Sydney District
Bringing the department closer to communities
Why are we here?
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we’ve talked to you to develop a plan for localisation in our district
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we’d like to share the proposed district plan with you and get your
feedback
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this is a 3 week period of consultation from 3 to 21 June
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following feedback the proposed district plan will be reviewed and
finalised for the FACS Executive to consider
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this is just the first stage - future changes will involve further
discussion and consultation with you and community partners
Message from the Director General
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The nature of our business – working with vulnerable children,
adults and families to improve their lives – means that our focus
must always be the people we support, not the service streams or
programs we’ve organised ourselves around.
•
Localisation is about getting the frontline closer to people and giving
staff permission to work differently and to work together – to truly
focus on individuals.
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FACS is its frontline and all of our efforts need to be focused on
improving the capability and effectiveness of our frontline.
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Throughout this process of change, we remain committed to
uninterrupted service delivery for clients.
What’s our vision for localisation?
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people first with a client-centred approach
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empowered local staff to deliver the best outcomes for clients
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local leadership with a stronger connection to the front line
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working more effectively with local partners and the community to
provide flexible and responsive services
How will it work?
Centre
FACS Service delivery
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District •
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Division
Clusters
15 local districts headed by District Directors
Connection with clients, NGOs and community
Responsible for all service delivery, budget and staff
management
Operations Executives (3 DCE)
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Responsible for 5 Districts each (cluster)
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Key liaison point between Districts and Divisions
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Represents operations to FACS Executive
Area FACS Executive
Centre • Strategic direction
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Divisional policy, programs and corporate services
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Support Districts to deliver improved client outcomes
5
District map
What is the plan for our District?
Our Draft Sydney District Vision
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We will help build stronger, more sustainable and inclusive
communities to assist vulnerable people participate fully in social
and economic life and make choices about their lives on their terms
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Our Priorities
– Our Clients
– Our Community and our Partners
– Our Staff
Key aspects of our Sydney District Proposal
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In Phase 1 the Service Streams of Ageing and Disability, Community will
HNSW will remain discrete
– to support our front line staff in the delivery of direct service to clients
– to promote service continuity and the delivery of priorities and reforms
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A range of governance mechanisms and strategies will be put in place to
facilitate a more integrated and coordinated One FACS approach across
programs areas and promote a cultural change shift
– Extending the Burwood Access Strategy and implementing this approach across
the district and functions
– Participating in joint projects and activities to assist staff
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•
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to learn more about the other programs areas
to build relationships and networks
provide clarity to referral pathways and
improve client access to the right service at the right time
Key aspects of our Sydney District Proposal
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The key initiative of our move to a more integrated One FACS Model is our
Business Strategy and Reform Unit
– In Phase1: a focus on Strategic Planning, Reporting and Reform
– Will lead the work across districts in implementing the Stronger Together
Reforms
• in Sector Investment and Capacity Building across the Service System
• with a focus on Aboriginal and CALD areas
– Will bring staff from across divisions together
• with their knowledge and expertise of internal systems and the local communities and
service systems
• to inform the thinking, planning and implementing of a more coordinated and
streamlined approach to funding, contract management, community engagement and
capacity building
– In Phase 2 will move to a stronger focus on Business Improvement across the
Service Streams
What will my district look like?
Sydney District
Include the
functions and
accountabiliti
es
Include the
functions
and
accountabi
lities
Include the groups of staff who will fit under this
Include the groups of staff who will fit under this
Key aspects of Sydney District approach
Our staff
• to gain feedback to inform our vision statement and our Sydney District
Model
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to explore and implement more effective ways to improve services to clients
and connect clients to services they need
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to gain input into how more effective people centred approaches can be
implemented in our work
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to strengthen the linkages between front line staff and management
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to work with our staff to build and promote a work environment in which
• Staff feel valued and respected in their work roles
• Staff know innovative ideas are considered seriously
• Staff identify as being part of One FACS
What is the plan for our District?
Our Community
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We will strengthen our partnerships with our key Government partners
particularly Sydney Local Health District, Education and Communities and
Inner West Medicare
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to explore options for a more co-ordinated approach to working with vulnerable
individual and communities
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We will engage with the Aboriginal and CALD Communities in our district
and establish District Advisory bodies in both areas
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We will engage and work collaboratively with our federal, other state and
local government and non government stakeholders
– to build on existing partnerships and joint projects
– to strengthen our work on building community capacity across the service system
– to increase our capacity to respond to local community needs
Our Governance Structure
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A Sydney District Executive and Operational Meetings of Unit Senior
Managers
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An across South Eastern and Sydney Transition Governance
Structure to overview
– the development and implementation of service agreements with South
East Sydney, Northern Sydney and South West Sydney Districts in
relation to transition hosting arrangements for across district functions in
Phase 1, such as
• Vacancy Management and Intensive Support Services
• Aboriginal Intensive Based Services
• Homelessness Action Plan
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Establishment of Aboriginal, CALD and Consumer Advisory Forums
How we developed the district plan
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Established a Sydney and South East Sydney Senior Managers Group for
across district issues, including District Directors and Senior Projects
Managers from Northern Sydney South West Sydney
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Participated in ADHC, HNSW and CS Regional Executive meetings
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Had Senior Managers from each division lead the communication and
consultation about localisation. This included obtaining input on key
questions that could inform the development of the proposal
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Established five across district Senior Manager working groups to
commence work on across district issues including Sector Development,
Sector Engagement, Business Service functions
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Consulted with Aboriginal Support Groups across ADHC, CS and HNSW
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Participated in staff briefing and briefings occurred ADHC, CS and HNSW.
What do the changes mean for staff?
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There is a greater focus on frontline staff being the experts and
having a say about new ways of providing services
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The majority of staff will continue to do the same job from the
same location
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A small number of staff and some existing teams may work across
multiple districts
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Staff impacted by these changes will be briefed directly by their
senior manager
What do the changes mean for staff? (cont’d)
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•
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Staged Approach commencing 2013 over 2 years
No disruption to front line services – Business As Usual
Some changes to senior positions in the current regional management
structures
– Placement Process to be underpinned by existing Government Policy
and procedures – Public Service Commission will need to be consulted
on senior positions
- Change Management Guidelines which are based on maximising
opportunities and minimising disruption.
- Draft Change Management Plan has been developed and has been
provided to Public Service Association as part of the consultation
process.
- Briefings for affected staff on the placement process will be conducted
later in 2013 as implementation occurs.
What is the staff transition process from regions to
districts? – Corporate Service roles
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Late last year FACS moved towards integrating its corporate services functions into a
central structure.
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These functions include regional positions working in the Corporate Services
functions of Human Resources, Learning and Development, Work Health and Safety,
Injury Management, Asset Management, Finance and IT.
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Integration is also happening across the Divisions in groups such as Business
Strategy and Operational Performance, but the regions are less affected in these
areas.
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Up until now the regional corporate service roles have been left as is, pending the
outcomes of localisation and the creation of new FACS Districts, to ensure that we
had a better idea of District structures before starting this work.
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With a set of District proposals now ready for consultation, Corporate Services is now
developing an operating model for how this support will be delivered to the Districts
and to ensure that corporate services staff will be provided management support.
What is the staff transition process from regions to
districts? – Initial Corporate Service arrangements
It is still early days, but current thinking is that:
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Corporate services positions in the Districts will initially be managed centrally, with little or no
change to location.
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Management support at the “go-live” point, is likely to be a manager in the FACS Corporate
Services structure. The primary impact of this will be a change in the reporting line.
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We will pool resources and form virtual teams to provide support to a grouping of Districts, as the
spread of positions and grades are varied across the State for each District and even current
Divisional ways of operating e.g. with Businesslink are quite different.
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The exact groupings and the formation of small teams and who will manage the regional corporate
services staff is being considered now.
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Discussions will be held with all the Districts to ensure that the best possible model is
adopted. Over the next couple of months we will be actively seeking your input in developing a
model which eventually will place the functions more under the control of Districts.
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If you want to discuss more about your corporate service role or the development of the model,
the best contact person is Liz Davis. She can be contacted on email liz.davis2@ facs.nsw.gov.au
Office accommodation
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No expected immediate changes to office accommodation during the initial
stages of Phase 1 linked to Localisation
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Through Phase 1 there will be discussions with a limited number of staff,
involved in across district resources splits and business support functions
that could involve a change in work location
– Staff will be consulted and a plan developed with each person in relation to any
change of location
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Currently there are no significant accommodation changes planned over the
next 12 months.
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However as across District hosting arrangement change and some (the)
hosted functions move to other Districts this may involve changes of
location for some staff
– Staff will be consulted and a plan developed with each person in relation to any
change of location
How will we implement the district plan?
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The Change and Transition Plan has several key elements
– Consultation with all staff across the district
• Gaining feedback from staff about the model
• providing information about the Staff Management Plan
• Meeting with staff who will be affected by the change
– Preparing the work to be ready for go-live
• Establishing the Sydney and South Eastern Sydney Transition Leadership Group which
to lead the implementation of the plan
• Scheduling weekly meetings to address the priority areas eg systems and processes
– Identifying and briefing District Transition site coordinators
• clear roles, responsibilities and problem solving pathways
– Testing key go live activities and processes
– Executive endorsement of readiness to Go Live
How will we implement the district plan?
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What will happen at day 1 and steps thereafter
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The District Director and Executive will commence in their District roles
There will be changes in reporting arrangements for some staff
Business as usual at the front line
Any issues or concerns brought to the attention of site coordinators
Site coordinators to contact the Senior Manager
District Director to take up significant system issues with Operational Executive
Post go-live
– The District Executive will meet regularly to lead the change processes
– Commence implementation of the Sydney District model
– Business as usual at the front line. but using the new processes linked to new
reporting arrangements and critical incidents
– Finalise service agreements with South East Sydney, Northern Sydney and
South West Sydney Districts in relation to transition hosting arrangements for
across district functions in Phase 1.
What happens next?
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Staff consultation until 21 June
Staff input and feedback considered and where appropriate changes
will be made to approach
District structures finalised after FACS Executive consideration
During July, District Directors will work closely with all staff on
transitioning to the new structures
The official “go live” date for 15 local FACS districts is the beginning
of August
District management team works with staff on the best ways to
improve outcomes for clients and communities
What do we need from you?
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we need you to be involved - your feedback and ideas are important
and valuable
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we need you to be innovative – use your local knowledge to think
about news ways of working with clients to improve outcomes
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work with your FACS and community colleagues to develop
networks within our district
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we need you to tell us what’s working and what isn’t
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we need your support and patience as we make changes
How do I provide feedback?
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materials will be available online for you to review after the session
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staff feedback can be provided through regular team meeting
discussion and by:
– email to Peter Gardiner, interim Sydney District Director
[email protected] or
– Mary Mockler, Senior Project Manager, Sydney District
[email protected]
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you can also email [email protected]
Enquiries
• Enquiries (mailbox for Questions)
• Public Service Association
Industrial officers
– Kerrie Butson [email protected] - ADHC
– Thane Pearce [email protected] – Community
Services
– Greg Corrigan [email protected] – Housing
• United Voice:
• Nurses Association
Slide 25
EAPS
• The Employee Assistance Program
(EAPS) is available for staff to access
confidential counselling and support
through this change process
• The EAPS program is provided by
Converge International 1800 337 068 at
no cost to staff
Slide 26
Questions