Aaron Fuller Resume[1]

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Aaron Fuller Resume[1]

  1. 1. Aaron FullerWORK HISTORYJanuary 2008 – Current Manager Casework Family and Community Services Cootamundra Community Services Centre Responsibilities: Manage all aspects of the delivery of Child Protection, Out of Home Care and Early Intervention programs. Supervise, mentor and lead casework staff. Initiate and manage All aspects of Court work. Respond in writing to Ministerial correspondence. Initiate, implement and manage practitioner development activities such as Practice Solution sessions, reflective practice cycle, coaching and mentoring strategies. Manage all aspects of complex cases, including those involving multiple stakeholders such as Juvenile justice, Police, health and family – domestic violence services.Oct 2007 – Jan 2008 Senior Regional Strategies Advisor Family and Community Services Responsibilities: Manage complex and competing stakeholder relationships with Far Western Area of Western Region of NSW. Design and implement community engagement strategies. Review project proposals from community and government organisations. Provide strategic advise to Senior officers Group on the delivery of planned programs. Monitor progress and outcomes of projects that received FaCS funding.Jan 2007 – Oct 2007 Manager Casework Family and Community Services Early Intervention – Brighter Futures Regional Hub Responsibilities: Design, implement and manage method for assessment of Western Region Early Intervention cases. Develop and deliver practical solutions to complex assessment problems within different offices involved within the Early Intervention Hub Induct, supervise and manage day to day activities of local and ‘off-site’ caseworkers. Deliver Practice Solution sessions to different offices on the Early Intervention program roll-out. Liaise with, consult and manage relationships with Early Intervention practice partners.Jan 2006 – Jan 2007 Project Officer / Manager Casework Family and Community Services Aboriginal Care Services – State-wide project Responsibilities: Research, design and implement State-wide Aboriginal Engagement methodology for project personnel and casework staff. Deliver verbal and written reports to Operational Monitoring group Sydney. Engage with community wide stakeholders in Listening Sessions prior to arrival of project team into community. Supervise and manage casework staff as they conduct home visits, out of home care reviews, complete reporting requirements including feedback to Aboriginal carers and Aboriginal children in care.
  2. 2. Aaron FullerMar 2005 – Jan 2006 Project Officer Queensland Department of Housing Normanton (Community) Renewal Project Responsibilities: Design and deliver multi-staged Engagement Strategy for township of Normanton, Gulf of Carpentaria. Consult with local government, other state government stakeholders and local community organisations in efforts to build community partnerships. Consult with several local Aboriginal Tribal Groups and other Traditional Owners of project aims and proposed initiatives. Devise methodology for obtaining diverse range of views without alienating any particular stakeholder or community group in Township. Provide regular ‘in person’ written and verbal reports and feedback to Regional Office in Mt Isa and Cental Office in Brisbane. Build consensus between competing interests on possible outcomes of renewal project.Oct 2003 – Mar 2005 Community Development Officer Carpentaria Shire Council Responsibilities: Design and deliver innovative and inclusive community consultation. Regular written and verbal reports to Council Design education and employment initiatives. Develop and sustain community partnerships. Facilitate capacity building and awareness raising programs Design and manage inclusive community events. Source external funding through grant and submission writing.Dec 2000 – Oct 2003 Community Development Officer Junee Shire Council Responsibilities: Submission and grant writing. Local needs analyses and assessments. Social research and public relations Crime Prevention planning. Facilitation of community forums and meetings. Policy development and community action. Survey design, administration and analysis.Jun 2000 – Dec 2000 Tutor / Casual Lecturer Charles Sturt University/Wagga Wagga Responsibilities: Delivery of lectures, presentations and tutorials for internal and external social work students. Regular provision of tutoring support for Aboriginal welfare students.Feb 1997 – Nov 1997 Customer Service Manager Vetafarm Pty Ltd Veterinary Pharmaceuticals Responsibilities: Marketing and sales management for domestic veterinary pharmaceutical products in addition to attendance and promotion of product at local and national trade shows.
  3. 3. Aaron FullerJune 1996 – Feb 1997 Small Business Owner Simple Fitness Solutions Responsibilities: The design and delivery of holistic health management techniques and plans to individuals and organisations via personal and group instruction.Dec 1995 – June 1996 Small Business Owner Nepalese Restaurant – Sydney Responsibilities: Customer and employee care and service. Human resource, financial management, stock control and marketing.Jan 1994 – Jan 1995 Royal Australian Army Laboratory Manager Responsibilities: Conducting experiments and analysis or results. Report writing. Maintenance of laboratory systems and controls. Stock control and asset maintenance.Jan 1992 – Jan 1994 Royal Australian Army Clinical pathology technician Responsibilities: Working independently to clinically test patients’ specimens using microbiology, serology, haematology and biochemistry techniques.Sept 1989 – Jan 1992 Royal Australian Army Medic / Medical Assistant Responsibilities: Working with and supporting medical needs ofAustralian Infantry soldiers. Conducting and managing daily medical parades. Supervising night shift within 35 bed hospital Maintenance of accurate records and reports. Staff supervision.
  4. 4. Aaron FullerQUALIFICATIONS and EDUCATION2011 – present Masters of Management (Part-time distance education) Charles Sturt University SARA Structured Decision Making training Family and Community Services NSW2009 Caseworker Development Course Family and Community Services NSW2008 Parents as Teachers Program. Family and Community Services NSW Predicting and Managing Occupational Violence Family and Community Services NSW Supervision for Managers Family and Community Services NSW Transition to Management Family and Community Services NSW Management Development Course Family and Community Services NSW Early Intervention for Managers Family and Community Services NSW2004 Certificate in Management Committees: Governance Queensland Council of Social Services Certificate 111 in Business Management Mt Isa Institute of TAFE. Certificate Senior First Aid St John’s Ambulance2003 Certificate in Event Management Australian Local Government Association Certificate AussieHost Trainers Course Australian Retailers Association1998 – 2002 Bachelor of Social Work Charles Sturt University Wagga Wagga Bachelor of Arts Charles Sturt University Wagga Wagga1996-1997 Certificate in Small Business Management New Enterprise Incentive Scheme Certificate Personal Training Leaders Program Centre for Health Promotion and Research Certificate Mastering Personal Training Program Network Continuing Education Program Certificate Department of Sport and Recreation NSW Registered Fitness leader (level 2) Certificate Department of Sport and Recreation NSW Registered Fitness leader (level 1)Selection Criteria:
  5. 5. 1. A degree level qualification which will give the appointee eligibility for membership of the Australian Institute of Welfare and Community Workers, Australian Association of Social Workers, Australian Psychological Society, or other tertiary qualifications which, in the opinion of the Chief Executive are appropriate to the duties to be performed. I have successfully completed a Bachelor of Arts degree and Bachelor of Social Work degree at Charles Sturt university that was conferred in March 2002. My tertiary studies have enhanced my ability to articulate and discuss contemporary community development theory and practice. A major component of my studies was learning about and applying research and theories as they relate to children, families and communities. These skills allow continuing capacity to consider theory and research and it’s applications in the Human Services environment.2. Demonstrated experience in leading community based programs and teams within a community development framework.The following models of community based action which I developed and that provide evidence of my proven ability inleading community based programs and teams within a community development framework. • Western Region Early Intervention Hub was a centralised – Regional Intake and Assessment team which I initiated, developed and led. The Western Region Hub would receive early Intervention referrals from 12 FaCS Community Service (CSCs) Centres, assess each referral and either send forward to the particular Community partners or decline and provide feedback to the CSC. The Hub would also receive referrals from over 18 different Community Partners, would assess and either refer to a CSC, send back to the Community partner for services or decline and provide feedback to the Community Partner. Comprising of a team of 8 local and regionally based caseworkers, I developed two separate business models for the delivery of service and the marketing of the program within the Western region of NSW. As Manager Casework I would provide supervision, education, mentoring and feedback on work performance in addition to managing the multi-variable government and non-government partnerships. Furthermore, I provided Key Information Sessions and Awareness Raising Session on a weekly basis to various community Service Centres or Community Partners at their location. • The Normanton Renewal Project was a housing and community development project based on contemporary urban and community development theories of practice. Through the utilisation of innovative community consultation and engagement techniques the project identified key community leaders and drivers of project initiatives both for the renewal of public housing and the improvement of community wide participation in the addressing issues such as domestic and family violence, youth unemployment, drug abuse and alcohol misuse. • The Youth ALIVE model was a strengths based framework for youth and community development which sought to develop personal and community assets and reduce personal and community risk factors. The model was successfully implemented with the community of Junee (NSW) and other communities with gaols in rural NSW. Based on over 12 months of research, the model identified and described five essential elements for youth and community development interventions.  Arts  Learning  Involvement  Volunteering  Encouragement In delivering locally identified programs, the model encouraged bonding between families through out-of-school- time activities and social events. Furthermore, it created a bridging effect between cultural groups through the principle of ‘arts as intervention’ and the linking of resources by key stakeholders. In effect, the communities perception of ‘fear’ of young people was reduced, younger people were provided with sustainable opportunities to develop key competencies and there was a marked increase in the general public’s involvement within the life of the community. • Council Planning Community Partnerships – Community Engagement Strategy. This consultative process was based on the key principles of the planFIRST reforms (IPAA, www.planning.nsw.gov.au). The process sought to build trust between Carpentaria Shire Council and the community of Normanton. It further sought to raise awareness of Council roles and functions, foster and environment of mutual respect and develop confidence in people that their voice was being heard. The following are the key benchmarks I developed for consultation within Normanton’s multicultural community.  Inclusiveness  Flexibility  Commitment  Collaboration  Clarity of Purpose.
  6. 6. 3. Demonstrated knowledge and understanding of Aboriginal and Torres Strait Islander culture, empowerment principles, family and community structures, and an ability to communicate and work in a culturally safe and constructive manner.My formal education as a social worker, my professional work experience in the Queensland Gulf of Carpentaria as acommunity development officer and within NSW as a manager casework has been seminal in developing my significantappreciation of and respect for Aboriginal and Torres Strait islander peoples of Australia. The following few examples areevidence for this selection criteria: • Community Systems Model – This model of community cultural development focussed specifically on the environment in which each separate child lives and in mapping this environment it acknowledged that the way the child develops is inseparable from the environmental contexts. The model identifies systems of development for local children and in acknowledging the interconnectedness between these systems it demands that programmers consider the effects on the different community systems when planning early intervention or prevention projects. This model uniquely employed and identified the ‘chronological’ assessment criteria and effectively demonstrated how government agencies are able to work collaboratively with Aboriginal and Torres Strait islander peoples, organisations and within complex cultural environments. This model formed the foundation of a project partnership between Gkuthaarn Aboriginal Corporation and the Carpentaria Shire Council.• Listening Sessions – In recognising traditional consultative techniques would not be accepted in Normanton I developed a deeply reflective and effective consultation methodology that garnered significant planning information for council, generated significant ‘goodwill’ within the local Aboriginal community. The consultative technique is based on the following three principles:  Debriefing – the facilitator acknowledges the effects and impact of past – historical – or contemporary practices on personal and professional relationships.  Empathy as Social Justice – this enables ‘listeners’ and participants to reflect on the experiences of other people. It assists in raising awareness and making stakeholders sensitive to the impact of emotional experiences on an individual’s ability to act within their community.  Restorative Justice – A principle promoting mutual cooperation and respect through deliberative – objective – dialogue. This principle compels sensitivity, equality for all involved in the session, seeks to include unrepresented groups and holds the facilitator accountable to participants.• Alcohol and other drugs community breakfast project. A successful bi-weekly intervention designed to attract and capture young and older Aboriginal and Torres Strait Islander people abusing solvents, drugs and misusing alcohol.• Histories project. A project that sought to artistically represent the dual histories of Aboriginal and Torres Strait islander people and Non-Indigenous peoples in and around the Normanton Area. The project worked closely with Aboriginal elders and was the first time significant symbols of local Aboriginal culture were diagrammatically represented in a locally created piece of community art work.• Community Mural project. A successful collaborative project between Council and the Gkuthaarn Indigenous Corporation in which children, parents and local artists painted a mural diagrammatically representing animals found in the local area. This mural represented the first time three major tribal groups were represented and named in public art.• Normanton Cultural Development strategy. A process of cultural capacity building with local Aboriginal and Torres Strait islander peoples that not only sought to map culturally significant areas within the Normanton area and thereby raise awareness in the wider community of the importance of these areas to local Aboriginal peoples, but also utilised relevant culturally significant symbols within community events and arts workshops to engage with Aboriginal peoples of all ages in community development opportunities.I have also delivered conference papers that align with this selection criteria:• Tides of Change Community Development and Planning Conference. Paper title: Listening Sessions. A people centred technique for overcoming barriers and gaining support in cross-cultural environments.• National Sustainable Economic Growth for Regional Australia Conference. Paper title: Youth Alive. Rebuilding rural communities through youth and community development.
  7. 7. 4. Demonstrated high level oral and written communication skills.I have highly developed communication and interpersonal skills that provide me with a strong foundation to liaise andnegotiate with individuals and agencies in often conflict or complex situations. The skills I have are evidence in resolutionof complaints and in response to complex matters and is achieved by using a calm approach, inviting participation andselecting appropriate questioning techniques combined with active listening strategies such as paraphrasing andsummarising. In considering others responses I utilise emotional intelligence to assist in directing and influencing dialogueand actively manage my own body language and remain focussed on achieving resolution.My tertiary studies in critical reasoning and my practical experience as both manager casework have developed my reportwriting skills so that I am able to succinctly collate complex situation into plain English reports with practical and logicalrecommendations where necessary. The following is evidence of my proven written and oral communication skills whilstemployed as manager Casework:• Producing regular reports, records of interview, case reviews and other records from interactions with clients for senior officers whilst. practicing as a Manager Casework for NSW Department of family and Community Services.• I have a sound understanding of Community Services Statutory responsibilities, policies, procedures and delegations and use this understanding on a daily basis in CSC’s. The understanding I have is demonstrated by the effective decision making capacity and use in developing and managing caseworkers especially as they relate to the safety welfare and wellbeing of children and young persons and their families.One of my primary responsibilities as Community Development Officer for Junee and Carpentaria Shire Councils was todevelop, support and implement initiatives for Council and where relevant, other community organisations. In order toaffect change and bring the community and Council along, it was necessary that I developed and could articulate a soundappreciation and understanding of the following guidelines and Acts. • NSW Local Government (General) Regulation 1999 requiring Councils to develop community plans and to report identified access and equity activities. • Qld Integrated Planning Act 1997 which requires those facilitating change process to negotiate a balance between competing community interests in the aim of promoting community planning, wellbeing and development.The following is evidence of my proven written communication skills whilst employed as community development officerin New South Wales and Queensland:• Health Needs Analysis of Junee Shire Local Government Area with recommendation to Council that were adopted.• Crime Prevention Plan approved by NSW Attorney Generals Department without amendment.• Monthly reports on business to Council in both Junee and Carpentaria Shire Councils.• Evidence of regular detailed project planning within grant submissions and project proposals.• Normanton Renewal Project Engagement Strategy, inclusive of consultative techniques, reporting mechanisms and outcome measures.5. Demonstrated leadership and management skills, high level organisational skills and the ability to motivate and build a team across diverse geographic areas.I have proven my leadership and management skills in my roles as Project Officer Normanton Renewal Project,Community Development Officers in Junee and Carpentaria Shire Councils and in the current role as Manager Casework.These skills are proven based on evidence including the following:• Management and leadership of caseworks in all areas of child and family work in a changing environment and a high demand environment which can be further affected by limited resources;• When challenged by competing priorities and periods of change I consider all factors and determine what is achievable, what requires innovation and or management as per established policies;• Leadership skills used to build cohesive and flexible teams, achieved by ensuring opportunities during daily interaction with team members to provide and receive feedback, promoting and allowing continuous reflection and development of individuals;• Diligence in recognising the efforts of team members and consider that it s important for all efforts to be acknowledged.
  8. 8. • Thorough understanding of group processes and use of this knowledge to influence groups to achieve positive outcomes for the clients, individual caseworkers, the team and the organisation.• Confident personal style and capacity to assess individual’s skills and competencies.• Support and encouragement of staff at all levels of experience and always consider ways that individuals can further their knowledge and experiences.• I have provide effective professional guidance and supervision to caseworkers. During supervision I provided feedback which has recognised the achievement of individuals. Additionally I have developed supervision skills that has enabled respective challenges of casework practice and facilitated changes in line with best practice standards. During supervision I have also sought feedback from supervisees and have been able to reflect on this and improve my supervisory relationships and enhanced my capacity to support, lead and assist in management of Child Protection, Early Intervention, Out-of-Home Care programs.• I strive to ensure that professional supervision and the Personal Performance and Review processes are given time to be completed and I acknowledge the importance of the processes for both the professional and personal development of my supervisees. This is achieved by ensuring that supervision occurs as scheduled and without interruption. I encourage two-way dialogue in an effort to facilitate the supervision process. I actively participate in professional supervision provided. This process has encouraged and fostered my confidence and skills in providing professional supervision to the Manager Caseworks that I manage and lead.• I am highly conscientious in completing briefings and debriefings with my team members. I regard these as crucial to providing support and supervision given the often difficult, emotive nature of child protection work. I accurately record briefings and debriefings and have provided mentoring to others in particular individuals in senior casework role. I regularly complete case practice analysis and at all appropriate opportunities I will discuss case practice Principles with caseworkers and identify both barriers and strategies for achieving best possible outcomes for children and their families.As Normanton Renewal Project Officer I was located in a satellite office 550km from my regional office. I was required toprovide daily briefings to my immediate supervisor and those from Qld Department of Housing who would be coordinatingactivities with the project timetable. The outcomes was that I was able to have senior Housing management arrive fromBrisbane in Normanton at those time when it was critically required. While not concerned with the renewal of hard housinginfrastructure, I was able to influence and guide the selection of housing stock for renewal and the timing of renewalactivities.As Community Development Officer both within Junee Shire Council and the Carpentaria Shire Council I was required tobalance my involvement within established activities such as Australia Day and ANZAC day, with the requirement todevelop a local and regional group of willing participants within key community projects.Every activity or project undertaken not only required the support of local volunteers but would necessarily involve keygovernment stakeholders who would provide funding, feedback and assist in delivering outcomes. The following are a fewexamples which provide evidence that during my employment as community development officer I successfully managedteams involved within the following:• Australia Day• ANZAC Day• Family Fun day events• Seniors Week activities• Cultural Development training• Crime Prevention planning• Cultural Development planning• Family Violence prevention week activities• Youth Development planning• Weekend Arts workshops• Junee Out-of-School Time Project• Junee ALIVE Youth and Community Development Cooperative• Normanton Youth Commitment process6. An ability to interact effectively with people of diverse cultures.As a trained social worker educated within rural NSW two of my primary principles of professional practice has been to actto improve human rights and address issues of social justice for underrepresented groups. Regardless of the initiative,program or project my practice is highlighted by engagement with those underrepresented groups and other peoples whosevoice may not be heard due to individual attitudes and/or community wide perceptions. Engagement with Aboriginal andTorres Strait islander peoples, community members from the Sudan, central or east Asia have always provided me as both apractitioner and individual with opportunities for self-examination, personal development and critically professionaldevelopment. I have thrived on these opportunities.
  9. 9. In working in Normanton – Gulf of Carpentaria – my primary client group were the many traditional owners and TribalGroups who made up the vase majority of the local population but who were severely underrepresented on local committeesand Council. I developed close personal friendships with many local peoples that continue to this day, some of whom I cansay are like family.In my years of working in child protection, the majority of my clients have been from underrepresented group includingAboriginal and Sudanese. Because of the multi-variable cultural groups and families with whom I engaged it has beenpossible for me to gain significant insight and knowledge of the various family structures, protocols and obligations aroundrelationships e.g. the sharing phenomenon, shame, eye contact, processing of information. I have no doubt of my ability tointeract effectively and learn with people from diverse cultures.DesirableAn understanding of the Northern Territory and Australian government priorities and policy directions for remoteand regional communities.The following provides a brief insight into my current working knowledge in this selection criteria. I believe my diversework experience and tertiary education provides me with an ability to understand and assimilate policy directions inpractical and collaborative outcomes.Addressing Indigenous disadvantage is a national responsibility inclusive of the Territory government. In effect this isstructured around six baseline strategies, including:• closing the life expectancy gap within a generation• halving the gap in mortality rates for Indigenous children under five within a decade• ensuring access to early childhood education for all Indigenous four years olds in remote communities within five years• halving the gap in reading, writing and numeracy achievements for children within a decade• halving the gap for Indigenous students in year 12 attainment or equivalent attainment rates by 2020, and• halving the gap in employment outcomes between Indigenous and non-Indigenous Australians within a decadeCOAG, In partnership with Aboriginal and Torres Strait islander peoples have agreed and determined to address theinfrastructure needs of remote Aboriginal location locations as identified in the Remote Service Delivery New Partnership.The proposal also seeks to dramatically improve family and community safety services for Aboriginal peoples and to do soin practical and sustainable ways.Demonstrated experience in program monitoring and reporting, including the development of continuousimprovement mechanisms.In the role of Manager Casework I have gained extensive experience of program monitoring, including the development ofcontinuous improvement mechanisms as demonstrated and evidenced by the following: • Preparation of written responses in support of Quarterly Business Review process outlining costs incurred by the business unit, and analysis of these costs. • Child Protection, Early intervention and Out-of-Home –Care program monitoring through observation, supervision and analysis of records. • Completion of analysis and data remediation in relation to contingency and allowance costs. • Ensure team members understand and are familiar with financial and budgetary guidelines, policy and program directions as they relate to their roles and the core business. • Clear documentation for all activities is drafted, reviewed and completed. • Endorsement of planned actions is based on thorough consideration through reflective practice of all possible processes and outcomes. • Collaborative working relationship with Service Support Manager and Manager Client Service on program outcomes including preparation of detailed case reviews, reports including analysis of financial data across all program areas.As strengths based practitioner I emphasise reflective practice as a methodology for supporting both the individual teammember and the overall operation of the program. In effect this sees a variety of strategies continuously employed in effortsto maintain staff motivation on their own and program performance and focus on program outcomes. • Regular team meetings, group and individual supervision to identify local level work performance issues, to articulate individual, team and program expectations and to measure progress according to agreed tasks, milestones and outcomes. • Small team learning opportunities that take a complex practice issue and as a group work through the issues until an agreed practice understanding has been obtained.
  10. 10. • Consistent electronic telephone or face to face communication and partnership with program staff in addressing learning requirements, practice, perception and/or communication issues.Referees • Cara Hopkins A/Manager Clint Service NSW Department of Family and Community Services Phone work: (02) 60584900 Mob: 0402-562-809 email: cara.hopkins@facs.nsw.gov.au • Jerry Callope Former Executive Officer Karboyick Larkinjar Aboriginal Corporation for Health Mob: 0488-144-759 email: jcallope@bigpond.net.au

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