Why a Learning & Development Strategy?

1. Victorian Residential Care Learning and Development Strategy “Sector Transformation: The Real Deal”18 August 2008 ACWA ConferenceSydney “strong, safe & sustainable” Edith Loch Placement and Support DHSGlenys Bristow The Salvation Army WestcareJudith Newbold Centre for Excellence in Child and Family Welfare

2. Why a Learning & Development Strategy? • Historically: - Acknowledgement of the need for a training strategy for this highly specialised field- Need for dedicated ongoing funding for cross sector training - No specific qualification for residential care workers- Dissatisfaction from the field in respect to available generic training/qualifications ability to appropriately train residential care staff- Recognition that focus has been on developing individual skills and organisational learning strategies – now moving to develop learning sector where organisations share and support each others learning

3. Key Drivers • Delivery of high quality care and service to children and young people • Increasing complexity of young people’s behaviour • Workforce issues - Significant risk and occupational and health and safety issues - Recruitment & retention of experienced & committed workforce - Need for relevant training that assists industry in preparing workers for this intensive work • Develop a supportive learning and development culture for worker development & support

4. Key Aim The development of a competent and appropriately trained residential care workforce that is supported to provide a high standard of care and to improve outcomes and lifeopportunities for children and young people in out of home care

5. Goals • The ongoing development & maintenance of a skilled and stable workforce • Provision of high quality training, supervision and support to workers • Development of appropriate pre-service and in-service qualifications relevant to the field • Commitment to, and development of a lifelong learning culture in the workplace

6. RCLDS Funding In the 2001/2002 Victorian State Budget, $7.5 million of additional resources was allocated to improve residential care services for children & young people placed in out of home careFrom this $430,000 recurrent funding (now indexed to approx $504,000) was set aside to develop a training strategy to strengthen residential care services in recognition of the link between staff competency and client outcomesManagement of the RCLDS strategy was contracted to the Centre for Excellence in 2005. Funding to the Centre allows for the employment of a full time RCLDS project worker and admin support

7. RCLDS Reference Group Membership includes:Victorian CSO’s offering residential care: Salvation Army Westcare, Menzies, Berry Street Victoria,St Lukes Anglicare, VACCA, Anglicare Victoria, MacKillop Family ServicesDepartment of Human Services – Placement and SupportCentre for Excellence in Child & Family WelfareMix of rural and metropolitan, small, medium and large organisations and Aboriginal CSO representation

8. Who are the young people? • The young people are clients of Protective Services and present with complex and multiple pain based behaviours and emotional difficulties which may include extremely challenging behaviours • These young people often require long term care and substantial support. • Hear the voice of the child – a digital story

9. Current context in Victoria • Implementation of new Acts • Early intervention • Placement prevention and reunification focus • Therapeutic care models – therapeutic residential care • Practice improvements – care team work; best interestsframework • Child Protection Operating Model • Audits and Registrations • Review of CSTP including the Cert IV Protective Care • WorkSafe project on OH&S • Out of Home Care Review

10. Placement types as at 30 June 2007(total = 5179 )

11. Training Plan • 3 year RCLDS Training Plans provide a framework of Goals and Strategies for implementation • The training plan is regularly reviewed and communicated to the sector • The RCLDS reference group oversights the implementation of the training plan and actively leads and participates in its working groupsFor further information see the Centre for Excellence website: http://www.cwav.asn.au/training/RCLDSIntroduction.html

12. The Journey so far ……our achievements in implementing the training plan

13. Appropriate pre-service and in-service qualification • Development of competency profiles for residential care workers • Input into the 2002 and 2008 national review of the Community Services Training Package (CSTP) • Development of a relevant qualification that meets requirements of Victorian workforce – Certificate IV in Community Services (Protective Care) • Preferred packaging of the qualification for Victoria • TAFE/RTO/CSO network

14. Skilled and stable workforce • Over 400 existing residential care staff have completed the Cert IV in Community Services (Protective Care) • CSOs are committed to this qualification for all residential care staff - even though it is not mandatory • RCLDS scholarship scheme/completion bonds • Higher Order scholarship scheme

15. Lifelong learning culture • Workers in each CSO trained in Cert IV in WorkplaceAssessment and Training (2003-2005, 60 participants) • Scholarships schemes • Recognition of Current Competency process – trainingprovided to all TAFEs/RTOs delivering Cert IV in ProtectiveCare to promote consistency in appropriate and high quality process • Promotion of cross agency training and networking • Funding for residential workers to attend relevant national and statewide forums and conferences, eg ACWA • Annual RCLDS forum – to communicate and promote training plan • Resi Rocks annual residential care worker forum and awards ceremony presented by the Victorian Child Safety Commissioner - for inspirational leadership and for making a difference in the lives of children and young people

17. High quality training, supervision & support to workers • Training in identified priority areas – eg. effective conflict management (400+ participants); supervision skills (150 +); • Customised and designed specifically for residential care - utilising trainers with a proven track record and some history with residential care • Fully funded courses and payment of backfill • Regional and agency based delivery where appropriate • Training Evaluation to ensure relevance and positive outcomes in the workplace and for children and young people in care • Relevant resources purchased and provided to all resi units, e.g. “Working with Aboriginal Children and Families” guide

18. Learning materials development • Customised training materials for the Cert IV in Community Services (Prot Care) • 2 competencies completed: -Orientation to protective services and out of home care for children and young people (CHCCHILD5A) - Work within a legal and ethical framework (CHCCS301A) • 6 competencies under development - CHCCS401A Facilitate cooperative behaviour- CHCCS405A Work effectively with culturally diverse clients and co-workers- CHCCHILD1C Identify and respond to children and young people at risk of harm- CHCPROT9C Provide primary residential care- CHCCOM3C Utilise specialised communication skills to build strong relationships- CHCOHS301A Participate in workplace safety procedures • Digital stories – a joint collaboration with young people in care

19. 2008 Training delivery • Youth Mental Health First Aid • Supervision Skills • Effective conflict resolution – (now agency based to increase impact on unit culture and effectiveness following recommendations of training evaluation) • Managing young people with sexually abusive behaviours • Working with Aboriginal children, young people,families and organisations 487 Residential Care Workers attended RCLDS training in the 07/08 financial year.

20. Priority training for 2008/09: Trauma and Attachment Training • 2 day Training in “Trauma and Attachment” for approx 400 residential staff over the next 12 months • Advanced 5 day “Trauma and Attachment” training for all residential staff and managers implementing therapeutic care pilots • Berry Street Take Two and Salvation Army Westcare selected as training providers. Training to commence in August 2008 • Contribution towards backfill to be provided

21. Future Plans • Implementation of Trauma and Attachment training strategy • Complete training resources for Cert IV in Community Services (Prot Care) • Further development of a training strategy for Aboriginal workers and for workers caring for Aboriginal children • Expanded training in priority areas • Work with TAFES and RTOs to further improve quality andrelevance of training to the sector • Input as sector into review of CSTP • Ongoing development of higher education scholarship scheme • Support ($) resi workers participation in training • Evaluation of RCLDS and impact of strategy • Development of further three year training plan

22. What have we learnt....

23. What have we learnt Importance of: • Long term planning • Having shared vision and commitment • Collaborating as equal partners – consistently • Need to meet needs of diverse organisations (size, complexity, culture, values, stages of organisational development) • Need to consult with both organisations and staff at service delivery level • Building sector wide learning culture is critical • Training developed must be relevant and customised to the field • With consistent effort and input we can change the system

24. We have made a difference by: • Creation of a sector wide learning culture • Improving outcomes for children and young people by promoting consistent messages • Facilitating communication and information sharing across the sector • Developing a common understanding of training and learning needs • Enabling improved consistency and quality of training • Moving beyond the learning organisation to a learning sector • Development of 3 year training plans

25. What has made the difference?

26. RCLDS Reference Group • A highly collaborative, committed reference group • Stable membership over a period of years • Relevant and extensive skills in training, residential care sector and/or Child Protection • Open communication • Capacity to manage significant diversity in organisational approaches • Capacity to manage conflict • Everyone puts in and is actively involved in implementation tasks e.g. Resi Rocks, learning materials development, CSTP review,conferencepresentations • High level understanding of sector and its needs

27. Dedicated resources • Recurrent funding allows for forward planning and implementation of major projects and initiatives • Sector funds – ownership of RCLDS by sector and widespread commitment • RCLDS Project worker position and Administrative support to facilitate implementation

28. Learning and Development Strategy not just training • Commitment to and development of a lifelong learning culture in the workplace • The development of a competent and appropriately trained residential care workforce that is supported to provide a high standard of care and to improve outcomes and life opportunities for children and young people in out of home care • Provision of high quality training, supervision and support to workers

29. Flexibility and responsiveness • Good links to the sector to understand needs and communicate strategies • Capacity to be flexible and responsive to need, eg. Trauma and Attachment training developed in response to identified need and to support the implementation of therapeutic residential care pilots • Capacity to be flexible and make timely decisions in response to learning needs and training opportunities, eg. Support conference attendances etc.

30. Any Questions

31. Thank you on behalf of RCLDS For further information contact: • The Centre for Excellence in Child and Family Welfare - Judith Newbold; (03) 96141577judith.newbold@cwav.asn.au • Department of Human Services – Edith Loch; (03) 9096 8097 edith.loch@dhs.vic.gov.au • Salvation Army Westcare - Glenys Bristow;(03) 9312 3544 glenys.bristow@aus.salvationarmy.org