Strategic Plan 2022-2025

Acknowledgement

Message From The Chair And CEO

Workskil Australia proudly introduces the Workskil Australia Strategic Plan 2022-2025 , which articulates the organisation’s vision, mission and strategic objectives for the next three years.

This Strategic Plan has been developed by the Board and Executive of Workskil Australia with consultation from staff and stakeholders. It recognises the increasingly complex environment the organisation operates within and tracks a clear and agreed path forward, with key focus areas and cohort groups.

Our vision and mission, has been refreshed, but continues to focus on making sure the communities and people we serve have the opportunity to benefit from quality employment, education, wellbeing and independence. We will continue to seek to be innovative and clever as we set out to solve complex social issues and be the most successful employment and community service provider in Australia.

Workskil Australia is commencing this new Strategic Plan, at the commencement of the new Australian Government funded Workforce Australia Services, which will present the organisation enormous opportunity and risk, as we transition to this new and different service nationally. We look forward to this challenge as we deliver an array of new services from July Workskil2022.Australia

has proudly included a focus on the environment for the first time and set strategic goals to ensure we contribute to the reduction of greenhouse gas

Deliveringemissions.ourgoals

and implementing our strategies will require a unified and committed workforce and outstanding leadership. We will continue to have a strong focus on strengthening our people and culture and ensure we recognise daily our achievements.

To achieve this Strategic Plan we will need ongoing determination and passion for our cause.

We hope you enjoy reading our Strategic Plan and our goals for the next three years.

Regards Alex Zimmermann, Chairman and Nicole Dwyer, CEO

Every person in Australia has the opportunity to benefit from quality employment and education creating inclusion, wellbeing and independence.

To build better lives by assisting people experiencing difficulty, disadvantage or disability through employment and community services so they can achieve economic and social independence.

What

The opportunity to earn a decent living is central to a healthy and resilient society.

Australian society is enriched by strong community connections and social inclusion.

Our Values

Our Values are at the heart of everything we do. Our Values inform our thoughts, words and actions.

CARE

We care for those around us and have a genuine desire to improve lives.

RESPECT

We respect people for who they are, their knowledge, skills and experience.

SERVICE

We strive to exceed the expectations of our customers, employers, partners, stakeholders and colleagues.

HONESTY

We are open and honest in our communication and seek the facts to ensure we provide the best quality advice for our customers.

LEADING BY EXAMPLE

We act as positive role models for our staff and clients alike.

INTEGRITY

We uphold the highest professional standards, provide sound advice and act ethically at all times.

TEAMWORK

We work collaboratively to achieve our goals.

Who We Are

Transforming lives is at the heart of our work.

We know what it is to grow from humble beginnings to become a national charity committed to steady, considered improvement and growth. We deliver services that help the people we work with achieve their own economic and social independence and advance their employability, education, health and wellbeing. We do this through services that support employment, education, health and community connection, with a special focus on Indigenous, ex-offender, youth and disability services.

Each year we support more than 60,000 people with employment and community services. They are Australian’s of all ages, backgrounds, locations, ability, ethnicity and gender.

We aim to build better everyday lives by enabling them to tackle barriers across housing, education, employment, health and wellbeing and inclusion.

We are 650 people operating in 48 full-time locations and many secondary schools across New South Wales, South Australia, Victoria and Western Australia.

We empower people to realise their ambitions and aspirations. We facilitate social participation by encouraging engagement from our customers as well as giving them opportunities that they may not have had access to, and the confidence to pursue their goals.

Our Services

Current Government funded services we deliver:

• Workforce Australia Services – (employment services for disadvantaged and long-term unemployed job seekers)

• Workforce Australia - Transition to Work (employment services for young people)

• Workforce Australia - Time to Work (Aboriginal and Torres Strait Islander Peoples Prisoner Assessment Program)

• Workforce Australia - Career Transition Assistance (Mature Aged Digital Literacy and Career Planning)

• Disability Employment Services (Employment Services for participants with disability)

• Workforce Australia - ParentsNext (Employment support for parents on welfare with babies and young children)

• Work Ready, Release Ready (South Australian in-prison and employment support program funded by SA Government)

• South Australia - Flexible Learning Options (FLO) (Youth at Risk in Secondary Education funded by SA Government)

• Job Placement Services (Rehabilitation Service for Return to Work SA)

Who

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The Environment We Operate In

Together with our customers we exist in an environment which is characterised by volatility, uncertainty, complexity and ambiguity. Operating in such an environment signifies that our Mission, Values and strategic priorities must remain at the forefront of all that we do.

Employment and Labour Market Trends

Increasing underemployment and casualisation of employment continue to be key labour market trends. COVID-19 and economic turbulence have had a significant negative impact on some industries, such as tourism and hospitality, while creating demand in others for labour. A high demand for workers has been seen in core services related to food production, transport, aged and disability care, as staff shortages due to no migration for the last two years and COVID isolation and illness impact. Economic headwinds will continue to cause labour market disruption in the coming Particularyears.cohorts within Australia continue to be over-represented in unemployment, and have lower education outcomes, including:

Aboriginal and Torres Strait Islanders People with Disability, Health or Injury Youth at MigrantsEx-OffendersRiskand Refugees

Single HomelessMatureParentsAgeand

Technology

Organisations generally continue to invest and innovate in digital solutions which support customers to connect with business easily and effectively.

The ‘gig economy’ is shifting traditional notions of employment, as well as creating opportunities.

Public sector organisations are investing heavily in the acceleration of digital initiatives, to improve products and services to the Australian community.

There continues to be a rapid deployment of innovative technologies in the cloud environment which is changing customer experience dynamics. Uses for artificial intelligence continue to increase, particularly in service-based industries.

Managing a range of cyber threats to business, continues to focus business on developing strong Information and Communication Technology (ICT) security management.

Government Direction

The Australian Government is undertaking large reforms in employment, health and community services across Australia. Government will seek to reduce general expenditure over the coming years, as it seeks to balance the Australian Budget, following the impact of the COVID crisis and natural disasters (fire, Reviewsfloods).

are currently being undertaken of the National Indigenous Agency of Australia, Indigenous Skills and Employment Program and the Department of Social Services, Disability Employment Service, which may present opportunities for Workskil Australia over the next few Governmentyears.is continuing to examine digital solutions to enhance or replace current service delivery frameworks, thereby creating not only risk, but also opportunity for Workskil Australia.

As the core funding agent for disability services across Australia, the National Disability Insurance Scheme (NDIS), continues to focus on improvements in delivery and to refine its scope of coverage, which presents funding challenges to delivery organisations.

State Governments continue to grapple with delivery of education, housing, correctional services and employment programs, with opportunities to engage in this critical work a strong option for Workskil Australia.

Many not-for-profits (NFP’s) are exploring self-funded projects to trial addressing complex disadvantage in Australia, to test and explore options, for Government to consider ongoing.

Environment

There is a strong focus by government, industry and communities globally, on reducing carbon emissions, developing new low carbon technologies and improving environmental management. This presents opportunities for Workskil Australia to engage with businesses with this focus, for employment opportunities for our customers.

Workskil Australia will also, for the first time, develop and implement an environmental management plan, to better focus our efforts on this critical task.

ForWorkskilPositioningAustraliaTheFuture

From July 2022, Workskil Australia will be the 2nd largest employment service provider in Australia.

Workskil Australia continues to be a successful and significant provider in the employment services industry, and a provider of choice for the Australian Government.

Our success in the 2021 Australian Government procurement of employment services, in Enhanced Services (Generalist and Specialist), Career Transition Assistance and Transition to Work, has given us an expanded breadth of programs for the next 6 years, to assist those across Australia who most need our support in finding employment. We have a secure funding base which we can build upon to trial new and innovative approaches to resolving the most challenging issues faced by those doing it tough.

We have achieved this outstanding result for a NFP, in a competitive environment, as a consequence of our constant focus on care, good governance, exceptional customer service and by ensuring quality in all that we do.

Workskil Australia continues to focus on innovation in technology, with Amodo our in-house Customer Resource Management (CRM) database, an ongoing point of difference.

Our continued focus on staff development and being an employer of choice for our industry, is a key competitive strength. We continue to do what we do with our values at the Workskilforefront.Australia’s

geographic footprint will change from July 2022, as we increase our operational footprint in Western Australia and South Australia, and deliver reduced services in Melbourne and Sydney. We will focus on ensuring our brand is strong in the four states we operate in, and will seek to re-build our services in NSW and Victoria, to improve our geographic diversity.

Using our capability and experience, we will utilise our operational footprint and core capabilities to develop new funding sources to increase funding diversity. Known opportunities through this Strategic Plan cycle include planned procurements for Disability Employment Services (DES), Indigenous Skills and Employment Program Grants and the Community Development Program (CDP). Expanding our mental health, housing and apprenticeship and traineeship capabilities will also be key focus areas.

Internal Capabilities

Well Being Days

- an investment in our people

As a service organisation, our people are our core Wecapability.haveintroduced

Well-Being Days for all full-time staff who now work a 9-day fortnight, while being paid full-time. This has improved retention and reduced burn-out in our valued team, and is our point of difference.

“I am finding the wellbeing day to be beneficial to my overall wellbeing as it is promoting a better work-life balance. It is giving me the opportunity to do the things outside of work that I would not usually get the opportunity to do and is allowing more time spent with my family.”

Learning and Development

Workskil Australia has an innovative and high-quality learning and development strategy, which we will continue to strengthen as we introduce mandatory qualifications for many roles and adjust to the delivery of new services. Our focus is to induct new staff quickly and effectively, thereby ensuring they are successful in their roles.

Workskil Australia is now a proudly recognised Gold Standard Mental Health First Aid Provider organisation, consistently delivering the Mental Health First Aid Certificate to our staff, employers and job seekers. We will continue to explore opportunities to convert our professional development expertise into commercial opportunities for delivering external training.

Workskil Australia is a Member of the Diversity Council of Australia and proud of its diverse staff who represent more than 40 cultural groups.

Workskil Australia will continue to seek to develop its credentials as an employer of choice in our industry.

A Sustainable Environment

Workskil Australia is committed to improving the environment we operate in by reducing carbon emissions, minimizing pollution and ensuring the sustainable use of natural resources. Nurturing the environment in this way is an extension of our commitment to the health of our social environment, which is at the heart of our vision and mission.

Our Environment Policy aligns with the Australian Government’s National Waste Policy and Action Plan. Our approach is based on waste avoidance, recycling, reducing waste and carbon emissions, and education in all that we do. Workskil Australia will seek to develop its first Environment Action Plan (EAP), with clear actions and targets aligned to this Strategic Plan.

Our commitment to reconciliation with our Aboriginal and Torres Strait Islander Peoples.

We have a robust, approved and publicly available Innovate Reconciliation Action Plan, March 2021- March 2023, that sets out our targets for employment, engagement, procurement and cultural Wecompetency.dothisbecause we are committed to improving outcomes for Aboriginal and Torres Strait Islander Peoples and acknowledge that reconciliation is critical in achieving this. We are proud of the work of our Reconciliation Action Plan Committee in helping our organisation on this journey. We will seek to renew our Reconciliation Action Plan during this Strategic Plan lifecycle.

Workskil Australia staff member

Service Excellence

Workskil Australia will continue to deliver a wide range of employment and community services across Australia that are of increasingly high quality, responsive to the needs of the communities we serve, and focused on the social and economic outcomes that are valued by customers and funders.

Workskil Australia will continue on its journey to implement the six pillars of customer service (personalisation, resolution, integrity, time & effort, expectations and empathy) across the organisation.

Workskil Australia will continue to build trust with customers, ensuring our organisational values and purpose permeate our customer relationships. Customer-driven, tailored and personalised services will be at the forefront of our service delivery.

Service Breadth

Workskil Australia will seek to maintain its position as a major service provider for the delivery of employment and related services for the Australian OurGovernment.goalisto be the industry leader in the provision of quality employment and community services, and to provide excellence in customer service to the communities we serve.

Workskil Australia will seek to develop new programs which address the needs of Australian’s who are doing it tough, particularly those in the welfare system. We seek to be innovative in addressing disadvantage in all the services we deliver.

Workskil Australia will seek to develop strategic cohort plans for four primary focus groups that will be the key focus for this Strategic Plan. These are:

Primary focus groups

Capability Development

Workskil Australia will seek to improve it’s capabilities and build capacity in operational areas which will best serve our customers over the next three years. These are areas where we know improved focus, innovation, partnerships and resources will enhance outcomes for our Twocustomers.keyfocusareas to build core competencies in during this Strategic Plan cycle are:

Addressing Homelessness

Improving Apprenticeship and Traineeship outcomes

Additional focus groups

Strategic Plan

Strategic Goal

Be the most successful employment and community service provider in Australia.

Key Initiatives Action / Measures

1.1 Deliver current funded services to meet the requirements of funders, participants, employers and partner organisations.

By 2025, Workskil Australia will have performed highly in Workforce Australia Employment Services, resulting in contract extensions and expansion opportunities beyond June 2026.

By 2025, Workskil Australia will have delivered all current funded services to funder requirements, resulting in ongoing or renewed contracts.

1.2 Understand the challenges and requirements of industry and employers in recruitment, training and retention, and develop improved services to meet their needs.

By 2025, Workskil Australia will have undertaken a review of employer servicing and implemented an Employer Customer Service Framework and Plan, to improve quality services and outcomes to industry and employers. This will result in improvements across all aspects of employer servicing.

By 2025, Workskil Australia will have developed and tested commercialising aspects of employment and training services to employers and industry, articulated in a Board approved Business Plan.

1.3 Better listen to our participants/ customers feedback on their views on services delivered, to improve quality services.

By 2025, Workskil Australia will have implemented a Participant Customer Experience Framework that will routinely and systematically provide quality customer feedback, to drive improved service quality. This will be measurable and reportable.

By 2025, Workskil Australia will have developed improved capability and outcomes in addressing homelessness and improved outcomes in Apprenticeships and Traineeships. These two identified areas will have documented strategies, targets and outcomes, over the coming three years.

Key Initiatives

1.4 Deliver efficient and effective services.

1.5 Embed good governance, quality, compliance and risk management in all that we do.

Action / Measures

By 2025, Workskil Australia will deliver financially sustainable services, by achieving a minimum 5% profit of annual consolidated revenue in FY 23, 24 and 25.

By 2025, Workskil Australia will have implemented a cloud-based data platform and business intelligence toolset, to deliver improved relevant, timely and efficient reporting and insights for all staff.

By 2025, Workskil Australia will have maintained all required quality accreditations.

By 2025, Workskil Australia will continue to have in place responsive and high-quality governance, safety, compliance, audit and risk management practicesevidenced by no major safety, reputation, compliance or fraud incidents.

1.6 Implement a leading ICT strategy, that enables all stakeholders to operate safely, effectively and with ease.

By 2025, Workskil Australia will have delivered its current ICT Digital Strategy and developed a new ICT ByStrategy.2025,

Workskil Australia will have developed and implemented an ICT Security Strategy that will effectively manage current and emerging ICT security risks.

1.7 Strengthen our communication channels with participants and employers.

By 2025, we will have implemented a new website and customer resource portal.

By 2025, we will have implemented new and easier methods for our customers to engage with us.

Strategic Goal

Diversify and develop new funding sources.

Key Initiatives

2.1 Seek to diversify and develop new funding sources.

Action / Measures

By 2025, 15% of Workskil Australia’s government revenue and surplus will be from sources outside of Department of Employment and Workplace Relations (DEWR).

By 2025, 3% of Workskil Australia’s revenue and surplus will be from non-government sources.

By 2025, Workskil Australia will have an internal business development capability able to better develop and respond to new opportunities.

Strategic Goal

Diversity and Inclusion: Expand on services for Youth at Risk, Aboriginal and Torres Strait Islanders, People with a Disability and Ex-Offenders.

Key Initiatives Action / Measures

3.1 Develop new projects or services, particularly for those who are under-represented in education and employment – Youth at Risk, Aboriginal and Torres Strait Islanders, People with a Disability and Ex-Offenders.

By 2025, Workskil Australia will have developed and delivered four Primary Focus Cohort Strategies to support new service development.

By 2025, Workskil Australia will have developed new services for these cohorts in the current four states we operate.

Strategic Goal

Care for the natural and social environment, inside and outside our organisation.

Key Initiatives Action / Measures

4.1 Ensure we care for internal and external culture and the environment.

By 2025, we will continue to have an approved Reconciliation Action Plan and achieve Indigenous Participation Plan requirements.

By 2025, we will have developed and implemented an Environmental Action Plan, to reduce our carbon footprint and increase our nurture of the natural

Byenvironment.2025,wewill

have implemented an industry leading Wellbeing Strategy for staff and customers.

By 2025, we will continue to measure and improve on organisational culture through seeking regular feedback from staff on their views.

Strategic Goal

Ensure our financial resources are managed effectively for the future.

Key Initiatives Action / Measures

5.1 Ensure funds are managed to effectively support the future of Workskil Australia.

By 2025, Workskil Australia will have a Board approved and implemented Investment Strategy.

6

Strategic Goal

Be well known and admired for what we do.

Key Initiatives Action / Measures

6.1 Educate and inspire the community by communicating what we do.

By 2025, Workskil Australia and what we stand for. will be well known across Australia. We will achieve this through innovation in branding, marketing and communication strategies, which will be documented in a Marketing Strategy and associated annual Marketing Plans and an externally conducted Brand Perception Survey.

6.2 Be a desired place to work in our industry.

By 2025, Workskil Australia will be considered the employer of choice for staff and applicants by implementing a Human Resource Strategy, which focuses on attracting high quality staff, retaining good staff, developing a positive workplace culture, good governance in human resource management, and the delivery of high-quality human resource services to the business.

By 2025, Workskil Australia will have a turnover rate under 25% annually for the duration of this Strategic ByPlan.2025,

Workskil Australia will implement a ‘best in industry’ learning and development program for all staff.

6.3 Raise our profile as a credible advocate addressing disadvantage and inequality in Australia.

By 2025, Workskil Australia will be seen by industry stakeholders as a leading advocate for raising awareness and improving conditions for those experiencing disadvantage. This will be achieved via media, consultations, working groups and through publishing. One external article will be published monthly.