Executive Director, Child and Family Support
Department of Human Services
CANDIDATE INFORMATION PACK
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The Department of Human Services (DHS), acknowledge and respect Aboriginal people as South Australia’s First Peoples and the Traditional Owners and occupants of lands and waters of South Australia. We respect and celebrate the varied cultural and spiritual identities of Aboriginal communities.
Executive Summary
- Lead statewide reform and innovation across child and family support services.
- Influence national policy, funding and prevention strategies for vulnerable children and families.
- Partner across government, NGOs, Aboriginal organisations and research sectors to drive system-wide outcomes.
THE OPPORTUNITY
This is a significant executive leadership opportunity to shape the future of child and family support in South Australia. Reporting to the Chief Executive, the role will lead statewide reform, prevention and early intervention strategies, while influencing national policy and funding agendas. The Executive Director will play a critical role in strengthening partnerships, driving evidence-informed service delivery and positioning South Australia as a leader in child and family wellbeing.
THE ROLE
The Executive Director, Child and Family Support is responsible for leading a complex statewide service system focused on improving outcomes for vulnerable children and families. The role provides strategic advice to senior executives and Ministers, oversees statewide referral and support systems, manages significant funding programs and represents South Australia across national forums and intergovernmental initiatives. The position requires sophisticated stakeholder engagement, strategic leadership and the ability to lead reform across complex service environments.
THE CANDIDATE
The successful candidate will be an accomplished executive leader with experience operating within complex government, human services, health, education or community sector environments. They will bring highly developed strategic thinking, relationship management and stakeholder engagement capability, with the ability to influence across systems and lead collaborative reform initiatives. A strong understanding of evidence-informed practice, prevention and early intervention approaches, together with leadership maturity and political acumen, will be essential.
For a confidential discussion, please get in touch with:
Lynette Taylor
HG Executive Director, Search and Recruitment
M. +61 (0)431 293 861
E. ltaylor@hardygroupintl.com
DEPARTMENT OF HUMAN SERVICES
At the Department of Human Services (DHS), we're dedicated to enhancing South Australians' lives by promoting inclusion, independence, community support and modern services.
Our mission is to develop and implement modern, innovative and relevant services across our entire community so all South Australians can be connected and included. Our programs and services aim to ensure South Australians are safe, empowered and connected in their communities.
DHS is responsible for commissioning human services across the not-for-profit sector and investing in the community through grants and funding. We provide core services including:
- adult safeguarding
- cost of living concessions and rebates
- disability services
- employment-related screening
- family safety and support
- homelessness services
- youth justice.
We also lead important government reforms in:
- disability inclusion
- intensive family support services
- supporting South Australians to age well
- women’s equality and safety.
Our services span South Australia, from Kaurna Country in Adelaide to the many regional communities that make up the state. This includes working alongside communities in the far west and Anangu Pitjantjatjara Yankunytjatjara Lands in the north-west.
Child and Family Support
The Child and Family Support (CFS) Division helps South Australian families by empowering them with knowledge, skills and professional support and is dedicated to creating a future where every child can grow up safe, supported, and deeply connected to their family and culture.
CFS provides system stewardship of the Child and Family Support System (CFSS) focused on creating a support system that genuinely works for families when they need it most, through timely, relevant services that create real, lasting change.
To achieve this, we’re using a public health approach, grounded in evidence and real-world results, and building a system that values individual voices, especially those of families and children directly impacted. We are actively listening and evolving our practices to be more inclusive, recognising the diversity of experience within our communities. We form strong partnerships to ensure that every decision we make is informed by what works, not just what sounds good on paper. This commitment to “walking the walk” means learning continuously, being open to new approaches, and sometimes taking healthy calculated risks that drive meaningful improvement.
Our work is about being proactive, not just reactive. We are at the forefront, challenging established norms to shape a system that truly serves its purpose. By supporting these efforts, we’re creating a system that disrupts, learns, adapts, and ultimately supports children and families in meaningful ways.
Our North Star
The North Star is our guiding purpose that steers every action and decision toward our shared vision.
curious brave accountable reliable unconditional positive regard
TO OUR STAFF
- We raise the voices of children
- We walk alongside, supporting families to recognise and build on their strengths
- We believe in the capability and capacity of families
- We build trusting relationships to understand risk and safety with children, young people and families
- We support communities to grow
- We have the difficult conversations
- We contribute to systemic change through collaboration with key government and non-government partners and Aboriginal Community Controlled Organisations
FOR OUR CLIENTS
- Children are seen, heard and feel safe
- Families have insights into their child’s needs
- Families are empowered and supported
- Communities are strengthened
North Star artwork by Sasha Hill.
AS A DIVISION
- We drive and enable the North Star
- We lead accountability
- We bring the North Star to life throughout CFS
- We row in unison
- Every action and decision reflects the North Star
AS AN EMPLOYER
- Keeping children safe in their families, communities and culture
- Regardless of constant change, we hold strong to the North Star
- Attract the right people to work with CFS
- Reform and system design reflect the North Star
- Everyone shares the same vision
- Reduce child protection risk
CFS is comprised of three directorates:
- Safer Family Services, which provides a range of early intervention, parenting capacity building and intensive family support services under the Child and Family Support System (CFSS). Collectively, these programs and services aim to help children stay safe and well in their family, community and culture and avoid the need for out-of-home care.
- Pathways, Evidence and Partnerships, which is responsible for developing a learning system that takes an epidemiological approach to understanding population needs and complexities and what can work best in prevention and early intervention programs to support families. This, coupled with delivering effective service access pathways and a relational model of contract management, is growing the system responsiveness and evidence base on how to best support families with the right service at the right time.
- System Stewardship, which provides strategic oversight of the CFSS, driving long term systemic change to better support children and young people. It achieves this through the integration of lived experience in service design, building system-wide cultural governance and quality practice guidance, facilitating sector communities of practice and co-design processes, and maintaining a trauma informed and responsive service system.
Role Specification
The Executive Director, Child and Family Support leads the Child and Family Support division(CFS) and is accountable to the Chief Executive for:
- Leading a major statewide service system and is accountable to the Chief Executive for providing high-level strategic advice on service reform and delivery for children and families.
- Stewarding a data and evidence-informed system and leading the design and implementation of prevention and early intervention strategies that position South Australia as a national leader in child and family support policy and practice.
- Representing DHS at a national level, shaping cross-jurisdictional policy, influencing funding and reform agendas, and contributing to national strategies addressing child abuse and neglect.
- Leading the delivery and integration of community-based services and systems, strengthening access, coordination and early intervention responses to ensure children and families are supported through connected, place-based service models.
- Driving community-led and culturally responsive approaches, partnering with the non-government sector and communities (including Aboriginal communities) to co-design services that improve outcomes and strengthen community capability and wellbeing.
- 1.Leading of services that address child abuse and neglect (with emphasis on evidence-based interventions), intensive earlier supports that ensure children can be safely cared for in their homes, connected to family, community and culture.
- 2.Leading achievement of Closing the Gap priority reforms and relevant targets within CFSS.
- 3.Leadership and implementation of support services for specific vulnerable community groups through managing community funding programs and grant programs.
- 4.Leading strategic research that positions South Australia as a global leader in child abuse prevention and early intervention policy, program development and research.
- 5.Oversight of the design and delivery of referral and system oversight mechanisms to coordinate consistent high quality service delivery efforts across the DHS CFSS.
- 6.Ensuring a continuous improvement approach to service delivery aligned to best practice principles and a learning culture.
- 7.Providing a strong evidence base to guide South Australian Government funding decisions for prevention and early intervention services, and support coordinated investment priorities through negotiations with federal and local governments.
- 8.Providing strategic leadership across national forums, contributing to the development of Commonwealth and cross-jurisdictional policy, funding agreements and reform initiatives relating to child protection, prevention and early intervention.
- 9.Representing South Australia in national committees, advisory groups and intergovernmental negotiations, influencing strategic direction and positioning the State as a leader in evidence-informed service design.
- 10.Leading the development of innovative policy and service models that are recognised nationally and inform best practice approaches across jurisdictions.
- 11.Establishing and maintaining strategic partnerships with Commonwealth agencies, interstate jurisdictions, research institutions and peak bodies to shape national responses to child abuse and neglect.
- 12.Leading the development and implementation of integrated, place-based community service models, improving service accessibility, coordination and early intervention outcomes for children and families.
- 13.Establishing and sustaining strategic partnerships with community and non-government sectors, embedding co-design, cultural safety and continuous improvement to strengthen service effectiveness and community capability.
- 14.Providing executive leadership, performance oversight and people management accountability for Directors and General Managers within Child and Family Support, ensuring integrated service delivery and capability development across the division.
Note: Any other responsibilities in line with the classification level of the role as assigned by Line Manager and/or the Department. The responsibilities as specified above may be altered in accordance with the changing requirements of the role.
View the full scope of these in the Position Description.
Desirable
- Tertiary qualification in human services, public administration, social work, social or behavioural sciences, business administration or related fields.
- 1.Strategic Leadership – Ability to identify strategic goals and provide direction and influential leadership to others to achieve outcomes in line with the priorities of the Department and government.
- 2.Strategic Advice – Experience in providing conceptual and strategic advice to executives, leadership and Ministers including the ability to prepare business cases balancing complex social, economic, environmental and political issues.
- 3.Relationship and Partnerships – Significant experience in engaging and collaborating with government agencies and industry groups to negotiate and co-design strategy and services. Superior interpersonal skills and demonstrated success in forging successful collaborations and building effective working relationships, networks and partnerships.
- 4.Innovation – Ability to foster a creative and dynamic environment that facilitates innovation and problem solving and drives efficiencies, a high-performance culture and excellence in service delivery.
- 5.Risk Management – Ability to identify and manage strategic risk through effective mitigation and prevention.
- 6.Change Management – Highly ethical leader, with proven experience in initiating, leading and managing change in a challenging and dynamic environment.
- 7.Customer Service Ethos – Ability to identify the needs of a diverse customer base and ensure that service delivery outcomes are consistent with customer needs and defined quality expectations.
Shapes Strategic thinking and change leadership
- Creates a shared vision and mission for the BU/organisation.
- Inspires and influences others to assume ownership of organisational goals.
- Displays strategic thinking and planning to ensure the organisation moves towards its vision.
- Develops and oversees the implementation of change initiatives in a sometimes uncertain environment.
- Identifies and analyses problems, generates and evaluates alternative solutions and makes recommendations.
Achieves organisational results
- Drives for results while maintaining a focus on the BU and/or organisations strategic goals.
- Ensures priorities are clearly linked to both short term and long-term organisational objectives.
- Makes well informed, effective and timely decisions even when information is incomplete and ambiguous.
- Abides by the laws, regulations and policies determining public sector activities.
- Holds self and others accountable for own actions and for achieving quality, timely and transparent outcomes.
- Monitors the performance of the BU/organisation and seeks continuous improvement including a best practice approach to health, safety and wellbeing.
- Integrates technical expertise into the organisation to improve overall performance and delivery of organisational outcomes.
Drives organisational excellence
- Influence the success of outcomes by maximising organisational effectiveness, performance and sustainability.
- Anticipates and plans for future events, trends, problems and opportunities.
- Develops the ability of others to effectively perform and contribute to the organisation by providing ongoing feedback, coaching and opportunities for development and growth.
- Builds and manages the capability and expertise of the workforce to achieve organisational goals.
- Anticipates and meets the need of both internal and external clients. Delivers high quality goods and/or services.
- Carefully manages internal and external resources to ensure they are used efficiently to meet organisational objectives and the SA public sector strategic agenda.
Forges relationships and engages others
- Identifies the internal and external politics that impact the organisation. Has a clear perception of the political context and reality and acts accordingly.
- Approaches negotiations with a strong grasp of key issues and presents a convincing and balanced rationale.
- Identifies common ground to facilitate agreement and acceptance of mutually beneficial solutions.
- Manages and resolves conflicts and disagreements in a constructive manner. Encourages creative tension and differences of opinion.
- Gathers knowledge and shares information from a variety of sources, explores new ideas and different viewpoints, and promotes this culture throughout the organisation.
- Builds effective working relationships, networks and partnerships with internal and external individuals at all levels.
- Actively listens to others and responds in a clear, concise and diplomatic manner. Adapts communication style as appropriate.
Exemplifies personal drive and professionalism
- Models and promotes appropriate social, ethical and organisational standards in all interactions.
- Provides frank and fearless advice, and is prepared to make tough decisions to achieve desired outcomes.
- Demonstrates resilience in responding to changing directions. Modifies approach, processes and procedures either to fit a specific situation or in response to a changing organisational climate.
- Engages in regular critical reflection on feedback and experiences in the workplace and acts on these to facilitate professional growth.
- Capitalises on the positive benefits that can be gained from diversity. Uses understanding of differences to enhance the operation of the organisation.
- Values the health, safety and wellbeing of self and others by managing stress levels and work-life balance.
- Chief Executive (line manager)
- DHS Executive Leadership Team, Directors and senior managers
- Staff with the CFS division
- Ministers and Minister’s staff
- Senior Leaders in other agencies across all levels of Government
- Other government and non-government agencies and senior stakeholders
- Peak Bodies and Advisory Committees
- Commonwealth departments, interstate jurisdictions, and national peak bodies and advisory groups.
Line Management Responsibility:
- Director, Pathways Evidence and Partnerships (SAES1)
- Director, Safer Family Services (SAES1)
- General Manager, System Stewardship (MAS3)
Classification: SAES Level 2
- Human Resources Delegations Level 2
- Financial Authorisation Level 2 - $1,500,000
- Gross expenditure budget: $75m (includes Grants budget: $31m)
Service Location: Adelaide, SA
- Prior to being employed, the successful applicant will be required to obtain a National Police Check if new to the Department and a satisfactory Employment-related Screening Check where this is required for the role.
- Interstate and intrastate travel may be required and may include overnight stays.
The closing date for applications is Monday, 22 June 2026
The reference number to include in your application is H26_5516
Note: Please use the online platform to submit your application. It will not be accepted via email.
If you require assistance in submitting your application online, please get in touch with Executive Search Coordinator, Bradie Hammat: M: +61 (0)417 882 900 / E: bhammat@hardygroupintl.com
Your application must include:
- 1.Cover letter addressed to the Principal Consultant;
- 2.A written response addressing the Selection Criteria / Role Specific Capabilities; and
- 3.An up to date copy of your Curriculum Vitae.
It Is standard practice for HardyGroup to acknowledge receipt of your application no later than the next business day. We request that if you do not receive the acknowledgement, you contact the search coordinator listed above as soon as possible after the 24-hour business period and arrange to resend your application if necessary.
For a confidential discussion, please contact:
Lynette Taylor
HG Executive Director, Search and Recruitment
M. +61 (0)431 293 861
E. ltaylor@hardygroupintl.com
LIVING AND WORKING IN ADELAIDE
Adelaide enjoys a reputation for remarkable liveability thanks to its pleasant climate, manageable size and relaxed South Australian pace.
With warm summers, mild winters and generally clear skies, the city balances sophisticated urban living with a laid-back lifestyle, all framed by easy access to coastal and wine-region escapes.
The city has a vibrant cultural identity, with festivals, local music and a strong dining scene thriving across neighbourhood precincts. Known as the Festival State, South Australia hosts a packed calendar of cultural and culinary celebrations, including the world's second-largest Fringe Festival, Adelaide Festival, and Tasting Australia. The city also holds international and national sporting events, with the iconic Adelaide Oval as a centrepiece for sport and entertainment.
Adelaide Oval roof climbers take on the challenge during an Ashes cricket test (Credit)
Leafy suburbs offer both charm and community spirit, and many people appreciate the short commuting distances, affordable housing, and the distinctive character of areas such as North Adelaide, Norwood, Unley and the beachside suburbs of Glenelg and Henley Beach.
Golden hour at Glenelg Beach (Credit)
The Adelaide Botanic Gardens are a green serene paradise in the middle of the city (Credit)
Nature is never far away. Just 20 minutes from the city centre are pristine beaches, hills made for hiking, and the surrounding park lands that wrap around the CBD. Beyond Adelaide, regional South Australia offers dramatic landscapes, national parks, and abundant wildlife - from rugged coastlines to outback ranges and hidden caves.
Education is well catered for across metropolitan Adelaide, with a mix of high-quality public and private schools and several world-class tertiary institutions including the University of Adelaide, University of South Australia and Flinders University.
A barrel at Yalumba Wines, Angaston (Credit)
Food and wine are central to life in Adelaide, with a proud reputation as one of the Great Wine Capitals of the World. The city is home to top chefs, boutique producers, and the iconic Adelaide Central Market - one of the largest undercover fresh produce markets in the southern hemisphere.
With its blend of social vibrancy, natural beauty, culinary excellence, education and liveability, Adelaide offers a welcoming and well-balanced setting in which to live, learn and thrive.
ABOUT US
HardyGroup’s (HG) mission is simple
Find and Grow Great Leaders - and we have been doing exactly that for more than 30 years in public and private health, primary, community and aged care as well as the broader public service.
Our synergistic business model of Executive Search and Recruitment integrated with Executive Leadership and Learning is our unique point of difference.
It ensures our clients can count on us for the lifecycle of their organisations leadership journey and why we are regarded as the leading trans-Tasman partner agency by clients.
When engaging HG you can be confident in a deeply personalised experience and service as nothing matters more to us than relationships and results.