COMMUNITY SERVICES INDUSTRY PLAN Consultation Paper February 2019
INTEGRITY COMPASSION INFLUENCE
Table of Contents How to Repond to this Consultation Paper ....................................................................................... 4 A Brief Snapshot of Our Industry ....................................................................................................... 5 An Overview of the Social Policy Influencing Community Services ................................................. 7 An Overview of Social Trends that Influence Community Services.................................................. 8 The Vision ......................................................................................................................................... 10 Priority Areas Overview ................................................................................................................... 12 Priority Area 1: Workforce Development ........................................................................................ 12 Priority Area 2: Viability & Funding .................................................................................................. 15 Priority Area 3: Governance & Leadership ....................................................................................... 18 Priority Area 4: Person Centred Approaches ................................................................................... 21 Priority Area 5: Place-Based Services ............................................................................................... 23 Common Theme 1: Partnerships ...................................................................................................... 26 Common Theme 2: Technology & Information Sharing ................................................................... 28
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How to Respond to this Consultation Paper This Consultation Paper aims to build on the valuable views and feedback already received from the Industry including, the vision, priority areas for change, and commitments required for the Plan to be successful in its implementation. The Consultation Paper will also inform face-to-face consultations at regional forums being held by TasCOSS and Department of Communities in late February and early March. To find out more about the forums go to tascoss.org.au. We encourage all Industry organisations to have a say in the development of the Community Services Industry Plan. You can provide a response to the Consultation Paper on Survey Monkey by 4 April 2019. Or if you prefer you can provide a written response to the Consultation Paper and forward it to Trish Males, Sector Plan Project Manager (Community Services Industry Plan), C/ TasCOSS, GPO Box 771, Hobart, 7001 or trish@tascoss.org.au by 4 April 2019.
About the Industry Plan The Tasmanian Government is committed to supporting the Community Services Industry to remain strong and sustainable and to work in partnership with the Industry to achieve greater health and wellbeing outcomes for all Tasmanians, especially those most vulnerable. The Government’s commitment is demonstrated by the Tasmanian Council of Social Service (TasCOSS) receiving funding for the development of a comprehensive Community Services Industry Plan. The Community Services Industry Plan will allow community services from across sectors to come together, respond inclusively and strategically to national and state reform agendas, and continue to provide the highest-quality services. It is critical the development process for the Industry Plan engages a diverse range of stakeholders, to ensure the key priorities and themes for change reflect the views and needs of all Tasmanian community services across sectors, and the people and communities that they serve. A wide range of representatives from across the Community Services Industry attended The Future of Tasmania’s Community Services Industry symposium, which was held in December 2018. The Community Service Industry Plan Steering Group (CSIPSG) has been established to provide advice and oversight of the Plan’s development.
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A Brief Snapshot of Our Industry The State of Tasmania’s Community Sector Report released in 2016, was the first comprehensive overview of Tasmania’s community sector. The Report recognises the pace of the multi-layered changes occurring for the sector and provides an extensive understanding of the status of the Community Services Industry at the time the Report was written. There was some 207 survey responses received from Industry organisations that informed the content of the Report, the following is a brief summary of the Report findings:
Tasmanian Community Services contributed in excess of an estimated $500 million to Tasmania’s economy.
The Industry had over 350 organisations, with an estimated workforce of 10,000 mainly supporting Tasmanians who are the most vulnerable and disadvantaged members of the community.
While there were some organisations classed as having large operations the majority are small local organisations that provide specialised services.
Three quarters of paid staff were employed part-time and 7 in 10 employees in community services organisation were employed on a permanent or ongoing basis.
Volunteers make a significant contribution to Industry sectors with overall 9 in 10 organisations involving volunteers in some way.
Participating organisations reported collaborating with organisations to support clients with 2 in 3 organisations noting that compared with the prior 12 months they were collaborating more often. Collaboration was more strategic and with a wider range of organisations, however, some organisations felt that competition for funding has undermined collaboration within the sector.
Public funding was the most important source of income for the Industry with three quarters of organisations receiving income from the Tasmanian Government that financial year and more than half of the organisations receiving funding from the Commonwealth Government.
Generally, providers felt that there was scope for improvement in the relationship with Tasmanian and Commonwealth Governments especially around funding agreement negotiations and policy development.1
National employment forecasts project that the Health and Social Assistance workforce will make the largest contribution to market growth from 2018–2023. This is attributed to Industry adapting to the move to full scheme National Disability Insurance Scheme (NDIS), an ageing population, and growing demand for home based care services. There is strong employment growth projected for Community and Personal Service Worker occupations which – along with a group of occupations
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The State of Tasmania’s Community Sector Report, 2015, prepared for TasCOSS by, UNSW and Social Policy Research Centre
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classed as Professionals – accounts for 62.8% of the total national growth in employment over the next four years to 2023.2 The Commonwealth Senate hearing into the Future of Australia’s aged care workforce anticipated the aged care sector alone will require an additional 4,000 workers by 2025.3 The National Disability Insurance Agency (NDIA) Market Position Statement for Tasmania 2016, estimates in order to meet the demand created by the NDIS, the Tasmanian disability workforce will be required to grow by an estimated 1,450 to 1,750 FTE jobs by full scheme NDIS in June 2019.4 The Tasmania Report, 2018 supports this, with the Tasmanian Health and Social Assistance Industry being one of three industries to have seen a significant number of full-time jobs created since 201314. Moreover, the Tasmanian Health and Social Assistance Industry is the leading Industry for having created increases in part-time employment in Tasmania over the past four years. It is important that a thorough understanding of the current state of the Tasmanian Community Services Industry underpins the foundation for the Community Services Industry Plan. As such, TasCOSS has partnered with the University of Tasmania and the University of NSW to research and acquire up-to-date information from Industry during March – May this year.
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Employment Outlook to May 2023, Australian Government Department of Jobs and Small Business, 2018 Community Affairs Reference Committee Future of Australia’s Aged Care Workforce, June 2017 4 NDIS Market Position Statement, National Disability Insurance Agency, July 2016 3
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An Overview of the Social Policy Influencing Community Services Over the past decade, ongoing transformation of State and Commonwealth Government policy has seen the Community Services Industry experience continual change to the way it does business. The Governments’ current reform agendas are unprecedented meaning it is likely the Industry will continue to experience significant change over the next 10 years to 2030. The reform agendas, include the rollout of the NDIS and reforms to aged care, child safety, out of home care and health systems. Additionally, it is anticipated the outcomes of recent and current Royal Commissions will influence Government policy and have implications for the Community Services Industry. An overview of the policy and changes at both Commonwealth and State levels influencing and driving current reforms include but is not limited to:
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A new way of delivering specialist disability and aged care services.
A move to consumers having greater choice and control through consumer driven models of care and flexible individualised funding models.
Governments and other funders moving to Outcomes Frameworks and commissioning for outcomes.
A move to market based business model approaches.
Changes to quality and safeguarding requirements.
Strong Families Safe Kids Implementation Plan 2016 – 2020.
Safe Homes, Safe Families Tasmania Family Violence Action Plan 2015 – 2020.
Rethink Mental Health – a Long Term Plan for Mental Health in Tasmania 2015 – 2025.
Tasmanian Affordable Housing Strategy 2015 – 2025.
An Overview of Social Trends that Influence Community Services Current reforms in the Industry interface with significant social and economic trends meaning the needs of Tasmanians facing vulnerability, poverty and disadvantage are becoming increasingly more complex. The social and economic trends for Tasmania include but are not limited to:
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In 2018 there were a 120,000 Tasmanians living in poverty.5
It is estimated over 60,000 adult Tasmanians experience mental health illnesses each year.6
There has been steady increase in homelessness in Tasmania, at the last Census in 2016 there were over 1,600 people identified as being homeless.7
At 30 September 2018, there was 3,249 applications for housing registered in Tasmania.8
Rental affordability has worsened with Tasmania having the lowest of any capital city in 2018.9
Tasmania Police data reported a 15% increase in family violence arguments and incidents from 4,486 in 2014–15 to 5,154 in 2016–17.10
1,280 Tasmanian children had been placed in Out of Home Care at September 2018. 11
It is estimated around 10,600 Tasmanians with a disability will access the NDIS by 30 June 2019.12
Long-term unemployment remains high in Tasmania with almost 30% of unemployed people having been out of work for more than a year, and half of this figure being unemployed for more than 2 years.
Nationally, Tasmania has the oldest population and largest number of people over 65 years.
Australian Council of Social Service, Poverty in in Australia Report, 2018 Rethink Mental Health – a Long Term Plan for Mental Health in Tasmania 2015 – 2025 7 Shelter Tasmania, Fact Sheet – Homelessness in Tasmania 2018 8 www.dhhs.tas.gov.au/humanservices dashboard, February 2019 9 Tasmania Report, Tasmania Chamber of Commerce and Industry, 2018 10 Safe Homes, Safe Families Responding and Reporting, 2018 11 www.dhhs.tas.gov.au/humanservices dashboard, February 2019 12 Bilateral Agreement – Transition to Full Scheme NDIS www.coag.gov.au/sites/default/files/communique/NDIS_TAS.PDF, February 2019 6
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Tasmania’s youth unemployment rate for people aged 15–24 years has risen by around 1.5% since 2017, compared to a decline in youth unemployment in mainland Australia. The number of young Tasmanians aged 15–24 years not in full-time education or employment also remains high compared to other states in Australia.
The May 2018 ABS reported the average Tasmanian adults average weekly earnings were 13% below the national average.13
Tasmania Report, Tasmania Chamber of Commerce and Industry, 2018
The Vision The Tasmanian Government is committed to working in partnership with the Community Service Industry to build a diverse and inclusive service system. A system that better tackles disadvantage, supports inclusive communities, embraces diversity and ensures all Tasmanians have the opportunity to participate in the social, cultural and economic life of their community. This includes, a Tasmanian service system where Aboriginal people are involved in the development and decision-making about Aboriginal programs and services, and an Industry that is committed to having culturally safe organisations and services where all people are treated equally with respect and without discrimination. The Community Services Industry Plan 2030, will provide a 10 year vision and framework for the Community Services Industry. It is critical that the Industry take a forward thinking approach to developing the Plan and be strategic in its decision-making during this time of reform, and into the future. The Community Service Industry Plan Steering Group (CSIPSG) has been established to provide advice and oversight of the Plan’s development. The CSIPSG membership represents a diverse knowledge and expertise from across sectors of the Community Service Industry and Government. The CSIPSG is co-chaired by the Secretary of the Department of Communities Tasmania and the Chief Executive Officer of TasCOSS. Initial consultations with the CSIPSG and Industry at the symposium held in December, identified services considered to be in scope of the Industry Plan as being: Disability, aged care, children, youth, family, Aboriginal, lesbian, gay, bisexual, transgender and intersex, multicultural, housing and homelessness, emergency relief, early years, child development, alcohol and drugs, family violence, sexual assault, community legal, women services, out of home care, counselling, community health, community mental health, volunteer and carer services. It is acknowledged, that the scope of services may change as a result of further consultation during the Plans development. It is also important to recognise that whilst consumer representative groups, Tasmanian peak bodies and mainstream and universal services are not in scope of the Plan, the interface and collaboration with them is critical to ensuring an inclusive, coordinated and integrated service system.
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Priority Areas Overview There are five priority areas for the Community Services Industry Plan. The five areas were identified through consultation with a cross section of Industry representatives, and were further refined at the symposium held in December, they are: Workforce Development, Viability & Funding, Governance & Leadership, Person Centred Approaches and Place-Based Services. Partnerships, Technology and information sharing are common themes across discussions on the priority areas and therefore, have been added to the Consultation Paper to explore with the Industry further.
Priority Area 1: Workforce Development As highlighted previously, the Tasmanian Community Services Industry will be a major driver of new jobs and career pathways into the future. Workforce Development factors to consider:
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The profile of the Industry workforce is being influenced by policy changes at both a Commonwealth and State level.
The Industry workforce is having to adapt the way services are being delivered and evaluated.
Around 38% of Tasmania’s population lives outside of Hobart and Launceston. A robust workforce is required to ensure all Tasmanians have access to the community services they require.
A number of sectors have national workforce plans but there appears to be no strategic, coordinated approach to meet future workforce demand across the Industry sectors in Tasmania.
Priority Area 1: Workforce Development What the Industry Has Told Us So Far
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By 2020 the Tasmanian Community Services Industry is a career of choice with a highly skilled, competent, caring and diverse workforce that meets the needs of the people and communities that they serve. Moreover, a career path that is valued by governments, the Tasmanian Industry and Tasmanian communities.
Investment in a highly adaptive and skilled workforce which is supported to deliver innovative integrated outcomes for the Tasmanians that they serve.
Coherent pathways to attractive, meaningful work, inclusive education and practice with multiple entry and exit points.
Long-term funding agreements that provide job security and allow for forward planning around workforce development and service delivery.
Investment in an integrated Community Service Workforce Plan serving the needs of all service sectors beyond budget and election cycles, an Industry reference group leading actions for the workforce plan.
Right people, right motivation, right time.
Evidence-based models that underpin the work of the sector and inform workforce development.
Workforce capacity and development partnerships with governments, the Department of Education and universities with the aim of providing career pathways within the Community Service Industry.
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Priority Area 2: Viability & Funding Policy changes at both a Commonwealth and State level mean the Industry is having to adapt business and service delivery models. Moreover, the viability of short-term funding models to address complex social issues has prompted discussions around proactive, long-term investment in achieving better outcomes for vulnerable Tasmanians. Viability & Funding factors to consider:
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Some parts of the sector have had to adapt to business and program models to deliver individualised funded services.
Funders are moving to an outcomes framework and much of the sector has had to make changes to the way they measure and report on services.
Organisations using a variety of mechanisms to provide data and report on multiple funding streams.
Organisations complying with a range of regulatory, quality and safeguard requirements at the State and Commonwealth level.
Impact of social trends and consumer/client needs becoming increasingly complex.
Priority Area 2: Viability & Funding What the Industry Has Told Us So Far
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Generate good political will – policy built on long-term equal investment into preventative and proactive social services.
Governments and the Community Services Industry support centralised shared infrastructure to assist small organisation’s viability as more is required of them amongst the current reforms.
A future where investment in community wellbeing is sufficient, evidence-based and addresses current and future need beyond the political cycle.
Government is flexible regarding the length of funding agreements (up to 10 years) with a methodology for ensuring requirements of agreement and outcomes are being delivered consistently to a high standard.
Multi-sectoral approach to leadership and investment in the Industry, long-term planning, innovative service development and capacity to explore new opportunities for the Industry.
Increased recognition of the social return on investment delivered by the Industry.
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Priority Area 3: Governance & Leadership Strong governance and leadership is required across the Community Services Industry during the current reforms and into the future, in order to ensure vulnerable Tasmanians and communities have access to the community services that they require. Factors to consider are Governance & Leadership capabilities that:
Align with the governance needs of the organisation.
Set the vision and future direction of the organisation.
Foresee factors that may shape the future of the Industry.
Strategically align and successfully respond to opportunities and change as it happens.
Ensure regulations, quality, safeguards and legal requirements are met.
Lead organisations and their workforce to adapt within the dynamic environment in which they deliver services.
Impact of social and economic trends.
Impact of consumer/client needs becoming increasingly complex.
What the Industry Has Told Us So Far
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The Community Services Industry is exemplar for ethical and purposeful behavior that values people while driving the economy and growth.
Governance and leadership that is flexible and able to adapt in order to make decisions and respond to emerging issues. Moreover, the ability to continually evaluate the effectiveness of the board, the organisation and the services it delivers.
Boards that are paid and that have a diverse membership with relevant expertise for governing organisations experiencing significant sector reforms.
Well-resourced peaks that focus on the needs of the sector they represent and the common needs across sectors
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Priority Area 4: Person Centred Approaches Flexible, well designed and innovative service delivery models that promote a collaborative, partnership-based approach can contribute to improved outcomes for vulnerable Tasmanians and communities. There has been a trend for funders and organisations to move towards person centred approaches at a policy and operational level. Organisations and their workforces have adapted to new models of service delivery that promote consumers having choice and control in self-directing services that best meet their needs and aspirations. Since its adoption, there are multiple interpretations of person centred approaches across the community sector. Evidence suggests success factors for Person Centred Approaches include:
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Services the capacity of consumers/clients and/or ensure they have enough support to make choices about their services.
A skilled workforce which able to respond to multiple and complex consumer/client needs.
A skilled workforce that is able to respond to the aspirations and goals of consumers/clients.
Availability and access to a workforce that has the capacity to work flexibility.
Cultural awareness and safety is essential in meeting the social and cultural needs of people accessing services delivered by the Community Services Industry.
Priority Area 4: Person Centred Approaches What the Industry Has Told Us So Far
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A Community Services Industry that supports communities and empowers individuals to pursue and achieve self-determined aspirations and goals.
Government funding of evidence-based approaches that is based on the needs of individuals and community.
People are in control of their lives where they live.
Funding agreements that support flexible service delivery and builds on the capacity of communities to prioritise and achieve outcomes that respond to individual and community need.
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Priority Area 5: Place-Based Services Evidence shows that there is a strong link between the environment in which a person grows and develops, lives and ages and their overall health and wellbeing. This is true for Tasmania’s most disadvantaged communities where people generally experience poorer outcomes across all social, health and wellbeing indicators. In recent years, significant concentration has been given to place-based services and systems at a research, policy and community level. Place-based approaches facilitate collaboration between governments, community services and community stakeholders with the aim of developing systems that address the root causes of disadvantage in local communities. Factors to consider for Place-Based Services:
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Aligning community, sector, government and stakeholder resources to meet immediate needs and respond to disadvantage in communities.
Co-designed systems and services – local solutions to local needs.
Shared accountability of objectives and outcomes.
One mechanism established for reporting on agreed outcomes.
Flexible funding arrangements allowing for flexible service design.
Collaboration between governments, services, consumers and the community to take an evidence-based approach to co-designing policy. Moreover, services that meet the needs of individuals and the community as a whole.
Priority Area 5: Place-Based Services What the Industry Has Told Us So Far
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Place-based services that are supported by systems, not governed by systems.
A Community Services Industry that empowers consumers and the communities they live in to pursue and achieve self-determined aspiration and goals.
Funding agreements that support flexible service delivery and build on the capacity of communities to prioritise and achieve outcomes that respond to individual and community need.
Whole-of-government approach to service provision in local communities. Avoiding duplication of services by using existing data and community specific information to provide integrated, coordinated services.
Communities have the resources, knowledge and support to lead service development that best meets the needs of the community.
The diversity of sectors and their services jointly contributing to community outcomes.
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Common Theme 1: Partnerships The Community Services Industry Plan is being developed ‘by the Industry for the Industry’, although, it is acknowledged that State Government is a major partner in its development. State Government is central in setting social policy and strategic direction to ensure that all Tasmanians have access to the health and social services that they require. The importance of partnerships and collaboration into the future has been a strong and consistent theme from the consultation to date. The needs of people and vulnerable communities accessing services are becoming increasingly complex and multi-faceted. The Industry has said that partnerships and collaboration is required across all of the priority areas, especially in making sure services are evidence-based, coordinated, integrated and put people and communities at the centre. Community Services Industry organisations have a range of successful strategic partnerships with governments and non-government agencies. The strategic aim – and the desired outcomes from partnerships – both now and in the future is likely to change as the requirements of the reforms and changes across sectors become known and implemented.
What the Industry Has Told Us So Far
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Trusted partnerships with government and communities to co-design and deliver authentic, accountable, integrated and inclusive social services.
Our sector is led by the community for community with an authentic unified voice and genuine partnerships to lead and deliver inclusive change.
Working in partnerships to build strong self-supporting communities.
Co-design, co-management and genuine partnerships with government will be a game changer for the Community Services Industry into the future.
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Common Theme 2: Technology & Information Sharing Technology and information sharing – and the major role they play in innovative, efficient and effective service provision into the future – has been a topic of discussion across all priority areas throughout consultations to date. A common theme raised during consultations for the Industry Plan is that current information sharing, reporting and technology requirements are fragmented across sectors which is inefficient and costly to organisations. Moreover, access to up-to-date technology, as well as the technology capability of organisations can differ across the sector. The discussion from the consultations to date recognises the important role that technology will play into the future. Especially, in terms of innovative service provision for regional and rural communities, and areas where there are thin markets. Government and the Industry need to work together to create efficiencies for organisations and funders includes streamlining information sharing and reporting requirements.
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Common Theme 2: Technology & Information Sharing What the Industry Has Told Us So Far
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Alignment of data sets, technology and reporting requirements across government to address the need to be efficient and effective in sharing relevant data between government and the Community Services Industry.
Sharing of data between the Industry and funders to map service provision, identify gaps and plan for the future.
Examining the value of technology to create connectivity, creativity and collaboration.
Exploration on how technology can be used for data collection, evaluation, stakeholders and engaging with service users to benefit productivity and employee recruitment.
Improved data sharing provisions between all stakeholders.
There is a need to upskill the current workforce in technology lit
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Remember We encourage all Industry organisations to have a say in the development of the Community Services Industry Plan by providing a response to the Consultation Paper on Survey Monkey by 4 April 2019.
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