Child protection workforce strategy 2021-2024
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Child protection workforce strategy 2021–2024
Secretary’s
message
Child protection practitioners make a meaningful Aboriginal people are best placed to
difference to the lives of Victoria’s most vulnerable understand the needs of Aboriginal children
children and young people and play an invaluable and their families, which is why we will also
role in our community. be partnering with Aboriginal-led recruitment
agencies to recruit more Aboriginal staff to
The Department of Families, Fairness and
join our department and help keep children
Housing employs more than 2,000 child
connected to culture, community and Country.
protection practitioners, working across
Victoria. Throughout the development of the strategy
and into the future we have kept staff front
We are committed to supporting our staff to do
and centre in our minds.
their essential work while creating opportunities
for development and progression as well as We understand that to make a true difference
cultivating a supportive environment that to vulnerable children, young people and
prioritises health, safety and wellbeing. families in our community, we need staff
who adopt best practice, are agile and
That is why I’m pleased to present the Child
highly skilled in what they do.
protection workforce strategy 2021–2024,
which outlines our strategic priorities for Most importantly we want our staff to feel
building an agile and contemporary supported, safe and fulfilled and make the
workforce over the next three years. department the quintessential place to work
for those that want to pursue a meaningful
This strategy was created with critical input
career in child protection – I truly believe this
from practitioners and industry experts.
strategy will help deliver this outcome.
It also builds on the learnings of the Child
protection workforce strategy 2017–2020. I look forward to continuing to work with staff
and the children and family services sector as
It is dynamic and will always align with the
we strive to create a better future for Victoria.
needs of the workforce, the department and
needs of children, young people and families.
The strategy will deliver new initiatives and
actions including pioneering a learning centre
for child protection practitioners, expanding our
greatly successful psychological and wellbeing
supports program and providing additional Sandy Pitcher
relocation support for hard-to-recruit areas. Secretary
Department of Families, Fairness and Housing
1
To receive this document in another format, email the Recruitment, Strategy and Engagement Team Authorised and published by the Victorian Government, 1 Treasury Place, Melbourne. © State of Victoria, Australia, Department of Families, Fairness and Housing, August 2021. Except where otherwise indicated, the images in this document show models and illustrative settings only, and do not necessarily depict actual services, facilities or recipients of services. This document may contain images of deceased Aboriginal and Torres Strait Islander peoples. ISBN 978-1-76096-471-9 (online/PDF/Word) ISBN 978-1-76096-470-2 (print) Available from the Child Protection jobs website https://childprotectionjobs.dffh.vic.gov.au/ Printed by Hornet Press, Knoxfield (2105029)
Contents Secretary’s message 1 Acknowledgements 5 Acknowledgement of Traditional Owners 5 Recognition statement 5 Victoria’s child protection service 6 About the strategy 8 Looking forward: a vision for Victoria’s child protection workforce 8 Call to action 9 Strategic focus areas 10 The environment 11 Workforce challenges 11 Approach 12 Strategic focus areas in action 14 Advance Aboriginal self-determination 14 Attract and retain a diverse workforce 18 Provide contemporary professional development 22 Staff support and wellbeing 26 Plan, partner and promote 30 Research, monitor and review 34 Leverage key enablers 38 Monitor and evaluate 42 Implementation 42 References 44
Acknowledgements
Acknowledgement of Recognition statement
Traditional Owners The Department of Families, Fairness and Housing
pays respect and recognises the contribution of
The Department of Families, Fairness and
all Aboriginal and Torres Strait Islander people
Housing acknowledges the Traditional Owners
living and working in Victoria.
of Country throughout Victoria and pays respect
and recognises the contribution from their Elders Throughout this document the term ‘Aboriginal’
past and present. We proudly acknowledge the refers to both Aboriginal and Torres Strait
strength and resilience of First Nation peoples Islander people.
as the world’s oldest living culture and the
contribution of generations of Aboriginal leaders
who have fought tirelessly for the rights of their
people and communities.
We recognise the intergenerational consequences
of colonisation, dispossession, child removal and
other discriminatory government policies and
acknowledge that the impacts and structures
of colonisation still exist today. Our department
is committed to addressing these impacts by
embedding cultural safety and self-determination
in all that we do so Aboriginal Victorians have
decision-making power and control to determine
what is best for them.
Aboriginal self-determination is a human right
as enshrined in the United Nations Declaration
on the Rights of Indigenous Peoples. We are
committed to developing strong and enduring
self-determined partnerships with Aboriginal
communities that will contribute to growing
a prosperous, healthy and strong Victorian
Aboriginal community.
5
Victoria’s child protection service
Victoria’s child protection service operates within • engaging and working with children and
the Department of Families, Fairness and Housing. families to promote safety, stability and
Under the Children, Youth and Families Act 2005,1 development of the child, and to strengthen
child protection practitioners have a specific family capacity.
statutory role that includes: The nature of this statutory role means there
• providing advice and consultation to people is a need for professional, experienced and
who report concerns about children and empathetic people to form the workforce.
young people The department makes an ongoing
• assessing children and families where it is commitment to support the workforce so
believed a child is at risk of significant harm there are positive outcomes for children,
• making applications to, and attending, young people and families.
the Children’s Court
Victoria’s child protection job families2
24 hours, 7 days a week
Intake • Receives, follows up, assesses and refers reports of alleged childmaltreatment
• Investigates and assesses reports of alleged child maltreatment
Investigation
• Works with families (assess, plan or referral) and initiates legal
and response
involvement (where suitable)
• Initiates and supervises Children’s Court protection orders
• Continually assesses the safety and wellbeing of the child
Case • Maintains statutory responsibilities
management • Works with the care team to manage the day-to-day care and best
interests of the child
• Where suitable, contracts cases to community service organisations
• Initiates and supervises Children’s Court protection orders
• Works with agencies who manage the day-to-day care and best
Contracted case
interests of the child
management
• Maintains statutory responsibilities
• Develops, monitors and reviews case plans
• Provides an after-hours outreach response across Victoria, including
out-of-hours emergency outreach, investigation and placement
After hours
• Responds to requests from divisions for out-of-hours tasks for children
who are already subject to child protection intervention
Streetwork Outreach • Assertive outreach to young people in the Melbourne CBD
Service and the • Assesses and provides advice on suitability for bail placement
Central After Hours • Provides support and information about the remand process
Assessment and Bail and court proceedings
Placement Service • Assists with bail accommodation
Placement • Works with child protection, community service organisations and ACCOs to
coordination locate suitable care arrangements for children who cannot live with their family.
1 Under the Children, Youth and Families Act, protecting children and young people at risk of harm is a shared
responsibility between government, law enforcement, mandatory reporters, sector organisations and the community.
2 Job families group similar jobs that perform related tasks and require similar or related skills and knowledge.
6The department has received funding for more Supporting their work are:
than 2,500 child protection practitioner positions. • practice and legal specialists
Practitioners are qualified in social work, psychology • disability advisors
or welfare. They can undertake generalist and • workforce planners
specialist roles across a range of child protection • close partnerships with the community,
teams and functions. education and justice sectors.
Victoria’s child protection practitioner job roles
Case Child
CPP2 Practice CPP3 Protection
Support Practitioner
Advanced
Child
CPP4 Protection
Practitioner
Child Child
Protection Protection Senior Child
CPP5 Team Practice Protection
Manager Leader Practitioner
CPP5.2 Specialist Roles CPP5.2 Specialist Roles CPP5.1 Specialist Roles
• Team Manager • Sexual Exploitation • Family Violence
Community Based • Aboriginal Family Led • Court Officer
(Support and Decision Making • Community Based (Support and Safety Hub)
Safety Hub) • Case Planning • Interstate Liaison
• Family Law Liaison • Aboriginal Children in Aboriginal Care
Child Child
Protection Child
Protection
Protection
CPP6 Area Deputy Area
Principal
Operations Operations
Manager Practitioner
Manager
7About the strategy
The Child protection workforce strategy 2021–2024
outlines the key actions, priorities and strategies
Looking forward: a
required for building and supporting Victoria’s vision for Victoria’s child
child protection workforce.
protection workforce
It offers a pathway to support, strengthen
and enable the child protection workforce to The vision and outcomes capture how the
deliver outcomes for children into the future. child protection workforce is a critical enabler
This demonstrates our commitment to the to improving the lives of children, young people
department’s vision: and families.
“Empowering communities to
build a fairer and safer Victoria”
Vision Outcomes Shared values
A workforce of child protection experts
using contemporary and integrated Responsiveness
practice methods
‘We are a diverse, Integrity
Increased collaboration and integration
contemporary and
with the sector and reform agenda Impartiality
skilled workforce
enabled by a focus on Increased diversity of the workforce
Respect
learning and growth, a and improved vacancy management
sense of professional Increased retention of people Accountability
identity and safety and across all touchpoints of the child
wellbeing supports Leadership
protection service
to make a difference to
A work environment that responds Human rights
the lives of vulnerable
to the health, safety and wellbeing
children and families.’
needs of the workforce
8Several initiatives pave the way towards
this vision and to achieve these outcomes:
Call to action
This strategy recognises that our people, current
and future – and the capabilities they bring – are
• Designing a streamlined approach
key to delivering positive outcomes for children
to recruitment
and families. The strategy is a key enabler to
• Developing a statewide approach
implement the ‘pathways to support’ model that
to attraction and retention in hard-to-
puts children and families at the centre and
recruit areas
shapes the service system around their needs.
• Creating a comprehensive recruitment
The strategic focus areas set the priorities for
campaign that attracts people with diverse
action over the next three years, aligning closely
experience, with a focus on career switchers
with the pathway enablers priorities of the
• Partnerships with Aboriginal-led recruitment
Roadmap for reform: pathways to support for
agencies and tertiary institutions to offer
children and families priority setting plan 2021–24.
employment opportunities to Aboriginal
people
• Significant and ongoing investment into
the expanded health, wellbeing and
psychological safety program, with tailored
supports for specific workforce segments
• Pioneering a learning centre for child
protection practitioners
• Establishing collaborative partnerships with
leading tertiary providers across Victoria
• Providing flexibility for our workforce,
supported by technology
This strategy aligns with the department’s strategic
priorities and to other Victorian Government priorities
including:
• Aboriginal workforce strategy 2021 to 2026
• People strategy 2020+
• Strong carers, stronger children:
Victorian carer strategy 2018–2022
• Roadmap for reform: strong families, safe children.
9Strategic focus areas
Focus area Key strategies
Advance Aboriginal • Building a culturally safe workforce
self-determination • Improving the Aboriginal employee experience
• Supporting Aboriginal-led reforms
Attract and retain • Improving and communicating the benefits of choosing
a diverse workforce a career in the child protection service
• Focusing on candidate care and onboarding
• Improving professional recognition
• Focusing on retention
Provide contemporary • Building a recognised professional development scheme
professional development • Developing learning pathways and enabling learner-led
development
• Delivering a contemporary curriculum using quality
learning modes
• Supporting the learning ecosystem
Staff support and wellbeing • Increasing flexibility and mobility
• Providing wellbeing support
• Enhancing safety and faster incident responses
Plan, partner and promote • Connecting workforce planning to future vision
• Strengthening integration and partnership approaches
with services
• Recognising and valuing child protection’s contributions
to the children and families reform agenda
Research, monitor and review • Monitoring for what works
• Reviewing for efficiency
• Creating a strong evidence base
Leverage key enablers • Trialling new technologies and ways of working
• Facilitating flexible service delivery
10The Wungurilwil Gapgapduir Aboriginal Children
The environment and Families agreement provides the frame for
The coronavirus (COVID-19) pandemic has had Aboriginal self-determination and cultural safety,
a negative impact on communities, both locally and child protection plays an important role in
and internationally. This has put families at supporting this work. A career in child protection
greater risk of unemployment, family violence will be attractive to people who want to be part
and poor mental health. The child protection of these reforms that keep children safe.
workforce experiences the effects of these
impacts every day. Practitioners are challenged Workforce challenges
to find ways to support families when they Protecting the safety and wellbeing of Victorian
are under stress while managing their own children and young people is a significant and
and others safety and wellbeing. shared responsibility. It requires a societal
Pressure on the child protection system continues response from families, schools, businesses and
with service demand becoming more complex. governments. These must work together and take
The COVID-19 pandemic placed extra pressure respectful action when necessary. This strategy
on the child protection service to become more will guide child protection to respond to these
agile and use new approaches for effective challenges.
service delivery.
There is also a shortage of qualified candidates Meeting increasing
available to cover the range of service needed. demand in a
Increased demand for the same qualified and competitive market
talented resource pool from the community
service sector3 – also under pressure – contributes
to this shortage. Planning and
The Roadmap for reform - strong families, partnering to meet
safe children (the Reform) is transforming the client needs earlier
child and family system from crisis response to
earlier intervention and prevention, to reduce
vulnerability and equip children to reach their Providing tailored
full potential. The Reform brings together all workforce supports
parts of the child and family system, including
child protection, to work together as a unified
system underpinned by shared accountability for
identifying, protecting, supporting and improving Building evidence-
the lives of children and families. Victoria is informed practice
implementing ‘pathways for support for children
and families’ as our model for child-centred,
family-focussed and evidence-informed system.
3 Sixty per cent of Victorian Council of Social Service members reported demand increasing significantly since March 2020
(Parliament of Victoria 2021). Many Victorians looking for help have not needed support from the sector in the past.
11Approach
This strategy is evidence-based and person- Workforce and service demand data was
centred. It builds on the learnings of the analysed to provide the information in this
previous strategy. strategy and to highlight successes and
gaps to address. A literature review and
This strategy has been informed by
examination of evidence-based practice
consultations with the child protection
principles was conducted. This included
workforce to understand their needs,
a scan of Australian and international
challenges and future priorities. Consultations
jurisdictions and comparable workforces.
informed the direction of the strategy and
staff had further opportunity to provide As a result, this strategy captures the
input on the development of the vision. department’s intent to invest in the child
protection workforce to meet the needs of
With the child protection workforce, the
the community. It will also equip the workforce
long-term outcomes, vision and focus
to respond to future service demands.
areas were co-designed. They also provided
overarching governance on the strategy’s
development. Guidance was also taken
from leading experts in developing
workforce strategies. This led to a holistic
and integrated approach.
Stakeholder
Data Best Strategic Workforce
consultations
gathering practice workforce strategy
and design
scan analysis development
workshops
Sourced a wide Conducted Conducted a Analysed workforce Developed
variety of data stakeholder scan of Australian supply and demand and prioritised
points to provide an consultations and international and identified key workforce strategies
empirical evidence to identify jurisdictions labour market trends to address talent
base for analysis current and and comparable in talent attraction, gaps and future
future workforce workforces, recruitment, workforce needs
requirements, identifying best international
in-flight workforce practice to guide recruitment and the
initiatives and the development of impact of COVID-19
workforce strategies workforce strategies on service delivery
12Child protection
workforce strategy 2021–2024
Vision Key initiatives
Victoria’s child protection workforce is
“diverse, contemporary and skilled, enabled
by a focus on learning and growth, a sense Designing a streamlined approach to recruitment
of professional identity and safety and Developing a statewide approach to attraction
wellbeing supports to make a difference to and retention in hard-to-recruit areas
the lives of vulnerable children and families.” Creating a comprehensive recruitment campaign
that attracts people with diverse experience,
Challenges with a focus on career switchers
Partnerships with Aboriginal-led recruitment
agencies and tertiary institutions to offer
employment opportunities to Aboriginal people
Significant and ongoing investment into the expanded
health, wellbeing and psychological safety program,
Meeting Planning and Providing Building with tailored supports for specific workforce segments
increasing partnering to tailored evidence-
demand in a meet client workforce informed
Pioneering a learning centre for child protection
competitive needs earlier supports practice practitioners
market Establishing collaborative partnerships with
leading tertiary providers across Victoria
Providing flexibility for our workforce, supported
Strategic focus areas by technology
Outcomes
A workforce of child protection experts using
contemporary and integrated practice methods
Increased collaboration and integration with
Advance Aboriginal self-determination
the sector and reform agenda
Attract and retain a diverse workforce
Increased diversity of the workforce and
Provide contemporary professional development
improved vacancy management
Staff support and wellbeing
Increased retention of people across all
Plan, partner and promote
touchpoints of the child protection service
Research, monitor and review
A work environment that is responsive to the health,
Leverage key enablers
safety and wellbeing needs of the workforce
13Strategic focus areas in action
Advance Aboriginal Improving the Aboriginal
employee experience
self-determination The department-wide Aboriginal workforce
The department works in ways that honour strategy 2021–2026 actions will improve the
and empower self-determination by Aboriginal Aboriginal employee experience. It will do this
Victorians for Aboriginal Victorians. Over the through targeted efforts to increase the number
next three years, actions will: of Aboriginal employees and embracing
self-determination for Aboriginal people,
• provide Aboriginal staff a voice
families and communities through:
• support the progress of key Aboriginal-led
responses • defining and promoting an outstanding
• improve the experience of Aboriginal Aboriginal employee value proposition that
employees. supports Aboriginal employees’ voice and
self-determination towards successful,
Building a culturally safe fulfilling careers
• culturally responsive advertising, recruitment
workforce and screening processes that reflect the
Guided by the Aboriginal and Torres Strait specialist knowledge and cultural expertise
Islander cultural safety framework, the Aboriginal people bring to the workplace
department will continue to develop cultural • culturally safe onboarding and induction
safety among the child protection workforce. processes
At all levels, this means: • providing tailored wellbeing resources for
child protection practitioners including
• embedding cultural safety in practice
a virtual Yarning Space
• providing a quality service for Aboriginal
• supporting department-wide Aboriginal
children and their families
wellbeing resources, including the Aboriginal
• improving meaningful partnerships
Peer Support program and Aboriginal
with Aboriginal community-controlled
Employee Wellbeing and Support Program
organisations (ACCOs).
• a dedicated Aboriginal wellbeing and
This will be done through: development support team that addresses
actual or perceived barriers to accessing
• Aboriginal cultural safety training
wellbeing supports and learning opportunities
• embedding a co-designed Aboriginal cultural
• creating flexible, long-lasting and meaningful
development program to strengthen how the
careers for Aboriginal employees by expanding
workforce engages with Aboriginal families
Aboriginal employment programs and
and works with ACCOs
establishing a flexible career development fund
• supporting non-Aboriginal leaders and
• attracting, developing and progressing
workforce to develop their ongoing cultural
Aboriginal leaders through investment
safety learning journey, create a culturally
into stronger succession pipelines and
safe workplace, and be proficient in Aboriginal
development programs.
cultural safety.
14Supporting Aboriginal-led reforms
Child protection will continue to work in close
partnership with ACCOs, as outlined through
Roadmap for reform: strong families, safe children,
Korin Korin Balit-Djak system transformation4 and
Wungurilwil Gapgapduir. Close partnership with
ACCOs will support the provision of services and
supports to Aboriginal Children in Aboriginal Care
as per s. 18 of the Children, Youth and Families Act.
4 Korin Korin Balit-Djak system transformation is the department’s overarching strategy and acknowledges the importance of culture
as a determinant of Aboriginal health, wellbeing and safety. This includes identity, language, spirituality and connection to Country,
family and community. The system transformation is underpinned by three guiding principles: Aboriginal-led collective action,
Aboriginal self-determination and systemic change. These principles enable stronger forms of Aboriginal self-determination across
the community and health systems.
15CareerTrackers
In partnership with CareerTrackers the
“I think it’s a great program.
department offers paid, multi-year internships
for Aboriginal students interested in a career I believe having culture in
in child protection. the workplace – whether
Victoria is the only state to offer the child that’s Indigenous or otherwise
protection stream as part of the CareerTrackers
program, attracting students from around the
– only increases your ability
country. In 2017, Lachlan moved from Queensland to connect with people.”
to take part.
Lachlan is now a practitioner working in the
‘CareerTrackers gives Indigenous students an
Victorian child protection service, which he
opportunity to get out there and try a field related
joined in 2020.
to what they’re studying. For me, that meant
coming to Melbourne to work in child protection ‘The first internship really helped me understand
while I was getting my degree.’ what I wanted to do next. It made me want to
work for the department, which is where I’m at
Being a part of the program gave Lachlan
now – and I’m really happy with where I’m at.’
exposure to all different types of child protection
work from creating cultural support plans to Lachlan doesn’t quite know what’s next for him.
contact work. He got the opportunity to apply What he does know is that his work, and the
his studies in the real world. experience gained from CareerTrackers, has
prepared him for whatever that may be.
‘In university, I picked counselling, partly because
I didn’t really know what I wanted to do. I was ‘I know it’s important that I follow what my
interested in psychology, because I wanted to passions are and use my degree in a hands-on
understand people more, but psychology felt way. What I do know is that the work I’m doing
like looking at people from behind glass. now is really preparing me for whatever that
I wasn’t really thrilled with that: I wanted to next step is. I’m happy with my job and I’m happy
work with them.’ with the decisions I’ve made.’
His experience was positive:
‘I owe a lot of my life to CareerTrackers. I made
connections in the industry, met friends, even met
my partner. I couldn’t speak highly enough of it.’
16The artwork Yanyabak Dana means ‘to walk towards or on a pathway’ in the Yorta Yorta language.
The artist Dixon Patten is a traditional descendant from the Gunnai (Gippsland), Yorta Yorta
(Goulburn Valley), Gunditjmara (Western District) and Dhuduroa (Snowy Mountains) peoples.
17• targeted offerings for hard-to-recruit6
Attract and retain segments, making better use of existing
a diverse workforce resources and incentives, and trialling
new approaches when needed
The department values workforce diversity • support of system-wide initiatives that aim to
within the child protection service. Workforce increase the critical supply of skilled practice
design will enable the child protection service leaders to enter a career in child protection,
to respond flexibly to changing environments such as Frontline Victoria.7
and settings.
Focusing on candidate care
Improving and communicating and onboarding
the benefits of choosing a career The department will improve the candidate
in child protection experience through:
Improvements will prioritise: • enhancing the application and recruitment
experience for internal and external (including
• attracting new candidates
returning) candidates by being transparent,
• helping the workforce feel respected timely and considerate
and valued in professional environments
• consistent onboarding practices that put
• retention of the workforce. candidates at the centre
This will be done through: • supporting overseas recruits to stay
in Australia long term
• promoting the diverse nature and role
• creating alternative entry pathways for
of child protection practitioners through
candidates including career switchers
targeted communication activities
and experienced hires.
• well-timed and targeted advertising of
vacancies and communication initiatives
that highlight the unique offerings5 and
diverse career options in Victoria’s child
protection service
• monitoring, updating and refining the total
rewards and incentives package to reflect
advances across the sector, whole-of-
department changes, recruitment priorities
and business needs
5 For example, a competitive salary, flexible work arrangements, generous leave entitlements, wellbeing and health supports,
and support to move to regional and rural locations.
6 Hard-to-recruit segments include vacancies across roles, locations or job families that have been difficult to fill due
to geographical location, nature of the work or job responsibilities.
7 Frontline Victoria will build workforce capacity and capability through improving the knowledge, expertise and skills of the current
workforce and attracting new entrants by providing a bespoke master’s program, developing the future leadership of a person-centred,
evidence-based service system.
18Improving professional Focusing on retention
recognition When the supports under each focus area
There is opportunity to improve professional outlined in this strategy work as planned, it
recognition8 across the workforce through is more likely that people will stay long term.
an active support model including: The department will show genuine care
towards the workforce and allow staff to
• formalising the professional standing
access opportunities and support that are
of child protection practitioners via
key to their overall wellbeing, through:
a virtual network where practitioners:
– share resources and information • developing a tailored retention framework
– exchange practice tips that focuses on early support and proactive
engagement
– can connect with each other
• providing support across the workforce on
• developing a supervision support network
how to show genuine appreciation, including
linked to the workload allocation model,
guidance on team bonding activities and
individual staff preferences and needs
participating in reflective practice.9 This
• child protection leaders stewarding the
will strengthen teams, create connections
role of child protection across the community
and instil pride across the workforce
services sector and agencies, such as the
• monitoring access to all opportunities
Children’s Court
and support to identify, and remove,
• launching a professional development
actual or perceived barriers
scheme that is communicated widely.
• encouraging staff access to the professional
development scheme for a career in child
protection
• creating talent sources (pools and merit
lists) containing qualified and experienced
practitioners that can fill immediate vacancies.
This is likely to ease the pressure of high
workloads during periods of busyness.
8 Research shows that professional identity is linked to increased employee engagement.
9 This recognises the evidence base that suggests relationship-based approaches, such as social bonding activities, is key
to building workforce resilience among child protection practitioners and increasing retention (Russ, Lonne & Lynch 2020).
19Attending court as a
child protection practitioner
As a child protection practitioner, preparing for ‘Court-related practice is a really tricky and
court, or walking into the courtroom, is unlike difficult space,’ says Kirstie.
anything they’ve had to do before. Emotions are
Practitioners receive support prior to and
running high. It can be the most challenging part
during the court case, ‘for the practitioner,
of the job–making some of the toughest calls to
it’s an opportunity to take a step back and
do what’s right for the child.
get some perspective. To talk to people who
are a bit removed and get their view on the
“There is evidence to suggest situation,’ Kirstie reflects.
that court is one of the Practitioners are provided support and
most stressful parts of a are connected to leading child protection
practitioners, their team, and in some cases,
practitioner’s job. It’s not
a legal consult is assigned to the case. One
just our feeling or a hunch practitioner gave the feedback that ‘having
– it’s what practitioners another fresh view on the case is always valuable’.
have told us,” says Kirstie, For practitioners, working in child protection at
the department means one simple thing: support
Statewide Principal during one of the most challenging parts of the
Practitioner Child Protection, job. Because we know it can be tough and they
will never be in it alone.
and Lead Practitioner of the
Court Practice Advice and
Support (CPAS) Team.
Child protection practitioners aren’t lawyers
– they’re people who have studied social work,
psychology or welfare. The prospect of going
to court is daunting for many – and
understandably so.
20Kirstie, Statewide Principal Practitioner Child Protection
21Provide contemporary
professional development
Child protection practice is about continually • monitoring satisfactory achievement of
learning and adapting. The same can be said professional development courses to progress
for the professional development of practitioners. to the next training level, including recognising
To better respond to the needs of children, young prior learning and completed learning modules.
people and families, practitioners and managers
are supported to plan and maintain their own
Developing learning pathways
ongoing professional development. To support and enabling learner-led
this, the department is building a comprehensive development
suite of contemporary and evidence-based
To support end-to-end professional development,
learning and development opportunities. Child
clear learning pathways into child protection and
protection’s learning and wellbeing vision is:
career progression from beginning practitioner to
Child protection is a learning organisation expert will support practitioners to identify where
where leaders role model learning and they are currently at and what they need to do to
wellbeing, managers enable a learning achieve competency at their current level or move
environment, practitioners actively engage to the next level. This work will be informed by:
in learning, and the system provides time, • partnering with leading tertiary providers to
support and reinforcement. improve awareness of what a career in child
protection offers students and graduates
Building a recognised • exploring opportunities to trial tailored
pathways for new starters, lateral hires,
professional development career changers and non-social work
scheme tertiary students and graduates, including
The department is building a professional fast-tracked pathways
development scheme for child protection • developing traineeships into case support
roles
practitioners that requires their commitment
and offers continuing professional development. • tailored development opportunities for the
current workforce, building on the successful
This will mean the workforce is always learning
Career Advancement Program (CAP)10
and keeping up to date with legislation and
• scholarships for practitioners to undertake
policy changes and evidence-based practice
research and advance child protection.
methods through:
• structured training aligned to the child
protection practice manual, using subject
matter expertise grounded in national
and international evidence-based practice
• recognition of competency in practice
domains at different practitioner levels
10 C
AP supports the development of future leaders in the child protection workforce each year. Participants complete tailored modules
and are matched with a mentor for the duration of the program.
22Delivering a contemporary Supporting the learning
curriculum using quality ecosystem
learning modes Over the next three years, the department
Child protection professional development will establish a learning centre for child
is being refreshed and redeveloped with protection practitioners. The department
a focus on a contemporary curriculum that will create a positive error and healthy
includes leading-practice delivery methods learning culture (Munro 2018) across the
and content including: child protection service to:
• differentiated curriculum targeted • improve decision making
to practitioner levels • enable risk management
• instructional designed learning programs • support the learning system.
• multi-modal delivery using a mixture This will be done through:
of interactive and self-paced learning
• defining and embedding expectations for
• online and classroom-based delivery,
supporting professional development and
with simulation exercises and collaborative
wellbeing at each level across child protection,
practice assessments.
to assist practitioners to understand their roles
This will be done through: and responsibilities in driving and responding
to learning needs
• designing the learning requirements for
each level of the workforce with the • expanding leadership development, coaching
professional development model (70:20:10)11 and mentoring for practitioners across their
in mind so formal learning operates child protection career and continuing the
alongside guidance and role modelling child protection mentoring program
from colleagues and practice leaders, • supporting managers and practice leaders
and reflective practice and supervision to provide constructive feedback to staff
supports experience on their learning goals and encourage staff
• improving the current curriculum with to take part in learning and development
evidence-based research, client-focused opportunities.
design, department practice leadership
and external practice experience
• embedding coaching into practice via
formal learning plans during supervision
and sharing of local knowledge across
the child protection service
• continuing to oversee curriculum quality
and service delivery partnerships.
11 The professional development model reflects the ways in which people learn: 70 per cent knowledge from job-related experiences,
20 per cent from interactions with others and 10 per cent from formal education.
23Child protection – a clear path
to career advancement
Stephanie is a vocal champion of child Stephanie says the CAP mentoring and
protection’s CAP. In fact, she loved taking networking opportunities also paid dividends.
part in the program so much, she joined the
‘That’s why I’m so happy to see the program
team helping deliver it.
expand to be statewide. The relationships you
The CAP develops future leaders from within the build help you learn to network, and you get to
Victorian child protection service. Participants meet people from other offices and areas. I’m
take part in a structured learning program over in Gippsland, so meeting someone working in
a 10-month period. This includes monthly learning Mildura helps me learn how they do things, and
modules, interactive workshops and mentorship. can assist with cases from over there. It all makes
the job a little easier. You’re also encouraged to
Stephanie’s manager nominated her for the
meet up with your mentor and reflect on what
program. Over the past six years, she has been
you got out of it and what you can improve on.’
involved in CAP in different ways. She started as
a participant, first in the CPP3/CPP4 stream in That teamwork is a big part of why Stephanie
2018 and then again in the CPP4/CPP5 stream enjoys her work as a child protection practitioner.
in 2020. After coordinating the South Division
‘Having that collaborative framework with your
program for a year, she worked with the Office
team is amazing. You work together to understand
of Professional Practice, as an expert, to guide
how different people think, to come up with great
the program’s expansion.
outcomes. I’ve made a real difference.’
Two promotions later, Stephanie is currently an
‘I love the diversity of the job. We have highs and
acting CPP5.
lows here, but everyone comes from a different
lens, through their own background and history.
“I love CAP. It gives you a really That builds you into a well-rounded general
structured program with huge practitioner.’
benefits. I’ve got a lot out of Stephanie encourages empathetic, confident
and curious people to consider the profession.
it – it builds your skills and
‘I just love this job. I want to see better outcomes
improves your opportunity for
for people in the community, and so this is the job
progression,” says Stephanie. for me. I couldn’t see myself doing anything else.’
24Stephanie, A/Team Manager Child Protection
25Staff support and Providing wellbeing support
wellbeing Delivered as part of this strategy, a new
Child protection mental health and wellbeing
Child protection is a rewarding yet challenging plan 2021–2023 will focus on supporting
vocation. Every day is different, with the workforce practitioners with extensive wellbeing offerings
working across different environments. that reflect their needs and preferences through:
The unique context of child protection requires • general and tailored wellbeing support for
a way of working that is flexible and maintains all practitioners
psychological, psychosocial, emotional, physical • encouraging, monitoring use and experience
and cultural safety. of wellbeing initiatives, including the tailored
Child Protection Wellbeing Program and the
department’s Employee Wellbeing and
Increasing flexibility and mobility Support Program
Supporting work-life balance is a key priority • enhancing the delivery and range of wellbeing
for the department. The workforce can access initiatives, including self-paced e-learning to
increased flexibility to enable moments of support staff to develop their own self-care
recovery and opportunities for job mobility plan, webinars, learning bites and podcasts
through: • creating an environment where staff are
valued and where there is no threat or denial
• increasing and embedding workforce flexibility of their identity, background or experiences
aligned to employees’ working preferences in
• establishing accountability via a leadership
their day-to-day role, balanced with the needs
framework for senior leaders to oversee
of children and families
workforce health, wellbeing and safety.
• tailoring support to enable relocations from
overseas to join Victoria’s child protection
service, and for people to move to regional
and rural areas across Victoria
• supporting job mobility opportunities, either
at level in another job family, or a higher duty
opportunity that aligns with career goals and
business needs.
26Enhancing safety and faster
incident responses
The workforce will be supported to recognise
unsafe situations, make risk-informed
decisions and have access to supportive
and responsive incident reporting through:
• reviewing and updating preventative
risk management guides, including
workplace violence risk management
and child protection risk management,
to reflect the operating environment
• safety planning training, foundational
practice, vicarious trauma training
and psychological safety training
• improving the department’s response
to workplace incident reporting
• proactively offering counselling
after an incident
• monitoring workload management approaches,
including access to case allocations, workload
levels, leave provisions and leave profile.
27Child Protection Wellbeing Program
In 2018, Olvia, Manager, Workforce Governance Since its launch, 746 practitioners have used the
and Wellbeing, worked as part of the leadership program. Its positive take-up from practitioners
team to design the Child Protection Wellbeing and managers alike has seen the program evolve
Program. The program is the first of its kind and over time. New initiatives are planned over the
offers tailored wellbeing supports and resources next three years.
to child protection practitioners and managers.
‘It was identified that there was a need to “We are now looking to
develop tailored wellbeing programs for the child tailor supports even more –
protection workforce and delivered by people who
could understand their work, provide practical
introducing a guest speaker
strategies, and help guide them,’ Olvia says. series with experts from
‘The Wellbeing Program was born, staffed by around the country, new
people either from a child protection background,
training focused on resilience
or those who have experience working with
children and families. They understand the and managing wellbeing in the
complexities child protection practitioners workplace, as well as a series
experience. They get the job and are sensitive
to what practitioners need.’ of videos and podcasts on a
From individual sessions to group-based range of wellbeing topics for
facilitated discussions and training, the program practitioners to access as and
offers flexible services and general employee
wellbeing and support programs. It gives
when they need it,” Olvia says.
practitioners more options to look after their
At its heart, Olvia sees the program as a menu
wellbeing and access to the right supports when
of supports that can flexibly meet practitioners’
needed the most.
needs.
‘Wellbeing is about having a mental health
‘Everyone is on a different journey. What we’re
safety net. These supports enable practitioners
focusing on is supporting our practitioners from
to do their jobs in a safe way, have clarity of
the very beginning, creating structures that
mind and purpose, and be able to make good,
promote wellbeing as a practice, and building
strong decisions and assessments. It is important
a healthy system that enables that practice. In
we prioritise wellbeing as an integral part of
doing so, we hope to enable practitioners to be
workplace practice,’ Olvia says.
their best selves, and to be in the best frame of
mind when working with children and families.’
2829
Plan, partner and Strengthening integration
and partnership approaches
promote with services
The child protection service will connect workforce
The child protection service will better connect
planning with the broader vision of the children
the children and families service system, program
and family services sector. Strong relationships
areas and the sector through:
across the children and family services sector
will ensure a shared understanding of workforce • moving beyond consultation to joint
issues and ownership of solutions. investigations with ACCOs, where ACCOs
lead decision making and mandatory
referrals for Aboriginal children
Connecting workforce planning • increasing collaboration through a multi-
to future vision agency approach where child protection
Better workforce planning will connect data and works with specialist and targeted services
from first contact to improve outcomes
modelling with operations, management and
• co-designing, testing and evaluating new
capabilities of the workforce by:
diversionary responses with the courts,
• exploring opportunities to connect and education sector, Victoria Police, the
improve existing workforce planning functions Multi-Disciplinary Training Board and
to present a joint picture of the end-to-end other sector partners.
employee life cycle and experience
• reviewing reporting and governance Recognising and valuing
arrangements to support end-to-end
management approaches, ability to child protection’s contribution
analyse immediate and future demands, to children and families reform
and recommend options
The child protection service will contribute
• aligning attraction and recruitment
to reforms across the child and families service
approaches to workforce planning needs,
continuum and broader system through:
providing consistency and greater awareness
of vacancies. • progressing initiatives that will design a
modern operating model and evidence-
informed practice approaches, such as
Child Protection Futures
• working with sector partners and ACCOs
to progress an integrated suite of supports
to families
• highlighting, evaluating and scaling
innovative programs in child protection that
show the program’s contributions to early
intervention and diversionary approaches
while maintaining timely and decisive action
to respond to children at significant risk
• more clearly defining the role of child protection
as a statutory service within the broader
system and targeted only to children and
families needing more intensive interventions.
3031
The culture of support in child protection
‘The nature of work in Intake is fast paced. With ‘I was a bit hesitant and struggled initially.
hundreds of reports received each day, having a But I was given so much support from my
supportive, collaborative team is essential. Luckily, manager and my staff. They acknowledged
that’s exactly what you’ll find when you step into that I was learning too, and gave me the
the office’, says Tim, Acting Team Manager in space to grow. There’s a really strong sense
Statewide Services Intake and Assessment. of teamwork,’ he says.
‘There’s a real collaborative culture in Intake. Tim says that the culture of support
It’s shared responsibility – it’s about encouraging underscores everything they do in Intake.
people to explore how they’ve made decisions,
understanding their practice and finding “There’s such a rich learning
opportunities for growth,’ he says.
culture and encouragement
‘With so many reports a day, as the team manager
it’s about working together to make sure we have
to develop, and recognition
enough people to do that work – managing the that being a strong child
incoming calls and ensuring calls from the day
before have outcomes.’
protection practitioner is
about applying frameworks
For Tim, his experience as a practitioner here
and overseas shaped the journey to becoming and good decision making,
a team manager. He has a keen understanding while collaborating really
of the innovative and leading practice we have
in Victoria, which he applied during his time in closely with your colleagues.”
the United Kingdom.
‘It’s that culture of shared risk – not being afraid
‘I was doing similar work in child protection over to make a mistake, but rather focusing on the
there. The experience helped me to stop and growth and learning that comes from it – that
reflect on the way Victoria works and why we really makes it a great place to work,’ he says.
do what we do. Even there I found myself coming
back to Victoria’s child protection manual, and
going deeper into understanding risk assessment
frameworks and ways of working.’
Tim came home in 2019, ready to start fresh. He
rejoined the Intake team at Box Hill, and almost
immediately stepped into the team manager role.
While he hadn’t been in this kind of leading role
before, the support of the team made way for him
to progress.
32Tim, A/Team Manager Child Protection
33Research, monitor Reviewing for efficiency
and review Across the child protection service, regular review
points of workforce and service demand data
Evidence-based practice and leading practice have been integrated. This helps identify gaps and
approaches and models ground child protection improve overall efficiency in service delivery and
service delivery. The experience of practitioners workforce management, measure effectiveness
presents a unique opportunity to draw on what and achieve outcomes. Review activities involve:
works to make a difference in the lives of children • developing an ambitious review schedule
and families to provide quality service delivery of current and known future initiatives
into the future. Child protection’s approach to with a view to incorporate new initiatives
research, monitor and review shows an ongoing as they arise and business needs change
commitment to contribute to the evidence- • focusing on priority review areas to further
base and lead research innovation across the explore.
community services sector.
Creating a strong
Monitoring for what works evidence-base
Monitoring will be ongoing, strengthening: To launch a leading learning centre, child
• data collection metrics protection is delivering a children and families
• reporting capabilities service backed by rigorous evidence through:
• processes and systems to enable leaders • developing a leading research agenda led
to observe workforce movement. by the department with advice from industry
This will be done through: experts, academics and organisations leading
workforce and service excellence
• uplifting capabilities to build skills that • partnering with leading tertiary providers
support effective data collection, entry, to better connect evidence-informed policy
reporting, management and linkage and practice used as part of, and developed
• establishing quality processes and data within, the program
governance arrangements to improve • demonstrating and communicating best
the consistency and quality to gain practice examples of collaboration with
efficiencies in reporting specialist practitioners, both within the
• uplifting current data collection systems program and with those available in
and reporting processes that will improve the sector
the insights generated around current • adopting a risk and data-driven approach
state data to inform strategies to address to workforce modelling and forecasting
future workforce needs. through using workforce and service
demand data better. Department-wide
demand driver and demand provisioning
modelling tools will be used in support.
3435
Practice matters – reflections
on improving practice together
Connecting practitioners to the latest evidence-
”To understand risk, you need
based research and practice is a key priority
of the Office of Professional Practice (OPP), says to understand a number of
its Chief Practitioner Tracy. factors like patterns and
‘Child protection as a career is an intellectual history, and the impact of
pursuit, with an emotional outcome. Practitioners
make very difficult and serious decisions, ones
policies on children and
that can have a lasting impact on people’s lives,’ families. Over the next three
says Tracy.
years, we will be focused on
‘Practitioners need to be able to identify if children
better integrating operational
need protection, and they need to be able to do
this in a way that provides children and families practice into these spaces, in
with ways to be together, and if not together, in order to support practitioners
the next best and safest environment. It is the skill
of the practitioner that creates that opportunity.’
to respond in the best
Tracy sees this skill set as unique:
interests of the child.”
‘Child protection work is relational. To get good At its core, Tracy sees the OPP as a service
results, we need to work together. With families, for practitioners.
with children, with each other. We can’t just tell
‘We have an opportunity here to grow and better
families what to do.’
support the workforce, to make the department
‘Practitioners also need to be exceptionally an even better place for them to work. It is
thoughtful and knowledgeable about the needs their office, we’re here for them, and I want all
of children’s development, as well as the impact practitioners to experience that.’
of trauma on normative development. Practice
is an applied science.’
The OPP is supporting the rollout of an innovative
foundational practice development called
SAFER – a risk assessment framework for child
protection. This is in line with the broader child
and families service system’s move towards
a more integrated model.
36You can also read
