Industry, Workforce and Transformation Branch
1. Document purpose
The purpose of this document is to provide an overview of the functions and key activities of the Industry,
Workforce and Transformation Branch - one of four branches in the Policy and Strategy Group. The Policy and
Strategy Group also includes the following branches: Policy Reform, Strategic Planning and the Centre for
Human Services Research and Evaluation.
2. Group description
Group purpose
Policy and Strategy is a flexible and dynamic strategic planning and policy group that formulates our future
directions and the strategies to get there. It considers the long-term future of the department and the human
services system within a broader state, federal and international context. It tackles the big issues in strategy,
policy, workforce and service reform and incorporates a clear evidence-based understanding about the needs of
vulnerable Victorians in policy development.
The department’s policy functions are consolidated into a single group that develops holistic policy responses to
complex social policy problems, as well as retaining portfolio-specific expertise. To do this, the group has a mix
of generalists and specialists sitting in cross-program teams. Staff can be deployed into time-limited teams for
specific pieces of work.
A separate Centre for Research and Evaluation sets and leads our research and evaluation program, and
assists all business units across the department with consultation, advice and training.
Policy and Strategy supports the Secretary and the Board with strategic planning (including asset planning), risk
management and reporting, and development of budget, risk and operational plans. It manages the
development of budget submissions, and leads strategic social policy and workforce initiatives.
This group maintains our relationship with the Commonwealth in matters of policy and strategy, and represents
the department in whole-of-government strategic processes.
It builds a comprehensive evidence base about clients, disadvantaged populations and the effectiveness of
interventions to inform strategy, policy development, service design and performance management. It sets the
department’s research agenda and builds our skills in research, evaluation, analysis and modelling.
Process ownership – Policy and Strategy Group
 Corporate planning
 Organisational/strategic planning
Department of Human Services
 Risk management and reporting
 Budget submissions
 Policy development
 Evaluation
Process ownership – Industry, Workforce and Transformation Branch
 Policy development
3. Branch description
Branch purpose
The Industry, Workforce and Transformation Branch will lead the development of the department’s policy
platform and strategic reforms for the human service system and the human service industry and workforce in
particular. The branch will lead the department’s relationship with Victoria’s human services sector in order to
promote the department’s objectives for human services reform.
The branch will also drive and support critical departmental transformation projects. The Transformation Project
Unit will provide strategic leadership and engagement for Services Connect. The unit will lead community
service sector reform to advance the department’s broader policy and reform imperatives and enable the human
services sector to transition to the future service delivery model in Victoria.
The branch will also provide a project management and change capacity to ensure delivery of the department’s
service reform and change agenda to deliver more integrated family-centred services for vulnerable Victorians,
including Services Connect and the organisational review. The branch will operate through the establishment
and oversight of project teams, with capacity to surge and obtain specialist expertise to ensure successful
department wide service reorientation.
Staff who are currently seconded to time-limited projects such as Services Connect Strategy and the DHS
Organisational review will work within this branch initially.
Branch structure
Industry, Workforce and Transformation will consist of the following units:

Human Services Workforce Policy Unit

Sector Development and Capacity Building Unit

Industry Policy Unit

Strategic Transformation Unit which consists of:
o
Project Management Office
o
Change Management Office
o
Time-limited projects.
4. Unit descriptions
Human Services Workforce Policy Unit
Key functions and activities
The unit will:

lead the development of departmental policy and reform strategies for the human services workforce in
order to advance the department’s broader policy and reform imperatives
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
develop and implement a workforce transition plan to support the new end-to-end service delivery
model developed through Services Connect

undertake workforce analysis and development projects, including those related to the Disability
Services enterprise bargaining agreement, the Child Protection Operating Model and Youth Workers
Professionalisation

build a comprehensive department-funded community sector workforce knowledge base as the basis
for further workforce strategy development

develop and deliver a community sector workforce recruitment, training and retention strategy.
Sector Development and Capacity Building Unit
Key functions and activities
The unit will:

cultivate collaborative and productive relationships with the community sector and the department’s
service partners to promote the department’s interests and bring about sustained improvements in
service delivery

implement the Victorian Auditor General’s recommendation for improved partnering with the community
sector

lead sector development and capacity-building initiatives such as disability legislation outcomes and
related human rights projects

manage stakeholders of the community housing sector

develop and negotiate a new funding agreement with the Community Housing Federation of Victoria

develop principles and business rules for renegotiation of existing agreements with the non-registered
housing sector.
Industry Policy Unit
Key functions and activities
The unit will:

lead the department’s relationships with the Human Services Partnership Implementation Committee,
including activities to support relationships with community sector organisations, the philanthropic sector
and local government

manage the stakeholder and relationship management for the key state-wide service agreements,
including with peak bodies such as the Victorian Council of Social Services

implement the government commitment to reduce red tape by 10%

implement the Fair Work Australia Pay Equity Decision

undertake and analyse price review frameworks and price indexation processes

develop policy settings for community housing (National Regulatory System for Community Housing)

analyse current pricing pressures and options for mitigation relating to day-to-day services and out of
home care price issues

undertake gap analysis of increased requirements under the State Disability Act 2006 and of funding
provided to community sector organisations to ensure resources are sufficient to meet legal
requirements.
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Strategic Transformation Unit: Project Management Office
Key functions and activities
Building on the department’s existing project methodology and capability, the Project Management Office (PMO)
will:

initially support the department’s current Organisational Restructure, Services Connect and the Child
Protection Operating Model projects

develop methodologies and develop processes to support the management of departmental projects,
both large and small

support the development of project management capability across the department

provide the department with stable project management leadership and capacity to ensure project
future project success.
Strategic Transformation Unit: Change Management Office
Key functions and activities
The Change Management Office (CMO) will oversee, deliver and support the implementation of transformation
projects using contemporary change management approaches. The office will:

develop methodologies to underpin, and support implementation of, department-wide change processes

provide the department with change management leadership to ensure the change process is
successfully undertaken over the coming years

build capacity across the department by providing support and advice to groups, divisions and areas to
support the implementation of change which will be critical over the coming years as service reform is
undertaken.
Strategic Transformation Unit: Time-limited projects
Key functions and activities
Time-limited projects will include:

Services Connect Design

Services Connect Strategy

Organisational Transformation

Human Services Sector Reform.
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