highlights the three core components of context, system design and outcomes.

14 Human services system interactions Through the Life-Course

This visual highlights the importance of viewing the human services system throughout

the life journey, providing, for nearly all of us, different services at different times.

Above all, we are people moving though our own individual journey, our needs

changing throughout our life, and the graphic focuses on the horizontal nature of this

journey to contrast it with the vertical manner in which services are currently organised.

20 Service Functions Wheel

The ‘service function wheel’ highlights the person-centric focus of the overall system

architecture and the fact that some people will need to go around the wheel a

number of times before developing the capacity to self-manage.

21 Scope

This visual depicts the human services system as a distinct system which is overlain

on health, education, justice and community systems, demonstrating the joined-up

nature of the human services system.

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Page System Graphics

28 Capacity Development Functions

This graphic demonstrates the links between the three levels of capacity

development: individual and family, community, and human services system.

30 Integrated Delivery Functions

This graphic outlines the functions for the integrated delivery of responses in relation

to access, early intervention and prevention and intensive responses.

31 Human Services System Structure

This diagram describes the key components that will need to be designed into the

structure of the human services system if it is to meet the needs of the people of

the ACT and be sustainable over time.

32 Detailed Structure

This diagram describes this structure in more detail, showing the key components

that will need to be designed into the structure of the human services system if it

is to meet the needs of the people of the ACT and to be sustainable over time.

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CONTEXT

The Population of the ACT

The ACT is a city-state with the smallest land area of all Australian states and territories.

It is home to 365,421 people (as at June 2011). 

The ACT Government is continuing to successfully promote Canberra as a regional

centre for health, education, employment and business.

As the national capital and home to the Federal Government, a large proportion of

Canberra’s population is employed in the public sector, which contributes to its unique

socio-economic profile.

This profile includes, relative to the rest of Australia:

• The highest average income

• The highest level of post-school qualifications

• The highest work participation rates

• The highest self-assessed health status

• The highest levels of participation in sport, recreation and culture.

Among the states and territories, the ACT has the lowest proportion of individuals

experiencing high levels of relative socio-economic disadvantage and also the highest

proportion of individuals experiencing little or no relative disadvantage.

Disadvantage in the ACT

Although the ACT enjoys a great degree of relative advantage, it also has second highest

proportion of socio-economically diverse areas (above average percentage of both

most and least disadvantaged). This means that the ACT’s disadvantage may be located

amongst its relatively affluent communities.

Public housing in Canberra is generally “salt and peppered” across suburbs and has

historically been located in the older suburbs where land is now more expensive. Many

Canberra suburbs—for example, Red Hill and Reid—have high numbers of both the most,

and the least, disadvantaged individuals.

Disadvantage is under-reported when the standard Census-based measure of

socio-economic disadvantage (the Socio-Economic Indexes for Areas—SEIFA) is used

because it is based on areas. This under-reporting has been known to government and

community service providers for many years. However, to increase our understanding

of this issue, the ACT Government undertook further analysis of the Socio-Economic

Indexes for Individuals (SEIFI) developed by the Australian Bureau of Statistics to better

understand disadvantage in the ACT at the individual level.

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SEIFI is a new, multi-dimensional measure of individuals’ relative access to material and

social resources based on personal attributes such as income, education or housing status.

Using this measure, it is estimated that more than 40,000 ACT residents experience high

levels of disadvantage—not the 712 identified using SEIFA at the suburb level.

Identifying where people experiencing vulnerability and disadvantage live can help

governments and other organisations to better target services, policies and programs

to meet their needs.

Drivers for the Blueprint

There are a number of external factors impacting on the human services system — such as

increasing levels of demand, an ageing population, revenue pressures, increasing wages,

national reforms, and advances in technology — that create an environment for change.

As Canberra continues to be promoted as a regional centre, a wider regional demand

for services is emerging. Services across Canberra and Australia are experiencing

increasing levels of demand. In part, this is an expected outcome of our growing and

ageing population. There is an increased emphasis on supporting people to age in place,

promoting independence and reducing demand for high cost residential services.

Service systems are further impacted by paradigm shifts which are moving towards giving

individuals purchasing power for their own services. Consumer-controlled funding models

may represent a profound transformation and fundamentally change — or remove — the

funding base of many organisations.

There are increasingly diverse and innovative models of operation and funding

in the human services sector, such as social enterprises and social impact bonds.

For example, philanthropic partnerships are growing in Canberra with the help of

Hands Across Canberra — a group of community, business and government leaders

seeking to facilitate philanthropy to support community sector services and charities.

Social Ventures Australia have also established a Social Enterprise Hub in Canberra

which provides business development support to community organisations or social

entrepreneurs that want to develop a social enterprise to create employment for people

excluded from the labour market.

Technological developments are driving demand for services and information that is easily

accessible at any time, and delivered according to the needs of individuals and families.

Currently there are many different access points and channels such as phone, internet,

face-to-face and Canberra Connect.

It is important to note these drivers are relevant now and may change over time. It will be

the role of the human services system to listen, learn and adapt to the changing needs

of our community.

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The following table outlines a range of drivers for the Blueprint.

Drivers for Change

FROM TO

Increasing vulnerability and demand for services ➟ Increasing resiliency

Increasing early intervention and prevention to reduce demand for intensive service offers

Tailored service offers

Crisis focused responses ➟ Responding early

Preventing crisis

Fragmented and inefficient service delivery ➟ One system approach

Shared infrastructure

Focused on outcomes not inputs

Multiple reform efforts ➟ Alignment of reform efforts

Constrained resources ➟ Restructure service outputs and models to work within available resourcing arrangements

Human services system interactions through the  Life-Course

The human services system takes a whole-of-system approach that is person-centred and

able to respond at any age or stage of life.

Each person has a unique journey, in which the interactions with human services are just

one part. People are sons and daughters, mothers, fathers, sisters, brothers, and members

of a family and social group. Sometimes people are in need of care or are caregivers, and

sometimes they are both.

Furthermore, people actively seek wellbeing and are not just passive recipients of what

the system has to offer. They seek wellbeing for themselves and their family and will have

different goals depending on their personal circumstances.

It is also important to note that the significant interactions with the human services system

will often happen over a relatively short period, but can have significant impact on future

wellbeing and life outcomes.

People seek wellbeing throughout their life—before during and after any type of interaction

with the formal service system. However, service providers are often unaware of this longer

and broader journey, seeing the person simply as a client or customer who has some

specific needs that require a response. A person is a client/customer for only a limited

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time. Seeking wellbeing is, however, a lifelong journey. This perspective highlights that the

person plays an active, not a passive role in service interactions. People are not simply

consumers of what is presented by someone else. They are not passive recipients, following

a path determined by the provider, but active partners in a journey towards wellbeing.

This ‘life-journey’ perspective highlights that the services provided by the human services

system must be based on supporting people in the context of their own lives, and not just

vulnerable people but all Canberrans. Interacting with human services is just one aspect of

a person’s search for wellbeing, a continuous process of taking steps towards a better life,

which is different for each person.

The following visual highlights the importance of viewing the human services system

interactions throughout the life journey, providing, for nearly all of us, different services at

different times. Above all, we are people moving though our own individual journey, our

needs changing throughout our life, and the graphic focuses on the horizontal nature of this

journey to contrast it with the vertical manner in which services are currently organised.

By understanding this flow, it is possible to design a human services system that better

meets the needs of people and communities, and reduces the costs of service delivery

over time.

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Des

ign  

of  th

e  ACT

 Hum

an  S

ervi

ces  

Syst

em  

 10

   

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While each journey is unique, we have used a small number of ‘archetypes’ to help think

through the service implications for a wide range of people who would interact with the

human services system. These archetypes typify major groups of service users who,

together, constitute a large percentage of total service demand.

The archetypal journeys used to guide the design work are:

1. Families requiring support during family formation, pregnancy and early

childhood development

2. Families, including children, exposed to family violence, or other risky/

adverse environments

3. Young people with vulnerability to successful transitions to adulthood

and independence

4. People/families at risk of, or experiencing, offending and incarceration

5. People and families who experience a sudden crisis (e.g. losing your job,

sudden illness, divorce)

6. People requiring assistance as they age

7. People/families experiencing disability or illness.

While interactions with the human services system will vary for each of these archetypes,

the system challenge is the same; that is, to ensure that people are:

1. Aware of their own needs and the services that can help

2. Able to access and engage with the services needed

3. Able to effectively use the services

4. Able to develop their use to meet changing needs

5. Able to ‘move on’, not becoming trapped in a cycle of service dependency.

Archetypal Life Journeys

The archetypal journeys used to guide the design of the Blueprint were:

1. Families requiring support during family formation, pregnancy and early childhood development.

In 2011, there were 56,792 families with children living in the ACT with just under a

quarter of those families being single parent households. Of all families with children,

65 per cent had at least one child under the age of 15 years (2011 Census Fact Sheet,

Chief Minister and Treasury Directorate (CMTD): 2012).

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In the ACT 22 per cent of children were developmentally vulnerable on one or

more domains in 2012 (Australian Early Development Index (AEDI): 2012). In

2009, 230 women aged 19 or under gave birth in the ACT (Chief Health Officer

(CHO) Report: 2012).

System Objectives: Promote effective parenting skills, encourage social participation

and minimise the impacts of disadvantage during the early years of life.

2. Families (including children) exposed to family violence, or other risky/ adverse environments

In 2011–12, 548 people were homeless in the ACT as a result of Domestic Violence.

Specialist Homelessness Services Collection Report 2011–12.

In 2012–13, 1,234 children and young people received a Care and Protection service,

and 30 per cent of all children exiting care had experienced more than two placements.

System Objectives: Promote safe and healthy living environments for families and

children, and respond quickly and appropriately when safety is at risk.

3. Young people with vulnerability to successful transitions to adulthood and independence

In 2011–12, half of the people accessing homelessness services in the ACT were

under 25 years of age with 30.6 per cent of service users aged from 15 to 24 years

of age (Specialist Homelessness Services Collection Report 2011–12).

In September 2013, the number of young persons in Bimberi Youth Justice in the

ACT was 54 (remands and committals) ACT Criminal Justice Statistical Profile—

September 2013.

System Objectives: Promote positive life choices and skill development for young

people with a dual focus on immediate safety concerns and working towards

future aspirations.

4. People/families at risk of, or experiencing, offending and incarceration

During 2012, the average occupancy for men at the Alexander Maconochie Centre

was 261.3 daily, and for women it was 13.5 daily. In 2009–10 the recidivism rate for

prisoners returning to detention in the ACT was 41 per cent, which increased to

47 per cent in 2010–11. ACT Government, ACT Criminal Justice Statistical Profile,

December 2009–December 2012.

System Objectives: Promote positive life choices and skill development to support

people to participate meaningfully in their community and to promote public safety.

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5. People requiring assistance as they age

In 2011, 10.6 per cent of the population in the ACT was 65 years or over, with

44 per cent of individuals within that age bracket also having a disability. Census 2011.

The rate of people aged over 70 years who are living in residential aged care in the

ACT is 80.8 per 1,000. Chief Health Officers Report 2012.

System Objectives: Support choice and control in the determination of options that

will best suit the needs of individuals, carers and support networks.

6. People and families who experience a sudden crisis

When crisis occurs, social connections can play an important role in helping people get

through difficult times. In 2011, the proportion of people in the ACT who report having

no involvement in social and community groups in the last 12 months increased from

23.8 per cent in 2006 to 27.8 per cent. Measure of Australian Progress 2013.

System Objectives: Provide timely and appropriate support to help get people back

on their feet in times of crisis and to build capacity and community connections to

prevent crisis from occurring in the future.

7. People/families experiencing disability or illness

In 2013, there were 8,481 people in the ACT in receipt of the Disability Support Pension.

In 2012, 11.2 per cent of the population in the ACT provided care to people with a

disability (nationally 11.9 per cent), of which, 2.8 per cent of the population in the

ACT were primary carers and 8.2 per cent are carers but not the primary. Survey

of Disability and Ageing 2012.

System Objectives: Support choice and control in the determination of options that

will best suit the needs of individuals, carers and support networks.

The system objectives outlined under each life journey have been used to inform key

performance behaviours in the Outcomes section.

The following graphic depicts a range of statistics relevant to the life journeys

outlined above.

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Percentrage of the population aged over 65 years (2011) - 10.6%

Percentrage of the children developmentallyvulnerable (2012) - 22%

Number ofyoung peoplein BimberiYouth Justice(2013) 54

Percentage of adults who drink harmful amounts of

alcohol (2012)- 30%

Numberof women giving

birth under the ageof 20 (2009)- 230

Percentrage of the population

with a disability (2011)- 15.8%

Number of peoplehomeless as a result of

domestic violence(2011-12)- 548

Recidivism rate (2010-11)- 47%

Percentage of homeless people aged between 15-25

(2011-12)- 30.6% Service usersaged

from 15 to 24years accounted

for 30.6%

Percentage of people who report

having no involvement in social and community

groups in thelast 12 months (2013)- 27.8%

System Interactions

A person-centred human services system would help to develop a population who

are able to identify and assess their own needs, able to access the needed services

and manage their own needs and interactions with helping agencies.

In terms of identification, the human services system would help to develop individual,

family and community capabilities, so that they are able to self-identify and remove any

stigma attached to seeking help. For the delivery of formal services, the human services

system would support the early identification of those who are not able to self-identify.

Thus the focus of the formal service agencies would be to develop individual, family and

community resilience, only ‘stepping in’ when resilience is challenged, and being a true

‘safety net’ for those most in need, rather than a ‘first-port-of-call’.

The following ‘service function wheel’ provides an operational definition of what it means

to be person-centred, describing the functions that need to be delivered at different

stages of service interaction.

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The service functions include:

• Identification of needs and vulnerabilities

• Assessment of needs and aspirations

• Linking in with supports and services

• Delivering supports and services

• Following up of individual and family outcomes. Listen, learn and adapt to

changing needs.

This diagram describes the system interactions with individuals, families and communities,

and the outcomes desired from each stage. It is depicted as a wheel to highlight the

person-centric focus of the overall system architecture and the fact that some people

will need to go around the wheel a number of times before developing the capacity to

self-manage.

The following statements provide a description of what ‘results’ the service functions

aim to support stakeholders to achieve:

• Person: Able to self-identify, self-assess, self-access and self-manage

• Family and Friends: Able to assist a person to achieve results, and provide

information regarding assessment or connections

• Community: Builds the capability of individuals, family and friends to achieve results,

and provide direction on assessment or connections

• Human Services System: Proactively identifies people, understands diverse and

unique experiences, able to make connections, offer seamless delivery and make

evidence-informed improvements that are outcomes-focused

• Social Context: Cultural norms shift towards a strengths-based approach, allow for

“are you okay?” questions to be asked and remove stigma from seeking help.

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Design  of  the  ACT  Human  Services  System  

  14  

System  Interactions  A  person-­‐centred  Human  Services  System  would  help  to  develop  a  population  who  are  able  to  identify  and  assess  their  own  needs,  able  to  access  the  needed  services  and  manage  their  own  needs  and  interactions  with  helping  agencies.    

In  terms  of  identification,  the  Human  Services  System  would  help  to  develop  individual,  family  and  community  capabilities,  so  that  they  are  able  to  self-­‐identify  and  remove  any  stigma  attached  to  seeking  help.  For  the  delivery  of  formal  services,  the  Human  Services  System  would  support  the  early  identification  of  those  who  are  not  able  to  self-­‐identify.  Thus  the  focus  of  the  formal  service  agencies  would  be  to  develop  individual,  family  and  community  resilience,  only  ‘stepping  in’  when  resilience  is  challenged,  and  being  a  true  ‘safety  net’  for  those  most  in  need,  rather  than  a  ‘first-­‐port-­‐of-­‐call’.  

The  following  ‘service  function  wheel’  provides  an  operational  definition  of  what  it  means  to  be  person-­‐centred,  describing  the  functions  that  need  to  be  delivered  at  different  stages  of  service  interaction.    

The  service  functions  include:  

• Identification  of  needs  and  vulnerabilities  • Assessment  of  needs  and  aspirations  • Linking  In  with  supports  and  services  • Delivering  supports  and  services    • Following  up  of  individual  and  family  outcomes.  Listen,  learn  and  adapt  

to  changing  needs.  

This  graphic  describes  the  system  interactions  with  individuals,  families  and  communities,  and  the  outcomes  desired  from  each  stage.  It  is  depicted  as  a  wheel  to  highlight  the  person-­‐centric  focus  of  the  overall  system  architecture  and  the  fact  that  some  people  will  need  to  go  around  the  wheel  a  number  of  times  before  developing  the  capacity  to  self  manage.  

The  following  statements  provide  a  description  of  what  ‘results’  the  service  functions  aim  to  support  stakeholders  to  achieve:    

• Person:  Able  to  self-­‐identify,  self  assess,  self  access  and  self  manage  • Family  &  Friends:  Able  to  assist  a  person  to  achieve  results,  and  provide  

information  regarding  assessment  or  connections  

• Community:  Builds  the  capability  of  individuals,  family  &  friends  to  achieve  results,  and  provide  direction  on  assessment  or  connections  

• Human  Services  System:  Proactively  identifies  people,  understands  diverse  and  unique  experiences,  able  to  make  connections,  offer  seamless  delivery  and  make  evidence-­‐informed  improvements  that  are  outcomes  focused  

• Social  Context:  Cultural  norms  shift  towards  a  strengths-­‐based  approach,  allow  for  “are  you  okay?”  questions  to  be  asked  and  remove  stigma  from  seeking  help.    

 

 

Scope

The human services system in the ACT has as its prime function the responsibility to

develop the capacity of people and communities through the delivery of integrated

responses. This enables full participation in a strong and healthy community.

Within this context it is proposed we define the ‘human services system’ broadly, as it

represents a better way of organising responses for people in the ACT. This is envisaged

to include the full spectrum of services supported by community, health, education and

justice systems, noting that each system is a dynamic and interrelated component of a

broader human services system.

This Blueprint recognises that each ‘system’ delivers a range of responses provided

by government, community sector, and for-profit partners. The Blueprint provides a

framework for these systems to work in alliance as the human services system to deliver

person-centred responses.

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Under the human services system, each partner has a responsibility to align decision

making with the vision and purpose of the human services system, and to respond as

part of the human services system to build the capacity of people and communities. This

includes having the capability to identify and connect people with the supports they

need, when they need them. The functions to enable these systems to work in alliance as

a cohesive human services system are further articulated under the Functions section.

The following visual depicts the human services system as a distinct system which is

overlain by and draws on existing systems, emphasising the joined-up nature of the

human services system to deliver cohesive and sustainable, person-centred responses.

Human ServicesSystem

Operations

Education Health

Community Justice

Leadership & Governance

Learning &Development

Control & Co-ordination

People incommunities

Operations

HumanServicesSystem

HumanServicesSystem

Leadership & Governance

Learning &Development

Control & Co-ordination

Operations Cycle R

epea

ts

Note: Community responses may, for example, include housing, disability, children, youth and family support as well as community infrastructure, such as transportation.

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SYSTEM DESIGNSystem design is made up of vision and purpose, functions, structure and processes.

Together, these provide a description of the human services system, and represent the

elements that need to be in place if the needs and expectations of key stakeholders are

to be met.

Vision

The Blueprint provides a shared vision of the desired future state of a cohesive human

services system. The Vision encapsulates the purpose and values of the system.

All Canberrans have the capability to fully participate in strong, healthy and inclusive

communities and are enabled by a cohesive human services system that is:

• Person-centred, strengths-based and focused on achieving positive outcomes

and services

• Simple to understand, access and navigate

• Adaptive to evolving changes, needs and knowledge

• Viable and sustainable, leveraging resources across the system to respond

to current, emerging and future demand

• Working in collaboration and partnership across the system.

Purpose

The purpose sets out the human services system’s primary objectives against which

performance to achieve the vision are measured.

In order to achieve the vision, the human services system in the ACT has as its prime

purpose the responsibility to develop the capacity of people and communities to enable

their full participation in a strong, healthy and inclusive Canberra community.

The Triple Aim of the human services system, further explained under the Outcomes

section of this Blueprint, is to work cohesively to develop the capability of people and

communities to enable their full participation in a strong and healthy community by:

• Improving the experience of people who interact with the system

• Improving the outcomes of people of the ACT (both individual and population

level outcomes)

• Maximising the effective allocation and use of all resources in the system.

This purpose statement is expanded in Human Services System Root Definition to describe:

i) what the system does, ii) how it does it, and iii) the outcomes it aims to achieve.

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Values

Values are shared beliefs that guide priorities and provide a framework for decision

making that defines how we will work to achieve our goals.

Respectful The System will respect people and communities in the way it works by

valuing the unique contributions that diverse perspectives bring to a

vibrant community and to work in genuine partnership with all stakeholders

(individuals, communities, human service providers and leaders).

Responsive The System will listen, learn and adapt to the changing needs of people

and communities.

Cohesive The System will have a coherent and shared responsibility and work in

partnership to achieve positive outcomes for people and communities.

Excellence The System will be accountable, transparent, innovative, forward looking

and reflective.

Effective The System will balance achieving positive outcomes for people and

communities while making good use of available resources.

Note: The Social Compact: A relationship framework between the ACT Government and Community Sector outline the shared vision, role and contribution of the community sector and ACT Government and principles for working together and guiding standards or undertakings for both the community sector and ACT Government for working together, planning and policy development and governance, management and accountability, and delivery of quality services and programs.

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Principles

Principles are a shared set of criteria that guide daily decisions.

Person-centred People and communities are at the centre of decision making, and

services are delivered holistically.

Community-focused Service design responds to the context in which it is delivered by

understanding the needs and expectations of people and communities.

Strengths-based Relationships and service responses empower individual and familial

resilience, self-determination and independence.

Outcomes-focused Service design, funding, accountability and performance measurement

focus on individual, community and system outcomes.

Simple Information and access to services is easy to understand, navigate

and access.

Collaborative People and communities, community services and government agencies

are aligned and united in their efforts to build collective impact.

Sustainable The current needs of people and communities are balanced with

considerations for future needs.

High quality People and communities are supported by evidence-informed,

innovative, continuously improving responses that appropriately meet

their needs and enable them to achieve their desired outcomes.

ACT human services system root definition

A root definition is a high-level description of the system and captures the vision, values,

principles and aims of the human services system. The root definition is described in more

detail under the ‘Function’, ‘Structure’ and ‘Processes’ sections of this Blueprint.

The ACT human services system is a system that…

• Assists to eliminate disadvantage by empowering and strengthening people

and families

• Partners with communities and other systems of support in building peoples’

capability, resilience and self determination, and early identification and

intervention when required

• Responds as quickly as possible, providing needed support and re-enabling

independence

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TECHNICAL SPECIFICATIONSHUMAN SERVICES BLUEPRINT

• Provides universal and specialist services in a coordinated, collaborative and

integrated way to minimise compounding crises and complexity, loss of strength

and risk of ongoing dependency and disadvantage

• Is accountable, transparent, forward looking and reflective.

By maintaining a viable, adaptive and sustainable system of…

1. Capacity development, promotion, prevention and risk reduction including:

• Promotion of individual/family strengths by providing information, resources

and opportunities for individuals and families to develop their own understanding,

knowledge and skills to maintain or enhance their social participation and to develop

capacity for self-determination to resolve issues when they arise

• Promotion of community strengths that support communities to build social

participation for individuals and families, and support community-based resolution

of issues if they arise

• Human services system capacity development where government agencies and

community organisations work alongside and with each other to build the capability

of the system to understand and respond to straightforward social needs, recognise

when emerging patterns of vulnerability or complexity require a step up in social

response, and facilitate connection to the supports needed.

2. Integrated service delivery is one where clients benefit from joined-up social services,

where integration models on the funding, administrative and organisational levels

create increased connectivity, alignment and collaboration within and between

them. Services become increasingly convenient and accessible to the needs of key

populations and capable of providing individualised and targeted responses for

people across key stages of their life-course, through:

• Simple access and navigation to ensure an ‘open door’ and ‘any door right

door’ approach

• Coordinated and progressive responses that address emerging or complex

issues limiting social participation, using ‘least intrusive, most effective,

closest to home’ approaches

• Crisis and/or complexity and statutory responses that provide tailored and timely

support with a focus on capacity building to prevent cycles of crisis from occurring

• Improving the experience of using the service with a focus on high quality, enabling

access and reliable engagement.

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3. Enabling and sustainable ‘single system’ infrastructure:

• Leadership and Governance: through an authorising environment, and processes

of inclusive ‘purpose and culture’ development, that enable a network of agency

and community based services to function as a single system that is sustained and

maintained as required

• Learning and Improvement: through data informed intelligence, understanding

of community demographics and needs, reflective action learning and structured

performance improvement

• System-wide network control and coordination capability: that can build and

manage the effective and efficient use of the combined capacity and resources

across multiple organisations and services, to ensure that the purpose and intent is

translated into practice

• Coordination: through building alignment of roles, processes and information that

enable a responsive, person-centred approach to be woven seamlessly together

• Effective Operations: through balancing the needs and expectations within

individuals and families with the resources available.

In order to…

• Improve experiences for those interacting with the human services system,

including access, quality, reliability, and continuity

• Improve capacity of individuals and families to participate fully in strong and

healthy communities

• Ensure effective use of available human and financial resources.

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TECHNICAL SPECIFICATIONSHUMAN SERVICES BLUEPRINT

FUNCTIONSIf the Vision, Purpose and more detailed Human services system root definition describe

what it is we are aspiring to achieve with the human services system, the ‘system functions’

refer to those things that the human services system will need to deliver, and what will be

the result of that delivery. It is important to get a good understanding of the core functions

any system has to fulfil before developing the structures and processes needed to deliver

them.

Functions refer to the activities and the ‘outcomes’ or results that arise out of system

interactions. That is, what will be the effect of all the activity?

In this Blueprint, the archetypal life-course journeys (referred to on pages 15–17) are used

to identify service experiences for large segments of the population who would interact

with the human services system—acknowledging that the common functions described

here will have unique attributes for each population.

The human services system has two main functions:

1. Develop capacity

2. Integrated delivery of responses.

Capacity development functions

The critical human services system functions are those that inform, enable and empower

others to act. By developing the capacity of people, communities and agencies/

organisations to build strengths and resilience and to respond early to emerging issues

that affect participation, the system as a whole, may achieve better outcomes while

leveraging its specialist skills and resources.

Capacity development is targeted at three levels:

1. Individual and family capacity

2. Community capacity

3. Human Services System capacity.

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The links between these are shown in the following graphic and more detail is

provided below.

Strong and healthy communities able to

support individuals and families in need

BuildingCommunity

Capacity

BuildingSystem

Capacity

Individuals and familiesable to contribute to

their communites

Building theCapacity of

Individuals andFamilies

Individual and family capacity

• Continued development of individuals and families awareness, knowledge or

‘social literacy’ of actions that promote strength and resilience leading to positive

outcomes. These should be appropriate to each stage or situation across the

life-course

• Resources and opportunities for people to develop their own capability to

maintain or enhance their social participation within their normal living, education

or working environments

• Availability of self-help and self-determination support tools (for example technology

enabled) or resources (for example peer support) that help people understand their

situation, mobilise their own resources and resolve issues if they arise

• Resources and opportunities for people to understand how to access and ‘pull value’

from step-up support if truly needed when resilience is compromised with a view to

mitigating further escalation, crisis or complexity.

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TECHNICAL SPECIFICATIONSHUMAN SERVICES BLUEPRINT

Community capacity

• Enable the maintenance of effective connections between people and communities

• Build community capacity where it will have the most impact on population-level

outcomes.

Community is defined more broadly than place and geographical boundaries and may

be considered on the basis of culture, heritage, language, interest, peers, occupation,

as well as virtual communities. From a human services system perspective, each

represents networks with a social capital of connections skills and resources that are

available to support individuals and families to participate and develop reciprocal

strengths. For each journey the mix and nature of the communities available may change.

Human services system capacity

• Establish effective partnerships and knowledge base though an integrated system

• Deliver person-centred responses to address straight forward and complex needs

• Build individual, family and community strengths

• Capacity for innovation allows for the identification and responding to emerging

patterns of vulnerability or complexity

• Provide an open door approach to link individuals with appropriate responses

to enable trust and continuity of support

• Actively participate in support systems, including governance, collaboration,

learning and coordination.

While each of these three areas is important, more detailed work was done on the

functions needed to build the capacity of individuals and families across the different

life journeys (described on pages 15–17). The additional detail is discussed in the section

titled Integrated delivery functions.

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Integrated delivery functions

While capacity development functions enable individuals and families to participate fully

in their communities, integrated delivery functions allow for the differentiation of service

responses at times when the capacity to self-manage is affected.

There are three integrated delivery responses that collectively ensure people receive

the right supports, in the right place, for the right duration, and at the right time. These

responses include:

1. Access Model: Providing simple to access and navigate responses that ensure agencies

work together to link individuals and families to the supports they need. This includes

self-help through to supported access models that provide common assessment tools

and processes that are strengths-based and help people to identify outcomes that

matter to them.

2. Early Intervention and Prevention: Responding early in life or in situations to prevent

escalation of issues. This includes light touch and preventative models of support,

identification of risk indicators and leveraging informal supports to enable early

resolution of issues in the future.

3. Intensive Service Offer: Tailoring supports to respond to crisis situations and/or

complexity in a timely and effective manner. This includes statutory and non-statutory

responses that support self-determination where possible, wrapping supports

around individuals and families, case coordination processes with lead workers,

and supporting the stabilisation of situations in order to enable people to work

towards positive outcomes.

While these functions represent a graduation of responses from least to most intensive,

all delivery functions focus on building resilience and capacity for self-management in

order to re-enable independence where possible.

HUMAN SERVICES BLUEPRINT – SYSTEM ARCHITECTURE(Purpose, Functions, Structures, Processes)

ONE SYSTEM – SUSTAINABLE FUNDING MODEL – OUTCOMES FRAMEWORK – EVALUATION

Access Model Early Intervention and Prevention

Building resiliency and capacity for self management where possible

INTE

GR

ATE

D D

ELI

VE

RY

FU

NC

TIO

NS

The above graphic outlines the integrated delivery functions of the human services

system, demonstrated by the dynamic nature of individuals accessing appropriate

responses that change as their needs change.

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TECHNICAL SPECIFICATIONSHUMAN SERVICES BLUEPRINT

STRUCTUREThe structure of the human services system is important to ensure both its short-term

success and its longer-term sustainability.

Four structural elements have been identified as key to achieving a cohesive human

services system:

• Leadership and Governance: Create a clear sense of authorisation and direction

and effective policy in place to support that direction

• Learning and Development: Construct an adaptable and innovative system that

has an ongoing understanding of changing needs and circumstances and capacity

to respond to change

• Control and Coordination: Managing and coordinating the core services delivered

to individuals, along with monitoring and evaluating their performance (including

top-down and bottom-up controls)

• Operations: System activities that enable the system purpose to be achieved.

While the above elements relate to an overall human services system, they are also

relevant to individual organisations and services. For example, they have been written to

be applicable to the ACT human services system, to individual Government or community

based organisations, or to specific services and programs.

The structural elements of the human services system, including their broad application,

are described in the following diagram.

Leadership & Governance

Learning& Development

Control & Coordination

People in Communities

Operations

Leadership

Learning

ControlOperations

Leadership

Learning

ControlOperations

Leadership

Learning

ControlOperations

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Leadership and Governance

The purpose of leadership and governance is to:

• Provide an appropriate context for managing the human services system and

developing strategies for implementation

• Understand and manage human services as they are described in the Vision

and Values section of this document

• Ensuring services have structures and resources in place to manage themselves,

maintain viability and fulfil their responsibilities.

Leadership and governance should balance the “demands of today” with the “needs

of tomorrow”.

To achieve this, it is important that leadership and governance structures have high-level

and across-agency authorisation that is consistent and coherent, with a clear purpose

and direction. It should support local delivery (including building community capacity,

outcomes-based funding, alignment of procedures and shared information access

points) and provide clarity to local management, which may include joint Government,

community and service user authorities.

Learning and Development

The purpose of learning and development is to help service units to:

• Deliver services effectively and efficiently; and

• Respond and adapt to changing services.

Learning and development should focus on “outside and tomorrow” as well as the

immediate day-to-day demands placed on the human services system.

To achieve this, it is important that learning and development structures incorporate

a focus on data collection and usage so that future needs are managed and

risks are mitigated, developing the workforce including staff and volunteers,

and supporting innovation.

It should support ongoing research to understand changing needs and circumstances

through an “intelligence framework” to capture significant patterns and trends and

understand future needs. It should also feature quality improvement programs.

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Control and Coordination

The purpose of control and coordination is managing and coordinating the core services

delivered to individuals, along with monitoring and evaluating their performance.

Control and coordination’s focus should be the “inside and now”: legal, regulatory and

operational requirements along with funding and resourcing considerations.

To achieve this, it is important that core services are defined and delivered in a

collaborative and sustainable way with service providers. Agreements about performance

targets and measures should be matched by an appropriate allocation of resources.

Services should be organised around the needs of people in their communities. Attention

should be given to coordination across services, especially when they cross directorate

boundaries, to support a person-centred approach to human services delivery (for

example, an “any door is the right door” approach).

Some common tools to support a coordinated approach include shared timetables

or schedules, agreed protocols for managing boundaries between services, agreed

standards for measuring practices and performance, and an aligned set of objectives.

Operations

Operations are the primary activities, or business, of the human services system. They

deliver value to individuals, families and communities and enable the purpose of the

human services system to be achieved.

Operations should assess need and manage demand, utilising triage, common assessment

tools and, where appropriate, service co-location, for example. Location of services should

be acutely informed in a part of any community response.

While the detailed work of describing the operations will be part of Phase 2 of the Blueprint

design, the guiding principle for these activities should be to “develop the capability of

people and families to enable their full participation in a strong and healthy community”.

Organising these operations will be driven by a concept of “value creation”—how the

structures are best organised to maximise value.

However, they are finally defined and organised, a major challenge will be to ensure

that services are open and accessible to those in need, while managing demand within

available resources.

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PROCESSESProcesses describe how the functions of the human services system will be delivered and

the capabilities needed to deliver them. Processes relate to either the front-facing service

delivery processes, or the back-facing system capacity processes. To be effective, the

human services system processes must:

• Support self-determination; helping people to problem solve and to prioritise

what matters; and enable people to understand, find and flexibly access the

information and support they need from the system, rather than offering a

menu of pre-packaged services

• Respond quickly, so that early, more effective and less costly interventions are

utilised where possible; respond holistically to people’s situations to resolve

interrelated issues rather than addressing issues in isolation; and respond with

the right level of targeted specialist supports as appropriate

• Reduce complexity and the number of steps required to achieve positive progress;

link coordinated community based responses and Territory-wide networks that are

involved in supporting people, rather than requiring multiple referrals and delays

• Maximise opportunities for people to build capacity for independent resilience

rather than establishing dependency on services, where possible; and follow

through so that if something is not working it is fixed, rather than exacerbating

the problem and generating more service demand later on.

Processes provide alignment between the functions and the structures, completing the

service system architecture, as depicted on the following page which is the key to reading

the system processes table on pages 37–38.

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Stru

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TECHNICAL SPECIFICATIONSHUMAN SERVICES BLUEPRINT

While further work will be required to design the individual processes during Phase 2,

the following table outlines anticipated processes required to deliver the preferred

human services system:

Structures Processes to Support Capacity Development

Processes to Support Integrated Delivery

Leadership and Governance

Shared accountability framework

to support improved outcomes

and ongoing improvement.

Joint community, corporate and

Government commitment to

collaboration, identification of

service needs, and responsibility

for community outcomes.

Learning and Development

Online evaluation bank enabling

open sharing of cross systems

evaluations to inform policy and

practice development

Demographic information is

captured and used to inform

policy and practice

An across system workforce

development strategy is

established to build capacity for

person-centred and integrated

service delivery.

Reflective practice models allow

front line workers to contribute

to the ongoing design and

development of the system

Tiered outcomes frameworks allow

for population based and personal

outcomes measurement

Multi disciplinary workforce

development modules are

delivered online and available

across government and

non-government sectors.

Control and Coordination

Multi-agency service delivery

partnerships allow for collaboration

and coordinated service delivery

Pooled funding models support

multi-agency collaboration

System-wide information sharing

protocols support holistic and

multi disciplinary responses

Social Impact Investment

supports innovative and

sustainable responses

Risk based reporting model

to reduce red tape.

Community-based assessments

are recognised by the formal

service system

Leveraging community based

infrastructure to provide points

of access and information

(e.g. community centres, libraries,

medical centres, schools etc.)

Community-based and

Territory-wide networks enable

holistic understanding of people’s

needs and aspirations

Investment in early identification

and intervention models to reduce

demand over time.

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Structures Processes to Support Capacity Development

Processes to Support Integrated Delivery

Control and Coordination (continued)

Aligning and embedding work

that has proven effective

(e.g. Strengthening Families,

Throughcare).

Service hubs provide open

access to spaces that enable

multi disciplinary/multi-agency

collaboration

Supporting and strengthening

peoples roles and responsibilities.

Operations System workers proactively identify

individuals and groups that may

need assistance to participate

Shared IT systems enable

choice-based information sharing

where possible, and linking of

cross system support networks

Client data is available on mobile

devices to support outreach

service delivery.

People have access to tools

and resources to support

self-management in a variety of

formats including, online, phone,

and face-to-face

Multi disciplinary/multi-agency

support networks are wrapped

around people when needed, rather

than requiring multiple referrals

Multi disciplinary panels assess

complex needs in order to allocate

resources appropriately.

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OUTCOMESThe overall goals for the human services system described in the Human Services

System Root Definition on pages 24–26 are based on concepts of the ‘Triple Aim’

framework developed by the Institute of Healthcare Improvement, as a way to achieve

simultaneous improvements across the three core performance domains: individual;

population; and system.

While originally developed within a health context, it has achieved solid international

acceptance as a means of focusing performance and developing sustainable services

across a range of sectors.

Triple Aim

In the context of the Blueprint, the performance of the human services system will be

considered against the following domains:

1. Individual: Improved experiences for those interacting with the human services system,

including access, quality, reliability, and continuity

2. Population: Improved capability of individuals and families to participate fully in strong

and healthy communities

3. System: Effective use of available human and financial resources.

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Pursuing these three overall aims as simultaneously balanced objectives for the human

services system, will provide a discipline for progressive development and realisation

of the Blueprint, acting as a lens through which each step of development is viewed,

and with objective data used to guide improvement.

The ‘Individual’ lens focuses attention on designing approaches and processes that

work for people. However, this lens can also be used to identify waste, where blocks,

discontinuities, or poor quality are costly and/or add little value. Similarly, taking an

individual lens facilitates tuning of systems and processes to the real needs of individuals

and families, combined with evidence of what works at a population level.

The ‘Population’ lens focuses attention on the life-course ‘journeys’, where there are

distinct patterns in the drivers of need and demand, requiring different responses and

performance from the human services system. A population lens helps focus attention

and resources on activities that will have the greatest impact, balancing promotion,

prevention and primary, secondary and tertiary risk reduction, within each journey

to most effectively use resources across the continuum.

The ‘System’ lens focuses attention on sustainability and maximising the value of limited

and constrained resources and the need to reduce the per capita cost of service delivery.

However, at a people level this lens helps focus on collaborative partnerships with

individuals, families, and with the ecology of organisations within the system, in order

to make the best use of collective resources.

Without this balance the Blueprint for the human services system could improve quality

at the expense of cost, or reduce costs in ways that both leave people dissatisfied and

reduce performance in ways that ultimately are more costly as the consequence of poor

population level outcomes drive up service demand.

Key performance behaviours

The Triple Aim approach provides a framework to articulate the key performance

behaviours that the human services system will be required to deliver. The key

performance behaviours form a basis for monitoring performance overtime, in recognition

that moving towards the preferred human services system will be an iterative and

multi-year process.

Key performance behaviours to be delivered by the human services system overtime

are outlined below:

1. Individual

Improved experiences for those interacting with the human services system, including

access, quality, reliability, and continuity

• Person-centred and strengths-based; builds resilience and capacity for choice,

participation and independence

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• Community focused; facilitates connections and social bonds

• Approachable, respectful and inclusive

• Simple, seamless and accessible across multiple entry points

• Responsive, timely, flexible and effective

• Transparent, honest and trustworthy

• Accountable.

2. Population

Improved capability of individuals and families to participate fully in strong and

healthy communities

• Promotes effective parenting skills, encourages social participation and minimises

the impacts of disadvantage during early years of life

• Promotes safe and healthy living environments for families and children, responding

quickly and appropriately when safety is at risk

• Promotes positive life choices and skill development for young people with a dual

focus on immediate safety concerns and working towards future aspirations

• Promotes positive life choices and meaningful participation of offenders in the

community while improving public safety

• Supports choice and control in the determination of options for people as they age,

with consideration to the needs of the individual, their family and carers

• Provides timely and appropriate support to get people back on their feet in times

of crisis while building capacity and community connections to prevent crisis from

occurring in the future

• Supports choice and control in the determination of options for people with a

disability, with consideration of the needs of individuals, their family and carers.

3. System

Effective use of available human and financial resources

• Streamlines and reduces inefficiencies in order to reduce the cost per

service episode

• Shifts ‘upstream’ demand in order to reduce dependency on crisis responses

• Builds independent resilience to minimise duration and intensity of support

• Creates effective tiers of response to match intensity of need (Progressive

Universalism)

• Builds partnerships with capacity to drive collective impact from

combined resources.

The key performance behaviours will be developed into a comprehensive performance

measurement framework in Phase 2.

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SustainabilityA fundamental challenge to be addressed in the realisation of a cohesive human

services system is to achieve sustainability within the opportunities and constraints of

the resources available within the system; including those of individuals, communities,

non-government organisations, private businesses and funding from the wider ACT

and Federal funded systems.

More efficient for the future

Delivery of human services is a long-term investment in the people and the community

of Canberra.

Being more efficient means making the best use of the resources you have—producing as

many services as possible from a given set of resources, but also providing services in a

way that best meets people’s needs and wants.

The need for future services depends on being able to fund the services and infrastructure

the Canberra community deserves and expects. A sustainable system allows the

Government to support those in need, to function effectively, and to make investments

for the benefit of current and future populations.

Sustainable service systems include collaboration between agencies, better methods for

targeting those in need, integrated policy focused on key systems that can maintain the

gains of investment in prevention or intervention and ongoing quality assurance.

It is important then that systems should be sufficiently resourced to be flexible and

capable of change and capable of delivering services across the breadth of community

needs. Service integration can engage all agencies and individuals with the responsibility

to deliver services to individuals, families or communities.

The dimensions of process and structural quality are very important determinants of good

outcomes. An important aspect of sustainability is administrative simplicity and efficiency,

where this is balanced against a system that targets priority assistance to those who need

it the most.

There are a number of key metrics that capture the key challenges facing the human

services system in the ACT. These are measures that reflect the key drivers related to

rising service demand and constrained resources.

The number of people engaged in most statutory and crisis services is rising due to the

fragmented and crisis-driven nature of the service system.

Limited investment in community and early intervention will lead to continued increases

in statutory and crisis service demand. An increased focus on community and early

intervention approach can reduce demand over time.

The following time series graphics provide visual examples of system performance,

providing qualitative depictions of a rising demand for statutory and crisis services.

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Graphic 1 indicates a continuation of the demand trend where current human service

delivery practices remain unchanged.

Graphic 1ic

Scale – Number of people engaged in statutory and crisis services

Demand for statutory and crisis services are rising due to the fragmented and crisis driven nature of the service system

Failure to invest in community building and early intervention will lead to continued increase in statutory and crisis service demand

Increased focus on community buildingand early intervention approaches canreduce demand over time

2006 2013 2020

• Service system costs continue to rise due to increasing demand for high cost and

intrusive service responses

• Failure to reduce high cost service demand will lead to continued increase in service

system expenditure

Graphic 2 depicts a ‘preferred future’ that shows a decline in the demand for these services.

Graphic 2Graphic

Scale – Funding expended by the Service System

Service system costscontinue to raise due toincreasing demand forhigh cost and intrusiveservice responses

Failure to reduce high costservice demand will lead tocontinued increase in servicesystem expenditure

Investment in early intervention andprevention services will initially costmore, but will lead to reducedexpenditure in the longer term

2006 2013 2020

Graphic

GraphicInvestment in early intervention and prevention services will initially cost more, but will

lead to reduced expenditure in the longer term.

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Return on Investment Modelling

A common challenge in addressing demand for government services is that narrow

funding cycles focus on services that meet today’s needs, compromising the capacity

to invest in initiatives that could reduce future demand.

Budgets are often constrained at a threshold where there is no free resources to do

anything other than respond to presenting need, even when it is clear that the pattern of

need will persist and generate large future costs, which could be mitigated by incremental

investment to change the underlying pattern.  

By contrast where there is a clear focus on predictable trajectories of need and service

demand these predictable future costs can be anticipated enabling the impacts of today’s

action or inaction to be compared with future service costs. If a different mix of responses,

made today, can reduce the future liability by more than the cost required, then debate on

funding constraints can be shifted to a different level. 

In the ACT most households receiving government assistance require some short-term,

low cost assistance and are able to avoid long-term dependency on human services.

However, a proportion of households move along pathways of repeated service use and

higher and higher cost service provision. If the proportion of individuals requiring repeat

services or higher cost interventions can be reduced through preventive interventions,

then this investment may reduce the overall long-term cost of human services.

The focus is changing predictable trajectories of high-cost service demand over time,

using a return on investment approach drawing on longitudinal data to target investment

in preventative interventions.

Examples where this has been applied include the future impacts of unsupported teen

pregnancies and parenthood and the impact of long term unemployment and patients

with predictable risk of readmission or high hospital service usage. A successful Victorian

pilot project—‘Doorway’—supports people with mental illness from homelessness into

stable housing resulting in fewer hospital admissions and an overall reduction in social

housing and health costs.

Taking a return on investment approach represents an opportunity for the human services

system since relatively predictable trajectories are known to be common in our client

populations. In a tight fiscal environment it can provide the platform for the human services

system to deliver better outcomes for people, for populations and ongoing sustainability.

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Overcoming constraints

The process of idealised design used in the development of the Blueprint focuses on

conceptualising the best implementable system possible with the challenge—what stops

us from doing this tomorrow? The process focuses on three types of constraints:

Type 1 External

• Constraints that cannot be removed within the existing framework and include

—regulatory, legal, etc

• Constraints that need to be continually monitored so that the target design can

get closer to the idealised design as soon as the constraints are removed.

Type 2 Resource and organisation, those that will require investment and/or preparation

• Resource Constraints; activities come up against constraints of time and money

as well as knowledge and talent

• Organisational Constraints; activities which come up against constraints of key

policies and current commitments.

Type 3 Behavioural—current behaviour patterns and mental models

• They are constraints that can be removed if there is the desire and will to do so

• These constraints act as the ‘cultural default’ and function to reinforce the

status quo.

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The below table outlines a range of constraints to achieving the Blueprint, along with

mitigation strategies to overcome them:

Constraint Type Constraint Making it Happen

External Restrictive legislation

Uncertain Federal funding

Risk adverse

Divided governance arrangements

Monitor and influence change

Taking mitigated risk to

enable innovation

Shared accountability and

governance frameworks

Resource and Organisation

Programmatic funding

Workforce retention and

development issues

Fragmented policies and processes

Incompatible data bases and

IT systems

Inconsistent assessment processes

Pooled funding models and

social impact bonds

Whole of system workforce

development strategy

Shared evaluation and learning

processes to inform consistent

approaches

Data linkage and systems

interface development

Common Assessment Framework

Behavioural Professional demarcation

Inconsistent values and

understanding of the vision

Resistance to change

Siloed practices

Practice frameworks that recognise

specialist and generalist expertise

Workforce development and cross

system collaboration strategy

Create a change and risk reward

environment to support innovation

Treasury reforms to support joint

budget initiatives, relationship

management and succession

planning

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REALISATION PATHWAYThe Realisation Pathway provides a framework for progressive implementation of

the Blueprint. The Realisation Pathway articulates processes to identify, understand,

align, redesign and develop elements of the Blueprint. It takes an iterative, prototyping

approach to inform scalable and sustainable system reform.

1. Identification of System Outcomes and Drivers

The Blueprint outlines a Triple Aim for the human services system: to improve

experiences, population outcomes, and resource utilisation. Realising the Triple Aim

requires progressive identification and prioritisation of system outcomes to inform

short-term, medium-term, and longer-term investment priorities. System outcomes

have been articulated in the key performance behaviours on page 40.

Prioritisation will involve analysis of the drivers impacting on the current capacity of

the system to achieve the identified outcomes, in order to target investment to those

outcomes that will achieve the greatest return on investment. The prioritisation process

will consider the following:

• Short-term priorities—must be delivered to support future change processes

and priorities that can be achieved quickly to deliver early results. These priorities

will be sequenced to ensure a balanced investment between short and medium

term priorities

• Medium-term priorities—require a long lead in time to deliver longer term change

and therefore require early investment

• Long-term priorities—depend on completion of other change processes and will

likely require future investment.

2. Identification of Locality Needs and Expectations

The community focus and capacity development functions of the Blueprint support

the prototyping of the Blueprint within a local context. While not all communities

are geographically based, local prototyping will provide a feasible scale to test the

Blueprint elements in order to inform scalable change. Prototyping within a locality

will require analysis and consultation on local needs and expectations, linking to the

broader system outcomes and drivers relevant to the particular locality.

3. Alignment and Redesign of Existing Building Blocks

The strengths based focus of the Blueprint is supported by recognising that there are

existing building blocks that support the Blueprint objectives, such as; community

based resources and infrastructure, service delivery models and networks, and social

capital. Alignment of building blocks that are congruent with the Blueprint will allow for

early achievement of outcomes while recognising that some building blocks will require

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redesign in order to align. Redesign may include investment in capacity building,

technologies and infrastructure to enable a cohesive human services system within

the local context.

4. Development of Supporting System Policy and Processes

In addition to aligning and redesigning existing building blocks, prototyping will also

highlight supporting system policy and processes that need to be developed, such as

governance models, funding models, and common assessment tools. This will require

increasing the flexibility of existing governance and funding models to achieve the

identified outcomes.

The below diagram provides an example of the realisation pathway in action, noting that

Phase 2 will articulate the prioritisation of outcomes to be achieved:

• Outcome: Ensure safe and healthy living environments for families and children, responding quickly and appropriately when safety is at risk

• Driver: Evidence of increasing complexity and demand for crisis and statutory responses

• Shared Accountability framework

• Cross system workforce development

• Multi-agency service delivery partnership

• Pooled funding models• Whole of Government Authorisation

• Child and Family Centres• Strengthening Families Initiative• Early Intervention and

Prevention Platform• Child, Youth and Family

Services Program• Student Wellbeing and

Behaviour Support

2. Identification of Locality Needs and Expectations

4. Development of Supporting System Policy and Processes

3. Alignment and Redesign of Exisiting Building Blocks

1. Identification of System Outcomes and Drivers

Maturity Model

The Maturity Model recognises that for the human services system, as a framework, to

become an integrated system which delivers person-centred and sustainable responses,

progressive improvements will need to be made over time. Progressive improvements

will be identified using the Realisation Pathway methodology and the degree to which

things align under the human services system will be evaluated and measured against

the Triple Aim.

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The intent of the Maturity Model approach is to embed system improvements, leading to

increasing realisation of a cohesive human services system which is person-centred and

sustainable. The Maturity Model will test system elements to identify those that already

align, along with areas requiring redesign or development. The alignment of system

elements will be assessed on the basis of the following maturity levels:

Level 1: Inconsistent—System elements do not align and require complete overhaul to

form part of the human services system, or cessation.

Level 2: Partially Consistent—System elements align with, but require some degree of

redesign to achieve consistency to form part of the human services system.

Level 3: Consistent—System elements align with, but require embedding to form part

of the human services system.

Level 4: Optimal—System elements align with and are embedded as part of the

Human Services System.

The maturity of the human services system will be measured by the (increasing)

proportion of system elements that have optimal alignment. The Maturity Model also

provides an investment strategy for assessing new budget proposals in future years.

As part of establishing the Learning and Development Structure, processes will be

established for assessing maturity across the system.

1. System Outcomes and Drivers

2. Locality Needs and Expectations

4. System Policy and Process Development

3. Building Block Alignment and Redesign

1. System Outcomes and Drivers

2. Locality Needs and Expectations

4. System Policy and Process Development

3. Building Block Alignment and Redesign

1. System Outcomes and Drivers

2. Locality Needs and Expectations

4. System Policy and Process Development

3. Building Block Alignment and Redesign

1. System Outcomes and Drivers

2. Locality Needs and Expectations

4. System Policy and Process Development

3. Building Block Alignment and Redesign

Prototyping to Inform Progressive Implementation

Partially Consistent

Inconsistent

Consistent

Optimal

Maturity Pathway

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CONTINUED ENGAGEMENT Achieving a cohesive human services system that is person-centred and sustainable

will take time. Continued collaboration and co-design throughout each phase is vital to

realising the vision of the human services system as the Blueprint project rolls out and

the system is progressively realised.

The values of the human services system that underpin any future work include being

respectful and responsive. These mean that our approach to future engagement will:

1) value the unique contributions that diverse perspective bring to a vibrant community,

and 2) listen, learn and adapt to the needs of people and communities.

Next steps

The second phase of the Blueprint project will involve policy work to sequence key

activities required to deliver this system, and will continue throughout 2014. The third

phase will align and test key elements and activities required to deliver the system,

and will occur in 2014 and 2015. The fourth and final phase will involve evaluation and

embedding of the Human Services System Blueprint across the ACT.

Future phases will continue to be developed in collaboration with the community,

community sector and government agencies.

If you would like any further information on the Human Services System Blueprint project

or to be involved in future phases, please contact the Community Services Directorate at:

Strategic Policy

Community Services Directorate

GPO Box 158

Canberra ACT 2601

or: [email protected]

www.communityservices.act.gov.au

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ACKNOWLEDGEMENTSThe ACT Government acknowledges the significant contribution of the individuals and

organisations that contributed their time and expertise to design the Blueprint between

September 2013 and February 2014.

Phase 1 was supported by Synergia Consulting PTY LTD. The ACT Government

acknowledges the expertise that Synergia partners, Philip Gandar and David Rees,

have contributed to the Blueprint’s design.

Human Services Taskforce membership

• Natalie Howson, Director-General, Community Services Directorate (Chair)

• Peggy Brown, Director-General, ACT Health

• Gary Byles, Acting Director-General, Chief Minister and Treasury Directorate

(from December 2013)

• Barbara Causon, Southern NSW Service Leader, Commonwealth Department

of Human Services

• Andrew Cappie-Wood, Director-General, Chief Minister and Treasury Directorate

(until November 2013)

• Stephen Fox, Manager, National Disability Service ACT

• Susan Helyar, Director, ACT Council of Social Service Inc

• Diane Joseph, Director-General, Education and Training Directorate

• Rudi Lammers, Chief Police Officer, ACT Policing

• Kathy Leigh, Director-General, Justice and Community Safety Directorate

(until February 2014)

• David Nichol, Under Treasurer, Chief Minister and Treasury Directorate

• Gordon Ramsay, Executive Minister, UnitingCare Kippax

• Emma Robertson, Director, Youth Coalition of the ACT

• Simon Rosenberg, Chief Executive Officer, Northside Community Service

• Leanne Wells, Chief Executive Officer, ACT Medicare Local

Core Design Team membership

• Kate Cvetanovski, Northside Community Service (Co-chair)

• Jodie Robinson, Community Services Directorate (Co-chair)

• Claire Barbato, Chief Minister and Treasury Directorate

• David Clapham, Community Services Directorate

• Mimi Dyall, Community Services Directorate

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• Norm Fraser, Community Services Directorate

• Annette Kelly-Egerton, Barnados

• Fiona MacGregor, YWCA Canberra

• Heather McKay, ACT Health

• Cameron Moore, Community Services Directorate

• Nicole Moore, Community Services Directorate

• Sue Sheridan, Connections ACT

• Satnam Singh, Community Services Directorate

• Penny Taylor, Community Services Directorate

• Angelene True, ACT Medicare Local

• Rebecca Turner, Education and Training Directorate

Blueprint Project Team

• David Matthews, Senior Director, Community Services Directorate

• Melanie Saballa, Senior Manager, Strategic Policy

• Nicole Moore, Project Team Member

• Natasha Hudson, Project Team Member

• Christina Myers, Project Team Member

• Alison Oakleigh, Project Team Member

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