Role and purpose
FaCS plays a lead role in shaping and contributing to a broad range of social policy issues affecting Australian society and the living standards of Australian families, communities and individuals.
FaCS supports its primary customer, the Minister for Family and Community Services, as it is through the minister that the department serves the Australian public.
Our purpose is to improve the lives of Australians by helping to build the capacity and well-being of individuals, families and communities.
Restructuring and redefining the new FaCS
The Administrative Arrangements Orders following the 2004 Federal Election brought significant changes to FaCS. These changes have re-positioned the department as a leader in providing social policy advice, particularly in the increasingly important areas of child care and support for families and with the acquisition of the Office for Women, for women as well. The role and purpose of FaCS has changed considerably, but the department remains responsible for helping some of the most disadvantaged people in society.
In responding to the broader government directions that lay behind these substantial changes, Dr Harmer, appointed as secretary of the changed department, established the Future of FaCS—a project to urgently redefine the department’s strategic direction, vision and structure. A new strategic framework was developed in consultation with FaCS staff and key stakeholders and launched on 13 December 2004. This framework set out a new purpose and outcomes for FaCS, refined the values and leadership behaviours required of FaCS staff and leaders in the new organisation, and identified new core business processes and governance arrangements. The department was also substantially re-structured to better align with its new purpose and accountabilities, effective from 10 January 2005.
Implementing the new strategic framework has been an important priority for the department throughout 2005. The task of moving FaCS forward was given to a small team who ensured that the significant changes required were completed in a coherent and systematic manner, and provided a platform for future improvements.
Together, the changes provide a better alignment between resources, priorities and accountabilities and equip the department to respond to the government’s priorities.
The department is now very clearly focused on five key outcomes:
Outcome 1: An integrated social support system
Services and assistance that promote a forward-looking social support system based on sound policy, effective social coalitions and partnerships and help to build the capacity and well-being of individuals, families and communities.
Outcome 2: Greater self-reliance and engagement for those in need through shared responsibility, practical support and help with housing
Services and assistance that support Indigenous families and communities and help homeless people and low-income households to gain affordable and appropriate housing.
Outcome 3: Seniors, people with disabilities, carers, youth and women are supported, recognised and encouraged to participate in the community
Services and assistance that help people to participate actively in community and economic life, access a responsive and sustainable safety net and develop their capabilities.
Outcome 4: Families and children have choices and opportunities
Services and assistance that help children have the best possible start to life, promote healthy family relationships, and help families adapt to changing economic and social circumstances and take an active part in the community.
Outcome 5: Strong and resilient communities
Services and assistance that promote community partnerships and encourage participation in the local community by individuals, families, business and government.
Although these outcomes have been reflected in FaCS business for the second half of this year, FaCS is reporting against the following outcomes which were outlined in the 2004–05 Portfolio Budget Statement.
Outcome 1: Families are strong
Services and assistance that contribute to children and young people having the best possible start to life, promote healthy family relationships, allow families to adapt to changing economic and social conditions, and encourage families that nurture individuals and take an active part in their community.
Outcome 2: Communities are strong
Services and assistance that encourage communities to be self-reliant and to connect with their members, and promote partnerships between business, communities and government.
Outcome 3: Individuals reach their potential
Services and assistance that help people to participate actively in community and economic life, access a responsive and sustainable safety net and develop their capabilities.
The department worked towards achieving these outcomes by:
- providing advice to government on social policy issues
- working in partnership with other governments, businesses, agencies, communities and individuals
- managing the delivery of services through a range of external service providers including Centrelink, other Australian Government agencies, non-government organisations, private providers and state and territory governments.
FaCS executive and structure
At 30 June 2005, the department comprised the executive and seven groups managed by senior staff (see Figure 1.6). The structure outlines the responsibilities of these groups and reflects the department’s strategic themes. Some groups are responsible for delivering on the outcomes outlined in the Portfolio Budget Statements while others help by enabling their business.
The state and territory office network, with its specialist, on the ground expertise, helps FaCS achieve its outcomes.
Dr Jeff Harmer, Secretary
Dr Harmer was appointed Secretary of FaCS in October 2004 as part of the Administrative Arrangements Orders following the October 2004 Federal Election. Dr Harmer was previously Secretary of the Department of Education, Training and Science and has held a range of high-level policy advising positions in government.
As secretary, Dr Harmer is responsible for the department’s administration and for the corporate and strategic directions of the department and portfolio. He provides senior policy counsel on major and sensitive policy issues to the minister. As well, Dr Harmer represents the department in a variety of Australian Government, industry and business sector forums. Through these he develops and maintains high-level relationships with the department’s key stakeholders. He sits on the boards of the Australian Research Alliance for Children and Youth, Foundation for Young Australians, and the Melbourne Institute Advisory Board.
Wayne Jackson, Deputy Secretary
Mr Jackson has been a deputy secretary of FaCS since July 1998. He has represented the department on a number of broadly based policy review bodies including the Welfare Reform Reference Group (deputy chair), the Youth Pathways Action Plan Taskforce, the Family Law Pathways Advisory Group, and the Ministerial Taskforce on Child Support. He is a member of the Australian Statistics Advisory Council. Mr Jackson assists the secretary in managing the department and has responsibility for women, youth, child support and child care policy and services. The Internal Audit Unit reports directly to Mr Jackson.
- The Child Support Review has been a major engagement for the department. We had a major role in supporting the deliberations of the taskforce and the preparations of its report. Our next step is to help the government consider the report and implement any changes. Facilitating this independent review was a significant process for the department and the government.
- 'The past year has been a year of transition. A centrepiece of our new role is the growing importance of child care and its role in helping parents re-enter the workforce.'
David Kalisch, Acting Deputy Secretary
Mr Kalisch joined FaCS in July 1998 and has been acting deputy secretary since April 2005. He has worked on a range of social policy issues across government for more than 20 years and is a member of the management board of the Australian Institute of Family Studies. Mr Kalisch assists the secretary in managing the department and has particular responsibility for strategic policy, social security policy coordination, payments to seniors and families, research and data capability, and family and children’s policy and services.
- FaCS is a changing organisation. We have an important role in providing broader social policy advice. In one sense, our role is to bring the story together, and there is a rich and important story to tell.
- 'Our challenge is to make sure the people working for FaCS understand their roles so that we are able to improve outcomes for individuals, families and the community.'
Stephen Hunter, Deputy Secretary
Mr Hunter has been a deputy secretary with FaCS since July 2003. He assists the secretary manage the department and has particular responsibility for community, housing, Indigenous and disability policy and programmes. In addition, the department’s Corporate Support and Business, Financial and IT Services groups, and the state and territory network, fall under his area of responsibility.
- During the past year FaCS has made some significant achievements. We responded quickly and efficiently to the Asian tsunami by working closely with other Australian Government agencies and the states and territories to help Australians directly affected by the disaster. We have also made very good progress in supporting the minister in negotiating with the states for a new Supported Accommodation Assistance Program agreement.
- 'We are focusing very deliberately on ensuring our Indigenous-specific and mainstream programmes are better able to meet the needs of Indigenous people. As part of this we have welcomed to FaCS many new staff who provide services to Indigenous Australians including through regional Indigenous Coordination Centres. FaCS has the ability and resolve to make a real difference to improving the lives of Indigenous Australians.'
Figure 1.6 | Organisational structure at 30 June 2005 (Description of Figure 1.6) (Larger view)
