Service Development and Design Branch
1. Document purpose
This purpose of this document is to provide an overview of the functions and key activities of the Service
Development and Design Branch, which includes the Human Services Design and Service Outcomes subbranches.
2. Group description
Group purpose
Service Design and Implementation develops cross-program and integrated service delivery responses to move
the department from a program and problem focus to a people and place focus. Consolidation of program and
service design functions achieves functional efficiency and the flexible staffing model maximises the
department’s limited resources.
This group facilitates the effective translation of high-level policy intent into genuine reform and improved
practice at the front line. Knowledge and expertise of service design and practice improvement is consolidated
from different program areas into an integrated design capability. At the same time, specialist knowledge and
functions are retained to maintain and improve highly specialised services.
This group leads the design, delivery, evaluation, implementation and administration of accommodation and
support programs, including statutory and forensic programs, for individuals and families. It leads the
department’s community building and participation activities. It drives practice consistency and improvement. It
develops, coordinates and influences initiatives for Aboriginal clients.
3. Branch description
Branch purpose
The Service Development and Design Branch will lead the design and development of integrated human
services that improve personal, social and economic outcomes with clients and support the department’s clientcentric, outcomes-focused approach to service delivery.
The branch will provide leadership for innovative service design including expanding the department’s ability to
provide personalised approaches, reform program delivery in the human services sector, and explore innovative
and contemporary approaches to long standing complex service system issues to better meet demand and
provide improved outcomes.
The branch will provide authoritative advice to the department and government on service initiatives, delivery
models, and opportunities for and approaches to service delivery reform. The branch will advance human
Department of Human Services
services delivery and build on the strengths of current program models to improve client outcomes and
operational efficiency. The branch will collaborate across the department, government, the community sector
and with service users to develop and implement the department’s service delivery initiatives.
The branch will implement a project-based approach to service design and development to drive efficiencies
and to apply capability and expertise to service design projects. Units within this branch are regarded to have
soft boundaries, demonstrated by the formation of cross-unit/branch project teams which utilise specialist
expertise and capability from across the branch and other areas in the department.
The branch will have productive, collaborative relationships across the department to ensure that programs are
designed with implementation in mind, and ensuring that design outcomes are efficient, effective and consistent
with policy objectives.
Branch structure
The branch comprises two sub-branches and seven units formed along service design models/cohorts. The
units within the Service Development and Design Branch will each take a project-based approach to service
development where this is practicable and have soft boundaries to ensure that the expertise and capability
across the branch can be applied where it is needed. For example, key reform projects may have a project lead
in one unit, however, aspects of design might occur across multiple units or branches.
Each unit will have carriage of day-to-day matters concerning service development and their subject matter
expertise, such as policy briefings and support to the department, ministers and government, and of ongoing
relationships with key service delivery stakeholders.
The Human Services Design sub-branch will consist of the following units:

Personalised Support Unit

Early Pathways Unit

Across-System Responses Unit

Complex Interventions Unit
The Service Outcomes sub-branch will consist of the following teams:

Accommodation and Support Unit

Access and Eligibility Unit

Quality and Oversight Unit
Note: the activities below are not exhaustive and seek to provide an indicative description of work to occur in
these units. Work activities in these units may change due to project completion, identification of better
alignment during implementation or as a response to government priorities.
4. Unit descriptions
Personalised Support Unit
Purpose
The Personalised Support Unit will lead service development and design projects and day-to-day work that
concerns service offers that are based on the client taking a lead role in determining the nature of their service
offer. Building on current client-directed initiatives this unit will lead the move towards integrated service
delivery which enables the client to be at the centre of service design and delivery. The unit will continue to
develop and support existing client-directed service delivery, individualised funding initiatives and personalised
service offers. The unit will take a lead in advancing the capacity of service users to direct their supports and
24 October 2012
2
services to facilitate client-centred approaches, including activities focused around individual capacity building
and holistic service planning in human services.
Key functions and activities

development of mechanisms that support flexible yet accountable delivery of Individual Support
Packages including direct-employment, accountability frameworks

provide leadership in approaches that engage service users to influence service delivery including:
o
central housing tenant participation commitments
o
planning frameworks for people with a disability
o
development of related overarching communication and engagement strategies
o
implement Social Housing Advocacy Support Program

drive strength-based approaches to human services design including provision of advice and
consultation on development of service initiatives across the branch including Youth Foyers,
redevelopment of support services for youth, children and families, and homelessness activities

Leaving Care planning and initiatives (to transition into this Branch).
Early Pathways Unit
Purpose
The Early Pathways Unit will lead service development and design projects and day-to-day work that concerns
preventive and early intervention services and programs that support vulnerable children, young people and
parents/carers. The unit will develop and improve service responses that provide an early response to potential
issues and maximise the prospects for people to reach their full potential. The unit will take primary
responsibility for design of community responses that have potential to provide timely assistance and divert
people from requiring a more intensive service response.
Key functions and activities

strengthen support options for parents and carers and deliver efficient, flexible and timely supports
including:
o
redevelopment of early parenting and peri-natal services
o
implementation of Early Childhood Development projects
o
implementation of statewide Early Parenting Services reforms
o
implementation of new Cradle to Kinder programs
o
redevelopment of family support and intervention service and strengthen Child FIRST delivery
o
oversee and coordinate the reform of respite services

undertake the redevelopment of Flexible Support Packages (FSP) to ensure the provision of low level
supports that are flexible and tailored to individual needs, and offer both choice and quality

coordination of program review of Youth Support Service including Finding Solutions and Gain Respect,
Increase Personal Power (GRIPP) programs

lead the development of an implementation plan for the Carers Recognition Act 2012

the unit will also contribute to service development for homelessness activities.
24 October 2012
3
Across-System Responses Unit
Purpose
The Across-System Response Unit will lead service development and design projects and day-to-day work that
seeks to define end-to-end or holistic systemic solutions for complex issues in human services. Development of
integrated approaches to complex issues ensures support available throughout the system is seamless and
there is a shared focus on outcomes for our clients.
Key functions and activities

development of service and program responses that arise from the whole-of-government policy, led by
the Office of Women’s Affairs, around family violence and sexual assault including:
o
improve family violence system collaboration and referral processes (including housing and
disability) and strengthen practice approaches for victims and perpetrators
o
develop and implement multi-disciplinary centres, sexually abusive behaviour treatment
programs and sexual assault support services, including Indigenous service responses
o
implement a work plan to respond to the issue of family violence for people with disabilities
including oversight and evaluation of the Disability Services Family Violence Crisis Initiative
pilot in East Division
o
monitor and support Indigenous-specific responses to family violence, including Healing and
Time Out Services, men’s case management and group programs and women’s
accommodation services across Victoria
o
develop Indigenous Family Violence Consultation Guidelines and trial the Indigenous Family
Violence Prevention Framework
o
compile an evidence base and develop best practice examples for responding to children and
young people affected by family violence.
o
build cultural competency of family violence and sexual support services
o
work with the Centre for Human Service Research and Evaluation, Information Management
and Technology, and Performance Regulation and Reporting to evaluate treatment programs,
develop demand model for family violence, and reports to support service planning
o
the unit will also contribute to service development for homelessness activities.
Complex Interventions Unit
Purpose
The Complex Interventions Unit will lead service development and design projects and day-to-day work that
concerns targeted service interventions to address complex support issues. Building on existing service
design and delivery models, this team will consider a more integrated model of addressing the needs of clients
with complex issues that aims to address causes of individuals’ issues to prevent reoccurrence.
Key functions and activities
The unit will:

work with the Commonwealth Government on delivering MFMC initiative and Young People in
Residential Aged Care Action Plan

review the Acquired Brain Injury Slow to Recover program
24 October 2012
4

work with the Department of Health and health services to strengthen responses for people with high
cost and complex support needs, including improving service access and delivery of health care for
people with a disability and complex health needs in disability accommodation services

provide oversight of for the Aids and Equipment program

carry out program development, support and monitoring of Changing Habits and Reaching Targets
(CHART) tool to support practitioners working with young offenders to address their offending-related
needs

build the capacity of disability and other service systems to better respond to people with a disability
presenting with behaviours of concern and develop statewide policy to drive consistent approaches

develop a whole-of-life approach and lead work across departments to deliver improved responses for
people with Autism Spectrum Disorder.
Accommodation and Support Unit
Purpose
The Accommodation and Support Team will lead service development and design projects and day-to-day work
for accommodation and related services. Building on existing service design and delivery models, this team will
harness integrated and cross program service design to meet clients’ accommodation and support needs.
Transitioning from a program and problem focus to a people and place focus, housing and support models will
foster the strengths and capacity of clients, address individual needs and improve connectedness to the
community.
Key functions and activities
The unit will:

lead homelessness service system reform, including the Victorian Homelessness Action Plan 20112015 (taking in Innovation Action Projects, mapping of the homelessness funding and services project,
and the review of homelessness programs).

lead rooming house and transitional housing reform

lead work on supported accommodation and facility-based respite, driving new and innovative service
models

lead high risk tenancies program, neighbourly behaviour and illegal activity policy

implement state-wide redevelopment/investment strategy for government commitment to plan to close
Colanda, Sandhurst and Oakleigh centres.

implement actions under the National Partnership on Homelessness and A Place to Call Home.
Access and Eligibility Unit
Purpose
The Access and Eligibility Unit will lead service development and design projects and day-to-day work that
concerns eligibility settings, access and service thresholds for a range of service offers. This unit will support the
department’s transition towards an integrated service delivery model with efficient use of resources and
consistency in operational policies and resource management.
Key functions and activities
The unit will:

provide oversight for access to resources including:
24 October 2012
5
o
monitor and update eligibility criteria for public and community housing
o
undertake Target Group Assessment Secretary Reviews and
o
undertake waiting list management and demand monitoring including housing segmented
waitlist and Disability Support Register
o
develop consistent department approaches to prioritisation of supports

develop a referral mechanism to implement the policy objective of allocating 50% of registered housing
places to public housing waiting list applicants

develop a business strategy and implement a consistent fee charges model for all residents living in
department-managed residential services

contribute towards the development of localised service provision and preparedness for the National
Disability Insurance Scheme.
Quality and Oversight Unit
Purpose
The Quality and Oversight Team will lead integrated development and design projects that relate to service
quality. The unit will maintain the oversight function for continuous improvement, ensuring high quality service
delivery which upholds the rights of our clients. They will support the establishment of clear monitoring and
compliance mechanisms in service development and design projects.
Key functions and activities
The unit will:

develop a human services quality review protocol

develop monitoring and compliance frameworks and guidelines

develop quality frameworks, for example Leaving Care Quality Assurance Framework

carry out ongoing development and design pertaining to quality of care concerns in out-of-home care,
including statutory responsibility for administrating referral to the Suitability Panel and administrating
referral to Independent Investigators Management of the Electronic Carer Register

respond to legislative changes as they arise.
24 October 2012
6