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EXECUTIVE SEARCH | RECRUITMENT | CAREER MANAGEMENT

Success Profile October 2019

Director-GeneralDepartment of Child Safety, Youth and Women

Thank you for your interest in the Director-General, Department of Child Safety, Youth and Women selection process.

OnTalent is thrilled to be leading the process of this appointment on behalf of the Queensland Government. This briefing pack provides you with information regarding the department, the role and the process timeframes and requirements.

INTERESTED IN APPLYING?

Applicants are encouraged to read the Applicant Information Package as it contains information to assist with understanding the recruitment and selection process.

To be considered for this role, please provide the following information for assessment of your suitability:a two page cover letter / statement, including examples, outlining your suitability for the role by addressing the key attributes your current resume

Applications should be submitted via: www.ontalent.com.au/dcsyw

Applications will close at 5.00pm AEST Sunday 3 November 2019

I look forward to working with you through this process and invite you to contact Hayley Campbell or myself directly at anytime on 07 3305 5800.

Sincerely

Natasha Olsson-SeetoChief ExecutiveOnTalent

Introduction

Commercial-in-Confidence 2

https://www.ontalent.com.au/dcsyw

18 Oct – 3 Nov • Position released to the market in print and digital formats

• Enquires responded to and information packs distributed

• Initial discussions with applicants

• Applications close 5:00pm AEST Sunday 3 November 2019

4 – 16 Nov • OnTalent interviews with selected longlisted candidates

• Agree shortlist

18 – 29 Nov • Present shortlist to client

• Queensland Government panel interviews

2 Dec + • Additional reference checking, and psychometric and probity assessment of preferred candidate

• Additional interviews/meetings for preferred candidate

• Offer negotiations and confirmation of appointment of successful candidate

Timeframes

3Commercial-in-Confidence

Hon Dianne (Di) Farmer

Minister for Child Safety Youth and WomenMinister for the Prevention of Domestic and Family Violence

Di Farmer is honoured to serve as the Member for Bulimba and, over many years, has been an ardent campaigner of social, environmental and economic issues.

Di believes a politician can’t know what their community needs if they’re not out and about, making themselves as accessible as possible and listening to what’s important to people.

In her Ministerial role, she is committed to supporting Queensland’s most vulnerable children and families, passionate about achieving gender equality for women and girls, and determined to do all she can to end domestic and family violence through the implementation of the landmark Not Now, Not Ever recommendations.


Our Minister

DEPARTMENT OF CHILD SAFETY, YOUTH AND WOMEN

The Department of Child Safety, Youth and Women's purpose is to support children, young people, women, men and families to be safe and to thrive in culture and communities, and to prevent and respond to violence, abuse and neglect.

The department contributes to the Government’s objectives for the community Our Future State: Advancing Queensland’s Priorities:

Give all our children a great start: We contribute to the priorities to increase childhood immunisation rates, improve wellbeing prior to school and increase the number of babies born healthier

Keep communities safe: We support the priorities to reduce the rate of crime victimisation and reduce rates of youth reoffending

Create jobs in a strong economy: We support the priority to engage more young Queenslanders in education, training and work

Keep Queenslanders healthy: We support the priority to reduce suicides

Be a responsive government: We support the priority to make services easy to use.

The department has the following service areas:

CHILD AND FAMILY SERVICES

enables Queensland families, communities and services to be ‘child safe’ and to stop child abuse and neglect

funds the delivery of parenting information and support services

invests in family support, intervention and wellbeing services delivered by non-government organisations to enable families to safely care for their children and young people

assesses and intervenes to protect children and young people who have been harmed, or who are at risk of significant harm

provides and invests in care, adoption and transition services for children and young people not able to be cared for by their families

leads and facilitates reforms to improve the family support and child protection systems, including through intersections with the domestic and family violence, education, health, housing, justice, disability, sport and other service systems.


About the Department

https://www.ourfuture.qld.gov.au/

WOMEN, VIOLENCE PREVENTION AND YOUTH SERVICES

leads and facilitates whole-of-government strategy and initiatives for women and girls to advance gender equality across priority areas of participation and leadership, economic security, safety, and health and wellbeing

leads and facilitates strategy and initiatives for prevention of domestic, family and sexual violence; contributes to the implementation of the Queensland Domestic and Family Violence Prevention Strategy and leads and facilitates implementation of Queensland’s Violence Against Women Prevention Plan 2016-2022

invests in domestic and family violence and sexual assault services, and women's health services

leads and facilitates whole-of-government strategy and initiatives to enable the leadership and participation of young Queenslanders, and to improve their social and economic opportunities and outcomes

invests in services that support young people who are at risk of disconnection from their family, community and support networks, disengagement from school, training and/or employment, and homelessness.

DEPARTMENT’S FUTURE PRIORITIES

The department aims to achieve its vision for Queenslanders to be safe and thriving in families, communities and culture through the following objectives:

Enable the safety and wellbeing of children and young people, especially those in or leaving care

End domestic, family and sexual violence and keep communities safe

Enable young people to have a voice and provide opportunities to lead and contribute

Promote gender equality and provide opportunities to lead and contribute

Value and support our staff.

Through the Supporting Families Changing Futures 2019-23 strategy, the department will continue to invest in frontline services and create stronger networks of services and partnerships to support families experiencing vulnerability to help keep their children safe and well, and to improve wellbeing for children in care.

New and enhanced initiatives under Our Way, a generational strategy for Aboriginal and Torres Strait Islander children and families to eliminate the disproportionate representation of Aboriginal and Torres Strait Islander children in the child protection system by 2037, will also be progressed. The second Changing Tracks Action Plan 2020-2022 will be developed to deliver culturally responsive child, youth, family support, domestic violence and care services.



The department will continue to implement the recommendations of the Royal Commission into Institutional Responses to Child Sexual Abuse and the Queensland Family and Child Commission.

The department is working to deliver quality services through a capable and motivated workforce including an additional 116 new frontline staff over the next three years.

The department is leading and facilitating efforts to prevent and respond to domestic and family violence, including engagement with community and corporate stakeholders. The department will continue to contribute to the implementation of the Queensland Domestic and Family Violence Prevention Strategy.

New and expanded services will be rolled out to prevent and respond to youth sexual violence including community education activities and place-based trials to respond to young people who have experienced sexual violence or are engaging in early sexual offending behaviour.

The department will continue to lead the Queensland Women’s Strategy to encourage government, the private sector and the wider community to take significant action to achieve gender equality in Queensland.

The department will also continue leading the Queensland Youth Strategy to create opportunities for young people to participate in decision-making that will affect their lives now and in the future.

RESOURCES

Full time equivalent employees – 3,312

2019-20 Portfolio budget:

Controlled $1,499,237,000

Administered $5,888,000

Capital $24,758,000

ACTS ADMINISTERED

Adoption Act 2009 (except to the extent administered by the Attorney-General and Minister for Justice)

Child Protection Act 1999

Child Protection (International Measures) Act 2003

Domestic and Family Violence Protection Act 2012

National Redress Scheme for Institutional Child Sexual Abuse (Commonwealth Powers) Act 2018.



REGIONS

The department’s regional service delivery structure brings together all of its service areas to enable the delivery of more holistic approaches to the complex and interrelated needs of its clients and communities. The five regions are:

For further information about the department please refer to the latest Annual Report, the 2018-19 Queensland State Budget - Service Delivery Statements and visit the DCSYW website.



Northern QueenslandIncludes the Far North and

North Queensland districts and the following Child Safety

Service Centres:

Central QueenslandIncludes the following Child

Safety Service Centres:

MoretonIncludes the North Coast and

Brisbane districts and the following Child Safety Service

Centres and the Youth and Family Support Service:

South EastIncludes the Logan/Beaudesert

and Gold Coast/Bayside districts and the following Child

Safety Service Centres:

South WestIncludes the West

Moreton/Somerset and Darling Downs districts and the

following Child Safety Service Centres:

AitkenvaleAtherton

CairnsCape York North and Torres

Strait IslandsEdmonton

InnisfailMount Isa-Gulf

North Cairns and Lower CapeTablelands and Cassowary

CoastThuringowa

Townsville/Townsville North/Townsville South

BundabergEmeraldGympie

GladstoneHervey Bay

Mackay (including Bowen)MaryboroughRockhampton

AlderleyBrisbane South/Brisbane

NorthCabooltureCaloundraChermsideForest Lake

Fortitude ValleyInala

MaroochydoreMorayfield

Mount GravattRedcliffe

Stones CornerStrathpine

Sunshine CoastWestern districts

BaysideBeaudesertBeenleigh

Browns PlainsGold CoastLabrador

Logan/Logan CentralLoganlea

Mermaid BeachNerang

Redlands

CharlevilleCherbourg (Murgon)

Ipswich/Ipswich North/Ipswich South

RomaSouth Burnett

SpringfieldToowoomba

North/Toowoomba South

https://www.csyw.qld.gov.au/about-us/our-publications/corporate-publications/annual-report

https://s3.treasury.qld.gov.au/files/SDS-Child-safety-Youth-and-Women-2018-19.pdf

https://www.csyw.qld.gov.au/department-child-safety-youth-women

Department Structure – Child Safety, Youth and Women

DEPARTMENT OF CHILD SAFETY, YOUTH AND WOMEN

Director-General

CORPORATE SERVICES INFORMATION, INNOVATION AND RECOVERY

Assistant Director-General

Assistant Director-General/Chief Information Officer

People & CultureExecutive Director

Chief HR Officer

Financial ServicesChief Financial Officer

Legal ServicesGeneral Counsel

STRATEGY SERVICE DELIVERY

Deputy Director-General

Strategy & Partnerships

Executive Director

Strategic Policy &

LegislationExecutive Director

Indigenous Strategy &

PartnershipsExecutive

Director

Deputy Director-General / Chief

Operations Officer

Office of the Child & Family Official Solicitor

Child & Family PracticeExecutive Director

Child & Family Operations

Executive Director

Central Queensland Region

Regional Executive Director

Child & FamilyRegional Director

Moreton RegionRegional Executive

Director


(North Coast)


(Brisbane)

South East RegionRegional Executive

Director


(Logan / Beaudesert)


Gold Coast / Bayside)

Northern Queensland Region



South West RegionRegional Executive

Director

Child & FamilyRegional Director(Darling Downs)

Child & FamilyRegional Director(West Moreton)

(As at 20 May 2019)

Investment & Commissionin

gExecutive Director

Strategy & Delivery

PerformanceExecutive Director


Assistant Chief

Operating Officer

Department Structure – Child Safety, Youth and Women Service Delivery

DEPARTMENT OF CHILD SAFETY, YOUTH AND WOMEN SERVICE DELIVERY

Deputy Director-General / Chief Operations Officer Assistant Chief Operating

Officer

OFFICE OF THE CHILD AND FAMILY OFFICIAL SOLICITOR

CHILD & FAMILY PRACTICE

Official SolicitorExecutive Director

Executive Director

CHILD & FAMILY OPERATIONS

Executive Director

NORTH QUEENSLAND REGION


NORTH QUEENSLAND REGION NORTH QUEENSLAND REGION NORTH QUEENSLAND REGION NORTH QUEENSLAND REGION





Child & Family Regional Director

(As at 20 May 2019)



Child & Family Regional

Director (North Coast)


(Brisbane)

Child & Family Regional Director (Logan/

Beaudesert)


Director (Gold Coast/Bayside)


(Darling Downs)


Director (West Moreton)

Key Role Information

11

Title: Director-General

Reports to: Minister for Child Safety, Youth and Women

Type: Contract

Remuneration: Executive package

Department: Child Safety, Youth and Women

Location: Brisbane

Direct reports: 5

Purpose: You have the opportunity to provide leadership and direction as Director-General of the Department of Child Safety, Youth and Women to support children, young people, women, men and families to be safe and to thrive in culture and communities, and to prevent and respond to violence, abuse and neglect.

As Director-General, you will work collaboratively with others to contribute to the Queensland Government objectives of:• create jobs in a strong economy• give all our children a great start• keep Queenslanders healthy• keep communities safe• be a responsive Government.

OVERVIEW OF THE ROLE OF A DIRECTOR-GENERAL

Directors-General lead a public service that is committed to the provision of the highest standard of impartial, evidence-based advice to their Minister and government in a Westminster-style system.

Accountable to the Premier and reporting to the responsible Minister, the Director-General leads a department, with portfolio oversight, so that it delivers the best outcomes possible for Queenslanders, ensuring alignment of high quality, sustainable services, programs, policy and corporate objectives to the priorities and policies of the Government of the day.

Directors-General are members of the Chief Executive Leadership Board, working in partnership and collaboration to ensure best practice stewardship and governance of the Queensland public sector.

As stewards of Our Future State – Advancing Queensland Priorities and in response to the changing expectations and needs of the government of the day and the Queensland community and economy, the Chief Executive Leadership Board:

work together to purposefully tackle the most complex service challengesfoster innovationcontinually adjust business and service models and mobilise staff and resources to ensure better outcomes for Queenslanders wherever they live and whatever their life stagesupport and learn from each other as we improve the capability of all agencies, both separately and collectively.

Directors-General provide visionary, values-based leadership and management to the department and portfolio agencies. They build constructive, inclusive and innovative workplace cultures based on professional respect and integrity, enabling every staff member to achieve to their potential.

Directors-General build a career structure for public servants that is independent of patronage and that is, and is seen to be, based on merit. They identify and nurture leadership potential and actively promote and support mobility and flexible work practices to grow the talent pipeline. They value diversity and ensure recruitment processes contribute to the achievement of a workforce profile that is reflective of the Queensland community.

Directors-General lead and facilitate strong, positive agency relationships with stakeholders and partnerships across other levels of government and sectors. Directors-General grow stakeholder confidence that their leadership fosters and promotes ethical decision making, honesty and fairness, always in the public interest.

About the Role


https://www.ourfuture.qld.gov.au/

In addition to legislation relevant to their portfolio, Directors-General have a range of legislative responsibilities including:

to secure the health and safety of workers and workplaces in accordance with the Work Health and Safety Act 2011

the accountable officer for the department under the Financial Accountability Act 2009

the provision of advice to government through the responsible Minister, regarding the functions, policies and administration of the department under the Public Service Act 2008

Chief Executive Officer of the department under the Public Service Act 2008

ensuring the quality of employment opportunity and non-discriminatory work practices as outlined in the Public Service Act 2008

ethical behaviour and integrity required under the Public Sector Ethics Act 1994.

WHAT WE ARE LOOKING FOR

As a chief executive in the Queensland public service, the following key behaviours and values are considered critical to perform in the role.

We will consider how well you:

lead strategically

stimulate ideas and innovation

lead change in complex environments

make insightful decisions

develop and mobilise talent

build enduring relationships

inspire others

drive accountability and outcomes

foster healthy and inclusive workplaces

pursue continuous growth

demonstrate sound governance

For more information about the critical behaviours, please refer to Leadership competencies for Queensland.

About the Role

13

https://www.forgov.qld.gov.au/leadership-competencies-queensland

Directors-General leadership behaviours are driven by the public sector values.

THE PUBLIC SECTOR VALUES ARE:

About the Role

Commercial-in-Confidence

CONDITIONS AND BENEFITS OF THE ROLE

The incumbent may be required to work hours outside the normal work hours.

All newly appointed public service employees who have been employed as a lobbyist in the previous two years are required to provide a disclosure to the Director-General within one month of commencement in accordance with Disclosure of Previous Employment as a Lobbyist Policy.

Any applicant recommended for appointment who is a current or previous public sector employee is required to disclose previous serious disciplinary action taken against them. If recommended for appointment the Panel Chair will contact the applicant further to discuss this requirement.

Your home base will be Brisbane’s 1 William Street, a state-of-the-art, modern workspace that supports and improves information sharing, stakeholder engagement, collaboration and productivity. A non-smoking policy is effective in Queensland Government buildings, offices and motor vehicles.

You will work in an organisation that values community service, professionalism in performance, integrity and respect for people. You will develop strong working relationships across the department, government and local government and with community groups and private sectorstakeholders.

The department is committed to employee professional development, and to maintaining a healthy work-life balance.

Your employment experience with the Queensland Government will include a competitive salary and benefits, including 12.75 per cent employer superannuation contributions and generous leave entitlements. A range of salary packaging options are also available.

Your employment conditions are set out in the Public Service Act 2008 and your contract of employment. Remuneration commensurate with role and responsibilities will be negotiable.

The successful applicant will be required to:

give consent for pre-employment criminal history and personal probity checks to be conducted on them, including verifying their higher educational qualificationsenter into an initial performance agreement with the Premier or delegate within three months of commencing and thereafter for each financial yearprovide and keep current their declaration of interests, which will be made publicly available.


About the Role

https://www.legislation.qld.gov.au/view/pdf/inforce/current/act-2008-038

EMPLOYEE OBLIGATIONSAll employees of Department of Child Safety, Youth and Women are required to abide by the Code of Conduct for the Queensland public service.

OCCUPATIONAL HEALTH AND SAFETYDepartment of Child Safety, Youth and Women aims to maintain a safe, healthy and secure work environment for all employees, clients, visitors and contractors. Achieving this aim is the responsibility of all.

RESPECT IN THE WORKPLACEThe Department of Child Safety, Youth and Women values and respects the diversity of its workforce and believes that all its employees should be treated fairly and with dignity and respect. All employees of the department must show respect for each other, visitors, the general public and contractors by treating them fairly and objectively, ensuring freedom from discrimination, sexual harassment, racial or religious vilification, victimisation and bullying. The Department of Child Safety, Youth and Women is an equal opportunity employer.

ADDITIONAL INFORMATIONDiscover more about employment at the Department of Child Safety, Youth and Women, our people and opportunities to join our teamat the Department of Child Safety, Youth and Women webpage. This page also provides information on how we meet our privacy obligations.

To reflect the diversity within the communities and people we support and serve, we seek to hire a workforce that is both representative and diverse. With a focus on inclusion, accessibility and flexibility, we are committed to supporting you in your career with us.

For further information about working for the Queensland Government visit www.qld.gov.au


Additional Information

https://www.csyw.qld.gov.au/child-family

http://www.qld.gov.au/

Stewardship of the Queensland Government’s Statement of Objectives for the Community

As stewards of Our Future State – Advancing Queensland Priorities and in response to the changing expectations and needs of the government of

the day and the Queensland community and economy, we will:

work together to purposefully tackle the most complex service challenges

foster innovation

continually adjust business and service models and mobilise staff and resources to ensure better outcomes for Queenslanders wherever they

live and whatever their life stage

support and learn from each other as we improve the capability of all agencies, both separately and collectively.

Stewardship of the Queensland public service

As stewards of the Queensland public service we will:

work together to inspire, nurture and develop an enduring and connected public sector prepared for the future of work

ensure that integrity, impartiality, accountability and transparency are hallmarks of the way we do what we do, every day in every way

ensure prudence and good governance

disrupt and challenge behaviours and attitudes which work against shared meaning, purpose, commitment and success

learn from and support each other to create a diverse and inclusive public service culture where all staff feel safe, valued and empowered

continue to reinforce workforce flexibility and health and wellbeing

identify and provide development opportunities for our senior executives, and enable them to motivate and support every member of the

service to be the best they can be, and

live and champion the values of the public service and good government.


Chief Leadership Board Charter

POSITIVE AND HEALTHY WORKPLACE CULTURES

A work in progress

The Queensland Government’s intent is to develop a high-performing, future-focused public sector workforce that puts customers, the people of Queensland, first.

Queensland Government leaders are expected to take responsibility to foster a constructive, creative and inclusive workplace culture within workplaces across the state. They are expected to commit to lead, develop and empower a workforce that is high-performing, productive and delivering ever better services to customers.

Queensland’s five public sector values are the building blocks to creating positive and healthy workplace cultures:

customers first

ideas into action

unleash potential

be courageous

empower people.

High-levels of motivation, teamwork, inclusion and service quality will ensure the Queensland public sector is able to achieve full potential. All employees should be encouraged to take initiative and think independently, in balance with consensus decision-making and power sharing.

They should increasingly value and prioritise quality, inclusion, diversity, creativity and productive collaboration each, and everyday:

must share with their workforce a clear and compelling vision for the future aligned to the priorities of the government of the day

must ensure performance objectives for all employees are transparent, monitored, measured and reviewed as part of everyday business.

The Public Service Act 2008 sets out the purpose of the Chief Executive Service in the Queensland public service. This includes responsibility for effectiveness and efficiency, collaboration and partnerships, performance management, and the delivery of services in line with government priorities. These are part of individual Chief Executive’s annual performance review and assessment.

There is a strong focus on Chief Executives’ personal leadership, both in terms of what is achieved, and ‘how’ they lead to achieve business success. This is both in terms of their individual agency and as a contributing member of the Chief Executive Leadership Board.


Workforce Culture in the Queensland public sector

Further information


Natasha Olsson-SeetoChief Executive07 3305 58190403 262 333

Hayley CampbellAssociate Client Partner07 3305 5806

https://www.linkedin.com/in/natashaos/?originalSubdomain=au

mailto:[email protected]

mailto:[email protected]

https://www.linkedin.com/in/haycam/

director-general - pro bono australia · domestic and family violence prevention strategy and leads...

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