Following the implementation of the Strategic Plan 2020–2022, an organisation-wide restructure was undertaken to align our workforce with our new strategy. Through a process commencing in October 2019, all position descriptions were reviewed and updated to incorporate a capability framework, outlining essential skills and attributes required across the organisation. To help our employees understand the new structure, their roles and how they fit into the strategy, “new ways of working” workshops were held across all departments and business functions. We reviewed our professional development performance review framework, Stronger Together, ultimately replacing this with an improved framework named People, Potential and Growth.
One of our goals in the restructure was to remove duplication of roles and effort across the organisation, while focusing on the priorities outlined in our strategic plan and reconsidering any initiatives that are no longer aligned. This resulted in the removal of 125 roles from our organisational structure, and the cessation of the SPARK and Compeer programs. 97 new roles were created, leaving a net reduction of 28 positions. A total of 70 employees were affected, and we successfully redeployed 38 of these valued staff members into new roles. A transformation team was created to oversee the smooth transition from the old structure to the new, while supporting the affected employees and assisting them to find alternative roles within the new structure wherever possible.
Circumstances beyond our control led to some additional program closures this year. The conclusion of the NSW Government-funded Ability Links program, as well as the transition of Local Area Coordination services to a new provider, had a significant impact on our staff. We stood by our employees through each of these major adjustments, providing personal support, professional guidance, and assistance to secure employment in alternative roles either within the Society or with other service providers. (More information about Ability Links and Local Area Coordination is available in the Service, Quality and Impact section of this annual report.)
Overall, program closures and transitions resulted in the contraction of our workforce from 2,024 to 1,532 employees during the 2019–20 financial year – a reduction of 24%.