More than Hope and Goodwill:

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More than Hope and Goodwill Workforce Models
for Integrated Service Delivery
Talia van Gils Integrated Skills Development
Strategy
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Workforce Models for Integrated Service
Can we rely on the hope that all understand and
are committed to the same ideals and prepared to
work seamlessly to achieve the (integrated
service) centres goals? From my experience
hope and goodwill is not likely to be sufficient.

• Kaye Colmer
• Multi-disciplinary Teams are Deliberately
  Constructed

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Workforce Models for Integrated Service
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Workforce Planning Development

• Planning for the size and composition of the
  workforce required to meet current and future
  demand
• Managing the supply of a workforce capable of
  meeting demand
• The attraction, recruitment, retention and
  development of workers.

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Workforce Planning Development

Workforce Planning Development Work
Design Workforce Role Design Attraction /
Re-engagement Recruitment / Re-deployment Developm
ent Retention
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Collaboration
Workforce Models for Integrated Service

• Networked practitioners
• May involve regular cross-agency case mgt
  meetings
• May then involve multi-agency approach to some
  cases
• This can be supported by common assessment
  referral tools
• Importance of lead practitioner or agency
• Examples
• Gold Coast Homelessness Network
• Canadian Regional Family Domestic Violence Teams

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Multi-Disciplinary or Cross-Agency Team
Workforce Models for Integrated Service

• Workers are employed by their home agency and
  seconded to or deployed within a multi-agency
  team
• Often strategic level steering team
• Dual line mgt supervision from home agency and
  team leader
• Examples
• Victorian Opening Doors - Local Area Service
  Networks
• Warrington Borough UK Behaviour Education
  Support Teams

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Integrated Service Hub
Workforce Models for Integrated Service

• Co-location of services and commitment to
  multi-agency approach to each client
• Governance and management structures are
  redesigned to support this
• Service delivery workers remain employed by home
  agency (although corporate services such as IT,
  HR and Finance are often shared)
• Examples
• Frontyard Centre for young people Melbourne
  City Mission

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Consortium or Partnership
Workforce Models for Integrated Service

• Workers are contracted by a consortium of
  organisations with a shared target group and
  deployed in short to medium term roles within one
  or more agencies at a time
• Governance frameworks and policy/management
  structures are redesigned to support this
• Workers with specific skills and experiences can
  be deployed and developed as required
• Similar to MDT except for employment structure
• Partial Examples
• Organisational partnerships used in the
  healthcare industry
• Shared casual labour pool seen in disability and
  in health

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Merger
Workforce Models for Integrated Service

• Two organisations with compatible goals and
  target groups become one
• This is what small agencies fear when they hear
  the words joined up service
• Most of the corporate literature on workforce
  integration is about strategies for making two
  workforces one, often with little hope and no
  goodwill!

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Conversation 1 Comparing the models
Workforce Models for Integrated Service

• What are the likely strengths and challenges of
  each model from a workforce perspective?
• What strategies can you suggest to support
  implementation of this kind of model?

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Elements of a Workforce Plan

• Work Design - How do new system and service
  model/s change the work that will be done? How is
  the work structured and divided?
• Workforce Profile who is our current workforce?
  Who might we be able to bring in? What are the
  issues and strategies arising from the data?
• Skill Analysis what is core and what is
  critical? what do we have and what do we need?
  Where do we need skills? How will we develop
  skills?
• Workforce Design Innovation How do we divide
  the work into roles that are attractive,
  sustainable and (at least partially) match the
  current and future available workforce? What are
  the staffing structures and models we need?
• Attraction, Recruitment Retention How do we
  work together rather than compete for staff? How
  do we offer carer development pathways?

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2. Workforce Profile for SAAP Services

• Demographics
• AGE 27 of QLD Community Service workers are
  aged between 25 and 34 years. SAAP services have
  a good spread across all age ranges.
• GENDER Over 70 of QLD Community Service
  workers are female. Just over 80 of SAAP workers
  are female. Percentages of male workers are
  higher in management and executive roles.
• BASIS OF EMPLOYMENT - SAAP services have less
  part-time, casual and fixed term contract
  employees than industry averages. There are far
  less volunteers.

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2. Workforce Profile for SAAP Services

• Average staff turnover across all Australian
  industries 12.6
• ACOSS 2007 survey showed turnover of 23
  nationally for community services industry
• Average turnover of 25 for QLD services surveyed
• 31 of SAAP services report an attrition rate of
  51-60 of their direct support workers

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2. Workforce Profile for SAAP Services

• Employee Satisfaction Survey (n395)
• Tenure 46 of respondents have worked for their
  current employer for less than 2 years and 27
  plan to leave within the next 2 years. 10 of
  SAAP workers plan to leave community services
  altogether.
• Attraction exciting and challenging role,
  ability to contribute to individual well-being,
  and flexible work environment.
• Reasons to leave to gain further experience,
  inadequate salaries and lack of career
  development opportunities.
• Reasons to stay flexible work environment, team
  oriented work environment, giving back to the
  community, effective line manager
• 47 do not believe their salary reflects the
  level of their contribution to the organisation.
• 60 believe they do not have opportunities for
  career advancement.

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2. Workforce Profile for SAAP Services

• Qualifications and job roles
• 38 of general respondents had a bachelors
  degree. This was 40 for SAAP services. However
  around 20 had Cert III or IV as highest qual and
  another 10 Senior or Junior Certificate.
• c.f. Workforce Capacity Review which identified
  a degree as the minimum qualification for most
  roles
• Far more employees work within direct support
  (rather than professional direct) roles than
  expected
• Implications for use of VET and other systems
  for initial training

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Conversation 2 Implications of the Data
Workforce Models for Integrated Service

• What surprised or interested you about the
  workforce profile data we collected?
• What are the implications of the data in
  designing roles within an integrated service
  system?
• What are the implications for attracting and
  recruiting new workers?

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3. Skills Analysis

• Identification of core and critical skills and a
  skill development plan
• Warrington Borough Council UK
• Integrated Childrens Workforce Strategy
• Managers Toolkit for Service Workforce
  Development
• Core skills - Multi-agency working, Sharing
  information
• Critical Skills change mgt for leaders
• Domestic Violence Training Program South Africa
• Shared Training Program as the foundation of
  integrated service
• Core skills information sharing, interagency
  cooperation
• Symcor (integrating international workforces)
• Connect help desk staff with service design
  staff
• Redefine core processes and identify critical
  workforces
• Training/Planning program change mgt and
  habituating
• communication responsiveness

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3. Skills Planning

• Rapid change and multiple new ideas cause
  cognitive overload. This is not the same as
  resistance to change
• Staff response to cognitive overload is to
  retreat to the known
• (multi-disciplinary teams) will need to
  undertake extensive planning to mitigate against
  the human tendency towards allegiance to a tribe
  Kaye Colmer
• If we want people to work in new ways we need to
  provide supports prompts, mentoring, resources
  etc. that will facilitate transfer of new
  behaviour to their regular workplace repertoire

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4. Workforce Design Innovation

• What models of employment and deployment are
  useful?
• How do we design roles to fit systems and
  service design?
• Workforce Blueprint project identifies core
  skills and skills needed for new work. We can
  then think about how the work can be divided into
  areas where workers have some skills (and may
  need to develop others)
• Important to consider roles that will be
  attractive to existing potential workforce
• May need to develop transition roles that
  bridge the gap between skills practices workers
  have now and skills practices they will need to
  develop

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5. Attraction, Recruitment Retention
Emerging Issues

• Change and innovation strategies building trust
• Attrition rates are likely to increase in the
  first year of change implementation
• Opportunities for planning career development
  pathways and joint attraction and recruitment
  strategies
• Jointly planning implementing staff development
  is essential to underwrite joined-up service
  delivery
• Managing boundary issues clients, workers,
  policy, supervision
• Differences in pay and conditions
• Explicit link between roles/tasks and outcomes

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Conversation 3 So how can we help?
Workforce Models for Integrated Service

• ISD is committed to supporting the SAAP sector to
  plan and implement workforce changes and to
  sustain and develop workers
• What sort of support would you find useful?
• What needs to be state-wide and what needs
• to happen at a regional or local-area level?

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