Annual Report 2001–2002 Department of Human Services Contents Our Mission To enhance and protect the health and wellbeing of all Department of Human Services Profile 1 Victorians, emphasising vulnerable groups and those most in need. Secretary’s Foreword 2

Growing Victoria Together 4 Our Objectives 2001–02 Highlights 5 • Achieving benchmark waiting times. Corporate Governance 6 • Improving service quality. Organisational Structure 7 • Building sustainable, well managed and efficient Financial Summaries 8 services. Budget Portfolio Outcomes 10 • Building strong communities and primary services. Divisional Reports 15 • Increasing the proportion of family or community Metropolitan Health and Aged Care Services 16 based service responses. Rural and Regional Health and Aged Care Services 34 • Reducing inequalities in health and wellbeing and Office of Housing 50 improving access to services. Disability Services 62 Community Care 74 Policy and Strategic Projects 84 Operations 92 Financial and Corporate Services 102 Highlighting Rural and Regional Victoria 106 Responding to Cultural Diversity 110 Department Executive 112 Financial Report 116 Appendices 147

The Hon John Thwaites MP Minister for Health

The Hon Bronwyn Pike MP Minister for Community Services and Housing

The Hon Christine Campbell MP Minister for Senior Victorians

Dear Ministers,

In accordance with the Financial Management Act 1984,I am pleased to submit to you the Department of Human Services Annual Report for the year ending 30 June 2002.

Yours sincerely

Patricia Faulkner Secretary Department of Human Services Profile

The Department of Human Services covers the The Department’s Values responsibilities of the Ministers for Health, Housing, Senior Victorians, Community Services and Disability In August 2001, the Department formally adopted a Services. set of five core organisational values with the aim of enhancing people management. The Department of Human Services is the State’s largest Government Department and employs around These values are: 11,900 people directly and more than 80,000 people Client Focus indirectly through organisations such as hospitals • We work towards improving the health and and aged care facilities, ambulance services and wellbeing of our clients and community. community service agencies. In 2001–02, the Department had an output budget in excess of Professional Integrity $7.9 billion, which is approximately 39 per cent of • We treat all people with dignity and respect. the State Government’s total expenditure on public services. Quality • We always strive to do our best and improve the The principal responsibilities of the Department things we do. include funding or delivering:

• High quality and efficient health care services Collaborative Relationships through the public hospital system, community • We work together to achieve better results. health centres and ambulance services. Responsibility • Residential and rehabilitation care for older persons and support and assistance to enable them • We commit to the action we take to achieve to continue to live at home for as long as possible. the best possible outcomes for our clients and community. •Promotion of positive community perceptions of ageing and positive attitudes to older people through the Office of Senior Victorians. •A range of accommodation and support services aimed at enhancing the quality of life of people with disabilities. • Accommodation and assistance support for homeless people. •A wide range of health and community services for Victorian families, such as preschool, early intervention and family support services. • Health promotion and protection through emergency management, public health, preventative services, education and regulation. •A range of alcohol and drug prevention and treatment services. • The State’s statutory responsibilities for vulnerable children and young people in relation to child protection and juvenile justice. • Secure, affordable and appropriate housing to low *Includes individuals, families, populations, service providers income Victorians. and staff. • Government concessions to low income groups to improve the affordability of essential services.

Department of Human Services Annual Report 2001–02 1 Secretary’s Foreword

The changing role of women in society, resulting in Three new Divisions were created: fewer unpaid carers at home, also presents a challenge • Metropolitan Health and Aged Care Services as we search for new, more flexible and affordable Division and Rural and Regional Health and Aged service models and tackle a range of workforce issues. Care Services Division focus on the distinct needs of metropolitan and rural communities and services To address these challenges, we need to find and harmonise relationships with agencies across solutions that strengthen the capacity of individuals, programs. families and communities, focus on prevention and early intervention, and promote least intrusive service • Operations Division manages direct service delivery, options such as caring for the frail aged and disabled bringing a whole-of-Department perspective to within the community. Departmental operations.

Flagship Projects I am very pleased to present the Department 2001–02 was a year of considerable endeavour of Human Services 2001–02 Annual Report. and achievement for the Department and was Last year I announced the establishment of three characterised by leadership in strategic policy flagship projects designed to address strategic issues The Department of Human Services is a large and development and strengthened collaboration facing the Department over 12–18 months. Flagship complex organisation encompassing the key portfolio with service sectors across the portfolio. projects involve significant corporate focus, areas of health, housing, senior Victorians, community cross-Divisional coordination and strong and active services and disability services. The Department of This report sets out the Department’s many partnerships within the Department and between the Human Services leads the delivery of the achievements in 2001–02 against our six key Department and external agencies. I am pleased to Government’s goal of high quality, accessible health objectives. As well as the key results outlined in the report that considerable progress has been achieved and community services, and contributes to the following Divisional and regional reports, I would like in each of the initial flagship projects. to highlight two areas where the Department has building of cohesive communities and reducing • The Hospital Demand Management Strategy focused its efforts to achieve improved service inequalities across Victoria. implemented initiatives designed to progressively outcomes. reduce demand on Victoria’s hospitals. Through the The Department operates in an environment Organisational Values and Realignment strategy, efforts to improve emergency access characterised by a range of challenges. Perhaps the resulted in a reduction in ambulance bypass It is essential that the Department is underpinned by most significant challenge is the continuing increase incidence by more than half during 2001–02 and strong organisational values and is structurally aligned in demand for human services. Demand is growing achievement of key benchmarks to improve waiting to carry out the Government’s policy priorities. across the spectrum of human services, including times. Projects have been funded to increase health, aged care, public housing, disability and capacity, change patient care practices, develop Over the past two years, the Department undertook community care services. alternate care options, trial new models of care and an extensive consultative process to determine its prevent avoidable admissions. Significant work has organisational values. The five core values – Client The increasing complexity of need among the clients been undertaken on system interfaces, including Focus, Professional Integrity, Quality, Collaborative we serve presents another major challenge. For acute, sub-acute, aged and primary care. The Relationships and Responsibility – were officially example, recent analysis of parental characteristics in strategy has been supported by strong partnerships launched in August 2001. There has been a concerted the child protection system show that about one third between the Department and the hospital sector, effort to ensure that these values and corresponding of parents have problems with alcohol abuse, one with clinician engagement a key component in its behaviours are embedded in the Department’s third have substance abuse problems, a fifth have success. a psychiatric disability and more than half have approach to its day-to-daybusiness, from staff experienced family violence. Increasing complexity recruitment and training to policy and program • Best Start, developed in 2001–02 as a joint of need is an issue in community services broadly, development and service delivery. initiative of the Department of Human Services including housing and disability services. and the Department of Education and Training, aims Later in 2001, a new Department structure was put to improve the health, development, education and The Department also faces changing patterns of in place to improve delivery on Government policy wellbeing of all Victorian children from pregnancy health and inequalities in the health of Victorians. It is priorities. to eight years of age. Ten Best Start projects will predicted that Victoria’s pattern of disease will change be established in areas of identified need to markedly in the future. While cardiovascular disease The key objectives of this realignment were to: demonstrate best practice in universal early years service systems. These projects will focus on better will remain significant, cancer will be the leading • Improve integration of health services. cause of ill health, with the incidence of diabetes and access to effective child and family support, mental and neurological disorders likely to rise. • Increase the focus on rural service delivery. improvement in parents’ capacity, confidence and enjoyment of family life, and development of Inequalities in the health of Victorians include • Increase the capacity for integrated policy and communities that are more child and family friendly. differences in health outcomes between people living project development. in metropolitan and rural and remote areas, and • Improve regional coordination. between Aboriginal and non-Aboriginal people.

2 Department of Human Services Annual Report 2001–02 • The Quality in Services flagship project seeks to • The Victorian Rural Human Services Strategy achieve better outcomes for clients by taking an seeks to improve the delivery of human services organisation-wide approach to ensure that services to rural communities. Key aspects of the project are delivered to high quality standards, are timely, include developing a strong database to enable address high priority quality management issues identification of short and long term service needs and foster a culture of continuous improvement and involving stakeholders in designing new models across the Department. The project has prioritised for the delivery of human services in rural Victoria. and accelerated the development of quality systems across the portfolio through the adoption of a I would like to thank staff in each of the Department’s common service quality framework and development Divisions and regions for their contribution during the of quality plans for all program Divisions. year. As well as being a year of achievement, 2001–02 has involved challenge and change and I know that In early 2002, the Department Executive agreed on a many staff have worked hard to continue to ensure number of new flagship projects to be developed and that the Department fulfils its mission. progressed through 2002–03. Each of these projects represents an area where significant effort is required to address strategic issues in the longer term:

• The Child Protection Outcomes flagship project focuses on improving outcomes for children, young Patricia Faulkner people and families who are notified to the child Secretary protection system or are in statutory care. The project will examine legislation, policy directions and practice across Australia and overseas to identify the widest range of frameworks to protect children. • The Workforce Planning flagship project will seek to more effectively determine workforce numbers, distribution, skills and workplace organisation through a framework for workplace planning. The project will develop a program of rolling forecasts and policy responses in key industries, including those with workforce shortages, such as child protection, disability services and a range of sectors using nurses. • The Partnership flagship project seeks to strengthen the Department’s relationship with funded agencies across the portfolio to reflect a partnership approach to developing and providing services. The project will focus on streamlining and enhancing funding and accountability processes. • The Metropolitan Health Strategy will examine current hospital utilisation and demand patterns and review the distribution of services and service capacity, including mental health services. It will focus on models for the provision of ambulatory services and elective surgery in both hospital and community settings, development of a capital plan forthe next three to five years, and work on key specialty areas, including paediatrics and cancer.

Department of Human Services Annual Report 2001–02 3 Growing Victoria Together

As part of its strategic planning process, the Victorian •Protecting the environment for future generations. Safe streets, homes and workplaces Government has sought to provide more specific •Promoting rights and respecting diversity. • Reduce family violence. direction and targets for departments in relation to social and economic development, environmental • Government that listens and leads. • Improve road and workplace safety. sustainability and good governance. As part of its commitment to addressing these issues, More jobs and thriving, innovative industries across This process has been influenced by a number of key the Government has also developed a set of priority Victoria drivers including: actions to guide work in these areas. • Ensure that Victoria secures a greater share of innovative research and development activity. • Globalisation and localisation. The Department of Human Services has identified • The innovation economy/innovation society. the issues and priority actions that are the primary Protecting the environment for future generations responsibility of the Department along with those that • Changing work and family relationships. • Ensure water authorities continue to supply are related to its functions. • Demographic trends. affordable, good quality drinking water. Primary Issues and Priorities • Balancing community and diversity. High quality, accessible health and community Promoting rights and respecting diversity services • Improve awareness of rights and promote equal In November 2001, the Government released Growing • Build, improve and integrate hospitals and opportunity. Victoria Together,a statement about its priorities for community health centres. the next 10 years. This statement expresses the • Improve access to services for culturally and Government’s broad vision for the future and balances • Link and invest in services for mothers and children linguistically diverse Victorians. economic, social and environmental goals. through pregnancy to age eight. • Increase the diversity of representation on decision • Support older people to live active lives in the making boards and in local government. community. Victoria 2010: A Vision for Victoria • Reduce drug abuse and harm. Government that listens and leads The Government’s vision for Victoria is that, by 2010, • Make government more democratic, open and •Tackle health issues linked to inequality, including we will be a State where: inclusive through better access to decision making mental health and dental health. processes, including numerous Community • Innovation leads to thriving industries generating Cabinets each year. high quality jobs. Building cohesive communities and reducing inequalities • Strengthen the capacity of the public sector to •Protecting the environment for future generations • Support new community building initiatives and deliver high quality, responsive, accessible and is built into everything we do. develop partnerships with local government around efficient services. • We have caring, safe communities in which local communities’ needs. opportunities are fairly shared. • Enhance community participation and engagement • All Victorians have access to the highest quality in cultural activities. health and education services all through their lives. • Encourage employers, workers and families to To make this vision a reality, the Government has better balance their work and family responsibilities identified strategic issues that are important to and their ability to participate in community life. Victorians. •Reduce unemployment and rejuvenate those areas worst affected by social and economic These issues are: disadvantage. •Valuing and investing in lifelong education. • Expand the supply of secure, affordable and • High quality, accessible health and community appropriate social housing. services. • Sound financial management. Related Issues and Priorities • Safe streets, homes and workplaces. Valuing and investing in lifelong education •Growing and linking all of Victoria. • Expand opportunities for training and learning all through life. •Promoting sustainable development.

• More jobs and thriving, innovative industries across Sound financial management Victoria. • Maintain responsible financial management. • Building cohesive communities and reducing • Invest in long term social and physical inequalities. infrastructure, such as schools, hospitals, roads, public transport and waste management.

4 Department of Human Services Annual Report 2001–02 2001–02 Highlights

• Admitted 10.6 per cent more patients through • Acquired 1,661 properties, bringing the total social • Assisted more than 500 preschools to improve emergency departments by funding extra hospital housing pool to 75,344 properties (at June 2002). safety, security and space for indoor and outdoor beds and facilities. areas. • Assisted 9,350 households with crisis/transitional • Achieved major improvements in emergency bypass accommodation and acquired 376 crisis • Agreed on future capital development for juvenile (reduction of 56 per cent). supported/transitional housing properties, justice services. bringing the total number to 3,351 at June 2002. • Invested in, and provided, alternative care options • Worked to improve the partnership between and prevention initiatives, and facilitated clinical • Released Victorian Homelessness Strategy: the Department of Human Services and funded practice change to enable patients to avoid Directions for Change in February 2002. agencies including streamlining the measurement unnecessary hospital admission. and payment systems. •Established neighbourhood renewal projects •Decreased total numbers on elective surgery in the Latrobe Valley and Wendouree West including • Worked with health services to establish public waiting lists by 4.2 per cent during 2001–02. contracts that provide employment forresidents in hospital nurse banks to improve retention of nurses Community Jobs Programs. in the public health system. •Progressed redevelopment works for the new 400-bed acute clinical block at the Austin and • Commenced redevelopment of Kew Residential • Launched a recognition program that motivates, Repatriation Medical Centre and a new Services, with acquisition of 17 properties for clients acknowledges and encourages staff to reach their state-of-the-art, tertiary referral and teaching relocated to accommodation in the community from full potential, by promoting a culture of recognising Mercy Hospital for Women. Kew, with extensive consultation with residents and and valuing staff. families about ongoing needs. • Commissioned redeveloped facilities at Frankston • Improved the capacity of the Department through Hospital (Stage 1A) and commenced capital • Expanded existing services to support people with a successful re-organisation. development works at Northern Hospital, Grace a disability and their families, including: intensive McKellar Centre, Ararat Hospital, Stawell Hospital supported accommodation places; respite care •Provided energy concessions to over 720,000 low and Kyneton Hospital. Completed capital works provided for families of people with a disability; and income households and individuals. projects at nine residential aged care facilities in 500 care packages to assist people with a disability rural Victoria. maintain their independence and participate in the • Recruited an additional 1,119 nurses in 2001–02. community. This improves nurse-patient ratios and brings the •Established the Victorian Quality Council, an expert number of nurses provided since mid-2000 to over strategic advisory group to facilitate the governance • Substantially improved the time to undertake 3,300. of safety and quality for Victorian health care assessments for eligibility by Disability Client services. Services. • Responded to 89.7 per cent of Code 1 emergency ambulance cases within the targeted 13 minutes •Established the Rural and Regional Health and Aged • Implemented the Rural Access initiative in Barwon, during 2001–02. Care Services Division to take a new leadership role Gippsland, Hume, Loddon Mallee and Grampians in health and aged care in rural and regional Victoria regions. Twenty-seven full-time Rural Access • Introduced 69 Mercedes Benz ambulance vehicles and to provide a focal point for rural and regional workers were located in key mainstream with new livery on Victorian roads and a new input into policy development. community organisations resulting in improved helicopter emergency medical service commenced opportunities for people with a disability within operation, servicing northern Victoria and the • Implemented further tobacco reforms including local communities. Hume Highway. the introduction of smoke-free dining, smoke-free shopping centres and significant restrictions on • Supported almost 4,000 children and adolescents • Responded to changing drug trends and tobacco advertising and display in retail outlets. in out of home care and investigated more than investigated new treatment options, including the 37,900 notifications of suspected child abuse or reduced availability of temazepam gel capsules, •Established the Office of Senior Victorians to neglect. registration and introduction of buprenorphine into promote positive community perceptions of ageing clinical practice, and the development of the and positive attitudes towards older people. Victorian Alcohol Strategy.

Department of Human Services Annual Report 2001–02 5 Corporate Governance

The Department of Human Services has structures The committee comprises an independent chair and processes to ensure that it is effective in meeting (for part of the year); Executive Director, Housing and its policy objectives, efficient in its operations, Community Building; Executive Director, Policy and accountable for its decisions and compliant with Acts Strategic Projects; Executive Director, Financial and and regulations. The Department aims to achieve high Corporate Services; Regional Director, Western standards on Corporate Governance issues to assure Metropolitan Region and the Manager, Internal Audit the Victorian Government and the community that it is as the Committee Executive Officer. fulfilling its responsibilities and meeting community expectations with due diligence and accountability. Budget Strategy and Monitoring Committee The Budget Strategy and Monitoring Committee Executive Role reviews strategic directions and priority of budget In November 2001, a new organisation structure proposals, and makes recommendations to the was introduced comprising eight Divisions and nine Department Executive on the medium term forward regions. An Executive Director for each of the eight budget strategy for the portfolio. This committee also Divisions reports directly to the Secretary. The identifies and monitors budget pressures and risks, Executive Directors are responsible for organisation- oversees and coordinates responses to budget-related wide program areas. Four of the Executive Directors issues or follow-up work required by the Executive are responsible for the activities of a Department Remuneration Committee and monitors aggregate region and the Executive Director, Operations, is budget performance. The figure above shows how the Secretary/Executive Group accountable for the activities of five of the receives advice on risk management, performance, budget, Department’s regions. audit and executive remuneration issues from a series of This committee comprises the Secretary; Executive specifically established committees. Director, Policy and Strategic Projects; Executive The Executive Directors operate with the Secretary Director, Operations; Executive Director, Financial as the Departmental Executive decision making forum and Corporate Services; Director, Finance and and are accountable for maintaining the strategic Private Interest Declarations Administrative Services; Director, Business direction and effectiveness of the organisation. Development and the Director, Budget and Corporate It is certified that all Executive officers of the Planning. The committee meets as required. Department of Human Services have completed a Directors report to the Executive Directors and declaration of pecuniary interest for the 2001–02 year. Executive Remuneration Committee manage significant or discrete programs. Regional Directors are responsible for the planning, purchasing The Departmental Executive Remuneration Major Committees and delivery of a range of programs within a region. Committee has been established to ensure that there The Department’s major committees are a key is a consistent and rigorous approach to setting Independent Advice element of its governance arrangements and provide remuneration for individual Executives. Other assurance and advice to the Secretary. responsibilities include: ensuring a planned approach In pursuit of their duties, Executive officers may seek to performance and competency appraisals, executive independent advice from a range of sources. Audit Committee and career development, mobility at level and Risk Management The Audit Committee is an independent committee succession management for Band 2 and 3 Executives established in accordance with the Financial and the identified feeder group to the Executive. In 2001–02, the Department progressed the Management Act 1994. Its main role is to assist the implementation of a risk management framework. Secretary with respect to responsibilities for financial The committee comprises the Secretary (Chair), the This framework will provide a comprehensive and reporting, maintaining systems of internal control and Departmental Executive and the Director, Human systematic methodology for managing risks, based governance issues. The committee meets on a Resources, and it meets as required. on the Australian/New Zealand Standard for Risk quarterly basis and as required on other occasions. Management AS/NZS 4360.

6 Department of Human Services Annual Report 2001–02 Department of Human Services Organisational Structure

Department of Human Services Annual Report 2001–02 7 Financial Summaries

Summary of Financial Statements 1997–98 to 2001–02

The attached financial statements reflect the operations of the Department of Human Services for the financial year 2001–02.

Summary of Financial Performance 1997–98 1998–99 1999–00 2000–01 2001–02 $’000 $’000 $’000 $’000 $’000

Revenue from ordinary activities 5,848,622 6,566,996 6,782,099 7,661,006 8,115,498 Expenses from ordinary activities 5,612,586 6,250,657 6,548,441 7,446,795 7,931,743 Net result for the reporting period 236,036 316,339 233,658 214,211 183,755

The increase in revenue and expenses reflects mainly funding for policy and service improvements and the approval during the yearofadditional funding for wage awards across all output groups.

The surplus of revenue over expenses for the period is predominately due to the recognition of government funding for capital purposes, the equivalent expenditure being recognised in the Statement of Financial Position, summarised below.

Summary of Financial Position 1997–98 1998–99 1999–00 2000–01 2001–02 $’000 $’000 $’000 $’000 $’000

Total Department Total assets 7,152,340 7,545,972 8,125,934 9,189,052 10,362,091 Total liabilities 830,062 724,560 680,491 794,088 791,503 Total equity 6,322,278 6,821,412 7,445,443 8,394,964 9,570,588

The increase in assets reflects mainly asset purchases and revaluations.

The net reduction in liabilities was mainly due to the inclusion of bank overdrafts in cash assets which are now defined as net of any outstanding bank overdrafts.

Total Operating Expenses by Output Group 2001–02 Actual Actual Expenses Expenses Variance 2000–01 2001–02 2001–02 $M $M %

Acute Services 3,808 3,979 4.5 Ambulance Services 135 174 28.9 Aged and Home Care 548 583 6.4 Primary Health 131 155 18.3 Dental Health 67 75 11.9 Mental Health Services 518 543 4.8 Public Health Services 253 280 10.6 Disability Services 680 725 6.6 Community Care 528 5697.7 Concessions to Pensioners and Beneficiaries 260 262 0.9 Housing Assistance 450 508 13.0 Total 7,378 7,853 6.4

a) Excludes assets transferred to Treasury for disposal, asset revaluations and costs of disposal of non-current assets. b) Actual Expenses 2000–01 adjusted for comparative purposes.

8 Department of Human Services Annual Report 2001–02 Output Group Asset Investment Program 2001–02 Actual Actual Expenses Expenses 2000–01 2001–02 $M $M

Acute Services 183 163 Ambulance Services 67 Aged and Home Care Services 61 60 Mental Health Services 710 Dental Health Services 523 Primary Health Services 16 20 Public Health Services 11 9 Disability Services 38 30 Community Care Services 11 17 Concessions to Pensioners and Beneficiaries -- Housing Assistance 393 385 Total payments 731 724 a) This table includes Works in Progress, New Works and Annual Provisions b) Actual Expenses 2000–01 adjusted for comparative purposes.

Department of Human Services Annual Report 2001–02 9 Budget Portfolio Outcomes

The Budget Portfolio Outcomes statements are prepared in order to provide a means of comparative analysis between the actual financial performance of all entities within the portfolio with the forecasts published in Budget Paper No. 3 ‘Budget Estimates’.

The Budget Portfolio Outcomes statements are prepared on a consolidated basis. Entities are consolidated within a budget portfolio when 50 per cent or more of their funding is received through appropriations and which are directly accountable through Ministers to Parliament.

Budget Portfolio Outcomes statements are not prepared on the same basis as the Department’s financial report and are not subject to audit by the Victorian Auditor-General’s Office.

Statement of Financial Performance For the Year Ended 30 June 2002

2001–02 2001–02 2001–02 Variation (a) Actual Revised Published Budget Budget $M $M $M %

Revenue from ordinary activities Output appropriations 6,539.5 6,551.9 6,290.8 4.0 Special appropriations 1,081.9 1,091.9 1,102.0 (1.8) Resources received free of charge or for nominal consideration 76.0 30.0 30.0 153.2 Sales of goods and services 737.5 777.6 775.2 (4.9) Commonwealth grants 52.7 0.0 0.0 n.a Fines and fees 0.0 0.0 1.2 (96.1) Other revenue and revenue from other parties 327.3 77.8 66.6 391.6 8,814.9 8,529.2 8,265.8 6.6

Expenses from ordinary activities Employee entitlements 4,074.5 3,988.4 3,867.6 5.4 Depreciation and amortisation 230.0 229.7 229.7 0.1 Resources provided free of charge or for nominal consideration 1.1 0.0 0.0 n.a Grants and other payments 741.1 723.1 667.8 11.0 Capital asset charge 325.4 325.4 325.4 0.0 Supplies and services 3,372.6 3,274.1 3,196.0 5.5 Other expenses from ordinary activities 48.4 0.0 0.0 n.a Borrowing costs 3.3 0.0 0.0 n.a 8,796.4 8,540.6 8,286.5 6.2

Result from ordinary activities 18.5 (11.4) (20.7) (189.5) Loss from extraordinary items 0.0 0.0 0.0 n.a Net result for the reporting period 18.5 (11.4) (20.7) (189.5)

Net increase in asset revaluation reserve 58.8 0.0 0.0 n.a Total revenues, expenses and revaluation adjustments recognised directly in equity 58.8 0.0 0.0 n.a Total changes in equity other than those resulting from transactions with Victorian State Government in its capacity as owner 77.3 (11.4) (20.7) (473.0)

Notes: (a) Variation between 2001—02 Acutal and 2001—02 Published Budget.

10 Department of Human Services Annual Report 2001–02 Statement of Financial Position As at 30 June 2002

2001–02 2001–02 2001–02 Variation (a) Actual Revised Published Budget Budget $M $M $M %

Current assets Cash assets 285.6 246.3 246.3 16.0 Other financial assets 404.4 464.6 464.6 (12.9) Receivables 220.5 211.6 211.6 4.2 Inventories 61.9 49.0 49.0 26.4 Prepayments 13.9 23.0 23.0 (39.5) Other 0.0 0.1 0.1 (63.7) Total current assets 986.4 994.6 994.6 (0.8)

Non-current assets Receivables 265.2 253.4 227.8 14.8 Other financial assets 94.0 61.9 61.9 51.9 Property, plant and equipment 4,356.2 4,223.4 4,203.8 3.6 Intagible assets 4.2 12.5 12.5 (66.7) Other 8.4 9.9 9.9 (14.4) Total non-current assets 4,728.0 4,561.1 4,515.8 4.7 Total assets 5,714.4 5,555.6 5,510.4 3.7

Current liabilities Payables 365.6 342.6 342.6 6.7 Interest bearing liabilities 8.1 10.6 10.6 (23.7) Provisions (b) 495.9 453.2 444.0 11.5 Other 131.4 124.1 124.1 5.9 Total current liabilities 1,001.0 930.4 921.2 8.6

Non-current liabilities Interest bearing liabilities 30.0 38.5 38.5 (22.1) Provisions (b) 464.2 481.1 479.9 (3.3) Other 113 .1 87.3 87.3 29.7 Amounts owing to other departments 0.1 0.2 0.2 (38.8) Total non-current liabilites 607.4 607.1 605.8 0.3 Total liabilities 1,608.4 1,537.5 1,527.0 5.3

Net assets 4,106.0 4,018.2 3,983.4 3.1

Equity Contributed capital 3,396.3 2,892.3 2,866.9 18.3 Reserves 618.6 597.7 597.7 3.5 Accumulated surplus 91.1 528.1 518.8 (81.0) Total equity 4,106.0 4,018.2 3,983.4 3.1

Notes: (a) Variation between 2001—02 Acutal and 2001—02 Published Budget. (b) Includes employee costs and superannuation.

Department of Human Services Annual Report 2001–02 11 Budget Portfolio Outcomes

Statement of Cash Flows For the year ended 30 June 2002

2001-02 2001-02 2001-02 Variation (a) Actual Revised Published Budget Budget $M $M $M %

Cash flows from operating activities Receipts from Government 7,637.8 7,589.6 7,361.0 3.8 Receipts from other entities 730.1 777.6 779.6 (6.4) Payments for supplies, grants and employees (8,047.9) (7,908.3) (7,664.7) 5.0 320.1 458.9 475.9 (32.7)

Interest received 33.4 35.0 25.0 33.4 Other revenue 331.6 85.0 80.6 311.3 Capital asset charge (325.4) (325.4) (325.4) 0.0 Borrowing costs (3.3) 0.0 0.0 n.a Net cash inflow from operating activities 356.3 253.5 256.1 39.1

Cash flows from investing activities Payments for property, plant and equipment (446.9) (359.3) (339.7) 31.5 Proceeds from sale of property, plant and equipment 34.8 0.0 3.3 969.8 (Repayment of) loans by other entities 28.5 0.0 0.0 n.a Net cash (outflow) from investing activities (383.6) (359.3) (336.5) 14.0

Cash flows from financing activities Net proceeds from capital contribution by State Government 86.4 105.9 80.4 7.5 Net proceeds of borrowings (7.6) 0.0 0.0 n.a Net cash inflow (outflow) from financing activities 78.8 105.9 80.4 (1.9)

Net increase (decrease) in cash held 51.5 0.0 0.0 n.a Cash at the beginning of the financial year 229.9 246.3 246.3 (6.7) Cash at the end of the financial year 281.4 246.3 246.3 14.2

Notes: (a) Variation between 2001-02 Acutal and 2001-02 Published Budget.

12 Department of Human Services Annual Report 2001–02 Administered Items Statement As at 30 June 2002

2001-02 2001-02 2001-02 Variation (a) Actual Revised Published Budget Budget $M $M $M %

Administered revenue Sales of goods and services 173.5 180.6 165.4 4.9 Commonwealth grants 2,439.7 2,460.9 2,387.8 2.2 Fees 2.1 2.2 3.1 (33.1) Other 6.2 12.3 9.0 (31.0) Total administered revenue 2,621.6 2,655.9 2,565.4 2.2

Administered expenses Expenses on behalf of the State 0.7 - - n.a Grants and other payments 0.1 - - n.a Payments into the Consolidated Fund 2,629.2 2,655.9 2,565.4 2.5 Total administered expenses 2,630.0 2,655.9 2,565.4 2.5 Revenue less expenses (8.4) - - n.a

Administered assets Cash assets -1.3 1.3 (100.0) Receivables 5.9 12.8 12.8 (54.0) Other financial assets 0.6 - - n.a Other 113.0 118.0 118.0 (4.3) Total administered assets 119.5 132.0 132.0 (9.5)

Administered liabilities Payables 0.8 - - n.a Interest bearing liabilities 113.0 118.0 118.0 (4.3) Other 3.9 3.9 3.9 1.8 Total administered liabilities 117.7 121.9 121.9 (3.4)

Notes: (a) Variation between 2001-02 Acutal and 2001-02 Published Budget.

Department of Human Services Annual Report 2001–02 13 14 Department of Human Services Annual Report 2001–02 Divisional Reports

The Department of Human Services has developed In this Annual Report, each of the five program objectives that reflect the Government’s priority action Divisions report against the Department’s six key areas and the challenges facing the Department, objectives. These objectives are: given its mission to enhance and protect the health 1. Achieving benchmark waiting times and wellbeing of all Victorians, emphasising vulnerable groups and those most in need. The Government’s Waiting times for health, community care, priority action areas, outlined in Growing Victoria disability and housing programs are at or below Together, and the Department’s objectives are closely national benchmark levels. aligned. 2. Improving service quality Quality of human services programs improves These objectives express the Department’s each year. assessment of the ways it can best respond to the challenges posed. 3. Building sustainable and efficient services Sustainable, well managed and efficient government and non-government service sectors. 4. Building strong communities and primary services Reduced social dislocation and need for secondary and tertiary service intervention through strengthening communities, family support, early intervention and health promotion activities. 5. Increasing the proportion of family or community based service responses Increase the proportion of people needing the Department’s funded services who remain in supportive families and communities. 6. Reducing inequalities in health and wellbeing and improving access to services Reduced inequalities in health status and wellbeing and improved access to services.

Department of Human Services Annual Report 2001–02 15 Metropolitan Health and Aged Care Services

Responsible for relations with, and performance management of all metropolitan health and aged care services.

16 Department of Human Services Annual Report 2001–02 Key Objectives • Develop strategies to replace expiring health - Extra capacity has been created, including care information systems and applications in hospitals, options outside hospital and innovative • Improve the quality and safety of health care, including the Homer Patient Administration System. strategies to increase hospital capacity through including ambulance services. • Improve information available to consumers and clinical practice change, new models of care, • Improve access to services and manage carers on the quality of care in Victorian health prevention of avoidable admissions, and the increasing demand. services. provision of alternative treatment options substituting for care traditionally provided in an • Continue to implement the Hospital Demand •Establish a surveillance system for hospital acquired acute hospital bed. Management (HDM) Strategy, including creation infections. of new capacity and development of new •Provided 1,119 extra nurses in 2001–02, with 3,300 • Improve financial management practices in programs and models of care. extra nurses provided since mid-2000, improving hospitals. • Develop a demand management strategy for nurse-patient ratios. • Manage the impact of unavoidable external cost mental health that creates new capacity and •Established the HARP Reference Group, which is increases on the financial sustainability of hospitals, develops new programs and models of care. chaired by Professor John Funder and comprises including use of agency nurses and increases in the experts and leaders from the hospital, primary care • Develop strategies to improve health cost of supplies and pharmaceuticals. information and communication technology and community sectors. The Group was involved capability. • Improve access to specialist mental health services in selecting 38 projects which will develop and develop strategies to respond to the increasing preventative strategies to reduce demand pressures • Improve the financial sustainability of hospitals complexity and acuity of mental illnesses. on hospitals. and ambulance services. •Establish and implement a mental health education, • Hosted the Hospital Demand Management • Invest strategically in infrastructure. training and support strategy for the mental health Conference in March 2002 to share innovative nursing workforce. • Improve community participation, through approaches. community advisory committees. • Ensure the long term financial viability of ambulance •Total numbers on elective surgery waiting lists services through consolidating increases in the • Improve information available to the decreased by four per cent during 2001–02. community about services. non-government revenue base. • Implemented the Victorian Intensive Care •Participate in policy development for the Breakthrough Collaborative and established the renegotiation of the Australian Health Care Intensive Care Advisory Committee (ICAC) to Key Issues Agreement (AHCA), which expires in June 2003. improve delivery of intensive care services. • Demand growth is driven by an ageing population, The AHCA is the mechanism through which the the availability of new treatments and technology, Commonwealth provides funds to the States for •Established the Victorian Quality Council, an expert and increased community expectations. There is a public hospital services. strategic advisory group to govern the safety and quality agenda for Victorian health care services. need to continue to manage annual 7–8 per cent •Participate in developing sustainable policy growth in metropolitan emergency presentations, responses to issues arising from increases in • Metropolitan Health Service and large regional and three per cent growth in overall demand for medical indemnity insurance premiums. hospitals published quality of care reports on quality hospital services. • Ensure development work undertaken to enable the of services within their hospitals for 2001–02. • Consolidate improved ambulance response rate Health Records Act (Victoria) 2001 to commence • Completed the Sub-Acute Service Strategic performance in the context of managing increasing operation on 1 July 2002. Directions Victoria report, which identified options demand. for developing sub-acute services within a strategic • Engage clinicians and administrators to negotiate a framework. Key Results tailored package of initiatives at each Metropolitan • Improved financial management practices in Health Service, funded under the HDM Strategy, to • The four-year, $582 million HDM Strategy has been hospitals by undertaking comprehensive increase capacity and better manage demand. progressively implemented since July 2001 with management and clinical reviews at key Metropolitan • Implement the Hospital Admission Risk Program excellent results: Health Services. (HARP), a four-year prevention strategy to reduce - Ambulance bypass has been dramatically • Developed a system-wide financial sustainability the need for hospital admission by better managing reduced. In 2000–01 the number of bypasses in strategy for hospitals. the treatment of people with chronic and complex metropolitan hospitals was 3,529. In 2001–02 the •Progressed redevelopment works for the new conditions. number of bypasses was reduced to 1,541, a 56 400-bed acute clinical block at the Austin and • Manage hospital patients’ transition to residential per cent reduction. Repatriation Medical Centre and a new care in the context of an undersupply of - The proportion of patients admitted to hospital state-of-the-art, tertiary referral and teaching Commonwealth aged care beds. from the emergency department within 12 hours Mercy Hospital for Women. • Enhance the capacity and responsiveness of the increased to an average of 85 per cent in sub-acute service system. 2001–02 from 83 per cent in 2000–01. • Develop health information technology capability as a strategic asset in delivering high quality, accessible, effective, efficient and integrated health care.

Department of Human Services Annual Report 2001–02 17 Metropolitan Health and Aged Care Services

• Implemented improvements to the statewide • Introduced new emergency medical helicopter to • Undertake service reviews of paediatric, cancer, trauma system. service northern Victoria and the Hume Highway stroke, dialysis, maternity and cardiac services to and upgraded capability of Essendon and Morwell inform metropolitan and rural service planning. • Opened radiotherapy services at Bendigo and based helicopters. Ballarat. • Develop a policy and service planning future • Opened new metropolitan stations at Langwarrin, directions framework for mental health. • Redeveloped facilities were commissioned Rowville and Craigieburn. at Frankston Hospital (Stage 1A) and capital • Extend prevention and early intervention for mental development works commenced at Northern • Improved financial sustainability of ambulance health problems. Hospital, Grace McKellar Centre, Ararat Hospital, services with increased transport and membership • Build a strong and skilled mental health workforce. Stawell Hospital and Kyneton Hospital. fees revenue. • Develop further options for referral of cases that do •Provided $45 million for upgrading and replacing • Commenced construction of two new rural not require an emergency ambulance response. capital equipment for health facilities. ambulance stations at Romsey and Torquay. • Implement a single machine unit radiotherapy • Committed $4 million to increase the availability of service at Traralgon, in conjunction with Rural and inpatient mental health beds and to improve access Future Directions Regional Health and Aged Care Services Division. to inpatient services to help people most in need of intensive care. This additional funding provided for • Continue to implement the HDM Strategy and work • Continue to implement the Austin and Repatriation up to the equivalent of 9,500 additional bed days. with clinicians and hospital management to increase Medical Centre Redevelopment and Mercy Hospital understanding of demand drivers and patient flows for Women Relocation Project (AR/M) (in •Established primary mental health and early so that access to services can be improved. conjunction with Major Projects Victoria) and the intervention teams in all area mental health Berwick Community Hospital project. service catchments. • Implement a package of initiatives to improve access to elective surgery. Such initiatives include • Continue upgrade and redevelopment at Frankston • Expanded mental health clinical and disability the Elective Surgery Access Service, which will (1B), Northern, Maroondah and Angliss hospitals support to homeless people. assist semi-urgent (Category 2) patients with long and commence redevelopment projects at • Improved conditions for psychiatric nurses and waiting times in specialty areas including Dandenong and Royal Melbourne hospitals increased the number of direct care staff in mental orthopaedics, ophthalmology, plastic surgery and (Stage 3). health services. general surgery. • Develop a system-wide Health Information and • Held focus groups with consumers, carers, • Implement and evaluate initiatives funded under Communications Technology Strategy that clinicians and service providers to develop HARP, and establish HARP Reference Group working identifies priorities for improving service delivery mental health policy and planning framework. parties to examine future directions for projects. over the next three to five years and secure funding. •Established a steering committee to initiate • Find innovative solutions to reduce after-hours • Strengthen consumer and carer participation in development of a system-wide Health Information demand in emergency departments by developing developing and reviewing health care services. and Communications Technology Strategy. alternative treatment options in conjunction with • Continue to enhance breast care services, including •Established Health Purchasing Victoria (HPV) general practitioners (GPs) and the Commonwealth. costing of current service provision, development of to enable centralised contracting for goods • Increase consumer/community awareness and performance indicators and an associated reporting and services to improve supply arrangements for understanding of quality issues within Victorian framework, and fostering change management hospitals. health services. processes. • Improved basic information and communications • Continue to improve the functioning of critical care • Continue to improve basic health information and technology infrastructure across the State, services as a statewide system and continue to communication technology infrastructure across especially telecommunications in rural regions. enhance trauma services. Victoria. • Metropolitan Ambulance Service (MAS) achieved • Develop and implement a clear policy response to a response time of 13 minutes in 90 per cent of the Sub-Acute Services Strategic Directions Victoria Divisional Description emergency cases for five months during 2001–02. report. The overall annual performance was of 89.7 per The Metropolitan Health and Aged Care Services • Quality of care reports to be published by B and C cent of Code 1 emergency cases responded to (MHACS) Division has responsibility for relations with, category hospitals and small rural hospitals. within 13 minutes. and performance management of, all metropolitan • Implement an integrated strategy to maintain • Introduced 45 MAS and 24 Rural Ambulance health and aged care services. The Division also has hospital financial sustainability, including greater use Victoria (RAV) Mercedes Benz ambulance vehicles statewide policy and program responsibility for acute of benchmarking to improve management practices with new reflective external trim to enhance health services, sub-acute services, mental health and in hospitals. visibility. ambulance services. The Division is made up of the • Develop a statewide capital equipment funding, following branches: asset management and purchasing strategy for the next five years.

18 Department of Human Services Annual Report 2001–02 • Quality and Care Continuity In addition, the incidence of ambulance bypass decreased by more than half during 2001–02 • Service Development compared to the previous year, indicating increased •Funding and Financial Policy access to hospitals for emergency patients. The • Mental Health number of bypasses declined steeply throughout the first three quarters of 2001–02, reaching a low • Emergency Demand Coordination Group of 51 bypasses in January 2002 (compared with • Ambulance Services 265 bypasses in January 2001), before rising slightly • Business Support and Program Management with the onset of winter and a high number of presentations for flu and flu-like illness. • Major Projects – AR/M and Berwick Hospital projects. Elective Surgery While the major effort during 2001–02 has focused Reporting on Departmental Objectives on addressing the extreme pressures on emergency access, performance in waiting times for elective 1. Achieving Benchmark Waiting Times surgery has been maintained with the following Emergency Services achieved: Demand for emergency hospital care continued •100 per cent of Category 1 (urgent) patients treated to increase at an average of 7–8 per cent during within 30 days. 2001–02, putting strong pressure on the system. •79per cent of Category 2 (semi-urgent) patients Patients with chronic or complex health problems treated within 90 days. form an increasing proportion of those admitted through emergency departments and tend to have •Four per cent reduction in total numbers on elective longer lengths of stay. Some patients can only be surgery waiting lists. discharged when home support services are available or when a residential care place becomes available. An additional $6 million was allocated to a number In the current context of an undersupply of of health services in 2001–02 to treat 1,300 extra Commonwealth-funded residential care places, and a Category 2 patients who had been waiting longer Mental Health high demand for community care, these patients often than the clinically desirable 90 days. The long waits In 2001–02, $16 million was allocated over four years continue to occupy a hospital bed after they are ready are being experienced in a number of speciality to increase the availability of inpatient mental health to be discharged, resulting in the beds being areas, including orthopaedic, plastic, vascular and beds and to improve access to inpatient services to unavailable for other emergency or elective patients. general surgery and ophthalmology. In addition help people most in need of intensive care. This to sustaining and enhancing improvements in additional funding provided for up to the equivalent Despite the demand pressure, there has been a emergency access, in 2002–03 there will be greater of 9,500 additional bed days in 2001–02. turnaround in the Victorian health care system in focus on managing patients waiting for elective 2001–02. Under the Government’s HDM Strategy, surgery, including targeted funding for long waiting Ambulance Services the hospital sector has developed innovative patients. Despite strong demand growth, 89.7 per cent of strategies to increase hospital capacity and manage Code 1 emergency cases were responded to within demand more effectively. Projects have been funded 13 minutes during 2001–02. to increase capacity, change patient care practices, develop alternate care options, trial new models of care and prevent avoidable admissions.

The success of the HDM Strategy can be seen across the system. The following key waiting time benchmarks have been achieved:

•100 per cent of emergency Category 1 patients treated immediately. •78 per cent of emergency Category 2 patients treated within 10 minutes. •71per cent of emergency Category 3 patients treated within 30 minutes. • The proportion of patients admitted to wards from the emergency department within 12 hours has increased from an average of 83 per cent to 85 per cent.

Sixty-nine Mercedes Benz ambulance vehicles, with enhanced reflective trim, were introduced on Victorian roads in 2001–02.

Department of Human Services Annual Report 2001–02 19 Metropolitan Health and Aged Care Services

Performance throughout the year varied within a • Reduce unnecessary and inappropriate variation in also developed for hospitals to monitor their relatively narrow band from 89 per cent to 91 per cent processes and practices. performance against the discharge performance of Code 1 cases being responded to within 13 minutes. indicators, and a review of the strategy was • Build a transparent health care culture that supports commenced. open disclosure. While growth in demand for emergency ambulance transport increased by 4.1 per cent across the • Demonstrate safety and quality improvements. Maternity Services metropolitan area, a number of areas experienced In the fourth and final year of the Maternity Services very high utilisation rates (over 45 per cent of During 2001–02, Council developed a strategic plan program, the emphasis has been on sustaining ambulance resources being deployed at any one that lays the foundation for a range of initiatives to be improvements and ensuring innovation continues: time). These areas (Albert Park/St Kilda, undertaken in the coming years. Early work has • Options for mainstreaming recurrent program funds Bentleigh/Brighton and Reservoir/Bundoora) will focused on known problem areas, such as falls within casemix arrangements were developed. benefit from the establishment of new services funded prevention, pressure wounds, infection control, as part of the 2002–03 Budget. appropriateness of care, blood and blood product • The Maternity Services Advisory Committee safety and medication safety. continued to provide important, multidisciplinary In response to demand pressure, MAS has initiated advice. a range of demand management and resource A new consultative committee has also been • The Three Centres Antenatal Consensus Guidelines efficiency strategies, for example, reviewing dispatch convened. The Surgical Consultative Committee now were launched and a website providing information protocols to improve resource allocation to better joins the two existing consultative committees (on about options for pregnancy and birthing care meet demand and trialing the referral by paramedics Anaesthetic, and Obstetric and Paediatric Mortality across Victoria was developed including availability of appropriate patients to locum services. and Morbidity) as a special purpose committee set up of midwifery-led care. by the Minister for Health under section 24 of the 2. Improving Service Quality Health Act 1958 (Victoria). The Surgical Committee will • Many hospitals have restructured models of care to study causes of avoidable mortality and morbidity in employ midwives across the whole episode of care, Best Practice in Quality Management health services and provide feedback to the medical increasing continuity. The 2001–02 Quality Improvement Funding Program profession on identified issues that can form the provided opportunities for 43 public hospital projects • The Koori Maternity program was reviewed and basis of targeted quality improvement initiatives. The to develop sustainable and transferable best practice found to be successfully meeting the needs of the Surgical Committee will liaise closely with the approaches. Achievements to date include the community. Victorian Quality Council in identifying improvements development of a rural diabetes management program in safety and quality. •A poster session allowed many hospitals around the forKoori communities, the use of clinical care State to profile projects conducted locally as part of pathways to reduce variations in clinical practice and Hospital in the Home Quality Incentive Grants their Maternity Services Enhancement Plans and improve continuity of care, and the introduction of Ten Quality Incentive Grants commenced in 2000–01 share the lessons with other providers. early response medical emergency teams to reduce and continued in 2001–02. The grants provide •A workshop on labour and birth focused on deaths due to in-hospital cardiac arrests. specified, project-based and time-limited funding appropriate management of intrapartum care. for initiatives that improve service quality and Postnatal care improvements include better Quality of Care Reports accessibility, promote growth, and improve efficiency community liaison, increased provision of postnatal Metropolitan Health Services and large regional and effectiveness. Projects include the development domiciliary care and specialist lactation support hospitals published quality of care reports on the of an acuity and dependency scale, the development services. The first set of performance indicators quality of services within their hospitals for 2001–02. of an outcomes assessment model, and improving was introduced across the State and another four Three mandatory areas for reporting were identified: access to Aboriginal patients. In addition, grants indicators were trialed in six hospitals. infection control, review of inpatient deaths, and were provided to each rural region so that Hospital accreditation and certification of staff. in the Home providers could work collaboratively to Infection Control address issues specific to Hospital in the Home in A statewide survey of infection control practices, Victorian Quality Council and Consultative Committees rural areas. policies and procedures was undertaken with the results to be reported in November 2002. All health The Victorian Quality Council was established in 2001 Effective Discharge services were required to report on the results of as an expert strategic advisory group to govern the 2001–02 was the fourth year of the Effective audits of cleaning standards in hospitals. The safety and quality agenda for Victorian health care Discharge Strategy, a five-year strategy aiming to Victorian Nosocomial Infection Surveillance System services. Council membership is drawn from the improve discharge practices and processes in all (VICNISS) Centre was established in February 2002 range of health care services and disciplines across Victorian public acute and sub-acute services. Health and software contracts were awarded to Melbourne the State and members are committed to making a services developed discharge improvement plans for Health and Queensland Health. Piloting of VICNISS positive difference to our health care services. the last two years of the strategy. Four demonstration will commence in October 2002 and ten hospitals projects were commenced to involve GPs in discharge have been invited to participate: Royal Melbourne The Council’s overall goals are to: planning through the use of the Enhanced Primary Hospital, The Alfred, Monash Medical Centre, Austin • Minimise the risk of harm to consumers. Care Medicare Benefits Schedule items (these Repatriation Medical Centre, Maroondah Hospital, projects were co-funded by the Commonwealth Geelong Hospital, Wangaratta Base Hospital, Bendigo • Improve access to reliable information as the basis Department of Health and Ageing). A database was Health, Latrobe Hospital and St Vincent’s Hospital. for improvements.

20 Department of Human Services Annual Report 2001–02 Clinical Risk Management Implementation of a statewide Clinical Risk Management (CRM) Strategy commenced in 2001–02 to reduce the rate and severity of adverse patient events and encourage a systems approach in examining contributory factors leading to these events. For health services, CRM is expected to be an integral part of routine hospital functioning so that adverse events are managed and prevented. Metropolitan Health Services and large regional hospitals have established local CRM-based programs or have existing CRM programs, in line with Department of Human Services program requirements. These include:

• Mandatory sentinel event reporting. • Limited adverse occurrence screening. •Voluntary clinical incident reporting. •Learning from Coroner’s reports.

The implementation of specific CRM elements for small rural hospitals is coordinated through Divisions of General Practice. Education for health service staff has been provided on the principles of a systems approach to CRM.

Breast Care Services Victoria’s Ambulance Paramedics undergo Advanced Life Support training which ensures they are the most highly skilled in Australia. Statewide implementation of quality improvement initiatives in breast services continued in 2001–02 and evaluation commenced. Progress has been achieved in several areas, including access to breast Ambulance Services 3. Building sustainable, well managed and care nurses and breast prostheses, multidisciplinary efficient services Victorian ambulance services took a lead role in care, patient information and continuity of care. There developing national surveys measuring patient and Hospital Services is strong stakeholder commitment to redevelopment broader community satisfaction with ambulance The improvement of Victoria’s public health system from clinicians, hospital managers and consumers. services, to be implemented annually. continued with a $1.1 billion increase over four years Blood Services to treat 30,000 extra patients each year, employ more Funding from the Designing Care Program has been nurses and ease emergency demand. Guidelines for Blood Transfusion Committees in public used to develop standardised call taking and dispatch hospitals were developed and disseminated. processes across the five communication centres Like health systems around the word, Victoria is operated by RAV as well as at Air Ambulance Victoria. Health Records Act experiencing growing demand on its health care The ambulance services have also developed delivery system. In response, a four-year $582 million Substantial development work was undertaken standard review processes for Clinical Practice HDM Strategy is being implemented with $125 million by the Department in 2001–02 to enable the Health Guidelines. provided in 2001–02. Progressively implemented Records Act (Vic) 2001 to commence operation on since July 2001, the HDM Strategy is already having an 1 July 2002. This included providing information about The significant investment of resources through the impact on improving access to acute hospitals and, in the Act to the community, conducting public Government’s Plan for a Better Ambulance System particular, reducing emergency blockages. consultation on the maximum fees private organisations has markedly improved service quality across the can charge when granting access under the Act, and State, for example, through Advanced Life Support Under the HDM Strategy, the Department has been making regulations to fix these maximum fees. The Skills training for ambulance paramedics which working with Metropolitan Health Services Act will safeguard the privacy of health information significantly upgrades their patient care capacity. to implement new approaches to increase capacity in and provide individuals with the right to access their In addition, training for the Victorian Ambulance the system and manage demand. Tailored packages own health care records. Clinical Information System (VACIS) commenced in were negotiated with each health service, which 2001–02. Once it is fully operational, the information incorporated a number of complementary strategies, collected through VACIS will enable evidence-based including the creation of extra capacity, developing research to be conducted into paramedic clinical new patient management practices and models of practice. This research will support future training care, increasing the availability of more appropriate and resource initiatives. care options, and developing preventative programs to

Department of Human Services Annual Report 2001–02 21 Metropolitan Health and Aged Care Services

keep patients from being readmitted to hospital. • Additional funding of $12 million to offset significant Hospital Demand Management Conference Initiatives included short stay units, hospital unanticipated and unavoidable costs, for example, The Department hosted a conference in March 2002 rehabilitation in the home, ambulatory care, increased costs of medical and pharmaceutical bringing together policy makers and practitioners from post-acute care, day of surgery admission, medical supplies due to sustained period of a low around Australia and overseas to share innovative assessment planning units, care coordination, interim Australian dollar. approaches in hospital demand management. care in the home, community outreach/mobile •A new basis for benchmarking, a common chart Victorian health services showcased developments medical teams, disease management and falls clinics. of accounts, will be introduced in Metropolitan that have improved service delivery as part of the Health Services to ensure consistent recording Government’s HDM Strategy. Developments and Financial Sustainability of Hospitals of revenue and cost items. This will enable lessons learnt from interstate and overseas were also The financial position of public hospitals was assisted hospitals to compare costs and activities, to set explored. The key aim was to facilitate the spread of by increased budget funding, improved financial benchmarks, to identify poor performance and successful strategies and best practice. management practices at hospitals and the instigate remedial action. development of a system-wide financial sustainability Australian Health Care Agreement (AHCA) strategy. The strategy includes: Efficient provision of hospital services was also The Division participated in national and State-only •A multi-pronged strategy to reduce use of agency maintained in 2001–02 while making significant forums to examine policy issues and develop policy nurses, including greater employment of full-time improvements in staffing numbers and conditions. positions for the renegotiation of the next AHCA, due and hospital ‘bank’ staff. Since its introduction in The cost per separation (weighted for casemix) in to commence on 1 July 2003. In April 2002 the Health April 2002, this strategy has resulted in an Victoria remains below the national average. Ministers established nine reference groups to explore immediate positive impact on reducing use of policy issues and provide guidance to Ministers on Sub-Acute Inpatient Funding Model agency nurses. opportunities to improve service outcomes and inform A new episode-based funding model (VicRehab-CRAFT) development of the new AHCA. The Executive Director • Centralised purchasing by HPV, which was created forrehabilitation patients in designated rehabilitation of the Division is chairing the reference group relating to generate savings from centralised contracting units of 20 beds or more was fully implemented in to the interface between aged and acute care. of goods and services and to improve supply 2001–02. This replaced an historical bed-day based arrangements to hospitals. HPV is on target to funding approach. The introduction of the new Ambulance Services establish contracts in 2002–03 with projected patient-based and financially targeted system will During 2001–02, metropolitan emergency ambulance annual savings of $5–6 million. improve equity in funding and efficiencies in patient demand drivers were analysed and mapped. The MAS •Targeted review and recovery strategies for management. Work will continue in 2002–03 to has developed a range of pilot demand substitution metropolitan hospitals with financial issues. develop a funding model for sub-acute inpatient care and diversion arrangements with hospitals. The that incorporates all aspects of sub-acute care. Ambulance Services program and MAS have supported the HDM Strategy’s bypass mitigation and diversion strategies.

In 2001–02, funding was allocated to the MAS to implement a sophisticated operational resource modelling system in 2003. This system will enable more accurate estimations of emergency response resource requirements and determine resource implications of alternate policy options. The MAS was also funded to implement a new scheduling system for non-emergency patient transports through the Department’s Productivity Investment Fund.

In addition, funding was allocated to the MAS to commence implementation of a second level triage service in 2002–03 to increase the capacity to identify ‘000’ calls that do not indicate an immediate medical emergency. Experienced dispatchers, through further questioning the caller, will identify patients with non-critical symptoms whose needs would be better met by another service, such as a locum doctor, or satisfied through over-the-phone information.

Major Trauma Services in Victoria function as part of a coordinated system to improve patient outcomes following injury.

22 Department of Human Services Annual Report 2001–02 Berwick Community Hospital The 229-bed Berwick Community Hospital is the first hospital to be developed under the Victorian Government’s Partnerships Victoria policy, which involves a partnership between the public sector (responsible for operating the hospital) and the private sector (responsible for building, financing and maintaining the hospital). The hospital will be operated by Southern Health, a metropolitan public health service responsible for providing a range of health services in the south-eastern suburbs of Melbourne.

The tender process progressed well during 2001–02 with submissions received from short-listed consortia. The submissions will be evaluated in early 2002–03 with a preferred respondent expected to be announced in October 2002. Construction is expected to commence in January 2003 with the hospital opening in mid-2004.

Hospital Capital Program The largest hospital redevelopment project undertaken in Victoria, the AR/M project will provide state of the art facilities for health services, teaching, training and research. Capital funding was provided to upgrade and expand services in a number of key metropolitan, regional and rural hospitals to better meet emergency demand and to ensure facilities are of a standard appropriate to The Department commenced a project to analyse the Austin Repatriation and Mercy Hospital for Women current service requirements: factors driving increasing non-emergency demand to Project identify any inefficiencies in the current system that Substantial progress was made on the Austin and • Metropolitan projects were: Northern Hospital are acting to increase the number of non-emergency Repatriation Medical Centre Redevelopment and ($12 million); Frankston Hospital ($9 million); and ambulance transports, and to provide advice on Mercy Hospital for Women Relocation Project in outer east service expansion and redevelopment at measures that will improve use of non-emergency 2001–02. Site excavation was completed and Maroondah and Angliss hospitals ($18.5 million). resources. foundation construction commenced. Detailed design • Rural projects were: Grace McKellar Centre at planning has also been completed for both hospitals, Geelong ($19 million); Ararat and Stawell hospitals RAV has undertaken a range of projects to identify which marks the transition of the project to the ($10.5 million); and Kyneton Hospital ($1.7 million). and control future key cost drivers. construction and implementation phase. The project is one of the Government’s largest construction projects A total of $28 million was also provided statewide, as The number of ambulance scheme members and the Department will work with Major Projects part of the ongoing Fire Risk Management Strategy, for increased to 800,000, the highest level since 1994 Victoria to facilitate delivery through this phase. upgrading cooling towers to meet the requirements of and exceeding the budget target. the Legionella Strategy and for urgent infrastructure The project is a significant investment in Victoria’s upgrades. Statewide Trauma Services public health infrastructure and it recognises the vital During 2001–02, work continued to enhance the role of teaching, training and research in sustaining Victorian trauma system and improve trauma patient and improving the public health system. When outcomes through the implementation of the Review complete, the redeveloped hospitals will improve the of Trauma and Emergency Services – Victoria 1999 north-east community’s access to health care recommendations. Initiatives included: services, in particular, to specialty obstetrics and gynaecological services. The new hospital buildings • Implementation of a trauma advice and referral line. are due for completion in late 2004. Refurbishment •Provision of dedicated funding for the regional of existing buildings on the Austin campus will then trauma system. begin, with the project to be completed in early 2006. • Development of a trauma education framework. • Commencement of a project to monitor and evaluate trauma services.

Department of Human Services Annual Report 2001–02 23 Metropolitan Health and Aged Care Services

Ambulance Capital Program Services (PDSS) systems and support of the outcome program throughout the Melbourne metropolitan fire In 2001–02: measurement initiative. A project to review and district. This decision follows the success of a pilot integrate mental health data sets is also underway to that led to quicker response times to cardiac arrest • $4.4 million was provided to further enhance the rationalise data sources and identify opportunities to patients and the provision of first aid by trained fire MAS and RAV ambulance vehicle fleets. streamline and improve efficiency of data collection. fighters in the vital first few minutes of a medical •$1.6 million was allocated to MAS and RAV emergency, when arriving before an ambulance crew. for the replacement of essential biomedical Victoria contributed to the National Community equipment. Mental Health Establishment and De-Identified Patient Primary Mental Health Services Database. This is a first for community mental health Primary mental health and early intervention teams •$2.2 million was provided for the construction of data collection and will enhance the Department’s have been established in all 21 area mental health two new rural ambulance stations at Romsey and understanding of national trends and service use. services. This initiative is expanding the capacity of Torquay. the area mental health services to provide clinical •$1million was allocated to RAV to upgrade existing 4. Building Strong Communities and Primary treatment to people with high prevalence disorders, Services ambulance stations to comply with occupational including depression, and early intervention to people health and safety requirements. Community Advisory Committees (CACs) experiencing first episode psychosis. As recommended by the Ministerial Review of Health Funding New Infrastructure Care Networks, all Metropolitan Health Services now The teams are establishing and enhancing the Funding of $30 million was provided over four years have CACs. The role of CACs is to facilitate and interface between specialist mental health services for basic information and communication technology oversee broader consumer participation in health and the primary care sector (general practice, infrastructure to connect Metropolitan Health services in order to promote health services that are community health) and are focused on local Services, regional and rural hospitals and Primary responsive to people’s needs and involve requirements. Care Partnerships (PCPs) throughout Victoria. This will communities in the development of service solutions. establish wide area and local area networks for Enhanced Primary Care hospitals and PCPs and consolidate data centres for All CACs have now developed consumer participation The Department of Human Services and the Metropolitan Health Services. plans for their health service, which provide a blueprint Commonwealth Department of Health and Ageing for community and consumer involvement in service funded four demonstration projects in health Clinicians Health Channel planning, delivery and evaluation over the next 12 services. The projects aimed to involve GPs in The Clinicians Health Channel continued its second months. During 2001–02, CACs also provided advice discharge planning by using the Enhanced Primary year of operation. Funded by the Department under directly to boards on a range of issues including Care Medicare Benefit Schedule items. The projects the National Health Development Fund, it enables quality of care reports, which provide the community aim to overcome some of the barriers that are clinicians – doctors, nurses and allied health with information on the quality of care delivered by inherent in use of the items and are being jointly professionals – in Victorian public hospitals and health services. In addition to the support directly conducted by hospitals and Divisions of General Department of Human Services agencies to use provided by health services, the Department funds the Practice. Three of the projects are in metropolitan online health knowledge resources to support clinical Health Issues Centre $100,000 annually to provide Melbourne and one in rural Victoria. The 12-month decision making. As part of the phased implementation, support and training to Metropolitan Health Services projects commenced during 2001–02 and will report access is now being extended to community health and CACs. A successful workshop was held in April their findings in 2002–03. centres across Victoria. 2002 for senior management, board and CAC members to work together to address issues and 5. Increasing the Proportion of Family or Community-Based Service Responses Implementing National Mental Health Priorities challenges, and to clarify the roles of the board, CAC Under the Information Development Plan of the and hospital executive in engaging consumers. Community-Based Mental Health Positions Second National Mental Health Plan, the Department Community-based mental health services positions is working with services to implement outcome Rural Ambulance Victoria’s (RAV) Community were funded and allocated to areas of population Reference Group measurement in adult, child and adolescent, and growth and identified need across the State to aged persons mental health services by June 2003. RAV’s Community Reference Group met quarterly support the increasing number of people with serious Outcome measurement was implemented in four adult during the year, providing feedback on the delivery mental illness requiring care in the community. The clinical mental health services (Barwon, Grampians, of ambulance services in rural Victoria and receiving additional funding specifically supported additional St Vincent’s and Maroondah) from June 2000. reports on current directions and RAV projects. mobile treatment and support services, continuing care and Koori services. The Department is also developing a classification Ambulance Services and the Community tool to apply to mental health outcomes data, in In 2001–02, 31,000 people were trained through the The positions included additional psycho-geriatric order to pilot the provision of casemix data to the Key to Survival campaign to recognise and respond assessment and treatment services staff at the Peter Commonwealth in 2002–03. appropriately in an emergency, including the use of James Centre to respond to an increase in the aged cardiopulmonary resuscitation. population. Additional mobile support and treatment Projects to enhance systems capability in mental services positions were established across health services commenced with specific focus on The First Responder program, which enables qualified metropolitan Melbourne to areas that have the Redevelopment of Acute and Psychiatric fire officers to administer life saving treatment to experienced population growth. Rural Koori mental Informations Directions (RAPID), Office of Chief cardiac arrest victims, was confirmed as an ongoing health liaison officers were established in Bendigo and Psychiatrist systems, Psychiatric Disability Support

24 Department of Human Services Annual Report 2001–02 the Goulburn Valley. The positions focus on access and responsiveness of mental health services through the development of local partnerships.

Centre of Excellence in Eating Disorders A Centre of Excellence in Eating Disorders to assist in developing best practice in the treatment and care of people with an eating disorder was launched in January 2002. The Government has committed more than $1.2 million to fund the centre over three years.

The Centre of Excellence builds on existing services by providing:

•Education, training and consultation to primary care and specialist service providers. • Research into effective models of service delivery across primary and specialist service systems and metropolitan and rural populations. In addition, funding of $980,000 has been made available to Barwon and Loddon Mallee Regions to establish eating disorder services to pilot rural-specific models for treating eating disorders. These rural pilot projects aim to enhance community-based service delivery for people with eating disorders, through a partnership model between specialist mental health and primary care services. In July 2001 the HEMS 3 (Helicopter Emergency Medical Service) was introduced to service Northern Victoria and the Hume Highway.

Post-Acute Care The number of patients accessing post-acute care 6. Reducing Inequalities in Health and Dual Diagnosis Services continued to increase in 2001–02, with an estimated Wellbeing and Improving Access to Services 28,000 people across Victoria receiving services (an Recurrent funding of $2.4 million has been made increase of approximately 5,500 from 2002–01). The Outreach Support Services for Homeless People available for the Mental Health Branch and the Drugs with a Mental Illness program provides services to assist with recuperation Policy and Services Branch to implement a statewide from hospitalisation or to assist individuals until The Government provided an additional $500,000 to dual diagnosis initiative. This initiative enhances continuing care is available. In May 2000, the program establish pathways out of homelessness for people services for people with mental illness and substance expanded to take patients discharged from sub-acute with a mental illness. This funding builds on the abuse problems. services and patients presenting to emergency $2.2 million already allocated to expand services for departments. The take up of these new services had homeless people with a mental illness and complex The program has appointed a dual diagnosis worker been increasing steadily over the year. At the end needs. to each of the eight rural area mental health services of March 2002, eight per cent of clients were with these positions linked to a lead metropolitan discharged from sub-acute services and nearly five The establishment of additional home-based outreach agency for training, development and support. per cent from emergency departments. positions significantly expanded the capacity of services to target people with a mental illness who The dual diagnosis teams provide training, education Community-Based Palliative Care experience, or are at risk of, homelessness. This and consultation, both primary and secondary, to To promote access to palliative care services by initiative has been targeted to areas with high levels organisations delivering mental health and drug and culturally and linguistically diverse (CALD) communities of homelessness, where there are existing major crisis alcohol services to develop their capability to improve and rural Victorians, and to increase the involvement accommodation services and where new crisis health outcomes of people with a dual diagnosis. The of GPs in community-based palliative care, each accommodation services are planned. teams have also established communication and region of the State was provided with a one-off grant coordination of services between alcohol and drug to conduct a specific project. Projects included The services aim to assist people with a mental and specialist mental health services. development of a video in different languages, illness develop independent living and social skills, education for GPs, and development of a volunteer and gain and keep long term stable accommodation. manual. All projects will be completed during 2002–03 and opportunities to share project outcomes and learnings will be explored.

Department of Human Services Annual Report 2001–02 25 Metropolitan Health and Aged Care Services

Patient Charter Victoria agreed to review and update the 1995 Patient Charter and develop a strategy for distributing it to patients through public hospitals as part of the 1998–2003 AHCA. The review of the Charter provided an opportunity to promote a set of clear principles about what consumers should reasonably expect from public hospitals. To redevelop the Charter, an extensive consultation process was undertaken to ensure patients, hospital staff and community needs would be addressed.

A number of products have been developed to create a Charter package that will be useful to hospitals and other health care services. The package includes a set of principles in poster format, advice about how to access information in 16 community languages, a pamphlet with a detailed explanation of the principles, and fact sheets detailing the principles, which are also available in 16 community languages. Information on the Patient Charter can also be accessed at a website.

Falls and Mobility Clinics Falls and mobility clinics are specialist multidisciplinary services that focus on assessing and managing clients with falls, mobility and balance problems. They provide education and training to clients, carers and health professionals. In 2001–02, The Adamson Sleep Centre in the Melbourne Children’s Sleep Unit at the Monash Medical Centre was opened in 2002. Here, children like Caitlin (above), can undergo sleep studies to monitor their breathing when asleep. Caitlin’s parents, Nicole and Russell $1 million was allocated to help achieve more Gray, were able to stay in overnight while she was being monitored. equitable access to falls and mobility clinics across Victoria. The funds were allocated to expand some existing clinics as well as fund new clinics in a number of regions.

Access to Sub-Acute Services Access to sub-acute inpatient services in some parts of Victoria has been restricted in recent years, partly as a result of significant delays in placing people who have completed their period of sub-acute care. To help address this, five interim care pilots commenced in 2001–02 as part of the HDM Strategy. These pilots aim to provide care for people awaiting long term care placement in the most appropriate setting. They also aim to make more efficient use of limited and expensive sub-acute inpatient beds for people who need timely access to sub-acute care resources.

26 Department of Human Services Annual Report 2001–02 Capital Projects Funded in 2001–02 State Budget* Agency Project Description $ million Austin and Repatriation Redevelopment of the Austin and $310.7 Medical Centre and relocation of the Mercy Hospital for Women from Mercy Hospital for Women East Melbourne to the Austin campus at Heidelberg

Frankston Hospital Stage 1b. New integrated maternity facilities $9 (delivery rooms, 25-bed ward and special care nursery) and a 17-bed paediatric unit

Maroondah Hospital Emergency Department upgrade, new 12-bed short $12 stay unit and a new acute inpatient ward

Angliss Health Service New geriatric evaluation and management service, $6.5 expanded rehabilitation service, and provision of temporary car parking spaces

Northern Hospital Reconfiguration of existing facilities, two new $12 operating theatres with enlarged recovery, set up and storage spaces, improved day surgery/day procedure facilities, new multipurpose ward accommodation (32 additional beds), and redevelopment of the central sterilising supply department

Wyndham Health Services New purpose-built facility $11

Various metropolitan and Infrastructure upgrades as part of the Fire Risk $28 rural agencies Management Strategy and Legionella Strategy

Various metropolitan and Purchase new and replacement items of major $20 rural agencies biomedical equipment

Metropolitan Ambulance New and replacement vehicles $4.4 Services and Rural Ambulance Victoria

Various metropolitan and Basic Information and Communication Technology (ICT) $9.5 regional agencies infrastructure to link metropolitan health services, regional and rural hospitals and Primary Care Partnerships throughout Victoria

Grace McKellar Centre New purpose-built 90-bed sub-acute facility comprising $19 40 geriatric evaluation and management beds, 50 rehabilitation beds off-site, 30-bed aged residential care facility

Ararat Hospital Refurbishment of existing facilities, new acute $7.3 medical/surgical ward at ground floor level, a dedicated day procedures unit, an operating theatre suite, accident and emergency unit, medical imaging facilities, a birthing and obstetrics suite and administration and medical records area

Stawell Hospital Redevelopment and expansion of facilities $3.3

Kyneton Hospital Completion of the development of the new $1.7 Kyneton Hospital

Rural Ambulance Stations Construction of new stations at Romsey and $2.2 Barwon South, and new vehicles

* The funded projects listed above relate primarily to the program areas for which MHACS Division has lead responsibility, in particular, acute health and sub-acute health. The Rural and Regional Health and Aged Care Services (RRHACS) Division manages the last five entries, and a number of other health and aged care projects in rural and regional Victoria. Information regarding these developments can be found in the text of the RRHACS Division section of this report, beginning on page 35.

Department of Human Services Annual Report 2001–02 27 Metropolitan Health and Aged Care Services Output Tables

Major Outputs/Deliverables – Acute Health Services Performance Measure Unit of 2001–02 2001–02 Measure BP3 Target Actual

Admitted Services Quantity Separations Number 1,020,800 1,066,000 Weighted Inlier Equivalent Separations (WIES) (multi-day and same-day services) Number 803,700 809,400 Quality Beds accredited Per cent 100 99.96 Timeliness Urgent (Category 1) patients admitted within 30 days Per cent 100 100 Semi-urgent (Category 2) patients admitted within 90 days (a) Per cent 80 79 Emergency patients admitted within the recommended period (<12 hrs) (b) Per cent 95 86.5 Total Output Cost (c) $ million 2,899.3 3,028.4

Non-Admitted Services Quantity Victorian Ambulatory Classification System (VACS) Number 1,986,000 2,151,297 Group A outpatient encounters Quality Maternity service enhancement – women receiving postnatal domiciliary visits Per cent 80 87 Total Output Cost (c) $ million 450.2 481.0

Emergency Services Quantity Emergency department presentations (d) Number 855,000 949,101 Emergency admission (e) Number 214,000 226,306 Quality 24 hour emergency departments Number 34 34 Timeliness Emergency Category 1 treated immediately Per cent 100 100 Emergency Category 2 treated in 10 minutes Per cent 75 78 Emergency Category 3 treated in 30 minutes Per cent 70 71 Total Output Cost (f) $ million 164.5 188.8

Private Hospital Regulation Quantity Registration renewals Number 111 113 Timeliness Registration renewals processed within statutory times Per cent 100 100 Total Output Cost $ million 1.0 1.0

28 Department of Human Services Annual Report 2001–02 Major Outputs/Deliverables – Acute Health Services Performance Measure Unit of 2001–02 2001–02 Measure BP3 Target Actual

Acute Training and Development Quantity First year graduate nurses places Number 1,200 1,091 Total Output Cost (c) $ million 157.5 166.6

Blood Services Quantity Blood collections Number 248,000 247,599 Quality Compliance of blood production and supply activities within Therapeutic Goods Administration requirements Per cent 100 100 Total Output Cost (g) $ million 63.5 59.4

Better Health Channel Quantity Internet hits (h) Number 18,000,000 35,970,580 Internet enquiries (page views) (h) Number 2,800,000 5,018,221 Quality Number of articles Number 1,000 1,175 Timeliness Accessible 24 hours a day Per cent 100 100 Total Output Cost $ million 2.0 2.0

(a) Ongoing demand pressure, together with hospitals’ focus on treating emergency patients and Category 1 patients in time, have resulted in a lower proportion of Category 2 patients admitted within 90 days. (b) Performance relates to the 13 metropolitan hospitals and five major rural hospitals: Barwon Health, Bendigo Health Care Group, Ballarat Health Services, Goulburn Valley Health, Latrobe Regional Hospital and the Royal Children’s Hospital. Performance reflects the considerable growth in emergency demand. Improvement is expected as a result of the Hospital Demand Management Strategy which includes individual improvement targets for hospitals. (c) Increased output costs reflect budget adjustments made during the year to accommodate wage award movements and/or funding initiatives. (d) Performance relates to the 30 public hospitals that submit Victorian Emergency Minimum Dataset (VEMD) information. (e) Performance relates to the 13 metropolitan hospitals only (Note: Monash Medical Centre includes the Moorabbin campus and Austin and Repatriation Medical Centre includes the Repatriation campus). This measure consists of WIES funded emergency separations. (f) Increased output costs reflect budget adjustments made during the year to accommodate wage award movements, manage increased demand and improve flow through of patients. (g) Reduction in output costs reflects lower than anticipated funding from the Commonwealth. (h) Measure was revised in 2001–02 to count the number of Internet sessions instead of hits.

Department of Human Services Annual Report 2001–02 29 Metropolitan Health and Aged Care Services Output Tables

Major Outputs/Deliverables – Sub-Acute Health Services Performance Measure Unit of 2001–02 2001–02 Measure BP3 Target Actual

Admitted Services Quantity Bed days Number 681,600 703,342 Quality Beds accredited Per cent 100 100 Total Output Cost (a) $ million 255.8 284.7

Non-Admitted Services Quantity Community Rehabilitation Clinics places Number 96,265 100,098 Quality Community Rehabilitation Clinics designated Per cent 100 93 Timeliness Patients contacted within three days of referral Per cent 70 78.8 Total Output Cost (b) $ million 65.0 70.8

Post-Acute Care Services Quantity Completed episodes Number 28,000 32,150 Quality Clients not re-admitted to acute hospital Per cent 80 90 Total Output Cost (c) $ million 25.0 20.0

(a) Increased output costs reflect budget adjustments made during the year to accommodate wage award movements and funding initiatives and the transfer of funds from the Post Acute Care Services Output. (b) Increased output costs reflect budget adjustments made during the year to accommodate wage award movements and funding initiatives (c) Reduction in output costs reflects the transfer of funds to the Admitted Services Output.

30 Department of Human Services Annual Report 2001–02 Major Outputs/Deliverables – Ambulance Services Rural Ambulance Victoria Sources of Performance Measure Unit of 2001–02 2001–02 Funding 2001–02 Measure BP3 Target Actual

Ambulance Emergency Services Quantity Metropolitan road cases Number 236,000 230,985 Country road cases Number 77,000 84,388 Rotary wing cases Number 2,000 2,073 Fixed wing cases (a) Number 800 764 Quality Audited cases meeting clinical practice standards (b) Per cent 92 94 (Jul 01–Feb 02) 83.7 (Mar 02–Jun 02) Timeliness Emergency response time (code 1) in 50 per cent of cases – metro Minutes 8 8 Emergency response time (code 1) in (c) 90 per cent of cases – metro Minutes 13 14 Source of Funds Amount ($m) Total Output Cost (d) $ million 193.9 225.0 Government Grants 66.643 Transport Fees 21.957 Membership Fees 14.980 Ambulance Non-Emergency Services Other 7.351 Total 110.931 Quantity Metropolitan road cases Number 148,000 154,397 Note: Figures are unaudited and include indirect grants. Country road cases Number 41,000 42,641 Fixed wing cases (a) Number 3,000 3,937 Quality Audited cases meeting clinical practice standards (b) Per cent 90 92.1 (Jul 01–Feb 02) 90.3 (Mar 02–Jun 02) Total Output Cost (d) $ million 27.8 33.5

Training and Development Quantity Ambulance student hours Number 135,000 122,292 Quality Ambulance students successfully completing courses Per cent 95 97 Total Output Cost $ million 2.1 2.0

Basic Life Support Program Quantity Participants Number 30,000 31,021 Quality Participants successfully completing courses Per cent 97 100 Total Output Cost $ million 1.5 1.6

(a) Total fixed wing caseload reflects a greater usage for non-emergency services, offsetting the lower usage for emergency cases. (b) A new audit process was introduced in March 2002 resulting in an increase in the number of minor breaches detected. This does not reflect a change in the quality of service delivery. (c) Performance affected by high workload growth. Overall, 89 per cent of Code 1 cases were attended within 13 minutes. (d) Increased output costs reflect additional funding for enterprise bargaining award variations (including one-off arrears in 2001–02) and new policy initiatives.

Department of Human Services Annual Report 2001–02 31 Metropolitan Health and Aged Care Services Output Tables

Major Outputs/Deliverables – Mental Health Services Performance Measure Unit of 2001–02 2001–02 Measure BP3 Target Actual

Clinical Inpatient Care Quantity Inpatient treatment capacity (available bed days) Number 391,500 391,040 Total Output Cost (a) $ million 209.6 238.6

Clinical Community Care Quantity Community residential treatment capacity (available bed days) Number 314,000 314,845 Registered contacts (b) Number 1,700,000 1,700,000 Total Output Cost (a) $ million 240.5 244.7

32 Department of Human Services Annual Report 2001–02 Major Outputs/Deliverables – Mental Health Services Performance Measure Unit of 2001–02 2001–02 Measure BP3 Target Actual

Psychiatric Disability Support Services Quantity Clients receiving Psychiatric Disability Support Services Number 9,000 9,624 Quality Individual Program Plans completed within two months Per cent 75 71 Total Output Cost (c) $ million 59.5 53.9

Mental Health Service System Development and Resourcing Quantity Academic positions Number 32 33 Clinical training positions funded Number 230 250 Total Output Cost (c) $ million 17.7 29.4

(a) Increased outout costs reflect budget adjustments made during the year to accommodate wage award movements and/or funding initiatives. (b) An estimate has been provided due to outstanding and late reporting from Health Services. (c) Actual output costs reflect budget adjustments made during the year to accomodate wage award movements and/or funding initiatives and the reallocation of funding from the Psychiatric Disability Support Services Output to the Mental Health Service System Development and Resourcing Output.

Department of Human Services Annual Report 2001–02 33 Rural and Regional Health and Aged Care Services

Responsible for policy development, and funding and monitoring service delivery across the full range of health and aged care services in rural and regional Victoria.

34 Department of Human Services Annual Report 2001–02 Key Objectives Key Results development and implementation of information management tool templates to support improved • Assumed a new leadership role in health and aged • Make a difference in rural Victoria. service coordination across program areas and care in rural and regional Victoria, examples include, agencies funded by these programs. • Achieve greater service integration across convening statewide and regional forums and program boundaries. visiting rural services. This provided a focal point for • Secured the commitment of the community health • Reduce inequalities in health and wellbeing rural and regional input into policy development, services sector, through consultation and a and improve access to services. including program and funding decisions. Results statewide forum, to develop an overall policy included the introduction of more flexible funding framework based on proposals presented to them •Promote positive community perceptions of arrangements for D and E hospitals outside the in a Department of Human Services discussion ageing and positive attitudes to older people casemix system. paper, Towards a Community Health Policy through the Office of Senior Victorians. Framework. • Began work towards greater service integration. •Provide quality public sector residential aged This included exploring opportunities for more • Responded to changing drug trends and care services. cross-program service delivery and workforce investigated new treatment options, resulting, • Support older people to remain in their own development initiatives now that public health, forexample, in reduced availability of temazepam homes. primary health and drug and alcohol programs are gel capsules, registration and introduction of • Prevent avoidable disease. under one Divisional structure, and focusing on the buprenorphine into clinical practice, and the inter-relationship of acute health and aged care development of the Victorian Alcohol Strategy. •Promote healthy lifestyles. services in rural and regional Victoria. • Implemented tobacco reforms including the • Strengthen primary health. •Established the Office of Senior Victorians to introduction of smoke-free dining, smoke-free • Expand access to public dental services. increase the focus on the majority of Victoria’s shopping centres and significant restrictions on tobacco advertising and display in retail outlets. • Contain the harm caused by drugs. seniors’ population who enjoy healthy, active and independent lives. The Office will coordinate policy • Undertook extensive research to improve the and action across Government to promote the approach to primary health program funding, Key Issues wellbeing and social participation of older resulting in a new funding approach to be Victorians. implemented over two years from July 2002. • The need to develop and maintain locally • Re-opened 110 aged care beds in areas of high sustainable services and build the capacity • Completed capital works projects at nine hospital demand and re-allocated 60 aged care of rural and regional communities. residential aged care facilities in rural Victoria beds and 83 community aged care packages to and three community health centres in rural • Strengthening State-Commonwealth collaboration, areas of need across the State. and metropolitan Victoria. in particular in aged care and primary health. •Funded an additional 2,560 personal alarm units, • Developed, enhanced and/or implemented major • The need to implement whole of Victorian taking total funded units across the State to 14,915. information systems, for example, VICFIN (Food Government initiatives, including through the • Achieved a timely, effective and appropriate Safety), HACC (Home and Community Care) data Premier’s Drug Prevention Council and the Office emergency response to the series of white powder repository, SNIS (School Nursing), DAPIS (Drugs of Senior Victorians. incidents following the terrorist activities in the USA and Poisons), NIDS (Infectious Diseases) • Increased expectations of clients, families and in September 2001. and RAPID (Mental Health CMI, ODS, Data carers for clear, accurate information about service Warehouse). • Implemented the registration and inspection phase or treatment options and flexible, responsive service of the Legionella Reform Strategy, which has led to provision. the rate of towers testing positive for Legionella Future Directions • The need for strategies to support service bacteria decreasing from 8 per cent to 4 per cent. integration and consumer-centred service • Implemented a statewide Q Fever immunisation • Investigate, analyse and understand the delivery across service types. program amongst abattoir workers, sheep shearers development needs of the rural health sector and • The rising demand for services and clients and related meat processing workers. rural health agencies. increasing complexity of need. • Implemented a new policy in relation to access • Design and deliver appropriate rural health • The need to translate information and research to recurrent infrastructure funds by biomedical programs in partnership with the community and into knowledge, skills and action to strengthen the research institutes, obtained new funds to take health agencies and professions. capacity of individuals, organisations and systems. account of growth in peer reviewed grant income, • Build the capacity and infrastructure of the rural • Maximising the potential of new technologies and established a bonus pool of funds to reward health sector to meet current and emerging needs. outstanding performance. to support enhanced service delivery and •Lead a whole of Victorian Government approach organisational efficiencies, particularly in rural • Continued to advance primary health reform via the to addressing issues affecting senior Victorians and regional Victoria. Primary Care Partnership (PCP) Strategy, including through the Office of Senior Victorians, including support for the preparation of community health finalising and implementing a Forward Agenda of plans for each PCP and facilitation of the actions.

Department of Human Services Annual Report 2001–02 35 Rural and Regional Health and Aged Care Services

• Improve service quality and management in HACC • Work with other key stakeholders in the Department Reporting on Departmental Objectives services, public sector residential aged care and the sector to develop a Whole of Health 1. Achieving Benchmark Waiting Times services and supported residential services (SRS). Information and Communications Technology Strategy that identifies priorities for improving Speedier Access to Drug Treatment Services • Finalise and implement a new public sector service delivery over the next three to five years residential aged care policy framework that reflects Drug Treatment Services were expanded over the and includes an investment strategy. the unique role of the public sector, integrates year to provide additional service capacity for clients, service and capital planning and development, and • Develop an enhanced approach to capital planning, including extended hours of service and improved emphasises the complementary roles of residential development and maintenance based on asset assistance to clients to remain off drugs and prevent services and other aged care services. management principles. relapse. New youth residential withdrawal units were established in Ballarat and Geelong to provide • Reduce the impact and spread of disease amongst drug withdrawal and ‘time out’ services to 124 Victorians through immunisation, early intervention, Divisional Description young people. Also, two new 10-bed services for screening and control. youth alcohol and drug supported accommodation • Encourage all Victorians to access and enjoy a The RRHACS Division is responsible for policy were established in northern and western healthy diet consistent with the Australian Dietary development, and funding and monitoring service metropolitan Melbourne to provide short term Guidelines and participate in physical activity delivery across the full range of health and aged care support to young people aged 12–21 years. These consistent with the National Physical Activity services in rural and regional Victoria. In addition, initiatives have ensured that the period between Guidelines for Australians. the Division is responsible for developing and screening a client and commencing a residential implementing policy and legislation, planning, funding or community-based drug treatment service is, on • Initiate and support projects and services that aim and monitoring service delivery, as well as directly average, 10 working days. to decrease disparities in health between social and delivering some services, in the key areas of aged cultural groups, geographical areas and Indigenous care, public health, primary and community health, 2. Improving Service Quality and non-Indigenous people in Victoria. dental health and drugs services. Greater Service Integration across Program • Continue to advance primary health reform through Boundaries the PCP Strategy. The RRHACS Division was established in late 2001 Now that public health, primary health and drug and within the new structure of the Department of Human • Strengthen community health services and develop alcohol programs are under one Divisional structure, Services. One of the Division’s key roles is to increase a policy statement on community health. RRHACS Division is working towards greater service the focus on rural and regional service delivery issues. integration. The Division is exploring opportunities for • Strengthen and support public dental services and Within the RRHACS Division, the Rural and Regional more cross-program service delivery and workforce oral health promotion, including extension of water Health Services Branch leads this work through development initiatives, and focusing on the inter- fluoridation and opening the new dental hospital service planning and development and ensuring a relationship of acute health and aged care services and new community dental clinics associated with focus on rural and regional health issues in broader in rural and regional Victoria. other primary health services. policy formulation and decision making. • Improve access to health information by expanding Rural Health Innovative Practice Fund Other branches in the Division retain statewide and enhancing information available on the Better A total of $2.3 million was allocated to a diverse responsibility for individual programs, with an added Health Channel. range of rural health and human services initiatives. emphasis on rural and regional needs and policy • Develop and strengthen cross-Department and The funded projects demonstrated a capacity to build impacts. Key among program responsibilities is whole of Victorian Government communication and sustainable services and partnerships to provide increasing the focus on the majority of Victoria’s consultation on drugs. support, education, training and research opportunities seniors who enjoy healthy, active and independent through innovative models of service delivery. • Design and implement specific strategies and policy lives, through the new Office of Senior Victorians. reform including tobacco reforms, the Victorian The Division is comprised of six branches: Aged Care Assessment Service Quality Alcohol Action Plan, the Koori Drug Strategy and Improvement Framework • Rural and Regional Health Services Branch. a Harm Minimisation Framework relevant to all In 2001–02, the Victorian Aged Care Assessment Department-funded programs. •Aged Care Branch (including Office of Senior Service (ACAS) Quality Improvement Framework Victorians). •Take the next steps in funding and accountability was developed with the input of all ACAS teams. reform, including implementing a new primary •Drugs Policy and Services Branch. Teams can now plan and report to Commonwealth health funding model and exploring options for • Planning and Resources Branch. Government Assessment program officers on ACAS funding and accountability models for small rural quality improvement activities in a consistent health services. • Primary and Community Health Branch (including framework that focuses on the core domains of Dental Health). • Develop, implement and monitor Rural and Regional the Aged Care Assessment Program. Health and Aged Care Services (RRHACS) • Public Health Branch (Social and Environmental information management and information and Health, Disease Control and Research). This year marked the trial of the framework templates. communications technology strategies, including A report summary was drawn from individual teams improved communications connectivity, with quality improvement reports in December 2001. a focus on rural Victoria. The first stage of the quality improvement process

36 Department of Human Services Annual Report 2001–02 identified and planned quality improvement activities The Department has responded to the 3. Building Sustainable, Well Managed and under seven headings: team and staff competencies, recommendations in the report, Advice to the Efficient Services assessment processes, service access, client Department of Human Services on SRS, and is outcomes, service provider relationships, safety and undertaking a number of short to medium term Capital Assistance Fund information management. From September 2002 strategies including: Seventeen bush nursing hospitals and nine bush onwards, teams will be able to evaluate their delivery nursing centres received $2.4 million in grants for a • Information and referral project to improve the on those 2001–02 activities and plan ahead for wide range of purposes including purchase of medical provision of information to SRS proprietors on 2002–03. In 2002–03, the templates will be further equipment, fire safety upgrade works and other referral of prospective residents. developed to better represent client/carer feedback. residential aged care accreditation requirements. • Mentoring and support to pension-level SRSs, Many of the grants were for new electronic beds and Public Sector Residential Aged Care to enhance quality of service provision to residents other lifting equipment that not only benefited patients, Through regular seminars, newsletters and a program and improve their operational and business but also improved staff occupational health and safety. of service visits, the public sector residential aged care practice. HACC Program Development sector was provided with advice and development • Improving the consistency and effectiveness of opportunities to support the provision of quality care the Department’s registration and compliance The HACC program commenced a collaborative to residents. All public sector services maintained monitoring processes. research project with the Municipal Association of Commonwealth accreditation over the period. Victoria (MAV) to survey councils and other selected Future Policy Options for SRSs HACC providers funded to undertake assessment and In 2001–02, $25 million was allocated for capital The Department, in consultation with the Department care management activities. The survey will produce works at eight public sector residential aged care of Treasury and Finance (DTF) and the Department of baseline data to inform the next stage of program facilities, with construction commencing at four Premier and Cabinet (DPC), is developing a longer development around consistent, well managed and facilities. In addition, residential aged care facilities term policy response to SRSs in relation to the care efficient assessment and care management processes were completed in Korumburra, Heywood, Maldon, and housing needs of low-income people with a and practices across primary services. Jeparit, Casterton, Dimboola, Myrtleford, Mt Beauty disability. This response will determine options in and Ballarat. respect to the quality of care provided by this private Food Safety service model; manage future demand for low cost Implementation of the Food (Amendment) Act 2001 An analysis of all public sector residential aged care supported accommodation by people with high continued during 2001–02. By 1January 2003, all facilities across the State commenced to determine dependency/complex care needs; and maximise businesses are required to have a Food Safety requirements for minor works to comply with the private sector involvement in providing supported Program in place. A number of templates have been Commonwealth’s 2003 certification requirements accommodation. made available to assist businesses in meeting these and some initial works were undertaken. obligations. The first of these was launched in Further consultation with non-government service December 2001 and a few months later, FoodSmart, A project examining the financial management of providers, the SRS industry body and the Office of the a world-first electronic food safety program template, services commenced. This project is expected to Public Advocate will explore the possible range and became available on the Internet. inform policy and funding arrangements as well as scope of policy options for addressing the long term develop practical tools to improve day-to-day viability of the pension-only SRS sector. financial management. Pap Smear Training HACC Workforce Development Strategy The introduction of the Clinical Teaching Associates The HACC Workforce Development Strategy is being Training Program for undergraduate medical students undertaken over a two-year period. It deals with the has resulted in all fifth year medical students having recruitment, retention and training of staff employed practical training in taking pap smears. This program, by HACC-funded agencies,recognising that quality coordinated by PapScreen Victoria, is to be expanded service provision is critically dependent on quality to postgraduate medical practitioners to improve their staff. Stage 1, in 2001–02, focused on community skills in pap smear taking. care workers (non-professional direct care workers). Stage 2, in 2002–03, will focus on community care Expanded Newborn Screening Program workers and ‘white collar’ and clinical staff. Newborn screening aims to identify conditions for which early and timely interventions can lead to The Food Safety stand at the Good Food Show 2002. Supported Residential Services the elimination or reduction of associated illness, The new Health Services (Supported Residential death and disabilities. In 2001–02, extra funding Services) Regulations 2001 were introduced on was provided to expand this program to include Legionella Reforms 4 December 2001. These regulations replace the screening for a number of additional conditions Implementation of the Government’s strategy Health Services (Residential Care) Regulations 1991 together with an education program targeting service to reduce the incidence of Legionnaire’s disease and have generally been well accepted by the providers. Following a series of workshops and other has continued. An extensive education and Supported Residential Service sector. consultations, new guidelines were developed and communication process was undertaken to ensure distributed in November 2001. land and business owners were aware of the new regulatory requirements. A total of 6,006 cooling

Department of Human Services Annual Report 2001–02 37 Rural and Regional Health and Aged Care Services

tower systems have been registered and more than Rural acute and primary health services are working 1,800 inspections have been conducted to ensure collaboratively, by building on established Rural Health compliance with registration, testing and maintenance Alliances, to foster functional integration, shared legislation. All owners of cooling tower systems whose infrastructure and resources and service coordination risk management plans were due were contacted to and to strengthen a regional health focus on ensure that their plans were being developed. information and communications technology. Rural Health Alliances, in conjunction with PCP member Biomedical Research agencies, have appointed a lead agency in each The State Government provides operational region to manage health connectivity funding. The infrastructure support to Victoria’s independent Chief Information Officer within each of the five rural medical research institutes. Steps have been taken alliances has been a focal point for the development to ensure that this support is applied strategically. of regional connectivity infrastructure plans, which Forexample, institutes must meet criteria that reflect are either complete or well advanced. research excellence and performance. A new policy QFever Guidelines to support the for access to recurrent infrastructure funds by statewide program. Major information systems, for example VICFIN (Food biomedical research institutes has been implemented Safety), HACC data repository, SNIS (School Nursing), DAPIS (Drugs and Poisons) and NIDS (Infectious so that new funds take account of growth in peer implemented. The vaccination process resulted in a Diseases) were developed or enhanced. In addition, reviewed grant income obtained, and a bonus pool coverage rate of 94.6 per cent within abattoirs in Version two of the RAPID CMI and ODS for mental of funds to reward outstanding performance is Victoria. A statewide training program was also health was developed and implemented at the established. initiated and has so far qualified 147 GPs and 31 beginning of March 2002 and rollout of the Mental accredited immunisation nurses as Q fever vaccine Review of Cemeteries Act Health Data Warehouse took place over the registered providers. The Cemeteries Act 1958, which governs how following months. cemeteries operate in Victoria, is difficult to interpret Capital Development and Asset Management Dental Health Services Workforce Development and apply. A review of the Act is intended to reflect The RRHACS Division addressed capital development The Victorian Oral Health Services Labour Force the diverse values of the Victorian community. As part and asset management over the past 12 months Project was commissioned in response to the shortage of the development of the policy framework for the through the planning, design and development of of public sector dentists and dental therapists, new legislation, a discussion paper was distributed to capital projects. The focus has been on upgrading especially in rural areas. The report predicts a 20 per the public and the cemeteries sector for feedback and facilities to meet Commonwealth residential aged care cent overall (public and private) shortfall in oral health extensive consultation with key stakeholders was certification requirements, replacing poor capital personnel by 2010. Initiatives to address this conducted. The new Act will provide more transparent fabric and improving operational efficiency. Capital shortage include improved remuneration and career and accountable administrative and financial systems works have been undertaken at rural and metropolitan structures for public dentists, a rural recruitment and for the volunteer cemetery trusts that are responsible public sector residential aged care facilities and retention program, enhanced professional for running cemeteries and crematoria, and facilitate community health facilities. Work has also been done development and continued work with other States, efficient planning for the State’s future cemetery on identifying the physical requirements to meet the Territories and the Commonwealth to develop a needs. It is anticipated that the new legislation will future service needs of rural and regional health national approach to oral health planning. go before Parliament in 2002–03. services. Some key projects are listed on page 27. 4. Building Strong Communities and Primary Childhood Immunisation Health Information and Communications Services Due to the limitations of opportunistic targeting Technology of children overdue for immunisation, resources were With emphasis on a whole of health approach, work Making a Difference in Rural Victoria invested in a statewide approach to data cleaning, in was done on options for developing a medium term The RRHACS Division took on a new leadership role conjunction with local government and Divisions of strategy to underpin future policy directions and in policy and planning, and funding and monitoring General Practice. The process identifies children who investment in information management and service delivery, across the full range of health and have fallen behind with their immunisation, allowing information and communications technology. aged care services in rural and regional Victoria. The focused follow-up. Division convened statewide and regional forums with Funding of $30 million over three years was allocated hospital CEOs, and Divisional senior management QFever Management Program in 2001–02 under the Growing Victoria Strategy for made several visits to rural health and aged care The National Q Fever Management Program is a basic information and communications technology services. This approach provided a strong focal point Commonwealth and State joint program to provide infrastructure. Total expenditure by RRHACS Division for rural and regional input into policy development, Q fever vaccination to high risk occupational groups. and MHACS Division in the 2001–02 financial year including program and funding decisions, and An intensive implementation process, based on actual of $7.76 million ($3.5 million RRHACS; $4.26 million resulted, for example, in the introduction in 2002–03 service delivery, training and disease awareness, was MHACS) has improved electronic connectivity of more flexible funding arrangements for D and E carried out. An audit of all abattoirs aimed to vaccinate between health services in the acute and primary hospitals outside the casemix system. all workers requiring protection and ensure that the health sectors and between member agencies within statewide policy of requiring Q fever vaccination as PCPs in selected areas of the State. a condition of workplace entry in abattoirs was

38 Department of Human Services Annual Report 2001–02 Fifth Wonca World Conference on Rural Health • The inaugural Victorian Seniors Festival, marking the Health Promotion Workforce Development Program Financial and staff support were provided as the 20th Senior Citizens Week in Victoria with a special The goal of the Health Promotion Workforce Government’s contribution to the organisation two-week celebration. Development Program is to improve health promotion of the fifth Wonca (World Organisation of Family • Publication of the Guide to Services for Senior efforts in Victoria by developing a workforce Doctors) World Conference on Rural Health, held Victorians,providing older Victorians with new infrastructure and enhancing professional skills and in Melbourne from 30 April to 3 May 2002. The information on a range of benefits and services leadership. The Health Promotion Short Course is a conference explored the multidisciplinary nature available to them. key strategy in this program. Over the last 12 months, of rural health through presentations from 970 health professionals across Victoria participated • Expansion of the number of Internet-ready international and national speakers with backgrounds in the highly successful course, which is delivered by computers in public sector residential aged care in medicine, nursing, pharmacy, allied health, universities and community health agencies. facilities to help residents go online and find a new education, administration and Indigenous health. Ultimately, these courses will assist the Government in way of communicating with the world. The conference was organised by a consortium of the delivery of strategies, such as the PCP strategy Government and key professional and academic •Funding of research into the best and most and the Secondary School Nursing Program. organisations. innovative intergenerational programs in Australia today, to foster the development of new programs BreastScreen Rural Health Week, May 2002 across the State. The BreastScreen program increased the number of The Victorian Healthcare Association was funded to •A Review of Seniors Information Victoria, the women screened from 185,000 to approximately organise Rural Health Week on 6–12 May 2002. Each Department of Human Services funded information 192,000 in 2001–02. A new fixed site was year Rural Health Week highlights the health issues and advisory line for seniors, their families and established in Mildura and the mobile screening facing rural communities; recognises the skills and friends, to further improve the provision of advice service expanded its service to Hamilton and commitment of rural health professionals and and information to seniors. Wangaratta, improving access to the BreastScreen volunteers; and works to improve the health standards program for women in rural Victoria. • Celebration of the tenth anniversary of the Victorian of country Victorians. Rural communities throughout Seniors Card Program with a series of events the State conducted a range of activities that Secondary School Nursing Program designed to raise the profile and use of the card reflected the theme of Rural Health Week, ‘Good amongst the State’s 730,000 Seniors Card holders Health for Country People – Working Together’. and 6,500 participating businesses. Activities included free health screenings, health promotion and education, farm safety, careers forums Municipal Public Health Planning and professional development seminars. Environments for Health, the new framework for Senior Victorians municipal public health planning, was released in The Office of Senior Victorians was established within September 2001. Sixteen good practice projects the RRHACS Division in recognition of the fact that involving 26 local councils have been funded to most of Victoria’s seniors enjoy healthy, active and implement aspects of the framework and share their independent lives. The Office coordinates policy and learnings with the wider field. The Department has action across Government to promote the wellbeing enhanced workforce capacity through hosting a series and social participation of older Victorians. of forums on Planning and Health: Building Sustainable Links, in partnership with VicHealth and Secondary School Nurse, Fiona Cooper with students from A range of initiatives were undertaken during 2001–02 the Planning Institute of Australia. These popular Euroa Secondary College completing a Mandala as part of the to promote the wellbeing and social participation of forums highlight the relationship between the built ‘You Can Do It’ program that involved principles of getting along, persistence, organisation and confidence. older Victorians. These included: environment and wellbeing, and encourage integrated planning. This program aims to reduce risk to young people and promote better health in the school community. In 2001–02, 12 months after the employment of 100 nurses in 199 Victorian Government schools, the program is giving 128,500 students access to health counselling, information and promotion. During the past year, the program has worked on achieving its aim through ongoing professional development, establishment of the Mary Anne Hope Scholarship for Secondary School Nurses and development of the Secondary School Nursing Program Guidelines. A statewide forum enabled nurses to showcase local initiatives to the Minister for Health and also acknowledged successful practice through the Successful Achievement Awards.

The 2002 Victorian Seniors Festival was held in March of this year and part of the festival featured a Seniors Festival Tram as part of the Mooba Labour Day parade.

Department of Human Services Annual Report 2001–02 39 Rural and Regional Health and Aged Care Services

Primary Health Funding Reform Project This project was undertaken to improve the approach to primary health program funding. It involved intensive research and development with the sector and focused on achieving participation by agencies in the development and evaluation of the new funding model for primary health, building on and confirming the findings of the project’s initial phase.

Following analysis of the research outcomes and detailed modelling applied to all agencies receiving primary health program funding, the new funding model was approved for commencement in July 2002. The model will be implemented over two years to allow for adequate adjustment to new systems and further development of funding and accountability processes and rules.

5. Increasing the Proportion of Family or Community Based Service Responses Rural Youth Suicide Prevention Programs During the year there was continued development

and implementation of rural youth suicide prevention Joan Stuart participates in the Life Writing Correspondence course run by the Hawthorn Community Education Centre. It’s part of a programs that engaged service providers in statewide initiative that runs all year round and is funded through the Department’s HACC program. Joan’s story ‘The Debut’ was partnerships with the general community. Funding published in the annual Recollections collection. was provided to all rural regions to conduct a series of youth suicide forums and training sessions for professionals and community members. Community Health Centre Boards Alcohol and Drug Use Day Programs Elected positions on community health centre boards Two new day programs have been developed and Rural Healthstreams Program were restored with elections undertaken by the implemented for young people aged 14–21 years The flexible Rural Healthstreams funding model, Victorian Electoral Commission. New boards assumed currently involved with youth alcohol and drug which encourages small rural health services to responsibility for governance of services in October treatment services. These programs include activities provide community-based primary care services, 2001. As part of this process, community health such as life skills and vocational/employment and continued in 2001–02. Services funded through centre membership increased from less than 5,000 recreation programs. the Rural Healthstreams program support people to people to more than 12,000 people. Governance remain in their homes or communities and reduce training was made available to all board members 6. Reducing Inequalities in Health and reliance on acute bed-based services. During the through local and regional training programs in Wellbeing and Improving Access to Services year, the program was evaluated as part of work on April–June 2002. Victorian Patient Transport Assistance Scheme the Victorian Rural Human Services Strategy. (VPTAS) Local Drug Strategies Multi-Agency Emergency Response During 2001–02, key recommendations of the The Victorian Government’s Saving Lives Strategy review of VPTAS, carried out in early 2001, were Following the September 11terrorist attacks in the promotes innovative partnerships between State and implemented. The budget increase of $820,000 USA, Victoria was subject to perceived anthrax local government working with local communities to resulted in significant changes to the assistance incidents. The RRHACS Division was responsible tackle problems associated with high levels of drug available to rural Victorians who need to travel long forproviding medical and technical advice to this use and trafficking in public areas. Funding of $17 distances for specialist medical and dental treatment. multi-agency emergency response. Responsibilities million was allocated over a three-year period. Changes included an increase in car travel subsidy; included initial on-site attendance to provide expert abolition of patient and escort contributions for advice on whether the threat was real or perceived, Local drug strategies have been developed in each concession card holders; provision of accommodation coordination of laboratory receipt and testing of of the five identified drug hotspots under the Saving assistance for the first night of stay away from home; collected samples, telephone risk assessments for Lives platform: the City of Greater Dandenong, and a review of the treatments and services covered emergency services and telephone counselling for Maribyrnong City Council, the City of Melbourne, the by the scheme. affected persons. City of Port Phillip and the City of Yarra. Primary health services have been established in each of the drug Integrated Health Promotion for People at Risk hot spots, providing treatment, health and prevention of Chronic Disease services to street-based drug users. Under the Funding of $3.06 million over three years has been Emerging Hot Spots component of the Saving Lives allocated to 19 rural PCPs for integrated health Strategy, 34 projects have been established across promotion projects for people at risk of chronic 42 municipalities. These initiatives provide resources disease. Projects focus on reducing acute episodes to enhance the capacity of local communities to of chronic illness, including cardiovascular disease, respond to drug issues. cancer, chronic respiratory disease, mental illness, suicide and injury.

40 Department of Human Services Annual Report 2001–02 Ethnic Communities and HACC The Ethnic Communities Council was funded in 2001–02 to develop a range of strategies to assist small rural communities and emerging ethnic communities to understand the HACC service system and how best to respond to community needs.

HACC Funding Process Improvement In 2001–02, the request for HACC growth funding submissions set out the target groups, areas and activities where the regional planning and priority setting process had judged that new funding should be directed. This assisted agencies to target their effort and reduced the number of applications. In line with commitments made in the Department’s response to the Public Accounts and Estimates Committee Report on the Department’s Service Agreements for Community, Health and Welfare Services,HACC growth funds were approved and The first intake of Aboriginal workers undertaking Community Services (Alcohol and Other Drugs) courses have received announced in January 2002, earlier than at any time certificates of graduation. Department of Human Services Drugs Policy and Services Director Paul McDonald and ATSIC since the Amending Agreement was established. Commissioner Marion Hansen congratulate graduate John Murray, an Elder from the Yorta Yorta Community who is an Aboriginal community alcohol and drug worker with the Rumbalara Aboriginal Cooperative. Nutrition Healthy eating is one of the most significant pilot and evaluate culturally appropriate strategies, primary health care services in rural and regional contributors to overall health and wellbeing, however, including resources and services, in three Victoria. They also offer opportunities for targeting from a public health perspective it is a complex issue communities in a local pilot area and provide public health and health services interventions that requiring comprehensive approaches to achieve recommendations for the transfer of selected can decrease access barriers, improve adequacy of benefits. The public health nutrition program strategies into other areas across Victoria. primary care and reduce the call on the hospital recognises these issues and has established a system in Victoria. multifaceted and coordinated approach to respond Skilling Culturally and Linguistically Diverse to different priorities. Peer Educators in Injury Prevention A refugee immunisation program was implemented at The Royal Children’s Hospital Centre for Community the Royal Melbourne Hospital and the Royal Children’s Activities during the year included a community-based Child Health was contracted to run an injury Hospital in collaboration with local community health healthy eating and physical activity promotion prevention education program for peer educators centres. initiative, healthy eating promotion in children’s working in CALD communities. Thirteen different services, supporting the development of a cultural groups were represented. The program was Women’s Health and Wellbeing Strategy comprehensive Aboriginal nutrition program, food designed to skill CALD peer educators in identifying Two stages of consultations were conducted with security projects, research into the most effective important unintentional injury prevention issues in many groups of women, including women in and approaches for promoting healthy eating to children, their respective communities, undertake interventions post-prison, women with a disability, Koori women, and establishment of a public health nutrition to address these issues and gain experience in working women and lesbians. These consultations monitoring and surveillance program. preparing funding submissions. A small grant was have built on work over the past two years to finalise provided to each peer educator to support the delivery the Women’s Health and Wellbeing Strategy to be Diabetes of interventions. launched in August 2002 and inform the development The Diabetes Prevention and Management Initiative of a Victorian Women’s Health Policy and Disease Control and Research was developed during 2001–02 to raise awareness of Implementation Framework and Annual Action Plan. diabetes and to develop sustainable models for the A cancer screening project was undertaken to assess prevention and management of diabetes at the local the barriers that women with disabilities have in Allied Health Services level. Several projects have been funded throughout relation to having a pap test. This study will assist with An additional $1 million of recurrent funds was Victoria, including a project identifying diabetes developing a strategy to reduce barriers and increase provided to expand allied health services in 23 prevention and management priorities for Aboriginal the access for women with disabilities. community health services by a total of 13,000 service diabetes services and developing culturally hours per annum. These expanded services focus on appropriate resources and programs. Local programs The Victorian Ambulatory Care Sensitive Conditions supporting people with chronic and complex conditions to address key issues around diabetes management, Study identified significant differentials and to function in the community and providing early prevention, early detection and screening within inequalities in access to the primary health care intervention for young children. Twenty-seven a PCP catchment have been funded. A workforce system in Victoria. The study provided an evidence- community health services were also provided with development program has been included to increase based platform for policies directed at reducing increased funding to expand counselling services by the capacity of health organisations and service demand on hospital services by offering opportunities an estimated 5,700 hours per annum. These services providers within these local areas to undertake for targeted interventions at the PCP level. These help people with problems such as depression and diabetes health promotion, prevention and analyses have identified gaps in the delivery of anxiety. management activities. A CALD program will develop,

Department of Human Services Annual Report 2001–02 41 Rural and Regional Health and Aged Care Services

Irvine Newton — Pharmaceutical Society of Australia (Victorian Branch) Harm Minimisation Committee Chair and national spokesperson for the National Illicit Drug Use for Pharmacists — endorses the call for a limit of the prescription and supply of temazepam gel capsules.

Primary Care Partnership Strategy diseases that place the greatest burden on their Premier’s Drug Prevention Council Improving the coordination between services in the community and those members of the community The Premier’s Drug Prevention Council was primary care sector is a key component of the PCP that are the most vulnerable. PCPs developed their established in March 2001 and is resourced by a strategy. Service coordination reforms aim to shift the first community health plans in 2001–02. secretariat in RRHACS Division. The Council will burden of locating the right service, providing basic review existing and new drug education and Expanding Access to Public Dental Services information and managing the ongoing provision of prevention activities, provide Government with care away from the consumers and onto the service Five new public dental clinics were opened at advice and recommendations on strategic directions system. Belmont, Echuca, St Albans, Sunbury and Knox. These for best practice prevention of illicit and licit drug clinics provide family-focused dental care to adults use, and foster a better understanding of drug This is of particular benefit to consumers with multiple and children who are eligible for public dental care. prevention issues. needs or who, for reasons that include frailty, disability The location in a primary health care facility and/or social, economic and geographical encourages oral health care to be integrated with The Council developed projects and activities that disadvantage, have difficulty managing their own care. general health, and for services to be targeted at target the broader community and specific at-risk In 2001–02, information management tools to support people most in need. The clinics are built to the groups, including young people and Koori and CALD consumer registration and referral were developed, highest standards of occupational health and safety, communities. Projects include the development of an piloted and refined for implementation in 2002–03. infection control and efficiency, and have computers evaluation framework for prevention initiatives, a in each surgery. community prevention resource team, funding In the past, primary health agencies have undertaken demonstration projects targeting at-risk youth, and some effective health promotion strategies but they Sixteen oral health promotion projects targeting a quarterly survey of young people aged 16–24. were often ad hoc and did not necessarily target those diverse groups, including dental and health people who most needed them. The analysis of professionals, children, aged, Kooris and special needs specific population health and wellbeing data as part groups, were completed as part of the Victorian Oral of the development of community health plans means Health Promotion Strategy Grants Program. that agencies within PCPs are able to respond to the

42 Department of Human Services Annual Report 2001–02 Enhancing Alcohol Initiatives Tobacco The Victorian Alcohol Strategy was implemented to A number of significant tobacco reforms were complement the National Alcohol Strategy and introduced in 2001–02. The reforms aim to enhance existing initiatives to address alcohol misuse reduce levels of smoking in the population and in the Victorian community. The Victorian Alcohol protect all Victorians from unwanted exposure to Strategy: Stage 1 was launched in June 2002. Stage 1 environmental tobacco smoke. Key reforms included addresses under-age drinking (including young adult the introduction of: and tertiary students), alcohol-safe environments, • Smoke-free dining from 1 July 2001. alcohol and violence, and marketing. • Smoke-free shopping centres from 1 November Responding to Emerging Drug Trends 2001. As a result of concerns about the chroming behaviour • Restrictions on tobacco advertising and tobacco amongst young people, a number of initiatives were displays in retail outlets from 1 January 2002. undertaken. These included the development of a retailers kit on chroming, clinical management Further smoking restrictions will be introduced in guidelines for residential, home-based care and drug licensed premises and gaming and bingo venues from treatment sectors, and a Koori-specific chroming kit. 1 September 2002. As a further response to emerging drug trends, five specialist alcohol and drug treatment and therapeutic worker positions were funded to provide secondary Restrictions on tobacco advertising and tobacco displays in retail outlets implemented 1 January 2002. consultation and support for child protection clients and staff in out-of-home care residential facilities, adolescent community placement and secure welfare. treatment agent for opioid dependence. The uptake of buprenorphine has been rapid in Victoria with around Responding to the Heroin Drought one third of all maintenance pharmacotherapy clients Over 2001–02, there was a reduction in the availability (2,218) being on the drug by April 2002. of heroin. In the absence of heroin, the abuse of pharmaceutical drugs, particularly temazepam, Forensic Drug Treatment Program Initiatives increased, carrying with it serious adverse health The Custodial Health and Alcohol and Drug Nurses and other consequences for users. The temazepam Project (CHAD Nurses) is a joint Department of gel capsule campaign targeted doctors and Human Services-Victoria Police project that extends pharmacists and was successful in reducing the the alcohol and drug treatment/withdrawal program supply of capsules to at-risk groups. A campaign to service offenders held in police cells across the highlight was the successful submission to limit State. access to temazepam gel capsules to ‘authority only’ on the Pharmaceutical Benefits Scheme. Seventeen rural outreach diversion workers provide outreach drug treatment services to young people in New Drug Treatment Programs rural areas who come into contact with police and The three-year New Pharmacotherapies Project, courts. The initiative commenced in 2001–02. carried out by Turning Point Alcohol and Drug Centre, was completed. While the project trials on different Two Children’s Court drug clinicians were appointed pharmacotherapies have contributed to advancing to provide drug assessment to juvenile offenders knowledge about their utility in the treatment of opioid at the Victorian Children’s Court. Drug treatment dependence, and provided a sound basis for further services are purchased through the Community research, the single most important achievement has Offenders Advice and Treatment Service at a been the registration and introduction of youth-specific drug treatment agency. buprenorphine into clinical practice. The first Victorian Drug Court pilot began in In mid-2001, building on the research and training Dandenong in May 2002. The Drug Court team involved in the New Pharmacotherapies Project, determines suitability of an offender for a drug buprenorphine was successfully introduced into the treatment order and develops a case system as both a withdrawal and maintenance management plan.

Department of Human Services Annual Report 2001–02 43 Rural and Regional Health and Aged Care Services Output Tables

Major Outputs/Deliverables – Aged and Home Care Performance Measure Unit of 2001–02 2001–02 Measure BP3 Target Actual*

Positive Ageing Quantity Senior citizens’ week participants Number 400,000 490,000 Total Output Cost (a) $ million 1.6 4.0

Aged Care Assessment Services (ACAS) Quantity Aged care assessments (b) Number 53,600 52,052 Timeliness Average waiting time for ACAS assessment (b) Number (days) 8.5 11.8 Total Output Cost (c) $ million 20.2 24.5

Aged Support Services Quantity Individuals provided with respite services Number 20,000 20,502 Palliative care sub acute inpatient treatment Number (bed days) 70,000 70,374 Total Output Cost (d) $ million 111.0 115.6

Aged Residential Care Quantity Nursing home care bed days Number 1,200,000 1,257,435 Quality Residential care services meeting certification/ accreditation standards Per cent 100 100 Total Output Cost (e) $ million 194.4 231.6

Aged Care Service System Development and Resourcing Quantity Academic/research programs funded Number 7 7 Multi Purpose Services funded Number 7 7 Total Output Cost (f) $ million 20.7 9.2

HACC Primary Health, Community Care and Support Quantity Home and Community Care service delivery (including case management packages) (community service units) Number 4,500,000 4,455,000 Total Output Cost (g) $ million 327.8 289.8

44 Department of Human Services Annual Report 2001–02 Major Outputs/Deliverables – Aged and Home Care Performance Measure Unit of 2001–02 2001–02 Measure BP3 Target Actual*

HACC Service System Development and Resourcing Quantity Home and Community Care service development and resourcing (service system resourcing units) (h) Number 200,000 300,000 Total Output Cost (h) $ million 9.3 23.7

* Data as at July 2002. Some agencies still to confirm actual performance.

(a) Increased output costs include funding for Seniors Festival, Seniors Card and Office of Senior Victorians transferred from Aged Support Services Output. (b) Performance affected by increasing client complexity and the difficulty in recruiting and retaining staff, particularly in rural areas. (c) Increase reflects additional funds from the Commonwealth in recognition of price increases. (d) Increased output costs reflect internal funding transfers between outputs within Aged and Home Care. (e) Increased output costs reflect additional wage award increases and internal funding transfers between outputs within Aged and Home Care. (f) Adjustment to output costs reflects internal funding transfers. (g) Adjustment to output costs reflects the transfer between HACC Primary Health, Community Care and Support and HACC Service System Development and Resourcing outputs ($15 million), and internal funding transfers between other outputs. (h) Reflects the transfer of funding from the HACC Primary Health, Community Care and Support Output.

Major Outputs/Deliverables – Primary Health Performance Measure Unit of 2001–02 2001–02 Measure BP3 Target Actual*

Community Health Care Quantity Community and primary health care service hours Number 850,000 830,294 Total Output Cost $ million 107.1 107.4

School Nursing Quantity Prep aged students assessed by school nurses Number 57,800 57,000 Quality Prep aged students with completed care plans receiving follow-up care Per cent 100 100 Total Output Cost (a) $ million 8.6 12.9

Primary Health Service System Development and Resourcing Quantity Primary Care Partnerships with reviewed and updated Community Health Plans Per cent 100 100 Total Output Cost (b) $ million 16.0 32.3

* Data as at July 2002. Some agencies still to confirm actual performance.

(a) Increased output costs reflect budget adjustments made during the year for wage award increases, internal funding transfers and carryforward of funding from prior years. (b) Adjustment to output costs are due to internal funding transfers and non-recurrent funding of $9.0 million from the National Health Development Fund. Department of Human Services Annual Report 2001–02 45 Rural and Regional Health and Aged Care Services Output Tables

Major Outputs/Deliverables – Dental Health Performance Measure Unit of 2001–02 2001–02 Measure BP3 Target Actual*

Dental Services Quantity Community, school, preschool and specialist services (dental service units) Number 606,400 610,981 Quality Ratio of emergency to general courses of dental care (a) Ratio 48:52 59:41 Disadvantaged students accessing School Dental Care Per cent 80 80 Timeliness Waiting time for restorative dental care (b) Months 20 23 Waiting time for dentures (b) Months 23 24 Total Output Cost (c) $ million 81.2 71.1

Dental Service System Development and Resourcing Quantity Dental service system development and resourcing (dental service units) Number 14,300 14,300 Total Output Cost (c) $ million 1.9 10.6

* Data as at July 2002. Some agencies still to confirm actual performance.

(a) Demand for emergency care has increased more than predicted, partly due to the increased publicity of availability of emergency care and the opening of five new public dental clinics making emergency treatment more accessible. (b) Longer waiting times are due to: (1) increased demand for emergency care, (2) increased demand for more lengthy and complex treatment resulting in fewer people being taken off the waiting list, and (3) public dental workforce shortages. (c) Adjustment to output costs reflects the transfer of Service Support funding from Dental Services Output to Dental Service System Development and Resourcing Output.

Major Outputs/Deliverables – Public Health and Drugs Performance Measure Unit of 2001–02 2001–02 Measure BP3 Target Actual*

Disease Prevention, Control and Surveillance Quantity Screens for preventable illness (cancer screening, genetic screenings and TB undertakings) Number 997,400 974,482 Needles provided through the Needle and Syringe Program (a) Number 6,600,000 4,760,750 Quality Immunisation coverage: • At 2 years of age Per cent 88 88.3 • At school entry Per cent 85 85.6 • At 17 years of age Per cent 80 80.6 • At 65+ years of age (influenza) Per cent 78 81 Timeliness Target population screened within specified timeframe for breast cancer Per cent 56 60 Target population screened within specified timeframe for cervical cancer Per cent 70 67 Total Output Cost $ million 99.0 101.8

46 Department of Human Services Annual Report 2001–02 Major Outputs/Deliverables – Public Health and Drugs Performance Measure Unit of 2001–02 2001–02 Measure BP3 Target Actual*

Drug Prevention and Control Quantity GPs trained to prescribe methadone Number 46 58 Participants in peer education programs for injecting drug users (a) Number 350 172 Contacts through Family Drug Help Number 3,000 3,796 Restaurants, cafes and dining areas complying with smoke-free dining Per cent 75 98 Local councils undertaking inspections to assess compliance with the Tobacco Act Per cent 80 100 Quality Implementation of Poison Control Plan (self assessment tool) among licence and permit holders Number 1,608 1,507 Local councils trained in tobacco reforms Per cent 75 91 Total Output Cost (b) $ million 10.4 11.8

Drug Treatment and Rehabilitation Quantity Residential based drug treatment services (c) Episode 6,000 5,356 Community based drug treatment services (c) Episode 33,000 30,884 Drug counselling, consulting and continuing care Episode 12,000 12,895 Clients on the methadone program (a) Number 8,800 7,700 Quality Successful courses of treatment Per cent 85 93 Timeliness Average number of working days between screening of client and commencement of residential based drug treatment Working days 12 3 Average number of working days between screening of client and commencement of community based drug treatment Working days 5 1 Total Output Cost (b) (d) $ million 52.0 46.1

Health and Social Development Quantity Local agencies and or alliances supported to develop health promotion plans Number 32 32 People who have undertaken funded health promotion training or a professional development program Number 200 634 Quality Parents receiving Child Health Record Per cent 97 97 Funded health development initiatives for which evaluation reports are required and have been received Per cent 100 100 Total Output Cost $ million 34.1 33.0

Department of Human Services Annual Report 2001–02 47 Rural and Regional Health and Aged Care Services Output Tables

Major Outputs/Deliverables – Public Health and Drugs Performance Measure Unit of 2001–02 2001–02 Measure BP3 Target Actual*

Environmental Health and Safety Quantity Environmental health inspections and investigations undertaken Number 1,800 1,830 Legionnaires inspections and investigations undertaken Number 1,000 1,030 Quality Public Health emergency response calls dealt with within designated plans and procedure timelines Per cent 100 100 Total Output Cost $ million 5.2 5.3

Food and Activity Quantity Food Safety Program templates registered Number 10 8 Food Safety training sessions conducted Number 10 14 Quality Level of participant satisfaction with Food Safety training programs Per cent 75 75 Timeliness Average time taken from notification to commencement of enforcement action Hours 24 24 Total Output Cost $ million 3.0 3.2

Biomedical Research, Ethics and Safety Quantity National Health and Medical Research grant funding received by research institutes in Victoria Per cent 15 15 Research papers approved by the DHS Ethics Committee Papers 60 106 Quality Supported grants that are peer reviewed Per cent 100 100 Total Output Cost $ million 30.8 31.0

48 Department of Human Services Annual Report 2001–02 Major Outputs/Deliverables – Public Health and Drugs Performance Measure Unit of 2001–02 2001–02 Measure BP3 Target Actual*

Public Health Research, Information and Training Quantity Enquiries on the Public Health Internet home page (e) Number 6,000,000 578,672 Public Health training positions within Victoria arising from either DHS funded training (i.e. Victorian Public Health Training Scheme) or support for Public Health Centres of Excellence Number 12 12 Quality Funded Public Health projects for which reports are required and have been received Per cent 90 90 Total Output Cost $ million 2.8 3.8

* Data as at July 2002. Some agencies still to confirm actual performance.

(a) Lower than expected figures due to reduction in the availability of heroin. (b) This output cost does not represent the total funding provided for drug policy and services. Funding is also provided from the Community Support Fund (CSF), which is reported by the Department of Premier and Cabinet. (c) Performance has been affected by the change in drug usage patterns and the resulting complexity of treatments. The increased complexity of clients has resulted in longer episodes of care. (d) Output costs have decreased due to lower than expected carryforward from 2000–01 and lower contribution from trust funds. (e) New software was installed in 2001–02 to count website enquiries. The target was formally revised in 2001–02 to 600,000 to reflect the new counting methodology.

Department of Human Services Annual Report 2001–02 49 Office of Housing

Provide a range of assistance for low income Victorians who are in need of housing or support in a situation of homelessness.

50 Department of Human Services Annual Report 2001–02 Key Objectives • Many OoH assets require upgrading and • Victorian Homelessness Strategy: Directions for reconfiguration. There is a need to change the Change was released in February 2002 to provide • Improve access to appropriate and affordable asset profile by encouraging both private and a preventative and early intervention approach to public and community managed housing for public investment in the redevelopment of major homelessness, and to improve services in all Victorians. OoH estates. partnership with the community sector. Key initiatives are being implemented and a series of •Provide housing assistance and intervention • There is a need to improve the condition and projects addressing issues, such as housing to support low income Victorians with their amenity of OoH high-rise estates and address pathways for women experiencing family violence, housing needs, across all sectors of the issues such as high density living conditions, assisting older people in tenuous private rental, housing industry. backlogs of capital works and maintenance, and early intervention housing and support services • Sustain vulnerable households in secure, security, and past allocations practices. for young people leaving Child Protection and out- affordable accommodation and ensure • The core business applications used by the OoH of-home care, have been approved. compliance with the Residential Tenancies need to be replaced to expand the system’s ability • Service improvement initiatives were introduced, Act 1997. to provide improved services to clients and better including the Housing Office Review, the linking of •Provide support services for individuals and administration and a greater capacity to implement internal accountability measures and the families experiencing homelessness. reforms. establishment of a pilot Maintenance Call Centre. • Lead in revitalising areas of concentrated It is expected that the Call Centre will free up disadvantage by building more cohesive Key Results significant workloads of Housing staff, thereby communities and reducing inequalities through permitting the introduction of annual home visits, Neighbourhood Renewal. • Neighbourhood renewal projects have commenced better monitoring of high risk applicants and • Manage $8.1 billion of Government assets in the Latrobe Valley and Wendouree West. New tenancies, and earlier debt intervention. This should prudently. projects in Collingwood, Fitzroy, East Eaglehawk, result in a reduction in the number of evictions by Long Gully, Shepparton- Parkside, Seymour, earlier intervention on arrears and instances of •Fund and regulate the commercial and service Maidstone, Braybrook, Corio and Norlane will anti-social behaviour and also a reduction in activities of housing providers. commence in 2002–03. These projects are maintenance costs. designed to enhance the housing and physical •A number of policy reports were completed during environment as a catalyst fora whole-of- Key Issues 2001–02, including reviews of the segmented Government strategy to lift employment and waiting list and public housing eligibility. The review training opportunities, improve personal safety, • The current Commonwealth State Housing of residential tenancies legislation was also reduce crime, promote health and wellbeing, Agreement (CSHA) is due to expire in June 2003. completed and has resulted in the drafting of the increase access to services and expand local The Office of Housing (OoH) is renegotiating a Residential Tenancies (Amendment) Bill 2002. new Agreement with the aim of providing a more economies and educational opportunities. flexible funding arrangement with longer term certainty and growth. The aim of these negotiations is to improve the quality of funding flows for the OoH given the reduction in Commonwealth funding over the last 10 years. • There is a need to continue to improve services to clients through innovation in the range and type of services offered, to increase diversity and choice, improve support arrangements that complement housing assistance, and address concentrations of disadvantage. • The level of Commonwealth funding provided for the Supported Accommodation Assistance Program (SAAP) is inequitable on a per capita basis for Victoria relative to other States. Despite the substantial injection of supplementary State funds, SAAP services continue to be under pressure, while homelessness remains a growing issue. • Melbourne housing prices and rents continued to rise at a significant rate above the Consumer Price Index (CPI), while Commonwealth Rent Assistance levels are tied to CPI. This puts sustained pressure on the OoH’s acquisition programs and led to higher demand for housing services.

Fran Nancarrow was the winner of Housing Week’s Frances Penington Community Award which recognises the outstanding contribution of a public or community housing tenant to the Victorian community.

Department of Human Services Annual Report 2001–02 51 Office of Housing

•A total of $180 million was spent on acquiring Future Directions Divisional Description properties and redeveloping older estates and high-rises to better align the property portfolio to • Addressing priority needs – OoH is committed The OoH provides a range of assistance for low the needs of clients. This expenditure enabled the to assisting those in the greatest need and those income Victorians who need housing or support acquisition of 1,661 properties, bringing the total who are homeless. in a situation of homelessness. Services include the Housing Program and SAAP, which provide crisis, social housing pool to 75,344 properties (at June • Improving the condition of assets – There is a transitional and long term housing services and 2002). In addition to this, some 620 commitments strong focus on protection, renewal and assistance with private rental accommodation, home were in the pipeline (commenced in the year and reconfiguration of the social housing asset base. ownership and renovation. carried forward into 2002–03). Of these, 511 were This requires accelerated upgrading of existing constructions, which will stimulate the construction properties; replacing poorly located stock with The OoH also analyses the public and private housing and building industry. smaller housing located near services and job markets and manages housing policy projects to disposals; and redeveloping major inner city and • Three hundred and five properties were acquired enhance the ability of the Department to deliver its regional estates. in regional Victoria, with an increase in stock in the housing services. It is also responsible for developing major regional centres of Ballarat, Bendigo, Mildura • Renewing disadvantaged neighbourhoods – Many and reviewing policy directions for public rental and Shepparton. of the most disadvantaged communities in Victoria properties and providing input on • Major redevelopment projects were progressed are in areas with high concentrations of public Commonwealth/State issues. in regional centres (Geelong East, Long Gully in housing. The OoH will, through Neighbourhood Bendigo, Parkside in Shepparton, and Wodonga) Renewal, develop partnerships across Government At the end of June 2002, the OoH directly-owned and Melbourne (Ashburton, Carlton, Kensington, and with local businesses, service providers and property portfolio had an asset value of $8.1 billion. Maidstone/Braybrook, Port Melbourne and residents, and will improve housing conditions and Richmond). These projects will improve the quality services and stimulate job opportunities. The social housing stock consists of 75,344 of public housing and better integrate new and • Improving customer service – The OoH will properties, including Director-owned properties, upgraded housing into local communities. continue with its customer service improvements leased properties and community owned and managed housing. This portfolio accounts for about •A total of $162 million was spent on improvement including: additional spending on maintenance, four per cent of Victoria’s residential dwellings and 18 works, with 2,984 units receiving major upgrades. better staff training, the introduction of a per cent of all rental accommodation, yet represents Of this expenditure, $60 million was on upgrading Maintenance Call Centre and the introduction around 40 per cent of the State’s low cost high-rise towers, including improving security in four of Specialist Housing Services Officers to assist accommodation. buildings in Fitzroy and five buildings in Richmond. tenants who have both housing and support needs. An additional $86 million was spent on • Improving staff training and recruitment – The OoH Housing assistance includes support services for maintenance of properties, including responsive will focus on staff training and resources to improve people who are homeless or at risk of homelessness, maintenance to meet tenants’ requests. skill levels, job satisfaction and customer service. needs-based housing assistance for low income • Asset investments and revaluations increased stock • Improving information technology – The OoH will people including crisis and transitional portfolio value from $7.8 billion at June 2001 to replace its core systems applications over the next accommodation, longer term public and community $8.1 billion at June 2002. three years to improve services to tenants and managed and Aboriginal housing, bond loan • As part of the Government’s allocation of $94.5 assist staff with workloads. assistance, inspection services and Group Self-Build. million over three years to increase the stock of • Increasing diversity and choice – The OoH affordable housing by at least 800 units, a further is developing a longer term Housing Strategy 16 innovative joint venture projects, valued at $25 to guide the housing system in the new million, were announced in March 2002. These will Commonwealth-State financial arrangement. This deliver housing to approximately 180 families and may include developing new affordable housing individuals over the next three to four years. These projects, introducing new complementary providers 16 projects include $8.5 million equity contribution and using planning policies and instruments that from community organisations and local support the growth in the amount of affordable government in the form of cash and land. This housing. brings the total number of joint venture projects to 66, over two tendered funding rounds, with a total value of $73.6 million, which includes $22 million Social Housing Stock at end of June 2002 equity contribution from partnering agencies. Type of Housing Stock at end of year Number of Units Crisis Supported and Transitional housing 3,351 Long Term Housing properties 71,993 Total Social Housing stock 75,344

52 Department of Human Services Annual Report 2001–02 Homeless assistance includes SAAP services, Housing As at 30 June 2002, 82,661 households were Funding Establishment Fund to assist homeless people access accommodated in OoH-funded programs. This The CSHA establishes the framework for the provision appropriate accommodation or keep their included 72,782 in rental properties and 9,879 of housing assistance across Australia. The current accommodation in the private rental market, and accommodated with home loans, with a total agreement covers the period 1999–2003 and housing information and referral services. SAAP portfolio value of $270 million. provides total funding for Victoria of $1.3 billion for supports people who are homeless or at imminent that period. A major focus in the forthcoming year will risk of becoming homeless as a result of a crisis, During the 2001–02 financial year, 2,328 loans were be negotiating the new funding arrangements. including women and children escaping domestic repaid as conditions in financial markets enabled violence, to achieve stable and independent living. clients to purchase other properties, repay or Services include supported accommodation, refinance their loans. Free home renovation advice counselling, advocacy, links to health, education and was provided for households with older or disabled employment services, outreach support and meal residents to help keep their homes safe and secure, services. The assistance aims to resolve the crisis, which enables them to remain living independently. re-establish family links where appropriate, and access longer term accommodation. A total of 70,480 households received new assistance during the year, including new entries into social Rental housing subsidies totalling $225 million were housing accommodation (when a vacancy arises provided to 89 per cent of public rental households because a household has left or when additional stock in the form of rebated rents. Older persons are is added through purchase, construction or leasing); predominant among public rental tenants, comprising Housing Establishment Fund assistance to homeless 37 per cent of households, followed by single parent people; and bond loan assistance to enter the private households at 26 per cent. rental market.

Housing Assistance Type of Assistance New(a) Households Total(b) Households Assistance from 1 July Assisted at 2001 to 30 June 2002 30 June 2002 Rental Housing Allocations (including transfers) Households accommodated with crisis supported and transitional housing (est) 15,700 3,686 Households accommodated with public rental 8,974 62,423 housing Households accommodated with long term 1,700 5,853 community managed housing (est) Households accommodated with Aboriginal 260 1,109 housing (AHBV) Total Number of Households Accommodated with 26,634 73,071 Social Housing Properties Households receiving private rental bonds loans 12,461 na during the year Households receiving Housing Establishment Fund 30,000 na assistance during the year Households who receive or hold home loans with 53 9,479 Director of Housing Households receiving home renovation advice 3,675 na during year Group self-build commencements 69 na Shared Home Ownership Scheme - 420 (with no loan component)

Total Housing Assistance 72,892 82,970 na: Not applicable. (a) New Households are the number of clients who received a new housing service during 2001–02 and excludes home loan recipients. (b) Total Households is a snapshot of tenancies and loans as at 30 June 2002.

Department of Human Services Annual Report 2001–02 53 Office of Housing

Reporting on Departmental Objectives An Interdepartmental Committee on Safety and properties. This increase is designed to improve Public Housing Estates was established in mid-2001 the quality of social housing, provide safe and 1. Achieving Benchmark Waiting Times following agreement between the Minister for secure homes for low income Victorians, and assist Average waiting times for early housing allocation Community Services and Housing, the Hon Bronwyn in improving living environments in line with the were maintained within the target of four months. Pike, and the Minister for Police and Emergency Government’s neighbourhood renewal initiatives. This is a significant achievement in the context of Services, the Hon Andre Haermeyer, to develop a strongly increased demand from households that are coordinated response to issues on the estates. In 2001–02, a record $162 million was spent on unable to gain or maintain accommodation in the upgrades and improvement works to public and private rental market. Rental Arrears Recovery community housing, with major expenditure items On 22 April 2002, a number of new initiatives were including: 2. Improving Service Quality announced to reduce rental arrears by promoting • Installing security features, such as cameras and earlier intervention and support for vulnerable tenants Initiatives to Improve Services emergency lighting, in inner city high-rise estates. with complex needs. The following actions have been The OoH renewed its focus on customer service agreed: • Upgrading high-rise buildings, including lifts, through specific reforms designed to improve foyers, communal areas, windows, grounds customer satisfaction. Initiatives included: •Further development of the Rent Deduction Service and the exteriors of the towers. as a method of payment, particularly for clients with • Redesign of the service system (via the Housing current or previous poor payment history. • Fire safety works, including installing fire sprinklers Office Review) incorporating assessment processes, in high-rise and walk-up flats. better coordination of maintenance services • Additional training has been provided for Specialist through the Maintenance Call Centre, and a Housing Services Officers to promote best practice • Upgrading and improving family and older persons consistent housing worker for tenants. and encourage early intervention to prevent units, by replacing kitchens and bathrooms. accumulation of rental arrears in the first instance. • Changes in tenancy management practice • Minor capital items such as re-roofing, replacing hot developed closer connections and improved early •A small project team of Specialist Housing Services water services and upgrading spot purchase interventions for vulnerable tenancies. Officers was established in June 2002 to address properties. rental arrears recovery. •Establishment of a clear tenant participation/ • Upgrading community-managed housing. consultation framework and a competency • Opportunities to introduce home visits for all new framework for Housing Teams that builds in a at-risk tenancies. A total of 2,984 existing dwellings were provided with customer feedback loop. major upgrades, with many hundreds of others Maintenance Call Centre receiving less extensive improvements. Maintenance expenditure of $86 million was undertaken to improve Antisocial Behaviour A major customer service initiative in 2001–02 service to clients and protect the long term value of has been examining the feasibility of establishing a The OoH implemented Government initiatives to the asset portfolio. statewide Maintenance Call Centre with the aim provide safer living environments through initiatives of improving customer service to tenants. The to improve safety and security in public housing 3. Building Sustainable, Well Managed and Maintenance Call Centre, to be located in the estates. In response to the increasing safety and Efficient Services Latrobe Valley, will give tenants a more consistent security issues affecting some public housing estates, More Efficient Information Technology Systems and accessible maintenance service, and will remove and evidence that incidents are often perpetrated by most maintenance activities from the local OoH The OoH review of its core applications found that the people who are not residents, spending on security offices, allowing staff to focus on more complex current system is ageing and lacks the flexibility to services increased from $5 million in 2000–01 to tenancy management activities. When meet the demands of the changing business $7.3 million in 2001–02. On some large high-rise it is established, the Maintenance Call Centre will environment. estates in the City of Yarra, security services were provide 65 local employment and training further enhanced with the introduction of controlled opportunities in the Latrobe Valley. The OoH plans to replace its current system with the access to towers. latest technology over the next three years to improve As part of investigating the benefits of a call administrative efficiencies, establish e-Business In 2002–03, additional support will be available for centre, a demonstration site has been established to capabilities and provide more responsive services households with complex needs with the introduction trial taking calls. This site is being used to fine tune to customers. of 12 Specialist Housing Services Officers. These processes, refine costings and evaluate the impact of officers will assist existing OoH staff in their dealings removing maintenance calls from local OoH offices. Waiting Lists on the Web with tenants with complex needs. This might be An important initiative in improving services has been achieved by using early intervention strategies to seek Improving the Quality of Social Housing Properties implemented with waiting lists now able to be viewed solutions for neighbourhood disputes. Regions are on the OoH website. This will allow potential also establishing multidisciplinary teams to respond In line with Government objectives to improve applicants to view the lists prior to making an to the support needs of those clients whose tenancies services, the OoH has significantly boosted its application and will help inform their decision as to are most at risk. investment in asset protection through maintenance, improvements and upgrades to social housing which broadband area they may wish to apply for.

54 Department of Human Services Annual Report 2001–02 Sustainable Energy Redevelopment In 2001–02, the OoH progressed a number of Redevelopment of existing housing estates continued initiatives to protect the environment for future to be a significant priority for the OoH in 2001–02, as generations and improve the sustainability and energy part of delivering on Government objectives for high efficiency of public housing stock. New construction quality services and building stronger communities. projects were developed to achieve five-star energy In addition to providing for necessary property rating, with greater emphasis on site specific improvements and replacements, the redevelopments orientation, use of efficient construction systems, will improve social living environments for tenants and insulation in floors, walls and ceilings, and the use the wider community. of materials that have a lower environmental impact.

A number of projects also commenced in 2001–02 to upgrade the sustainability of existing public housing stock, including installing more than 200 solar hot water heaters and bulk solar water pre-heaters for five high-rise buildings.

A further program of energy upgrades is planned for 2002–03, assisted by funding of $1 million from the Victorian Greenhouse Strategy and development of partnerships with other agencies involving water management initiatives.

4. Building Strong Communities and Primary Services Public Housing Advocacy Program The new Public Housing Advocacy Program (PHAP) commenced in July 2001 and provides regional tenancy advice, support and referral services to tenants and applicants, and statewide legal and advocacy services. Three new pilot projects were also introduced in July providing services to older persons (55 years and older) on a statewide level, the Vietnamese community in the inner northern metropolitan area, and to public housing applicants and tenants in financial difficulty in the Greater Geelong area.

Initiatives were also undertaken to promote tenant participation in local decision making and to strengthen local tenant bodies. Funding was granted fora three-year period for a statewide public tenants association to support existing and emerging public tenants groups. Funding was also increased to assist groups to establish an office location and become more involved in local activities and the management of community facilities.

Community development projects in Broadmeadows, Collingwood, Fitzroy and Richmond were funded to increase training opportunities and recreational choices and to strengthen community linkages. A range of community building events and activities were also supported during Housing Week and in community gardens in inner metropolitan housing estates.

To open Housing Week 2002 at the Collingwood housing estate, children were encouraged to test their rock climbing skills at the Harvest Festival.

Department of Human Services Annual Report 2001–02 55 Office of Housing

and sold at auction for $52,000 and $50,250 respectively. Profits have been reinvested in local projects. This successful model will be used in other Neighbourhood Renewal areas in 2002–03.

In Wendouree West, 100 places will be funded through the Community Jobs Program for local traineeships. A display house has been completed to demonstrate housing improvement options to residents and to locate an onsite tenancy advice and assistance service. Priority work has also commenced to upgrade 11 houses in Hyacinth Grove. A construction manager has been appointed to facilitate works and residents will be involved via the Community Jobs Program.

A resident tool-lending program has been established in Wendouree West. In addition, Uniting Care Outreach has purchased and is upgrading four abandoned shops in the area. To improve safety, 268 public housing properties have received security sensor lights at a cost of $62,000. Fencing for properties will be improved following community consultation and a Community Gateway Project has been implemented to increase resident access to local support services and participation in government The grounds of the Richmond public housing high-rise estate had a carnival atmosphere as revellers were entertained by the Vietnamese Women of Victoria Cultural Group at the annual Richmond Tet Festival. decision making.

In 2002–03, the OoH will spend up to $58 million in existing Neighbourhood Renewal areas and in new Physical works including demolition, upgrading or most in need. Neighbourhood Renewal is part of the projects in the inner northern suburbs of Collingwood construction were undertaken in Ashburton, Bendigo, State Government’s Growing Victoria Together policy and Fitzroy, the western suburbs of Maidstone and East Geelong, Kensington, Maidstone, Braybrook, Port to build more cohesive communities and reduce Braybrook, in Corio and Norlane in northern Geelong, Melbourne, Shepparton and Wodonga. In addition, inequalities. in Eaglehawk and Long Gully in Bendigo and in community consultation and recommendations for Seymour and Shepparton in the Hume Region. preferred development schemes were prepared for By improving housing, employment and education projects in Carlton, Richmond and Doveton. The OoH and investing in local economies and reducing crime, 5. Increasing the Proportion of Family or has spent $24 million on these major projects and an disadvantaged neighbourhoods will become Community Based Service Responses additional $31 million on smaller redevelopment successful and thriving communities. projects throughout Victoria in the three years During the year, 3,675 households with older or 1999–2002. In 2001–02, neighbourhood renewal projects have disabled residents received free advice on renovations been underway in Moe, Morwell, Traralgon and to make their homes safe and secure for continued As planning for a number of these redevelopment Churchill in the Latrobe Valley and Wendouree West independent living. projects progressed, it became evident that issues in Ballarat. 6. Reducing Inequalities in Health and broader than the proposed physical works need to Wellbeing and Improving Access to Services be addressed. In line with the development of In the Latrobe Valley, expenditure on public housing Neighbourhood Renewal for Victoria, the OoH upgrades has been linked to training for residents Additional Homelessness Assistance identified the redevelopment projects at Long Gully, through the Community Jobs Program. In July 2002, Additional recurrent funding of $14.8 million over four Bendigo, Shepparton, Maidstone and Braybrook as 110 people participated in building fences and garden years was provided by the Victorian Government for neighbourhood renewal projects. The neighbourhood sheds, painting and renovating houses, learning new improved services to support people who are renewal process will ensure that these projects are job skills and improving the amenity of their homeless. This funding included $8.8 million to developed in partnership with the community and neighbourhoods. More than half of the trainees have expand SAAP, $4 million for the Housing include broader economic and social objectives. gone into ongoing employment or returned to Establishment Fund and $2 million for initiatives education. targeted to homeless people with serious mental Neighbourhood Renewal illness. The additional SAAP funds provide for an Neighbourhood Renewal is bridging the gap between Some upgraded properties have been sold on the expansion in crisis services, more assistance for the most disadvantaged neighbourhoods in Victoria private market to achieve a more diverse mix of single adults, additional services for homeless people, and their surrounding areas by coordinating the efforts people in the neighbourhood. In Morwell, houses access to interpreter services and assistance to of government, local communities, businesses and valued at $23,000 and $32,000 were renovated by address gaps in the service system relating to children service providers and targeting resources to those residents participating in a Community Jobs Program and families using SAAP.

56 Department of Human Services Annual Report 2001–02 In the 2002–03 Budget, a further $8.8 million over four years was announced, increasing the Government’s commitment to homelessness services by over 30 per cent since 2000.

The OoH spent $28 million to expand crisis supported/transitional housing, and worked closely with the service sector to determine priorities.

In 2001–02, 376 crisis supported/transitional housing properties were acquired bringing the total number of properties at June 2002 to 3,351. The OoH assisted 9,350 households with crisis/transitional accommodation and a further 34,000 households were assisted through the Housing Establishment Fund.

Victorian Homelessness Strategy In response to the growing number of people who are homeless, a comprehensive Victorian Homelessness Strategy (VHS) was released in February 2002. The Government has given homelessness a high priority in previous budgets, and continues to do so. Since 2000, the State has increased the base funding for Other actions identified in the final VHS report will Community Support Funds of $0.6 million will provide homelessness support services by 22 per cent. also be implemented throughout 2002–03, including: a private rental brokerage program for single women and women with children escaping family violence. •A common assessment and referral pilot. In the 2001–02 period, an additional $2.2 million in This will assist up to 1,000 women to access recurrent funding was provided to SAAP to complete • The integration of homelessness data (attached alternative housing options within their community. the expansion of crisis supported accommodation by to common assessment pilot). 180 places, which commenced in 2000–01; to Improving Homelessness Services Response •Local area planning. strengthen the inner city response for young people; The OoH has improved links with Departmental • The development of a charter of rights. and to upgrade support for homeless service networks services and expanded housing and homeless support in rural regions. Transitional housing services were • Commencement of the evaluation of the VHS. services to cater for clients with complex needs. Some also expanded, while the Housing Establishment Fund initiatives include: • Homelessness as a focus in community building. was increased by $1 million to a total of $6 million. These initiatives provided funding for more than 80 •A range of research projects. • Implementing the Mental Health and Homelessness additional workers to assist people who are homeless Initiative in February 2002. The initiative provides • Developing a predictive framework for or at risk of homelessness. $500,000 for additional support workers. Eight new homelessness. workers will provide intensive outreach support and In April 2002, expressions of interest were sought for •A training package for workforce development. a new Homeless Outreach Psychiatric Services worker in the Geelong area will provide specialist pilot projects aimed at trialing new and flexible service • Information technology to support the integrated clinical treatment and support. A total of 68 responses to the homeless. They include: homeless service sector. additional properties have been allocated to • Assisting older people in tenuous private rental. • An employment pilot. support the initiative. • Supporting at-risk tenancies in public housing. •A three-year pilot project to improve the service These initiatives show the innovative and practical model for people in crisis accommodation with a • Housing options for women experiencing family approaches that are possible when different areas of drug dependency. violence. government work together to improve client outcomes. •Preventing people with a mental illness from being Funding of $3 million was announced to support the discharged into homelessness. action plan. A longer term strategic framework was also developed and will be implemented over time. Two further pilots are planned: Additional funding of $2.2 million per annum provided in the May 2002 Budget will allow an increase in •To provide housing assistance for young people homeless assistance services targeted to areas of leaving care. the State that are under-funded compared with other •To support Indigenous tenants in Aboriginal Housing areas. Board and OoH properties.

Department of Human Services Annual Report 2001–02 57 Office of Housing

•A pilot project was developed between OoH and Using an innovative mix of direct capital expenditure, Innovative Joint Ventures as Part of Acquisitions the Office of Corrections, which resources housing new headleasing arrangements and partnerships with Through the Social Housing Innovations Project (SHIP), information and referral workers inside three of community-based organisations and local government, the OoH has sought to increase the capacity to Victoria’s prisons. This enabled people to retain their the OoH acquired a total of 1,661 properties during expand social housing by entering nto joint partnerships housing while in prison and identify those at risk of 2001–02. This includes 160 innovative joint ventures for housing projects with community organisations. homelessness on release. Assistance included developed through partnership arrangements with access to transitional housing and post-release community agencies and local government. The second round of funding under SHIP involved support with the aim of preventing homelessness, $25 million worth of projects, consisting of $17.25 lowering re-offence rates and improving long term The OoH designs its acquisition program with the aim million for a further 16 joint venture partnerships with housing stability for a vulnerable group. of boosting the number of smaller properties to better community organisations (including $8.5 million match the increasing number of smaller households, non-government equity). The financial investment to date shows the and to provide more social housing supply in areas of Government is committed to rethinking our approach highest need, such as strongly growing outer When completed, these projects are expected to as a community in tackling homelessness and is metropolitan areas. This investment will support the provide housing for 180 families and individuals in backing the new directions with funding to improve wider Government objective to provide affordable metropolitan and rural Victoria. In 2001–02, 160 units the response for people who are homeless and in housing in areas that have access to employment, were added to social housing stock through joint need of practical assistance. transport and services. venture arrangements and it is expected that a further 215 units will be added through joint ventures in Expanding the Supply of Social Housing Investment in housing supply increased the number 2002–03. In 2001–02, the State Government provided additional “of OoH properties to 75,344 at June 2002. Within this funding of $36.5 million to expand social housing total, the number of properties managed by the supply over and above the requirements of the CSHA. Aboriginal Housing Board Victoria, which provides This was the second instalment of its commitment to culturally relevant properties for Koories, grew by allocate $94.5 million over three years to expand 60 properties to reach a total of 1,156 at June 2002. supply. During the year, $180 million was spent on acquiring properties to expand the supply of social housing and re-profile the stock to make it more appropriate for clients.

The reLOCATED exhibition was a highlight of the Housing Week 2002 celebrations. The exhibition explored the experiences of tenants relocated from the Kensington public housing estate. These origami crane curtains covered each window in the unit. According to Chinese legend, the maker of 1,000 origami cranes can make a wish that will come true.

58 Department of Human Services Annual Report 2001–02 Neighbourhood Renewal Social Housing Stock Acquisition by Housing Program 2001–02 The WHO’s Social Determinants of Health: The Solid Crisis Supported and Transitional Housing 376 Facts identified that societies that enable all their Public Rental (including Supported Housing) 819 citizens to play a full and useful role in the social, Long Term Director of Housing Community Managed Housing (including Supported Housing) 288 economic and cultural life of their community will be Aboriginal Housing Board Victoria (AHBV) 78 healthier than those where people face insecurity, Community Owned Joint Ventures 160 exclusion and deprivation (Wilkinson and Marmot, Total Social Housing Acquisitions During Year 1,661 1998). Neighbourhood Renewal will tackle health inequalities by building stronger communities, reducing social exclusion and improving access to services.

All levels of government are making tangible commitments to better target and coordinate services for Neighbourhood Renewal areas. OoH initiatives in 2001–02 are outlined in the following table.

As part of Housing Week 2002, children were invited to participate in the youth art workshop in Footscray.

Department of Human Services Annual Report 2001–02 59 Office of Housing Output Tables

Major Outputs/Deliverables – Housing Assistance Performance Measure Unit of 2001–02 2001–02 Measure BP3 Target Actual

Homelessness Assistance Quantity Total SAAP support periods during year Number 44,280 44,200 Households assisted with Crisis/ Transitional Housing during year Number 15,700 15,700 Households assisted with Housing Establishment assistance during year (a) Number 33,500 30,000 Crisis Supported and Transitional Housing properties acquired during year Number 300 376 Quality SAAP support periods for which a case plan was required and developed Per cent 85 85 Timeliness SAAP closed support periods during which a housing/ accommodation need was unable to be met Per cent 19 19 Total Output Cost $ million 127.0 125.9

Long Term Housing Assistance Quantity Households assisted with public rental housing at end of year Number 62,500 62,423 Households assisted with long term community housing at end of year Number 5,800 5,800 Koori households assisted at end of year (AHBV) Number 1,050 1,119 Properties acquired during year for long term housing, including leases and joint ventures (b) Number 1,420 1,285 Joint venture units delivered during year Number 140 160 Bonds issued during year (c) Number 13,600 12,461 Quality Number of dwellings with major upgrade during year Number 2,500 2,984 Tenants satisfied or very satisfied (measured by national customer satisfaction surveys) Per cent of national average 95 94.25 Timeliness Average waiting time for those who have received early housing allocation Months 4 3.7 Total Output Cost (d) $ million 303.5 307.3

60 Department of Human Services Annual Report 2001–02 Major Outputs/Deliverables – Housing Assistance Performance Measure Unit of 2001–02 2001–02 Measure BP3 Target Actual

Home Ownership and Renovation Assistance Quantity Home renovation inspection reports during year Number 3,800 3,675 Quality Loans in arrears by more than 30 days Per cent 5 5.46 Timeliness Time from request to receipt of home renovation advice Days 20 20 Total Output Cost $ million 0.4 0.2

(a) The 2001–02 target was set on the basis of an expected carryover of $1 million from 2000–01. However the 2000–01 funds were fully spent reducing funds available in 2001–02. (b) Performance was affected by rising house prices and a reduction in supply. (c) Rising private rents have adversely affected private rental affordability for low income households and have reduced demand for bond assistance. (d) Increased capital expenditures on public housing as a result of additional funding for Latrobe Valley renewal project, security and fencing works.

Department of Human Services Annual Report 2001–02 61 Disability Services

Focus on improving the quality of life forVictorians with a disability by enhancing their independence, choice and community inclusion.

62 Department of Human Services Annual Report 2001–02 Key Objectives Key Issues • Disability Services undertook a review of case management services as a precursor to the • Increase lifestyle choices for people with • An ageing population increases the demand for redevelopment of the case management framework disabilities through the coordination of a disability services through increased prevalence of in 2002–03. whole-of-community approach to designing disability and the reduced capacity of ageing carers. and delivering services and supports that meet • The first stage of a comprehensive review of • Use of available resources should be improved to individual needs. government and non-government accommodation better meet the needs of people with a disability. outreach services was completed. • Redevelop case management services to • There is a need to build the skills of our workforce to streamline eligibility assessments, avoid •To enhance support for families to assist in ensure it can meet the demands of the increasing duplicating the collection of assessment preventing risks of criminal behaviour in number of people with a range of complex support information and enable the provision of adolescents and children, Disability Services needs. more long term case management services. allocated more than $1.5 million to support the •People with a disability want to be more involved in development of new models and expand successful • Review the disability legislative framework the important decisions that affect their lives, both existing programs. New models piloted included an to create legislation that is consistent with the at the individual and service system level. assertive outreach and mentoring support model State Disability Plan. This will commence with targeting 12 adolescents and a counselling program • There is a need to ensure that people with the development of a legislative review options for up to 10 young children with disabilities who disabilities from rural communities have equal paper for the care and treatment of people with have been sexually abused. Successful programs access to services and supports that are close intellectual disabilities or cognitive impairments that were expanded include the Men to Boys to where they live. whose behaviour places them or others at risk Human Relations Project and the sex offender of harm. •People with a disability, and the community in program targeting 15 additional clients. general, expect quality services to be delivered • Continue to focus on quality services and • The redevelopment of KRS commenced and and the evidence of the effectiveness of service standards by enhancing the Disability 17 properties were acquired for the relocation interventions to be continuously reviewed. Self-Assessment System (DSAS), redeveloping of clients into accommodation in the community. the quality framework and showcasing best • Attitudinal and physical access barriers need to be Detailed planning for individual resident’s needs and practice projects. addressed to increase opportunities for people with services is well underway, involving considerable • Develop and implement a competency-based a disability to be included in the community. consultation with residents and families. training strategy aligned with the National • Current legislation needs to be reviewed to create • HomeFirst, which assists individuals to live as Training Framework for disability support staff. a framework for people across disability types that independently as possible in their home and • Enhance support for families to assist in supports and is consistent with the principles and community, was broadened so that people with preventing risks of criminal behaviour objectives of the State Disability Plan. a range of support needs now have an opportunity developing in children and adolescents. • Negotiation of the new Commonwealth to access a more flexible combination of supports. A service provider approval framework was • Implement the Let’s Get Active initiative to State/Territory Disability Agreement (CSTDA) developed to be piloted in the HomeFirst program. improve the health and wellbeing of people needs to be finalised in 2002–03. with disabilities. • In 2001–02, 80 per cent of disability agencies and services completed a self-assessment against the • Review the home and community-based Key Results disability standards. DSAS was evaluated with personal support and accommodation services widespread sector involvement through surveys, a to streamline service delivery and improve • An additional $25.3 million was allocated to reference group, a website and regional forums. The flexibility. Disability Services in the 2001–02 Budget enabling evaluation outcomes will guide the future direction the expansion of existing services to support people • Implement the Acquired Brain Injury (ABI) of quality service provision. with a disability and their families. More than 100 Strategy. people benefited from additional funding for • Best practice grants were given to 22 agencies and • Continue the development of an integrated intensive supported accommodation support a forum showcasing examples of good practice was community on the Kew Residential Services places; an additional 250 episodes of respite were held in December 2001. Eighteen agencies, which (KRS) site. provided for families of people with a disability; and had received grants over the previous two years, • Introduce the Rural Access initiative with more than 500 flexible care packages to assist presented the best in innovative solutions for quality coverage in all rural regions in Victoria to help people with a disability maintain their independence disability supports. communities plan and develop strategies to and participate in the community. increase opportunities for people with a disability to participate in community life.

Department of Human Services Annual Report 2001–02 63 Disability Services

•A learning and development strategy for introducing • Develop an integrated legislative framework Client Services has subsequently improved from an competency-based training for direct support incorporating residential tenancy rights, an option average of 44 per cent undertaken within 30 days in workers in the Government workforce has been fora charter of rights and a complaints mechanism 2000–01 to 80 per cent undertaken within 30 days developed and is being implemented. As at June to regulate restrictive practices and ensure quality in 2001–02. 2002, almost 600 existing and new staff had signed outcomes for people with disabilities. Develop up as trainees to undertake Certificate IV community awareness and access strategies to 2. Improving Service Quality Community Services (Disability Work). increase opportunities for community inclusion for Working Towards Best Practice people with a disability. • Disability Client Services improved the time to Disability Services works with government and undertake assessments for eligibility from an • Develop a strategy that will result in better non-government service providers to increase their average of 44 per cent undertaken within 30 days outcomes for people with a disability and improve understanding and achievement of the Victorian in 2000–01 to 80 per cent undertaken within 30 the use of available resources. Standards for Disability Services and to develop a days in 2001–02. • Enhance support for people with a disability from culture of continuous improvement in the delivery • The review of the disability legislative framework CALD backgrounds and Aboriginal and Torres Strait of services to people with a disability. commenced with the Victorian Law Reform Islander communities. Commission discussion paper being prepared Through the fourth Working Towards Best Practice • Implement an active participation strategy that and distributed for consultation. Funding Round, $305,000 was allocated to support incorporates Departmental policy frameworks, 22 disability services. • As part of the ABI Strategy, Disability Services practice guidelines, models and accessible allocated 30 low support packages, 95 HomeFirst information and tools to ensure that people with A Best Practice Forum was held to showcase best and 32 supported accommodation places to people a disability and their carers participate in service practice projects and stimulate an environment of with ABI. Stage One of the development of a planning, delivery, monitoring and review. information and resource sharing. A booklet sustainable ABI information strategy was acknowledging and promoting examples of best commenced. practice within the disability sector to both disability Divisional Description • The Rural Access initiative was implemented in and generic health and community services was Barwon, Gippsland, Hume, Loddon Mallee and Disability Services Division focuses on improving published and is available on the Disability Services Grampians regions. Twenty-seven full-time rural the quality of life for Victorians with a disability by website. access workers were located in key mainstream enhancing their independence, choice and community community organisations resulting in improved inclusion. The Division provides strategic advice and Client/Carer Consultation and Information Project opportunities for people with a disability within local leadership in the development of a comprehensive, In 2001–02, emphasis continues to be placed on communities. Four community development flexible and responsive disability support system. encouraging people with a disability and their carers training forums were undertaken. to take an increased and active role in evaluating the People with a range of experience in a variety of quality of disability services. • Redevelopment of the CSTDA Minimum Data disciplines and settings are employed within the Set (MDS) collection commenced to streamline Disability Services Division. In the regions, the The Client/Carer Consultation and Information the information that internal and external service Department employs more than 4,500 staff who Project involved consultation across the disability providers are required to provide to the provide a range of disability supports, such as, and community sectors to identify and address the Department. supporting residents in community residential units information and training needs of people with a •Let’s Get Active guidelines were distributed to all and congregate care settings, in-home support, disability and their carers in relation to the use of the government and non-government Disability specialist services and client services. Victorian Standards for Disability Services in the Services-funded residential services. The training assessment of service quality. program was also completed. In accordance with section 7(d) of the CSTDA, the total expenditure under this agreement related to The Peer Facilitator model empowered people with a specialist disability services (as detailed in section disability to take a leadership role in their community Future Directions 5(1) of the Agreement by Victoria) is $622.346 million. and to act as change agents within disability, local government and generic services. This was achieved • Continue to implement the Disability Learning and by using their own training as a basis to inform others Development Strategy to identify, establish, Reporting on Departmental Objectives and challenge expectations and stereotypes of people implement and evaluate a range of strategies to with a disability. embed a learning culture across government and 1. Achieving Benchmark Waiting Times non-government disability services. Improving Waiting Times for Eligibility Assessments The project findings have informed the development • Work in partnership with service providers to As part of Disability Services ongoing commitment to of an active participation strategy that will incorporate develop an industry plan as a blueprint for a future address the Auditor-General’s Audit of Services to Departmental policy frameworks, practice guidelines, disability support system. People with an Intellectual Disability, a further non- models and accessible information and tools to • Develop and implement an individualised recurrent allocation of $656,500 was provided in the ensure that people with a disability and their carers planning and funding framework to enhance 2001–02 financial year to assist with the completion participate in service planning, delivery, monitoring people’s independence and choice. of outstanding eligibility assessments. The percentage and review. of eligibility assessments undertaken by Disability

64 Department of Human Services Annual Report 2001–02 Victorian Standards for Disability Services Disability Services Self-Assessment System This strategy has already fostered several strong Evaluation A major focus of Disability Services is the partnerships with a range of key stakeholders to development of a coordinated approach to continuous The DSAS process was evaluated to ascertain ensure that all disability services staff are adequately improvement of service delivery with a strong its effectiveness in assisting agencies to improve their and appropriately trained and assessed against emphasis on client participation in the planning, performance against the Standards and in embedding national competencies. delivery, monitoring and review of services. a culture of continuous improvement across the disability sector. Disability Services is using the In 2001–02, Disability Services Division allocated To facilitate this, a self-assessment system was evaluation findings to implement strategies to $320,000 for the second annual Scholarships and developed and implemented to advance the Victorian strengthen the assessment of service performance Awards initiative, approving 98 Technical And Standards for Disability Services and support a culture and promote the development of quality plans that Further Education (TAFE) scholarships, 45 tertiary of continuous improvement across the disability result in meaningful outcomes scholarships and 10 Ethel Temby Study Tour Grants. services sector. As part of the self-assessment, each for people with disabilities. service outlet is required to submit a Completion The Disability Services Training Project has been Report by 1 December each year. Completion Reports 3. Building Sustainable, Well Managed and launched to promote an integrated and flexible Efficient Services indicate an increase in service provider compliance learning approach to training direct support workers with the Standards, an increase in the level of Learning and Development Strategy in competency-based qualifications that will ensure a participation by people with a disability in the Disability Services has begun to implement the better quality of service to people with a disability. A assessment process, and an increase in the number Disability Learning and Development Strategy, which consortium led by RMIT University is undertaking this of quality plans developed and implemented. aims to identify, implement and evaluate a range of three-year project. It is anticipated that more than strategies to support a learning culture across 2,000 current and future Departmental staff will government and non-government disability services. complete a traineeship over the course of the project; with an additional 900 places for management in assessment and frontline management training.

International Day of People with a Disability occurs annually. It provides an opportunity to focus on the abilities and achievements of people living with disabilities, and highlights the positive contributions people with a disability make to the community: It is a ‘Celebration of Ability’.

Department of Human Services Annual Report 2001–02 65 Disability Services

Quality Networks The Quality Networks initiative emerged from a commitment to support the implementation of Victorian Standards for Disability Services, and foster quality service provision and a culture of continuous improvement. Funding was again provided to each region to establish quality networks. Each region tailored its network’s format to complement regional priorities and needs and, as a result, a range of forums were held across the State.

Quality Monitoring and Review A program to review all disability service provider agencies commenced, with seven agencies reviewed in 2001–02. Reviews focus on service quality, corporate governance and financial viability.

Reviews are independent and conducted in partnership with individual agencies and other stakeholders. All agencies, both funded and Kew Residential Services and Xavier College have a long-standing partnership in which students from the college, which is a provided by the Department of Human Services, will neighbour of KRS, join the residents in social activities, camps and volunteer activities. Students such as Brendan Wood, pictured be reviewed for sustainability and service quality by with resident Bruce Troup, describe the experience as a way of learning patience and acceptance of disability... as well as being June 2006. great fun.

Enterprise Bargaining Agreement Certified Following intensive negotiations, a new Enterprise were manually orientated and a number of service The Department has combined the CSTDA MDS data Bargaining Agreement was certified between the improvements were required to update and increase collection and the quarterly Agency Performance and Department of Human Services and the Health and the level of support provided to the relevant Data collection into one Quarterly Data Collection Community Services Union (HACSU) covering the administrators and approximately 2,900 individuals system that also incorporates the data collection majority of the Department’s disability workforce. who reside in accommodation facilities managed by needs of HACC and PDSS agencies. Implementation is now well underway. the Department. This electronic expenditure recording process will assist individuals, administrators and staff To assist service providers with the reporting The agreement provides for wage increases over the in the effective management and monitoring of funds. requirements, an electronic tool is being developed to next three years and a new career structure, and support data transmission for the new combined incorporates a commitment to the ongoing learning The redevelopment of the Client Expenditure reporting system across the different parts of the and development of the workforce. This agreement Recording System will seek all stakeholder input to Department commencing in the second quarter seeks to support the workforce to deliver improved develop an enhanced reporting format. This initiative of 2002–03. support to people with disabilities. will provide an operating environment that utilises and applies current technology to deliver a responsive and 4. Building Strong Communities and Primary Fabric Audit of Day Services interactive system. Services A major audit of more than 200 day services State Disability Plan facilities was undertaken, collecting comprehensive Capital Assistance Fund The Disability Services Division is responsible for the information to assist agencies and Government in The third and final round of the Capital Assistance development of the State Disability Plan. The Plan will their future asset management responsibilities. These Fund (CAF) for disability service agencies was have a ten-year outlook to 2012 and will outline the facilities are largely operated by the non-government conducted with 59 projects receiving funding totalling Government’s vision of building more inclusive sector and deliver day services activities to people $2.31 million. The Community Support Fund provided communities in which people with a disability can with disabilities across the State. The project has been $6 million over three years for the CAF. Disability and participate in the social, economic, cultural and a major exercise and will be finalised in early early intervention agencies were eligible to apply for political life of Victoria. 2002–03. matching funds from the CAF to build or modify their service facilities. The Draft State Disability Plan was released in Client Funds Management – Service Redevelopment Improved Data Collection October 2001 and more than 1,350 Victorians provided feedback, including people with a disability, In October 2001, State Trustees Limited was appointed The redevelopment of the CSTDA MDS collection has their parents, families and carers, service providers, (following public tender) to administer and manage provided the opportunity to streamline the information community groups and members of the broader funds held in trust for individuals residing in directly that internal and external service providers are community. The vision and strategies of the State managed government accommodation facilities. The required to provide to the Department. Disability Plan will be based on this feedback. Department recognised that the existing systems

66 Department of Human Services Annual Report 2001–02 Disability Online Community Inclusion – Enhancing Friendship • Victorian Women with a Disability Networks Network Dinner Disability Services has developed a new website, Disability Services, together with the Office Disability Online (www.disability.vic.gov.au), which Many people with disabilities, particularly those with of Women’s Policy and AMP, provided major provides comprehensive information to assist people ABI or intellectual disability, are socially isolated and sponsorship and support to a gala dinner hosted by with a disability and their families and carers to access lack the quantity and quality of friendships the Victorian Women with a Disability Network Inc community supports and services. experienced by most people in the general community. Evidence suggests that a robust social (VWDN). Extraordinary Women, Ordinary Lives was held on Saturday, 1 December 2001 and brought This website contains a directory of government and network leads to happier and healthier lives. together disability and community organisations, non-government services, a calendar of events, fact people with disabilities, businesses, Governments sheets, latest news items and a portal into a range of A research project was undertaken to examine the and the wider community to highlight the abilities other useful websites. importance of friendship networks to people with cognitive impairment and to identify appropriate of women with disabilities and to celebrate their Web Accessibility service models that facilitate and maintain social many achievements. The Disability Services website was upgraded networks. Specialist Service Responses (to Level Triple-A Conformance to Web Content Accessibility Guidelines of the W3C) to enable The study found that while most see social inclusion In 2001–02, a number of initiatives were implemented universal access to information online. The Division as being very important for people with a disability, to enhance the service sector’s capability to more communicates in a way that is accessible to all there were too few opportunities for people to pursue effectively support people with a disability whose members of the community, including people with a the sorts of interactions that characterise friendships. behaviours challenge existing support services. For disability, their parents, families, carers and friends. The report highlights opportunities and approaches to example: enhancing the development and maintenance of •Twenty-four disability support staff participated in a friendships. By producing all communications materials in a range training and professional development program to of accessible formats, Disability Services is the first International Day of People with a Disability increase their skills and knowledge in supporting Government Division to achieve such a high level of adolescents with a disability who are at risk of International Day of People with a Disability occurs accessibility. becoming involved in, or are involved in, the criminal annually on 3 December. It provides an opportunity to justice system. Disability Intake and Response Services focus on the abilities and achievements of people •A second year of funding was made available to Disability Services now operates an Intake and living with disabilities and to highlight their positive further develop supports for people with complex Response Service in each region, providing another contributions to the community. behavioural needs, including those with ABI and highly visible contact point for information and service adolescents with a disability who have offended or access for people with a disability, their families and Disability Services coordinated a range of activities to are at risk of offending. carers. celebrate the day, including: • Community Grants • New models of delivering or improving access to The Intake and Response Service provides Disability Services granted $49,500 across 59 human relations training and counselling for children individualised responses to assist people to find and organisations throughout Victoria to arrange and adolescents with a disability were trialed access community supports and services, and the community celebrations for International Day of around the State. systemic responses to create a visible and integrated People with a Disability. As a result of these grants, contact point, identify unmet need and inform service the International Day events reached a wider 5. Increasing the Proportion of Family or system planning and development. The Service can community through more media exposure and Community-Based Service Responses be contacted by telephoning 1800 783 783. greater participation from local people. Speech Therapy Initiative

Research to Understand Community Attitudes As part of the 1999–00 Labor Financial Statement, $1 • Celebration of Ability Awards About Disability million per annum was allocated to enhance therapy Disability Services presented ten Celebration of People with disabilities have reported that services for people with a disability who have complex Ability Awards that recognised the outstanding community attitudes continue to present a barrier communication needs through the Speech Therapy achievements of organisations and individuals who to full participation in society. Research has been Initiative. Each year, $200,000 was directed to demonstrated leadership, innovation, collaboration undertaken to investigate and understand the support children prior to school entry who have and commitment to community inclusion for people attitudes of the general community in order to complex communication needs. with a disability. encourage change and enhance opportunities for community inclusion. An extensive consultative process and literature • Celebration of Ability People Sculpture review identified the need for the development of a People of all abilities ventured out in the rain on Raising awareness through community education ‘hub and spoke’ model to enhance recruitment and Sunday 2 December to star in Victoria’s first mixed was seen as a precursor to change, but not sufficient. retention of specialist speech pathologists in rural and ability people sculpture to commemorate the There needs to be opportunities for greater interaction remote communities through a statewide network International Day of People with a Disability. The with the wider community. Based on this research, offering mentoring, peer support, professional Celebration of Ability logo was mapped out on the detailed strategies to strengthen local communities development and career opportunities. Polly Woodside forecourt on the banks of the will be developed and implemented. Yarra River.

Department of Human Services Annual Report 2001–02 67 Disability Services

The hub will be established by SCOPE (Ltd) Inc and Signposts for Building Better Behaviour Respite Services will operate from 1 July 2002. The statewide network Signposts for Building Better Behaviour is a program GreatBreak improves access to respite for people with of spokes, including new and existing local community for parents of children with an intellectual disability. a disability through activities that encourage inclusion services, will be implemented in a staged approach This proactive program helps families manage the within the local community. GreatBreak has over the next two to three years. Spokes will provide difficult behaviours of their school-aged children with encouraged the development of respite options that services to children prior to school entry and adults an intellectual disability. are flexible and responsive to the needs of vulnerable with a disability who have complex communication groups, including ageing carers, CALD people, needs. As part of the project, a comprehensive set of Aboriginal and Torres Strait Islander people, young materials has been designed to be accessible to people and adults with high and complex support Communication Aids for School Aged Children families through self-directed, telephone support needs, and people in rural areas who are isolated. In October 2001, an allocation of $2.1 million for the and group methods of learning. The parent materials Communication Aids and Equipment Program for include eight information booklets, a video that shows The commitment of $7.3 million in growth funds for School-Aged Students was announced. examples of the strategies included in the booklets, respite services through the GreatBreak initiative over In May 2002, Yooralla Society of Victoria was and a workbook for parents to practise developing the 2000–01 and 2001–02 financial years has announced as the successful provider for this appropriate strategies. provided additional respite opportunities for 1,220 extension to the Victorian Aids and Equipment households. Program. Approximately 300 school-aged students Parents and professionals across Victoria have been with a disability who have complex communication involved in developing and trialing these materials HomeFirst needs will receive communication aids and over the past three years with good results reported. In 2001–02, the In Home Accommodation Support equipment through this program over the 2001–03 During 2002–03, the Signposts program will be run (IHAS) program, which provided in-home attendant financial years. in four regions, with training being provided to 200 care, was consolidated with HomeFirst, which assists government and non-government staff across Victoria. individuals to live as independently as possible in their This initiative complements the Speech Therapy home and community. Combining these programs Initiative and will, for the first time in Victoria, enable means that people with a range of support needs access for all age groups to electronic communication now have an opportunity to access a more flexible aids and equipment through the Victorian Aids and Equipment Program.

Sarina Burnett, Megan Green, Margherita Lafrate, Sandra Treloar and Carlton Crouch each won the first Victorian Disability Sector Awards for Direct Support Workers. The awards recognise staff in the disability field on the recommendation of the people they directly help, as well as carers, their peers and managers.

68 Department of Human Services Annual Report 2001–02 Kew Residential Services has held two music festivals which have been a great way for families, friends and KRS residents to sing, dance and have fun together. Here (left to right) staff members Natasha Davies, Carmela Bagundol, resident Julie Riches and staff member Libby Guy enjoy the festivities. combination of supports, which may include skill Activities to date include: Kew Redevelopment development or assistance with personal care needs, • Conducting a survey of how many councils have On 4 May 2001, the Premier announced the community access and household tasks. completed or are in the process of developing redevelopment of KRS. The redevelopment will take Disability Action Plans. place in stages over six to ten years and will enable The combined HomeFirst program now provides the residents of KRS to experience a lifestyle that is • Supporting councils by presenting the experience of assistance to more than 1,000 people and has a as close as possible to that enjoyed in the general other councils with Disability Advisory. budget of $34 million. community. The redevelopment is part of the •Providing support and advice through Rural Access Government’s commitment to building cohesive 6. Reducing Inequalities in Health and Wellbeing and Improving Access to Services workers. communities and reducing inequality. Flexible Care Packages • Informing Departmental staff and other networks of the role of local government in facilitating disability During 2001–02, substantial efforts have occurred to As part of the 2001–02 Disability Services growth access. progress the redevelopment. Detailed planning for funds, approximately $3 million per annum was individual resident’s needs and services is well allocated to increase the number of flexible care • Developing a virtual library of tools and resources. underway involving consultation with residents and packages to support more than 500 people with a • Supporting the development of the Victorian Local families. An agreement has also been reached with disability, their carers and family members. This Government Disability Network. HACSU on a range of staffing and human resource funding includes the capacity to provide short term issues. Seventeen properties have been acquired for • Linking the Victorian Disability Advisory Council with assistance packages and intensive personal support the relocation of clients into accommodation in the local government disability advisory committees. packages that coordinate a range of services and community. discretionary funding to meet the additional individual • Administering of initiatives such as the 2002 support needs of people with a disability. Building Better Communities Victorian Local Government Accessible Communities Awards. Municipal Association of Victoria (MAV)/ Department Disability Access Project This 12-month project, funded by Disability Services, promotes good policy and practice across the 78 Victorian councils in access and inclusion issues relating to people with a disability.

Department of Human Services Annual Report 2001–02 69 Disability Services Output Tables

Major Outputs/Deliverables – Disability Services Performance Measure Unit of 2001–02 2001–02 Measure BP3 Target Actual

Intake Assessment Quantity Eligibility assessments completed per annum Number 970 1,205 Timeliness Eligibility assessments undertaken within 30 days Per cent 70 80 Total Output Cost (a) $ million 9.8 15.0

Planning and Coordination Quantity Clients receiving case management services Number 4,950 5,592 General Service Plans completed per annum Number 2,000 3,071 Quality Case management outlets reporting a minimum of two planned quality improvement activities in the forthcoming year Per cent 90 97 Timeliness Average case management waiting time Days 70 40 General Service Plans reviewed within timelines Per cent 83 84 Total Output Cost (a) $ million 19.3 20.1

Primary Support Quantity Clients accessing aids and equipment (b) Number 23,040 31,300 Carer households provided with a respite service (c) Number 10,250 11,090 Quality Clients satisfied with the aids and equipment services system Per cent 85 93 Carer households satisfied with quality of respite service provided Per cent 80 91 Timeliness Respite information provided to clients within three days Per cent 100 99 Total Output Cost (a) $ million 70.6 75.2

70 Department of Human Services Annual Report 2001–02 Major Outputs/Deliverables – Disability Services Performance Measure Unit of 2001–02 2001–02 Measure BP3 Target Actual

Community Participation Quantity Clients with day activities Number 7,600 7,513 Futures for Young Adults (FFYA) clients Number 5,000 4,895 Timeliness Day activity clients program plans reviewed within 60 days of the end of each 12 month service period Per cent 90 92 Total Output Cost (d) (e) $ million 141.4 133.7

Flexible Support Packages Quantity Clients receiving flexible care packages (f) Number 2,700 3,285 Quality Outlets reporting a minimum of two planned quality improvement activities in the forthcoming year Per cent 90 90 Total Output Cost (d) $ million 17.4 14.6

Community and Home Based Support Quantity Clients receiving Community and Home Based Support Number 2,230 2,343 Quality Outlets reporting a minimum of two planned quality improvement activities in the forthcoming year Per cent 90 93 Total Output Cost (a) (g) $ million 57.2 51.5

Shared Supported Accommodation Quantity Clients in Shared Supported Accommodation Number 4,250 4,242 Quality Outlets reporting a minimum of two planned quality improvement activities in the forthcoming year Per cent 90 96 Timeliness Shared Supported Accommodation client program plans reviewed within 60 days of the end of each 12-month service period Per cent 90 98 Total Output Cost (a) (g) $ million 302.2 317.1

Department of Human Services Annual Report 2001–02 71 Disability Services Output Tables

Major Outputs/Deliverables – Disability Services Performance Measure Unit of 2001–02 2001–02 Measure BP3 Target Actual

Specialist Services Quantity Clients receiving a Behaviour Intervention Service Number 1,300 1,376 Quality Clients referred to the same service type more than once in an 18-month period Per cent 10 3 Timeliness Clients waiting less than one month for specialist services (h) Per cent 75 45 Total Output Cost (a) $ million 11.0 11.5

Congregate Care Quantity Clients in Training Centres Number 795 794 Quality Training Centre clients with appropriate day activities Per cent 90 99 Total accommodation and support clients in Training Centres Per cent 11 11 Total Output Cost (a) $ million 70.1 74.3

Training, Development and Innovation Quantity Competency-based training activities conducted Number 425 446 Research projects funded Number 10 14 Quality Direct care workers assessed as qualified Per cent 68 68 Timeliness Staff obtaining induction training within three months of commencing employment (i) Per cent 100 85 Total Output Cost $ million 4.0 4.0

72 Department of Human Services Annual Report 2001–02 Major Outputs/Deliverables – Disability Services Performance Measure Unit of 2001–02 2001–02 Measure BP3 Target Actual

Quality and Accreditation Quantity Number of service reviews/performance audits Number 310 310 Quality Eligible providers participating in a quality self-assessment process Per cent 100 80 Total Output Cost $ million 3.3 3.5

Strengthening Communities Quantity Number of community forums, training programs, networking and planning meetings conducted (j) Number 100 2,179 Total Output Cost $ million 2.0 2.7

Information and Advocacy Services Quantity Clients receiving advocacy support (k) Number 910 1,120 Quality Websites compliant with appropriate guidelines for accessibility Per cent 100 100 Total Output Cost $ million 5.1 5.1

(a) Increased output costs include movements in wage awards funded during the year and/or other funding initiatives. (b) Non-recurrent funds used to provide additional services in 2001–02. (c) Variation within acceptable limits. Duration and number of episodes varies from year to year, affecting the numbers of carer households receiving respite services. (d) Disability Services has refined its output costing methodologies and cost distribution policies during 2001–02 and will continue to enhance its attribution and output charging policies. (e) 2001–02 output costs target adjusted post Budget by $2.7 million for reclassification of intergovernmental capital grants expenditure. Adjusted figure printed in 2002–03 Budget Paper 3. (f) Over performance is attributable to a strategy to make more packages available to more clients by using short term packages. (g) These outputs were previously combined; they have been separated for the first time in 2001–02. Cost distribution methodologies have been refined since the published targets were set and will be further enhanced. (h) Demand for specialist services has increased which has led to longer waiting times than anticipated. (i) Delay in commencing induction training – this has now been commenced. (j) Targets for this activity were set with an untested model resulting in a gross over-achievement; subsequently the measure and associated target have been adjusted for 2002–03. (k) Variation within acceptable limits. Over-performance is mainly due to a large number of clients requiring short-term advocacy support.

Department of Human Services Annual Report 2001–02 73 Community Care

Responsible for the policy development and program framework for services for Victoria’s children, young people, families and vulnerable individuals.

74 Department of Human Services Annual Report 2001–02 Key Objectives • The need to build a continuous quality improvement •The Child Protection Service investigated more than approach into all Community Care services to meet 37,900 notifications of suspected child abuse or • Strengthen communities, because strong the individual needs of those who access them. neglect and almost 4,000 children and adolescents inclusive communities are essential for family were supported in out-of-home care. and individual wellbeing. • Managing demand pressures requires a strong focus on service effectiveness and efficiency, • The number of State Trustee financial services • Encourage an equal start in life, so that all including attention to workforce capacity, for delivered to low income and vulnerable people Victorians secure a sound foundation for future services provided through regions and funded increased by 10 per cent to more than 12,300. health and development. community service organisations. • Energy concessions were provided to approximately • Offer services as early as possible, so that • The number and diversity of programs and funded 700,000 low income households. difficulties and risks are addressed before the agencies impact on the capacity of the Division to •Preschool participation rate increased to 96.3 per need for more intensive services or statutory develop and apply consistent program frameworks, cent of the eligible four year old population, that is, intervention. as well as increasing the complexity of developing more than 58,000 children. • Plan and deliver services in partnership with and maintaining effective partnerships. • Increased capacity of early intervention services community service organisations and local • The complexity and range of issues to address in enabled more than 14,000 children with a government. developing an integrated service response with developmental delay or disability and their families more than 2,000 funded agencies, delivering • Improve services to vulnerable and to receive services, an increase of almost eight services across the spectrum from the universal marginalised children, young people and their per cent. families, particularly where the Government community-based maternal and child health and has a duty of care. preschool services to the statutory child protection • More than 58,000, or 98 per cent of infants and juvenile justice custodial services. between 0–1 month, were enrolled at Maternal • Develop and maintain a resourced and and Child Health Services. Seven per cent of these accountable child protection and placement families received Enhanced Home Visiting Services. system. Key Results • In accordance with the Children’s Services Act and • Develop a balanced and proactive approach to Regulations,regional children’s services advisers •A protocol was signed between the Department and juvenile justice. inspected and provided advice to more than 2,700 Victorian Aboriginal Child Care Association (VACCA) children’s services, with more than 5,000 visits. • Improve balance in the service system by as one of the strategies to strengthen community implementing improved funding methods. support for Indigenous communities. • During the International Year of the Volunteer, the work of volunteers in the children’s services field • Support Indigenous organisations in the • The Government Response to the Kirby Review of was acknowledged with a range of activities delivery of culturally responsive and accessible Preschool Services was released in November 2001, including the distribution of 18,000 certificates services. followed by a budget allocation of $23 million over to volunteers on committees of management. three years to address the key priorities. • The Department of Human Services, in partnership • Approximately $5.2 million in capital grants was Key Issues with the Municipal Association of Victoria (MAV), distributed to more than 500 preschools to assist hosted the 75th Jubilee Celebration of the Maternal services to meet the statutory requirements of the • The impact of the increasing complexity of families and Child Health Service. and individuals needing support from Community Children’s Services Regulations (1998) relating to Care services. safety, security and space for indoor and outdoor areas. • Finding effective ways to work with Indigenous Future Directions communities to encourage Koori families, children •Provision of an additional $60 million over four •The Child Protection Outcomes flagship project and young people. years in the 2002 State Budget to implement an Integrated Strategy for Child Protection and will focus on clarifying and improving outcomes for • Meeting the needs of CALD children, young people Placement. children and young people who are in statutory care and families within mainstream services. or are at risk of entering the child protection system. • The next stage of the high profile Problem Gambling The project will examine the current legislation and • Recognising the particular needs and Strategy, targeted to younger and older people, was practice of child protection in Victoria and will circumstances of diverse rural communities, and implemented. Since the launch of the campaign, identify areas for improvement. working collaboratively towards addressing social Gambler’s Help services have sustained an annual inequality and promoting inclusiveness. increase in client demand of around • During 2002–03, the Department will implement a • The importance of developing and maintaining 30 per cent. range of initiatives to improve services for children who are involved in child protection and care. These strategic partnerships with all levels of Government • Published the report on the initial Child Protection initiatives include the establishment of intensive and the community services sector. Client and Family Survey, which provides therapeutic services to assist children and young comprehensive information on service users’ • Shifting the focus toward prevention and early people who have been the victims of physical or perceptions of the Department’s Child Protection intervention at the same time as maintaining the sexual abuse. The Department will also work with Service. statutory service system. community service organisations to implement the Looking After Children framework that will enable carers to better plan to meet the needs of children who are not living with their parents.

Department of Human Services Annual Report 2001–02 75 Community Care

Young women participate in an intensive program aimed at reintegrating them into the community at the Cullity Program House at Parkville Youth Residential Centre, which opened in December 2001.

• Planning is underway to establish eight Supporting •Establish 10 Best Start projects in areas of approaches in both the community and in custody, Vulnerable Families Innovation Projects to respond identified need designed to demonstrate best and applying the risk/needs summary tool to the more appropriately to vulnerable families with practice in universal early years’ service systems, rehabilitation model. complex needs in areas of the State where child including: local partnerships; innovative work • Continue the Juvenile Justice Capital Works program protection demand is high, including two projects practices and service models; outcome-focused with the construction of new facilities at the with Aboriginal organisations. activity built upon the early years’ evidence base; Malmsbury and Parkville Juvenile Justice Centres, mobilisation of broader community resources; and • In response to the recommendations from the initial and the purchasing of houses for community group employment for preschool staff. Child Protection Client and Family Survey Report placements. (2001), staff will develop options to address specific • Implement the Government Response to the Kirby • Analyse equity issues regarding Transport practice issues. The second Client and Family Review of Preschools, including: piloting a new and Concessions for Health Care Card holders and the Survey will be undertaken in 2003. resourced group employer model to strengthen the cost of extending concession eligibility. management capacity of preschools, providing •A survey of State Trustees’ clients will be enhanced professional support to staff, and • Undertake a whole-of-Government, Indigenous undertaken to obtain feedback in order to improve reducing the administrative demands on the community-led response to family violence through service delivery and develop a basis for finding parents of preschool children. the Victorian Indigenous Family Violence Taskforce, alternative service providers for delivering financial with an interim report on the Indigenous Family administration services. • The inaugural early years conference, Early Violence Strategy to be completed by October. Childhood Matters, will be held in October 2002, • Community Care Division will work with Indigenous primarily for professionals working with children • Develop an overarching Early Childhood Policy communities to deliver responsive services. The 0–8 years. The conference will have four key Framework that articulates fundamental purposes, Aboriginal Child Specialist Advice and Support themes: realising children’s potential; realising staff principles and unifying objectives across early Service (ACSASS) will be established to ensure that potential; strengthening families; and strengthening childhood services and underpins Government a representative of the Aboriginal community is communities. investment in the developmental health, learning involved in Child Protection investigations involving and wellbeing of Victorian children. Indigenous children, the Protocol between • Develop a rehabilitation model of evidence-based Department of Human Services and VACCA will be practice for Victorian Juvenile Justice clients by implemented, and the Koori Early Childhood reviewing and documenting current rehabilitative Education Program will be enhanced.

76 Department of Human Services Annual Report 2001–02 Divisional Description Principles

Community Care Division is responsible for the policy The Community Care Division’s principles to guide its development and program framework for services for services and program development are: Victoria’s children, young people, families and • Citizens are to be the basis of programs. vulnerable individuals. This includes responsibility for developing and coordinating the delivery of State • Planning, design, provision and evaluation of concessions and relief grants to eligible households Community Care services will include service users and individuals, and community service obligations for and should accord them respect. trustee services. •Families are the building blocks of communities; and strong communities are needed to ensure The Division funds or delivers more than 60 strong families. programs or activities. In 2001–02, about 2,100 • Service activities must improve the quality of life for agencies (approximately 76 per cent of all agencies Victorians, address inequality and assist inclusion. with which the Department has a service agreement) were funded for Community Care activities. • Diversity in individuals, communities and services must be valued and respected. Internal service provision accounts for approximately • Enhancing existing partnerships between citizens 30 per cent of the Division’s annual budget, largely for and communities, as well as between Government the Juvenile Justice and Child Protection programs. and service providers, should underpin the delivery The remaining 70 per cent is allocated to community of services. service organisations and local government for the provision of services to families, children and • Service delivery must be evidence-based and individuals. inclusive. • Accountability for the community’s investment in Vision Statement services is a joint, shared responsibility between Community Care services will be planned and Government and service providers. delivered to promote social inclusion, to strengthen •Prevention and early intervention offer an individuals, families, children and young people, and investment rationale for service delivery. to build community capacity, through partnerships between Government, community service organisations and the community.

The participation rate in preschool services has increased to 96.3 per cent of the eligible four-year-old population, which is more than 58,000 children.

Department of Human Services Annual Report 2001–02 77 Community Care

Service Groups

In addition to a focus on building robust communities, Community Care services support members of the community at critical life stages, particularly families and young people, and promote their health and wellbeing as well as developing their capacity to function independently.

The five major service groups in the Community Care Division are:

•Early Childhood Services – preschool and child care, maternal and child health, early intervention services for children with a disability, and licensing The high profile Problem Gambling Strategy, targeting older and younger people, resulted in a sustained 30 per cent annual increase in client demand for Gambler’s Help services. and monitoring of centre-based children’s services. •Family and Community Support – support services forfamilies, individuals and the community, a range The participation rate in preschool services has • Fire safety audits were completed for all of counselling services, problem gambling strategy, increased a further 0.3 per cent to 96.3 per cent of placement and support facilities owned by and neighbourhood houses and networks. the eligible four-year-old population attending from funded community service organisations. • Child Protection and Placement Services – child first term, that is more than 58,000 children. This rate protection, placement support services, adoption has been achieved through a range of initiatives, such Residential Care Learning and Development Strategy and permanent care services. as concessions for low income families, triplets and quads, and extra support for children with additional Recurrent funding was allocated to develop the • Juvenile Justice – advice to court, community-based needs and disabilities. Residential Care Learning and Development Strategy and custodial supervision and support services. to improve service delivery by ensuring there are • Concessions to Pensioners and Beneficiaries – Problem Gambling Services accredited and competent staff in residential care delivery of State concessions and relief grants to Victoria’s Problem Gambling Counselling Services, services. eligible households and individuals, and community or Gambler’s Help, have exceeded their timeliness service obligations for trustee services. targets in the past year. Gambler’s Help services In partnership with key stakeholders, the following have implemented intake systems that enable clients outcomes were achieved: contacting the service for counselling, information • Development of competency profiles for residential Reporting on Departmental Objectives and support to receive an initial response within five care workers, first line supervisors and foster carers. 1. Achieving Benchmark Waiting Times working days in 98 per cent of cases. Many Gambler’s Help agencies report the capacity to respond to • Input into the national review of the Community Timely Access to Early Childhood Services requests for assistance within five days in every case, Services Training Package utilising the Victorian Take up rates for, and timeliness of access to, particularly in metropolitan regions. developed competency profiles. universal early childhood services have remained very • Competency-based drug and alcohol training high. Strategies to increase uptake within desired 2. Improving Service Quality delivered by Youth Substance Abuse Service to timeframes are proving successful, for example, Child Protection and Placement Facilities more than 200 residential care workers across the through the more intensive outreach Maternal and State. Child Health Service and preschool fee concessions The ongoing program of refurbishment and for low income families. construction of residential properties contributed •Payment of backfill costs to community service significantly to improving facilities and services for organisations to allow staff to participate in the drug The Maternal and Child Health Service is delivered children in need of care and protection, with the and alcohol training – addressing a longstanding through almost 800 service points in partnership with following achievements: difficulty in providing quality training to this workforce. local government across the 78 municipalities in • Construction of six new facilities commenced and Victoria. Approximately 98 per cent of infants up to construction of the remaining seven facilities due one month old are enrolled in this highly valued to commence by October 2002. Further work on the Learning and Development service, primarily through outreach by maternal and Strategy will be undertaken during 2002–03. • Refurbishment of two properties commenced and child health nurses following up birth notifications. refurbishment of another property due to Seven per cent of these infants and families receive Child Protection Client and Family Survey commence by October 2002. the Enhanced Home Visiting Service, an early In addition to assessing general satisfaction levels of • Disposal of 14 properties that were poorly located intervention service to support more vulnerable service users, the Division is keen to obtain detailed or unsuitable for refurbishment. families and those with additional needs. feedback from service users, families and young • Redevelopment of the Parkville Secure Welfare people on service delivery and practice issues, Centre commenced and is due for completion by particularly in relation to internally delivered services. December 2002. Such feedback provides a rich source of material to inform priorities and areas for improvement.

78 Department of Human Services Annual Report 2001–02 3. Building Sustainable, Well Managed and Efficient Services Strategic Framework for Family Services A strategic framework has been developed in consultation with the child and family services sector. It outlines the key directions for Department of Human Services-funded family services over the next three to five years and contains an implementation plan describing the key activities that will assist in achieving desired outcomes. More than 500 preschools received grants to assist Early Intervention Services them to meet statutory requirements relating to safety, security and space for indoor and outdoor The allocation of additional funds and collaborative areas. projects reinforced the Victorian Government’s commitment to enhancing the quality of service provision for families with children with a disability or A significant budget allocation of $23 million over developmental delay. three years will strengthen the preschool sector and local communities by:

Significant initiatives included: • Increasing the level of support for Koori children and • The distribution of grants to 52 early childhood for children with additional needs and disabilities to intervention agencies for technological attend preschool services. Overall, the findings of the Child Protection Client infrastructure and the provision of specialist • Increasing the number of children able to attend a and Family Survey Report (2001) reflected a positive resources. funded second year. experience for most families and young people who •A project with La Trobe University to gain a better • Stimulating and resourcing the expansion come into contact with the Child Protection Service, understanding of the prevalence, knowledge and of preschool clusters or group employment and indicated that greater engagement with families management of children with autism spectrum arrangements for preschool staff. and young people would be appreciated and would disorder. enhance service quality. • Improving staff conditions and increasing salaries • Enhancement of existing speech therapy services of preschool teachers. for children 0–6 years with complex communication Reflecting the Survey Report recommendations, • Reducing the administrative burden on voluntary needs, to provide quality assessments and timely policies and work practices that will be examined in parent committees of management. interventions, and to improve their access to 2002–03 include: appropriate communication aids through the •Facilitating better planning and service • Handover arrangements. Electronic Communication Devices Scheme. responsiveness. •Process and management of reviewing decisions. • Reducing administrative transactions in the longer Child Protection Services term. •Formal feedback from clients and families at case closure. An additional $1 million per year, distributed across rural regions, enhanced the capacity and worker Strengthening Disadvantaged Communities Department of Human Services research indicates A second survey will be undertaken in 2003. safety of after-hours child protection services. that the Problem Gambling Communication Strategy Agency Quality Plans 4. Building Strong Communities and Primary has been highly effective in reaching its target Services audiences. Community Care Division aims to encourage a culture Improving Supports for the Early Years of continuous improvement in direct service delivery During 2001–02, Phase 2 of the Problem Gambling as well as in the external funded agency sector, where Collaboration between the Departmental flagship Communications Strategy, targeting older and younger more than 2,100 agencies deliver services. For the project Best Start and the Family and Community Victorians, was implemented. Requests for funded first time in 2001–02, all Community Care funded Support Branch was strengthened, particularly problem gambling counselling services increased by agencies were required to submit a quality plan to through the Preschool Enhancement Project. The Best 30 per cent following media advertising. The television their regional office. About 90 per cent of preschool Start initiative will join the Branch’s Early Years campaign has achieved remarkably high awareness: services implemented an approved quality assurance Program from July 2002. 96 per cent of all survey respondents could recall one process and most undertook user satisfaction surveys, or several of the four television commercials. reporting that 85 per cent of parents were satisfied The Government Response to the Kirby Review of Awareness of the advertising slogan, ‘Think of what with their preschool service. Service user satisfaction Preschool Services (November 2001) identified a range you’re really gambling with,’ has increased considerably surveys undertaken by early intervention services of priorities to address over the next three to five on previous levels and is now recognised by more also reported that 85 per cent of parents were years. The Preschool Enhancement Project developed than eight in ten respondents. The campaign has satisfied with the early intervention services they an implementation plan in consultation with an been highly regarded nationally and internationally. received. industry advisory group. In addition, capital grants were distributed to assist more than 500 preschools Some Australian States are interested in using elements of the Department of Human Services public More than 1,600 funded agencies submitted plans to comply with transitional provisions of the Children’s education campaign, including television commercials identifying quality improvement initiatives. Services Regulations (1998). and promotional material.

Department of Human Services Annual Report 2001–02 79 Community Care

Tackling Demand for Community Care Services 6. Reducing Inequities in Health and Wellbeing A demand management strategy aiming to reduce and Improving Access to Services notifications to Child Protection was funded to Negotiating Concessions establish eight innovation projects in 2002–03, two New contracts were negotiated with the gas of these with Indigenous communities. Projects will companies to take advantage of full retail competition be established in Ballarat, Central Goldfields, East in the gas market for the benefit of low income people Gippsland, Frankston, Shepparton and Geelong. and concession card holders.

Increased resources were allocated to local Increasing Preschool Participation government and community services organisations Initiatives introduced to consolidate and increase the to deliver expanded and more intensive services for preschool participation rate of 96 per cent of the vulnerable families through the Maternal and Child eligible four-year-old population include: Health Enhanced Home Visiting Service and Family Support Services. An additional 1,000 families •A new $250 subsidy for triplets and quads. received Family Support Services and preliminary • Revised eligibility for second year funded preschool data indicates that appropriate intensive support for younger children and those with additional was provided to more vulnerable families with young needs. children through the Enhanced Home Visiting Service.

Placement Partnerships Implementation of the Juvenile Justice Strategy continued with: The Early Intervention Program established ‘Disability Partnerships’ between Community Care’s Specialist • The proportion of clients participating in Children’s Services and Disability Services, regarding post-release services increasing to 94 per cent. best placement and alignment of programs for • The commencement of the Juvenile Justice children with severe disabilities. conferencing initiative.

5. Increasing the Proportion of Family or Community-Based Service Responses Increasing Home-Based Placement Options This remains a priority to achieve a more stable and secure life for children and young people who are unable to live within their own family. Major achievements include:

•A review of the Kinship Care program and development of an improvement strategy. •Provision of an additional 25 kinship and permanent care places. •A major review of the Foster Care program to be followed by new standards for foster care services.

Protocol with VACCA A Protocol was signed between the Department and VACCA as one of the strategies to strengthen community support for Indigenous communities, along Marg Stewart, (Chairperson, VACCA), a young performer from with the development of the ACSASS to ensure that a the Birri-on Lakidjeka Aboriginal Dance Group, and Pam White, representative of the Aboriginal community is involved (Executive Director, Community Care Division) at the Signing in Child Protection investigations involving Indigenous of the Protocol between the Department, Child Protection children. New program workers have been employed and VACCA. to support Koori children notified to Child Protection Services.

80 Department of Human Services Annual Report 2001–02 Community Care Output Tables

Major Outputs/Deliverables – Community Care Performance Measure Unit of 2001–02 2001–02 Measure BP3 Target Actual

Early Childhood Services Quantity Total number of clients Number 135,500 137,000 Number of Maternal and Child Health Line calls (a) Number 34,400 54,203 Preschool participation rate Per cent 95.4 96.3 Quality Proportion of maternal and child health clients with children aged 0–1 year receiving enhanced maternal and child health services Per cent 5 7 Funded preschool services with a quality assurance process Per cent 90 89.5 Timeliness Children 0–1 month enrolled at Maternal and Child Health services from birth notifications Per cent 98 98 Total Output Cost (b) $ million 162.6 164.7

Family and Community Support Quantity Total number of clients Number 78,500 83,000 Total number of calls/contacts/occasions of service (c) Number 237,000 279,000 Funded hours of neighbourhood house coordination Number 314,100 314,100 Quality Families expressing satisfaction with Parentline Per cent 85 96.3 Timeliness Problem Gambling clients receiving initial response within five working days Per cent 95 95 Total Output Cost (b) $ million 78.2 81.4

Department of Human Services Annual Report 2001–02 81 Community Care Output Tables

Major Outputs/Deliverables – Community Care Performance Measure Unit of 2001–02 2001–02 Measure BP3 Target Actual

Protection and Placement Quantity Notifications to child protection services Number 36,500 37,976 Daily average number of placements (d) Number 3,525 3,997 Quality Protective cases re-substantiated within 12 months of case closure Per cent <20 20.7 Daily average number of clients receiving a specialist support service Number 1,000 1,116 Proportion of placements that are Home-Based Care Per cent >85 88 Timeliness Protective intervention cases closed within 90 days (e) Per cent 80 70 Total Output Cost (b) $ million 237.5 246.9

Juvenile Justice Services Quantity Juvenile Justice custodial facilities occupancy rate Per cent 85 83.8 Male Senior Youth Training Centre custodial capacity (f) Number 90 125.0 Quality Juvenile Justice clients on community-based orders Per cent >80 81.0 Juvenile Justice clients participating in pre-release support services (g) Per cent 12.5 10.25 Juvenile Justice clients participating in post-release support services Per cent >80 94.2 Timeliness Young people on supervised orders who have a client service plan completed within six weeks of commencement of the order Per cent 95 93.9 Total Output Cost $ million 54.6 59.3

(a) Higher than expected performance from the expansion of the Maternal and Child Health Line to 24-hour coverage from late 2000. 2002–03 targets have been adjusted to build on the increase in performance.

(b) Increased output cost reflects budget adjustments to accommodate wage award movements, and increased Commonwealth and other funding initiatives.

(c) Higher than expected performances were recorded by School Focused Youth Services and Sexual Assault Services.

(d) The increase in daily average occupancy continues the trend of increased demand for out-of-home care.

(e) Performance reflects increasing complexity of clients needs.

(f) Performance reflects the high demand for Senior Youth Training Centre beds as a result of longer sentences and more serious offenders entering the centres.

(g) An increase in the proportion of serious offenders has resulted in a decrease in the proportion of young people eligible to participate in the pre-release program. Data refers to male Senior Youth Training Centre clients only.

82 Department of Human Services Annual Report 2001–02 Major Outputs/Deliverables – Concessions to Pensioners and Beneficiaries Performance Measure Unit of 2001–02 2001–02 Measure BP3 Target Actual

Energy Concessions Quantity Households receiving mains electricity concessions Number 725,930 685,231 Households receiving mains gas concessions Number 517,812 531,637 Households receiving non-mains energy concessions Number 23,100 20,552 Total Output Cost $ million 93.0 84.0

Water and Sewerage Concessions Quantity Households receiving water and sewerage concessions Number 525,200 516,218 Total Output Cost $ million 69.5 61.0

Municipal Rates Concessions Quantity Households receiving pensioner concessions for municipal rates and charges Number 388,749 396,300 Total Output Cost $ million 56.8 49.1

Trustee Services Quantity Number of services provided to State Trustee clients Number 11,615 12,308 Quality Compliance with standards Per cent 90 90 Timeliness Responses and ongoing management within agreed product specific service level Per cent 90 90 Total Output Cost $ million 5.2 5.9

Department of Human Services Annual Report 2001–02 83 Policy and Strategic Projects

Responsible for developing strategic priorities and policy directions to achieve the Department’s mission.

84 Department of Human Services Annual Report 2001–02 Key Objectives

• Manage the Departmental flagship projects, ensuring that they are delivered within a specified time and quality in line with Government requirements. These projects have an identified client and involve building active partnerships within the Department and between the Department and external bodies. • Lead portfolio policy and strategic planning to provide high order, portfolio-wide policy development advice and strategic service improvement processes. • Support timely and effective decision making, with high quality advice and information, and also ensure that appropriate frameworks are in place. •Work with key stakeholders and share resources and knowledge to achieve desired and agreed outcomes. • Attract and negotiate strategic resources for the portfolio and ensure that they are allocated to achieve optimum benefit in line with the Departmental Plan. • Ensure the availability of an appropriately trained and skilled workforce through the development and implementation of strategic workforce interventions and supporting initiatives that aim to improve the quality of the large and diverse workforce delivering human services.

Key Issues

• Development of a Metropolitan Health Strategy, a Mark Giantsis, Aged Care Nurse at Melbourne’s Extended Care and Rehabilitation Service, became the face of the CALD Nurse Rural Human Services Strategy, and a Workforce Recruitment and Retention Campaign targeting bilingual nurses. Strategy. • Development of an ongoing mechanism for • The need to review the Pharmacists Act 1974 and • Held the first Partnership Forum for the Department consulting with the Aboriginal community to its compliance with National Competition Policy. of Human Services and funded organisations oversee the implementation of the Department’s in June 2002. Aboriginal Services Plan. • The need to reduce the incidence of back injury among nurses. •Established and provided Executive support for the • Building partnership relationships with funded Ministerial Advisory Council on Cultural and organisations. • The need to identify best practice models for Linguistic Diversity. improving outcomes for children in statutory care • Implementation of the Victorian Women’s Health and families at risk of entering the child protection • Enhanced governance and partnership and Wellbeing Strategy. system. arrangements with the Central Health Interpreter • Development of whole-of-Department language Service, incorporating expanded Departmental services projects. commitments to rural service delivery. Key Results • Implementation of the Victorian Nurse Recruitment • Cooperated with the Victorian Office of Multicultural Strategy, which will result in more than 3,300 •Established an Aboriginal Services Forum chaired by Affairs to implement the whole-of-Government nurses returning to the workforce. the Secretary and comprising representation from multicultural affairs performance-reporting • Implementation of the agreed recommendations of key Aboriginal organisations. framework and contribute to the Needs Analysis of Language Services project. the Victorian Auditor General’s Performance Audit • Developed a process for the implementation of the on Nurse Workforce Planning. Department’s Aboriginal Services Plan. • Continued implementation of the Victorian Nurse Recruitment Strategy, resulting in more than 3,300 • Continued to work towards improving the nurses returning to the workforce. Department’s Indigenous data collection systems.

Department of Human Services Annual Report 2001–02 85 Policy and Strategic Projects

• Conducted the Victorian nurse recruitment and • Developed and deployed a model to forecast • Implement agreed recommendations of the retention advertising campaign. demand and supply for acute health inpatient Victorian Auditor General’s Performance Audit on services. Nurse Workforce Planning. • Developed and implemented strategies to reduce the use of agency nurses within the public health • Undertook service mapping for a range of • Introduce and implement the nurse practitioner role system. This resulted in a 45 per cent reduction in Departmental services. in Victoria. agency nurse use by late July, and a 55 per cent • Managed workforce planning studies to identify the • Implement and monitor nurse education and increase in nurse bank utilisation. demand for, and supply of, a range of human workforce development policies intended to • Developed nurse workforce strategies for each services professions. increase the pool of working nurses, particularly major health service to ensure adequate supply of in specialties in short supply. •Established a framework for the development nurses through winter and peak demand. of an integrated approach to human service •Pending approval, progress the recommendations •Promoted and supported public hospitals to planning for rural and regional communities. regarding the extended scope of practice of establish hospital nurse banks. Division 2 registered nurses. • Collaborated with the Commonwealth to streamline •Provided funding for more than 1,800 former nurses service delivery through coordinated planning with •Trial a Patient Dependency System across 20 sites, to return to practice through refresher and re-entry the establishment of a pilot project at Ararat. as per the Nurses Enterprise Bargaining Agreement programs in Victorian public health facilities. (August 2000), to more precisely assess nurse • Adopted partnerships with hospitals and Bush workloads and resource allocation. •Provided funding to support postgraduate Nursing Centres in small rural communities and scholarships in specialty areas. investigated the development of an integrated • Continue to promote partnerships between funding approach. education and health care providers, the Victorian •Provided funding to support nursing undergraduate Nurses Board and other relevant parties, as well as clinical placements in rural areas. • Developed, at the local level, innovative and flexible between service providers, in relation service delivery models relevant to individual rural • Supported and funded 31 demonstration nurse to improved resource utilisation. communities. practitioner projects within public and private sector • Continue to support the graduate nurse program, specialty areas. continuing education initiatives, midwives and •Provided funding of more than $3 million to further Future Directions postgraduate nurses through the Training and rollout nurse back injury prevention programs and Development Grant. equipment in public health facilities. • Conclude partnership agreement between the Department of Human Services and funded • Continue to develop and refine a database of • Placed an additional 36 overseas-trained doctors in organisations in the health, housing and community the nursing workforce to monitor changes in its Victorian rural general practices under the Victorian sectors. composition and assist workforce planning. Overseas Trained Doctors Recruitment Scheme • Manage the Human Services Workforce flagship between July 2001 and June 2002. • Continue to develop a partnership relationship with funded organisations. project. •Established a number of rural-based training • Complete a range of workforce planning studies in facilities – the Rural Clinical Schools under the • Implement the Victorian Women’s Health and association with the Workforce flagship project. auspices of Melbourne and Monash universities, Wellbeing Strategy. and the LaTrobe Centre for Professional • Endorse the Department’s Aboriginal Services Plan •Establish consistent assessment and support Development, under LaTrobe University. through a partnership arrangement between the programs for overseas-trained doctors working in Victorian public hospitals. • Successfully passed through Parliament reforms to Department and key Aboriginal stakeholders. the Medical Practice Act 1994, the Nurses Act 1993 • Build the capacity of the Koori Human Services Unit •Identify priorities and develop initiatives to address and three other health practitioner registration acts to ensure that its objectives are met. shortages of allied health professionals. via the Health Practitioner Acts (Further •Release the Department of Human Services • Review education programs for GPs. Amendments) Act 2002. Cultural Diversity Framework. • National Competition Policy review of the • Implemented the Chinese Medicine Registration Act • Develop strategic whole-of-Department language Pharmacists Act. 2000, including work on establishing a scheme for services enhancement projects. the regulation of Chinese herbs and the • Review the model for Victorian health practitioner development of infection control guidelines for • Continue to implement the recommendations of regulation to update all health practitioner acupuncture. the Nurse Recruitment and Retention Committee registration Acts. Report. • Developed policy around proposals to establish • Review regulation of cosmetic surgery procedures. a nationally consistent approach to medical • Communicate Departmental policies and programs registration, including participation on an Australian more effectively by expanding, supporting and Health Ministers Advisory Council working group. managing the Nursing in Victoria website.

86 Department of Human Services Annual Report 2001–02 • Develop a forecasting model for a range of Departmental programs. • Complete service mapping of the Department’s services. • Complete Stage 1 of the Victorian Rural Human Service Strategy (VRHSS). The Advisory Board will report to the Minister in November 2002 with recommendations regarding Stage 2.

Divisional Description

The Policy and Strategic Projects Division has central office responsibility for developing strategic priorities and policy directions to assist Ministers and the Senior Executive to achieve the Department of Human Services’ mission.

The role of the Policy and Strategic Projects Division is to: SES volunteers managed the sausage sizzle at the International Year of Volunteers Festival.

•Provide a cross-program focus for research, policy analysis and strategic planning to support the Inter-Governmental Relations Branch Allowance process, the Commonwealth Government’s Departmental Executive in determining portfolio Charities Inquiry, and some embedded tax savings priorities. Inter-Governmental Relations takes the lead role in establishing a portfolio-wide framework for issues, to ensure continuity. As part of the national • Ensure that portfolio priorities are achieved and negotiating, monitoring and reporting on major taxation reform process, the Branch ensured that delivered in a coordinated and collaborative agreements through which joint Commonwealth/ the State received its appropriate share of the Fringe manner. State programs are delivered, and maximising Benefits Tax Transition Allowance in 2001–02. In • Develop and provide high quality policy advice to financial outcomes for Victoria. The Branch also 2002–03, the Branch will coordinate three major Ministers and the Secretary. assesses the economic and financial implications renegotiations of agreements (the AHCA, the CSTDA and the CSHA) and will have a coordinating role in the • Manage inter-governmental relations, including of specific purpose payments, prepares and review of specific purpose payments, including HAAC, funding agreements, promoting and facilitating coordinates Department of Human Services’ the Public Health Outcomes Funding Agreement portfolio cooperation and collaboration, providing responses to relevant Cabinet submissions, and to and SAAP. parliamentary support for the Ministers and the the Department of Premier and Cabinet on proposed Secretary, ensuring a capability to proactively international treaties. Policy Projects Branch address emerging issues of significance to the The Branch ensures a strong corporate approach to Department, and providing targeted research and The Policy Projects Branch provides leadership across Department of Human Services’ representations on accurate data analysis. the Department for strategic and critical analysis of and to bodies involving other State and contemporary and emerging issues in human •Create a strategic environment in which Commonwealth Departments. In 2001–02, the services. The Branch also provides advice on social Departmental policy can be developed and Branch assisted working parties of the Australian policy issues, including the Women’s Health and implemented for flagship projects. Upon completion Health Ministers Advisory Council, the Department Wellbeing Strategy, and works with Divisions to of the policy development phase, the project returns of Infrastructure Metropolitan Strategy develop human services that respond to the needs to the operational elements of the Division for Interdepartmental Working Group, and stakeholder of particular groups, such as Koories and people from implementation and monitoring. and monitoring groups associated with the CALD backgrounds. The Branch also supports Coordinated Care Trials project in Victoria. Victorian Ministers and the Secretary in State and national The Policy and Strategic Projects Division is organised submissions and presentations to the Commonwealth policy and coordinates the Department’s input to the into five branches according to function: Grants Commission (CGC), as part of its 2004 Review Social Development Committee of Cabinet. • Inter-Governmental Relations. of General Revenue Grant Relativities, included material prepared by Inter-Governmental Relations •Policy Projects. The International Year of Volunteers Branch and other Divisions on health, community In 2001, the International Year of Volunteers, the • Service and Workforce Planning. care, disability services and housing. Department of Human Services received $1 million to • Strategic Projects. coordinate a whole-of-Government response around During 2001–02, the day-to-day operational the theme ‘Celebrate, Encourage and Strengthen’. • Nurse Policy. management of the tax reform process was transferred to the Financial Services Branch. Some policy issues The International Year of Volunteers Recognition were retained, such as convening the Australian Program made more than 700,000 State Government Health Ministers Advisory Council Tax Implementation certificates of appreciation available to Victorian Working Group, the Fringe Benefits Tax Transition

Department of Human Services Annual Report 2001–02 87 Policy and Strategic Projects

volunteers. The program also funded more than 50 The overall aim of the Department of Human Services’ • Development of a communication strategy and a celebrations and 15 strengthening projects in local Aboriginal Services Plan is to bring together the website, www.beststart.vic.gov.au, incorporating communities as part of the Government’s recognition resources of the Department to improve outcomes for information on evidence-based interventions for of the significant contributions made by volunteers. A Aboriginal people. The three-year plan will have an children and parents and links to important Volunteer Heroes Awards Program was implemented annual reporting cycle and provide a whole-of- government and non-government programs. to recognise outstanding voluntary effort. Department approach focusing on: • Development of an evaluation framework, including • Reconciliation. indicators for measuring the progress and outcomes Two research projects, Good Governance Practices of Best Start. forVoluntary Committees of Management, and the • Respecting diversity. • Prioritisation of Best Start as a key project for Social and Economic Value of Volunteering, were •Partnerships. completed as part of the response to the International partnership between the Australian Bureau of Year of Volunteers. • Improved outcomes. Statistics and Department of Human Services. • Identifying Departmental priority areas for action. • Investments in Best Start research and service Promoting Partnerships •Providing leadership in all areas of the Department. development by the Premier’s Drug Prevention In 2001–02, the Social Policy Unit promoted Council and the Koori Human Services Strategy. partnerships between the Department and funded The priority areas to be addressed in the Plan will • Government endorsement for ten demonstration organisations in the health, housing and community include children and families, young people and projects in metropolitan and regional areas and sectors by: lengthening life. small rural towns that will emphasise improved •Establishing a working group comprising services for Aboriginal children and their families. The Department continues to release Koori Health representation from the Department of Human • The 2002–03 State Budget provided new funding of Counts,a series of publications that aims to improve Services and peak organisations to oversee the $7.6 million over three years (including $3.8 million the information available on the health status of the development of a partnership framework. from the Community Support Fund) for the Aboriginal community to assist in identifying priority • Commencing consultation on the development of demonstration activities that will result in better issues, decision making and service planning. a partnership agreement between the Department access to child and family support, health services of Human Services and funded organisations. and early education; improved support structures The Koori Information Plan continues as a for parents; and communities that are more child • Holding the first Partnership Forum for Department cross-divisional project to improve the availability and and family friendly. of Human Services and funded organisations in June quality of information in all Departmental data 2002. collection systems. This will improve the accuracy of Commencement of the demonstration projects and information and assist in the provision of services to implementation of the evaluation strategy will be key Women’s Health and Wellbeing Strategy address the health and wellbeing of Aboriginal people. priorities for 2002–03. In March 2002, final stage development of the Victorian Women’s Health and Wellbeing Strategy was Best Start Multicultural Strategy transferred from RRHACS Division to the Policy and Best Start is a prevention and early intervention The Department’s Multicultural Strategy Unit provides Strategic Projects Division. This change recognised project that aims to improve the health, development, leadership across the Department of Human Services the whole-of-Department focus of the Strategy and learning and wellbeing of all Victorian children from to promote culturally and linguistically responsive the need for coordination and monitoring across a pregnancy through to transition to school. range of programs. service delivery. In collaboration with Departmental programs, regions and external stakeholders, the Unit Best Start was adopted as a Department of Human works to identify and help address issues affecting Improving the Health and Wellbeing of the Services flagship project early in 2001.In 2001–02, Aboriginal Community equitable access to human services for Victorians the project developed strong links with other areas from CALD backgrounds. The mortality rate for Victoria’s Aboriginal population of Government and established infrastructure and continues to be six to eight times higher than that of resources to support local community action. The The Unit operates within the context of Victoria’s the total population, showing that the health and Policy Action Group, with representation from all whole-of-Government multicultural affairs policies and wellbeing of Victoria’s Aboriginal community is Department of Human Services’ Divisions and regions, is the primary Departmental point of liaison with the considerably worse than that of the broader continued to advise on project directions. community. Victorian Office of Multicultural Affairs. A major role is the coordination of Departmental responses to Achievements in 2001–02 included: Following the release of Towards an Aboriginal Government multicultural affairs requirements, Services Plan, A Statement of Intention (2001), there •Establishment of a joint auspice for Best Start with including performance reporting, consolidated budget was wide consultation with Aboriginal community the Department of Education and Training. information, development of language services and representatives, peak bodies, Divisions and regions, •Establishment of an inter-departmental committee input to the State submission on the Commonwealth’s leading to the development of the Department’s to facilitate cross-government planning, annual migration program. Aboriginal Services Plan. The Plan is to be released in development and linkages. draft form in September 2002, in readiness for endorsement by the Aboriginal community during October 2002.

88 Department of Human Services Annual Report 2001–02 The Unit also undertakes the secretariat role for the •Evaluation of the Healthstreams program and Workforce Policy Ministerial Advisory Council on Cultural and Linguistic development of an options paper for integrated The Workforce Policy area analyses issues and Diversity (Human Services) and convenes a regular funding and accountability mechanisms for small programs, develops policy and implements strategy Departmental Cultural Diversity Reference Group. The rural service providers. related to human services professions regarding Unit also provides the Departmental representative • Monitoring the progress of the implementation of issues such as shortages and distribution, support, on the Victorian Settlement Planning Committee, the ABI Strategic Plan and undertaking cross- regulation, recruitment and retention. convened by the Commonwealth Department of government service development opportunities Immigration and Multicultural and Indigenous Affairs. for people with ABI. Over the year, a number of projects have been initiated, including programs designed to strengthen • Scoping a major cross-Department flagship project The Multicultural Services Unit plays a key role in the workforce in rural Victoria. Programs have also on workforce planning to be undertaken in the development of Departmental policies and been devised and supported in relation to the 2002–03. strategies to enhance the provision of interpreting workforce ‘life cycle’, such as projects that facilitate and translation services to clients and to refine distance-independent mentor relationships for seven At the end of 2001, responsibility for the Metropolitan management information on the outcomes of service allied health professions; infrastructure for the Health Strategy transferred from Service Planning to delivery. The Unit manages the central Departmental employment, training and career development of the Strategic Projects Branch. service agreements with VITS LanguageLink (Victorian medical graduates; and funding for the breadth of Interpreting and Translation Services) and the Central Forecasting and Data Analysis training and development activities in the public Health Interpreter Service, on behalf of all contributing hospital system. program areas. The Department of Human Services is Robust, effective policy development requires the support of high quality data analysis and the largest user of language services in Victoria, with Reviews undertaken over the year include an interpretation. The Forecasting section contributes combined expenditure now estimated at $9 million investigation of the needs of overseas-trained to the work of the Branch and the Department by per year (including funded agencies). doctors working in Victorian hospitals; a report on the undertaking a range of modelling and analysis Victorian Overseas Trained Doctor Rural Recruitment projects, such as: The Unit has played an ongoing role in the Scheme; funding of LaTrobe University to establish a coordination of Departmental and State responses to • Developing a model to forecast demand and supply Centre for Professional Development in Bendigo; and the unplanned arrival of refugees and asylum-seekers of acute health inpatient services. This model is an analysis of the potential contribution that in Victoria, including efforts to support the settlement being used by the Metropolitan Health Strategy and simulation-based educational facilities can make to of holders of temporary protection visas who have VRHSS to inform decisions about future hospital core clinical skills. The Training and Development been released from Commonwealth Immigration capacity and configuration in Victoria. Work has also Grant review released a range of options for Detention Centres. commenced to extend the modelling approach to a discussion with stakeholders with a view to being range of other programs of the Department. implemented in 2003–04. Further information on activities and initiatives over • Developing workforce planning modelling with 2000–01 focused on Victorians from CALD Externally, strong relationships have been built with workforce studies undertaken in the areas of backgrounds, by all Departmental program areas and the Commonwealth and other States through the radiation therapy and maternal and child health regions, is provided in the Responding to Cultural Medical Training Review Panel, the Australian Health nursing. Diversity section of this Annual Report. Workforce Officials Committee and the National •A large and complex service mapping exercise Health Workforce Planning Secretariat. Input has Service and Workforce Planning Branch being performed as part of the VRHSS. This work been provided into the national workforce studies and The Service and Workforce Planning Branch is quantifies the location, nature and work volumes of reviews undertaken by the Australian Medical responsible for strengthening the Department’s the services the Department provides and funds. It Workforce Advisory Committee. strategic planning capability across the human also identifies catchments for towns, providing an services sector and coordinating the overall planning understanding of travel distances and patterns of Strategic Projects Branch framework for Victoria’s publicly funded health and access to human services in rural Victoria. The Strategic Projects Branch is responsible for the other human services. This includes undertaking overall development, coordination and management workforce forecasting across the sector and cross- During the year, the External Data Group, formerly of the Department’s flagship projects and assists program planning activities, and dealing with issues located in the Information Services Branch, joined the strategic project management across the Department. relating to emerging health professions, such as Service and Workforce Planning Branch. This group Chinese medicine and complementary therapies. has responsibility for managing the purchase and Metropolitan Health Strategy dissemination of data from external agencies including The Metropolitan Health Strategy is being developed Service Planning the Australian Bureau of Statistics, Health Insurance to provide a strategic policy and planning framework • In 2001–02, the Service Planning area focused on Commission and Centrelink. for the provision of health care services in the VRHSS, which will provide a planning framework metropolitan Melbourne for the next five to ten years. for the delivery of human services to rural Victorians A notable achievement of the group was making the over the period 2003–07. Improved access and 2001 Census data available to the entire Department service sustainability are key aims of the VRHSS. within three days of its release.

Department of Human Services Annual Report 2001–02 89 Policy and Strategic Projects

Initial scoping and project development work for the • Initial work on forecasting of supply and demand for • Reviewing speciality areas, including paediatric Metropolitan Health Strategy was conducted during acute and sub-acute care inpatient services and services and preparing a cancer plan. 2001–02. This included: specific projects. • Developing new models of ambulatory care. • Agreement on specific projects to be undertaken •Establishment of a Metropolitan Health Strategy • Developing strategies to improve waiting times for to achieve the strategy aims and respond to key Project Advisory Group, chaired by the Secretary of elective surgery and reduce cancellation of surgery. the Department of Human Services and including issues. high-level representatives from the health sector • Examining capacity issues for mental health and Department. In early 2002, work commenced on the specific services, in particular, demand for and supply projects underpinning the Metropolitan Health of bed-based services and options for meeting • Consultations with internal and external Strategy. These include: demand. stakeholders, including two major workshops with key sector and Department of Human Services • Mapping current hospital use and demand patterns • Developing a three to five year capital strategy. representatives, and meetings with a wide range and reviewing the distribution of services and of individuals. service capacity. Most of the work on these projects will be completed by the end of September 2002 to enable key priorities •Preparation of a strategy framework, including •Forecasting demand for hospital services over the to be incorporated in the next budget cycle of forward directions. next five to ten years. Government. There will be ongoing consultation with •Preparation of a capital planning framework. service providers on these projects and work carried out after September 2002.

Kath Gurney, Neo-natal Intensive Care Unit Nurse at Mercy Hospital for Women and Eliza Burke, Emergency Department nurse, The Alfred Hospital featured in the 2002 Nurse Recruitment and Retention Campaign that recruited over 3,300 nurses into the public health system.

90 Department of Human Services Annual Report 2001–02 Developing a Quality Framework In 2000–01, Phase 1 of the Nurse Recruitment and The Quality in Services flagship project aims to Retention Campaign was conducted and recruited improve the quality of services delivered and funded more than 3,300 nurses into the public health sector, by the Department. however, vacancies within specialist positions still existed. Phase 2 of the campaign was subsequently A Department-wide Service Quality Framework was developed to not only recruit into these specialist developed during 2001–02 and all Divisions of the positions, but also to retain the nurses currently in the Department have now developed quality plans to put public health system through major television, cinema, the framework into practice from 2002–03. outdoor and print advertising. The Nurse Policy Branch is addressing this issue by offering refresher programs The Quality in Services project also sponsored and scholarships for postgraduate study in targeted practical projects to address high priority service specialty areas. The campaign was extended to profile quality issues and encourage a culture of continuous the role of nurses with CALD backgrounds within the improvement across the Department. A program of Victorian health system. A communication strategy seminars and training opportunities for managers and was developed to target specific CALD audiences and staff is supporting implementation of the Service the general CALD community. Quality Framework. Other achievements throughout the year include: By December 2002, the Quality in Services assisting health care services to significantly reduce project will: the cost of using agency nurses; increasing the number of nurses registered in nurse banks; • Advance the development of a practical regional establishing a minimum data set to monitor nurse quality management framework to improve service labour force characteristics; coordinating the quality management at the regional level. development of nurse workforce strategies by major • Finalise practical tools to improve monitoring of health services and continuing funding of the Nurse service quality standards on an agency basis and Back Injury Prevention Project. strengthen reporting of service quality initiatives to the Department Executive. • Review and improve the Service Quality Framework.

Nurse Policy Branch The Nurse Policy Branch seeks to ensure that an educated, experienced and skilled nurse workforce of an adequate size and distribution meets the needs of the health care system. The Branch offers a focal point for communication and professional leadership in relation to contemporary nursing practice and supports innovation and best practice.

Department of Human Services Annual Report 2001–02 91 Operations

Responsible for the whole-of-Department perspective on operational policy and direct service delivery.

92 Department of Human Services Annual Report 2001–02 Key Objectives • Implementation of important legislation within •Establish a knowledge management culture within the Department, including policies under the the Department that creates the capacity to provide •To provide a whole-of-Department view on Whistleblowers Protection Act 2001 and the accurate and timely advice and information and operational policy and direct service delivery. development of a new privacy policy in accordance enhance effective decision making. with the Information Privacy Act 2000. •To provide a cross-divisional perspective to • Develop and implement a partnership framework programs and corporate areas. •A major Privacy Communications Strategy and the supporting tools that enable the Division to •To enhance the capacity and capability of was undertaken to raise awareness of privacy effectively communicate and work with funded the service delivery workforce to facilitate obligations, culminating in a National Privacy agencies and key stakeholders to achieve corporate improved client service. Conference sponsored by the Department. priorities. •To provide effective, efficient and high • The Office of Public Employment Managing •Establish a robust and comprehensive reporting and quality coordination, support and specialised People Awards, held in June 2002, awarded the monitoring framework that ensures minimum corporate services for Ministers, the Department’s Values Strategy under the category performance standards are met while encouraging Government, the Secretary and the of ‘Managing Ethically’. high performance, quality delivery and an environment for innovation. Department. • Launch of a new strategy, Prevention and •To strengthen the Department’s approach Elimination of Bullying in the Workplace, in August •Effectively manage the demands placed on regions to risk management. 2001. The strategy won an Office of Public through a coordinated and planned approach that Employment Managing People Award under the assesses the potential impacts of new policies and •To provide a short to medium term focus category of ‘Managing Fairly.’ initiatives on day-to-day operations. on achieving system and practice changes in Juvenile Justice Custodial Services. • Implementation of initiatives following the adoption of the five organisational values, including Divisional Description incorporation of the values into Executive Officers’ Key Issues performance plans, all new staff recruitment Operations Division was established in January 2002 processes, including job advertisements, orientation as part of the Department’s restructure. The Division • There is an increasing need to provide better and induction programs, and into organisational facilitates the whole-of-Department perspective on coordination of program input into service delivery policies and procedures. operational policy and direct service delivery; and regional input into policy development, as well manages the Department’s risk management strategy; as improving relationships with funded agencies. • Launch of a recognition program that motivates, acknowledges and encourages staff to reach their develops models for direct service delivery; quality • Recent reviews of Juvenile Justice Centres have full potential by promoting a culture of recognising and an integrated approach to complex clients; and highlighted a number of operational issues that have and valuing staff. is the central point of accountability for improving been difficult to address systematically. regional performance. The Division also has • Specialist support services face increasing demand responsibility for the State Emergency Recovery Unit, and complexity, including Ombudsman matters and Future Directions workforce development and human resources, as well Freedom of Information requests. as a range of specialist support services to the • Improve client service delivery by providing Ministers, Secretary and across the Department. •Growth in demand and complexity of services opportunities for innovation, addressing practice delivered continues to change the level, quality issues and by better coordinating service delivery The Division has five branches and provides a central and mix of staff needed to deliver human services, to achieve operational excellence. point of accountability for all regions, with five regions and requires better planning. •Establish and implement a risk management reporting directly to the Division. The branches and •A risk management approach has been framework within the Department to inform regions are: incorporated into many Department of Human effective service delivery, program management • Southern Metropolitan Region. Services’ operations in recent years (for example, and policy development. the Fire Risk Management Guidelines), however, • Northern Metropolitan Region. • Develop and implement a corporate workforce there is no organisation-wide framework. development and management strategy that • Western Metropolitan Region. enables the Department to realise its investment in •Eastern Metropolitan Region. its workforce and maximise safety in the workplace. Key Results •Hume Region. •Establish a high performance culture and a • Regional Operations Performance. •Establishment of specialist focus teams on satisfying workplace for staff through the key strategic cross-divisional operational issues, development of a shared vision, strong leadership • Juvenile Justice Custodial Services. such as the operation of Juvenile Justice Centres, and values based on mutual respect and •Portfolio Services. managing complex clients, and WorkCover collaboration. performance review and management. • Human Resources. • Risk Management.

Department of Human Services Annual Report 2001–02 93 Operations

Divisional Reporting • Allocating 80 new home support packages to • Implementing a communication project aimed at enable individuals with a range of physical and other providing a time effective, holistic service for clients Southern Metropolitan Region disabilities to be supported to live within their and staff around assessments, training and reviews. Southern Metropolitan Region comprises ten local families and communities. Western Metropolitan Region governments in Melbourne’s south-eastern suburbs. • Developing and applying technologies to improve The region’s population exceeds one million people, reception services. The Western Metropolitan Region is the most representing about one quarter of the State’s total culturally diverse region in the State with 39 per cent population. The region’s communities are numerous Northern Metropolitan Region of its population born outside of Australia. Overall, and diverse. They include rapidly changing inner urban the region is mildly disadvantaged, with pockets of Northern Metropolitan Region covers inner urban, communities and significant growth in the outer affluence and larger areas of significant socio- outer urban and semi-rural areas and is home to suburbs. Its people include the most socially and economic disadvantage. Inner municipalities have 750,000 people with considerable diversity in economically advantaged as well as those with very relatively static populations while outer municipalities population spread across the Region. For example, high and continuing needs who depend on significant and rural fringe areas are developing and growing at 3,600 Indigenous Australians live in Northern levels of support. a rapid rate. There is limited social infrastructure, Metropolitan Region, 29.9 per cent of the overall manufacturing has been a large employment sector in population was born overseas and 6.6 per cent of Key achievements in 2001–02 include: the area and is now in decline, and property prices are the population has poor English language skills. generally low. • Initiating a Regional Services Improvement Plan This diversity places an added demand on resources relating to out-of-home care placements to address providing a specific service focus for the region. Key achievements in 2001–02 include: a range of quality issues, including the provision of The region is recognised as the second most specialist support services and school enrolment. disadvantaged region and contains the most • Opening the MacKillop Family Services new • Commencing an integrated care team approach disadvantaged Local Government Area (Darebin). purpose-built educational facility in Maidstone to using mental health, drug and alcohol, juvenile provide three residential units in the community. justice and child protection professionals to support Key achievements in 2001–02 include: • Implementing the early years program in the City two residential care services for young people with •Establishing the Reach for the Clouds program to of Maribyrnong to improve the health, development, high risk behaviours. This approach allows for more provide 800 households with recycled computers learning and wellbeing of children from pregnancy ‘hands on’ support to the team. and training in the use of Internet and email. through to transition to school (eight years of age). • Opening a purpose-built residential service to • Launching the new Sunbury Integrated Care Centre • Developing the Secure Welfare Court Transport provide a safe and comfortable environment for on 3 April 2002 to provide dental care, allied health, Service to support child protection workers and young people unable to live with their parents. nursing, aged care, children’s services and medical external case managers in providing safe transport • Commencing a specialist family decision making care. to high risk, vulnerable young people. process for working with Indigenous families where •Producing the Working with Violence manual on •Organising two artwork exhibitions involving young child protection concerns exist. This initiative allows staff safety and wellbeing when working with people being supervised on forgreater exploration of the extended family’s clients. community-based orders. capacity to provide the necessary support to allow • Receiving a Best Practice Grant to develop a a child to remain safely within the care of their •Providing financial management training to agency nutrition guide, Good Food for All,for people family network. liaison officers to enhance their understanding of assets, liabilities and equity and analysing profit and with a disability and staff in supported • Strengthening support for HACC training by loss statements. accommodation settings. appointing a regional training coordinator who will work under the auspice of Vision Australia. •Establishing the Dandenong Crisis Supported Accommodation Service for people who are homeless or at risk of homelessness. • Enhancing crisis and transitional housing capacity and support to meet existing demand. • Developing a community facility, in partnership with SCOPE, City of Kingston and the SCOPE Parents Group, to provide daytime activities and support for up to 20 people with a disability. •Establishing four new disability supported accommodation services to provide accommodation and support for an additional 21 people with disabilities.

Natalie Uscinas suffers from a rare neuromuscular disorder called Charcot Marie Tooth, which weakens the outer limbs. Through the Western Metropolitan Region’s Future for Young Adults Program, Natalie has been able to visit her horse Sharcago once a week to develop her horsemanship skills and also attend Equitana, the largest horse fair in the Southern Hemisphere.

94 Department of Human Services Annual Report 2001–02 •Providing funds to the Victorian Foundation for •Establishing a community residential unit (CRU) to reducing crime, improving housing, improving Survivors of Torture to produce the handbook, care for several high cost residents who had major access to services and encouraging a sense of Promoting Refugee Health: A Handbook for Doctors behavioural issues. This included designing the community. Community committees consisting of and Other Healthcare Providers Caring for People CRU to meet the needs of these residents and tenants, residents, local service providers and from Refugee Backgrounds. This handbook is an training the staff group working at the CRU. Since government departments manage the projects. adaptation of a resource initially targeted at GPs. moving into their new CRU, the residents’ Both projects are characterised by high levels of problematic behaviour has markedly reduced and commitment and motivation to bring about Eastern Metropolitan Region they are now able to take part in community sustainable change. activities and interact positively within the house. Eastern Metropolitan Region is one of the largest • Commenced a six-month Disability Quality and regions in Victoria in terms of programs, staff and Training project to research the qualifications and budget. The region comprises seven local government Hume Region competencies of disability workers (both areas, ranging from the inner suburbs of Kew and The Hume Region encompasses 11local government government and non-government). A regional Hawthorn, to the large outer metropolitan suburbs of areas in the north-east of Victoria. The population of learning and development strategy was formulated Ringwood and Lilydale, and the semi rural townships approximately 245,000 people lives in the major to improve the knowledge and skills of staff working of Healesville and Yarra Junction. The 980,000 population centres of Wodonga, Shepparton, in Hume Region. residents represent a range of cultural backgrounds, Wangaratta, Seymour and Benalla, in a range of small • Implemented the Hume Learning and Development including many recent arrivals, presenting challenges townships, as well as in relatively isolated farming and Strategy. The project invests in the workforce to for the development of culturally appropriate services. agricultural areas. The region is experiencing strong improve performance and quality of service to There are significant pockets of socioeconomic growth in Wodonga, Shepparton and the Mitchell clients. The Community Services and Health disadvantage, such as many small townships in Yarra Shire. The number and proportion of older people in Industry Training Board nominated the project for Ranges and parts of Ashburton/Ashwood/ the population is increasing across the region, and a national award. Chadstone which tend to be hidden amongst more young people are leaving rural areas and small towns, affluent surrounding areas. The region is characterised • The Hume Early Childhood Intervention Network seeking education and employment. Shepparton has by a vibrant and sophisticated local government and Intake, Access and Response Service now provides the highest concentration of Indigenous Australians community services sector and has many key a central point of contact for parents and carers of outside metropolitan Melbourne and, in recent years, statewide services. children aged up to six years to enable a clear like Cobram, has become a favoured resettlement referral pathway and access to the service system. destination for people from the Middle East. Key achievements in 2001–02 include: Thirteen early childhood intervention service Socioeconomic indicators vary across the region with providers now use one common referral form. The some pockets of disadvantage at Shepparton and • Continuing the redevelopment of Kew Residential initiative also aims to improve the consistency of Seymour and in the Aboriginal community. Services, a major Government initiative announced processing referrals and the distribution of by the Premier in May 2001. Planning for the 480 information and to reduce the duplication of initial Key achievements in 2001–02 include: residents is on track with 23 houses or house sites assessment. already purchased.The first five of 100 clients are • Commencing two Neighbourhood Renewal projects expected to be housed in the community in • The Hume Adolescent Quality Improvement in Parkside Estate in North Shepparton and 2002–03, moving to their new home in early Strategy undertook a comprehensive review of Seymour. The projects promote sustainability within October 2002. Planning for the relocation of the current service provision and a small literature these communities by creating employment, 700 staff is also well advanced, with negotiations review and commenced work on a larger strategic of a certified agreement expected to conclude in September 2002. • Opening the new Knox Community Health Service in Ferntree Gully. The centre comprises five new and refurbished historic buildings, cost $4.98 million and took three years to complete. • Implementing the Let’s Party program promoting safe partying for secondary school students through the Secondary School Nursing program. •Establishing the Women’s Health East office at Ringwood for Specialist Children’s Services which is co-located with a Maternal and Child Health Service and Eastern Women’s Health.

Tom Keating from Hume Region is with representatives of the Wangaratta-based regional disability services network, winner of the 2002 Victorian Community Services and Health Industry Training Awards.

Department of Human Services Annual Report 2001–02 95 Operations

model to improve service system interventions to high risk adolescents and their families. The aim is to ensure that adolescents and their families who proceed to a tertiary service response (such as child protection, juvenile justice and mental health) have the benefit of a range of interventions, not just the tertiary response. A strategic plan is being considered for the next three to five years, based on evidence-based research, agency and Department experiences and statistical analysis.

Regional Operations Performance Branch

The Regional Operations Performance Branch was established in January 2002 as part of the new Operations Division. The Department of Human Services has more than 9,600 regional staff providing a range of direct care, corporate and funding activities. The Branch has responsibility for developing strategies to support and enhance the quality and The late Ruth Cracknell was a special guest speaker at the National Privacy Conference in November 2001. She enlightened the performance of regional operations. Its key objectives delegates with the highs and lows of being a public figure in today’s society and tales of the ‘invasion’ of her privacy. are to:

• Develop high quality operational practice in regions. •Establish stronger and more effective relationships communities, and facilitate the restoration of • Maximise the rehabilitative opportunities and between the Department and funded organisations. community functioning. Activities in 2001–02 outcomes for clients in the custodial centres. included training for community and Departmental • Develop and implement a stronger performance • Develop strategies that maximise the appropriate staff, reviewing the provision of electronic monitoring system. balance between client rehabilitation and wellbeing information on emergency recovery and community and the safety and wellbeing of the community. • Support emergency recovery and internal support for Victorians, and reviewing the State Level emergency management coordination functions. Plan for coordinating the Department’s response to •Promote and develop positive relationships with a major emergencies and incidents. range of stakeholders. A number of key projects commenced in 2001–02, •Identify and develop strategies that promote an including: Juvenile Justice Custodial Services Branch integrated Juvenile Justice system, of which the three custodial centres are an important • Developing a framework for the future management, Victoria’s three Juvenile Justice centres – Melbourne component. funding and delivery of service responses to clients Juvenile Justice Centre, Malmsbury Juvenile Justice with complex needs seeking services from a range Centre and Parkville Youth Residential Centre – report Portfolio Services Branch of programs. The project includes research, data to Juvenile Justice Custodial Services, which was collection and consultation in cooperation with key established in May 2002. The revised reporting Portfolio Services provides support services to organisations and experts in the field. A report will arrangements aim to maximise effectiveness and Ministers within the Human Services portfolio, the be completed by October 2002. accountability of the statewide services. Secretary, Divisions and regions through six business • The Safer Staff Better Services project will review units; Corporate Communications, Internal Audit, Legal the Department’s approach to supporting the Juvenile Justice Custodial Services objectives are to: Services, Secretariat, Freedom of Information and health and safety of its staff. This project has Privacy and Complaints Systems Management. • Identify and initiate strategies and processes to undertaken analysis and will report on its findings achieve service improvement. and recommendations in September 2002. Key achievements include: • Identify opportunities to enhance practice Following that, a strategic implementation plan will • The Nurse Recruitment and Retention Campaign consistency across the three Juvenile Justice be developed to enhance an organisational safety managed by the Corporate Communications Unit. centres and initiate strategies and processes culture, improve injury prevention and reduce costs. This campaign used real nurses to promote their to achieve this. • Reviewing the Department’s incident reporting profession and comprised a comprehensive mass policy and system, and commencing the • Maximise the accountability of the three Juvenile media strategy including cinema, television, print development of a stronger regional reporting Justice custodial centres with respect to the and outdoor advertising. The campaign successfully framework. required performance requirements. encouraged up to 3,300 nurses to return to or join the Victorian public health system. • The State Emergency Recovery Unit is continuing • Ensure a safe environment for staff and clients. to coordinate community initiatives to minimise the •Promote the provision of appropriate facilities and impact of emergencies on individuals and amenities for clients and staff that respect their dignity.

96 Department of Human Services Annual Report 2001–02 Supporting the Organisational Review In July 2001, the Secretary announced her intention to review the structure of the organisation. Any successful change process requires strong leadership, consultation, communication and staff support. Throughout this process, Human Resources played a key role in supporting the Secretary and the broader organisation.

Human Resources provided feedback mechanisms to ensure confidentiality of consultation with staff and unions, and all feedback was considered and responded to by the Secretary. A detailed staffing process was outlined to staff and a range of supports provided to assist them in the change, including training and cultural transition projects. These supports helped to minimise anxiety and disruption for staff and clients. The new structure was

The Department of Human Services stand at the Royal Melbourne Show proved to be a great hit with children aged under 10. announced in October and came into effect on The stand was part of the Victorian Government Expo Centre, which is staffed by Department volunteers. 1 December 2001.

Departmental Recognition and Reward Program The program aims to motivate, acknowledge and • The Media Unit initiated and managed metropolitan •Established a database for advisory councils and encourage staff to reach their full potential by and regional media coverage of the $464 million committees and updated and streamlined Cabinet promoting a culture of recognition and valuing of HDM Strategy to open more beds and treat 30,000 and Parliamentary templates. staff. Developed within the framework of the Values extra patients. Strategy, this program provides useful tools for all • Launched a revised manual for Freedom of staff on how to acknowledge and reward exemplary • Internal Audit participated in the introduction of Information officers. behaviour. the Taxation Compliance Framework by conducting •Established the Complaints System Management reviews in the Department and at a number of Unit, which has responsibility for implementing the Implementing the Human Resources Strategy portfolio entities. Whistleblower Protection Act in the Department as Human Resources collaborated with the Department •A Department-wide review by Internal Audit of the well as facilitating an effective complaint handling Executive and senior regional stakeholders to produce use of computers by staff that contributed to the system. the Human Resources Strategy. The primary goal is to development of revised usage policies. •A major privacy communications strategy was enhance the capacity and capability of the •Legal Services coordinated and implemented a implemented across all regions and Divisions and Department’s service delivery workforce to improve forward planning scheme for the Government’s the funded sector to raise awareness of privacy client service. The Human Resources Strategy was legislative program. This scheme has been obligations. An electronic Forms Audit Tool was endorsed in June 2001, setting the Department’s successfully implemented for the 2002 Spring developed to assist in ensuring that all information future direction for human resources for the next two Parliamentary Sitting in partnership with the collection forms comply with privacy legislation. to three years. Parliamentary and Executive Services Unit. The Human Resources Strategy sets out the following • The Secretariat developed and distributed Human Resources Branch priorities: guidelines, A Complaint Is an Opportunity: Managing The Human Resources Branch is responsible for 1. Promote an organisational culture aligned with Complaints Referred by the Ombudsman,produced enhancing the capacity and capability of the the Department’s values and desired behaviours a report analysing trends and issues in complaints, Department’s service delivery workforce to facilitate by establishing integrated recognition strategies, and streamlined complaints management to provide improved client service. Policy development and fostering improvements in people management a more effective and timely response to the planning is undertaken for occupational health and performance. Ombudsman on complaints concerning child safety, workforce planning, recruitment, employee protection and Office of Housing matters. conditions and benefits. Human Resources is also 2. Develop and implement a broad-based strategy to • Commenced a project to provide a system that responsible for the delivery of the corporate training improve workplace safety, tailored to address will manage the complete Executive and Ministerial and development program, and administration of specific program issues. correspondence and briefings life cycle. The payroll and superannuation on behalf of the 3. Develop and implement a strategy to determine e-Ministerials system will support the Government’s Department. and create the desired workforce profile use of technology and improve the quality of (including mix of skills, age, ethnicity, gender) services. through targeted and efficient entry-level recruitment and training and development of the internal labour force.

Department of Human Services Annual Report 2001–02 97 Operations

4. Establish workforce planning processes and tools – turnover rates by major demographic groupings. audits and workplace inspections. The VWA has for use across the Department of Human Services – an organisation climate index (extracted from an issued Improvement Notices, mainly relating to the and implement these for the housing, child annual employee census). known risks of manual handling, occupational assault protection or juvenile justice workforces to and occupational stress. As well, health and safety •Created a new workforce profile website in produce action plans to address capability gaps, issues relating to infection control, hazardous April 2002. forexample, through training and development. substances, training and vehicle safety have been identified by the VWA. 5. Enhance Human Resources information systems Human Resources Branch is undertaking a range of and determine key measures required to provide initiatives and programs to meet these priorities and is DTF has developed an Occupational Health and Safety useful analysis and recommendations on providing training and development opportunities for Improvement Strategy to improve performance across workforce trends. management and staff throughout the Department. the Victorian Budget sector, with which the In addition to Executive Development, 39 VPS 5 Department of Human Services must comply. The key achievements in 2001–02 included: staff were selected to participate in the Senior In October 2001, a target of 20 per cent improvement Management Program to help prepare them for •A Department Recognition Program was launched in key performance indicators over a three-year period Executive roles. on 10 April 2002. was endorsed. All relevant Departments are required • Agreed People Management behaviours were Occupational Health and Safety Branch to report on performance against the strategy targets established, based on the Department’s values, and objectives in their Annual Report. The 2002–03 Departmental Plan has an objective and management competencies, and were used to of ‘building sustainable well managed and efficient improve recruitment, development and support for The Department of Human Services has completed an services with a priority of building safe successful and managers. improvement action plan. The targets for the three- rewarding workplaces’. The key targets are improved year period are: reduction of five per cent in 2001–02, • Risk reduction strategies were developed for key Organisational Climate Index results and improved and 7.5 per cent in both 2002–03 and 2003–2004. occupational health and safety risks by workforce occupational health and safety performance. Reductions are measured from the baseline of sector: manual handling risk assessment and 2000–01 performances. management in Disability Accommodation Services, The Safety Performance Management System a job safety analysis in Juvenile Justice, and infection (SPMS) provides a tool for the development of central The development of risk reduction strategies for key control through an immunisation strategy for reporting and accountability for safety management occupational health and safety risks by workforce occupations at risk. systems implementation. SPMS informs the sector will contribute to achievement of these targets: • The development of occupational assault and stress development of annual occupational health and safety manual handling risk assessment and management in risk reduction strategies for occupationally at risk improvement plans and priorities, and the allocation Disability Accommodation Services, a job safety staff are planned for early 2002–03. of resources. Baseline assessments of each region’s analysis in Juvenile Justice, and infection control current safety performance management were through an immunisation strategy for occupationally • Raised awareness of workforce demographics by completed in August 2001. Performance across the at-risk staff. The development of occupational assault producing profiles for each region and comparing Department was 11.13 per cent. Annual improvement and occupational stress risk reduction strategies for the workforce with the Victorian community in areas plans set a target of 21.73 per cent. The fourth quarter occupationally at-risk staff are planned for early of age, gender and cultural diversity. report demonstrates an achievement of 21.49 per cent. 2002–03. •Promoted a better understanding of diversity and its benefits by running cultural diversity training The Victorian WorkCover Authority (VWA) commenced The Safer Staff Better Services project has throughout the Department. implementation of the Focus 100 Strategy in the been established to develop short, medium and long Department in March 2002 with briefings for the •Produced a range of career marketing materials to term strategies that lead to sustainable improvements Departmental and Regional executives, desktop promote careers in the Department of Human in the key areas of injury prevention, post-injury Services, with an emphasis on service delivery roles. • Developed and piloted workforce planning guidelines to enable managers to analyse their At 30 June 2002, the following performance is reported: workforce needs and develop strategies to address gaps. Base Reduction Performance Performance Figure Target of 5% as at 30/6/2002 Outcome (%) • Developed key performance indicators to assist in 2001–02 various workforce planning projects, including: Number of Reported Claims 380 361 451 +18.68 – monitoring of fixed-term employment levels Claims Frequency Rate against a Department target. (Reported Claims per $ million remuneration) 0.74 0.71 0.82 +9.78 – observation of trends within the direct care Claims Cost Ratio workforce. (per $ million remuneration) $6,804 $6,464 $9,419 +38.42

98 Department of Human Services Annual Report 2001–02 management, and insurance and premium • Ensured that all centrally coordinated employment Key Results management. While the project is not specifically programs, such as Youth Employment Scheme and • Improved recruitment processes, maximising the designed to drive this year’s DTF/ERC occupational InTrain (a scholarship program for Indigenous use of technology to attract prospective applicants, health and safety improvement plan, it is anticipated students), have a strong focus on improving while minimising costs. that the project will start to influence arrangements diversity. for the current financial year through its intensive •Press advertisements now appear in a consistent focus on key areas. This four-month project is Selecting on Merit format with dramatically reduced costs, better quality and concise job summaries. expected to be a significant contributor to longer term To ensure that our clients receive quality services and achievement of the DTF/ERC performance targets for care it is important that we recruit people with the •Prospective applicants are now directed to the the Department. The project report and right capabilities. Core attributes essential to quality Internet site to obtain electronic copies of job recommendations are due in October 2002. service delivery have been identified for all direct care advertisements rather than use resources to roles in the Department. They are: understanding and manually perform this function, which enhances the Managing and Valuing Diversity empathy for clients; accountability; judgement and image of the Department as a professional employer. The Department of Human Services recognises that discretion; self-confidence and resilience; innovation workplace diversity helps build an organisation’s and learning. These attributes are considered relationship with the community and enhances the important in complementing the competencies The Department’s Workforce already identified for direct care roles. contribution of its employees who are in the best The table below provides the Department’s workforce position to improve the quality of programs, products numbers as full-time employees (FTE) as at 30 June and services to the community. The core attributes will be used as part of the key selection criteria for all direct care entry level jobs, to 2002. Key Results ensure applicants are the best ‘fit’ for such roles. • Commenced an initiative to better reflect in the Department’s own workforce profiles, the representation of the general community Make-Up of Departmental Employees(1) populations, particularly in respect of cultural diversity, age and gender. Comparative data has VPS Grouping Female Male Number of FTE Employees been produced for each of the regions that indicate gaps between the community and the Department Child/Adolescent/Family Welfare Officers 1,043 438 1,481 workforce for each of the identified characteristics. Disability Development and Support Officers 2,637 1,274 3,911 (2) • Developed guidelines to assist line managers to Executives 45 55 100 better understand the benefits of, and achieve, a Facility Service Officers 23 41 64 more diverse workforce when recruiting. The Health and Community Services Workers 554 91 645 guidelines provide a framework for managers to Housing Services Officers 285 154 439 (3) self-assess their particular recruitment needs, Other 41 83 124 question what demographic characteristics might Victorian Public Service Officers 2,342 1,418 3,760 assist them in improving the delivery of programs 6,970 3,554 10,524 and services, and build this into job design processes. The framework provides practical (1) The number of FTE employees reported in the 2000-01 Annual Report (10,599 FTE) included 231 FTE who were brought on the information to assist managers in attracting and payroll system temporarily in June 2001 to enable a retrospective payment of recreation leave allowance. Accordingly, for recruiting a diverse workforce. comparative purposes the published figure for 2000–01should be discounted to 10,368 FTE. • Implemented the Preventing and Eliminating (2) These figures exclude two statutory appointees and one person who has been seconded to a non-government agency. The figures exclude three people who are currently on extended leave (adoption leave, long service leave, leave without pay). Bullying Strategy for which the Department received a People Management Commendation from the (3) These figures include staff who were previously shown under the Youth Employment Scheme. Office of Public Employment. • Delivered cultural diversity training for managers across all regions and programs to raise awareness and understanding of diversity issues. • Developed a comprehensive Indigenous employment strategy in accordance with the Victorian Government Indigenous Strategy.

Department of Human Services Annual Report 2001–02 99 Operations

Upholding Public Sector Conduct Exemption from Advertising Vacancies addressed these issues by increasing conflict resolution training, developing managers, training In line with the Commissioner for Public Employment In 2001–02, a number of Department of Human internal mediators and making site visits to Directions issued under the Public Sector Management Services job vacancies were filled without workplaces to promote local resolution of conflict. and Employment Act 1998, the Department has a advertisement in accordance with strictly defined range of procedures in place concerning conduct of criteria. These criteria have been designed to meet employees. These include a well publicised Code of operational needs without compromising the merit Risk Management Conduct, compiling declarations of any potential principle. Risk management in the public sector goes beyond conflict of interest, processes to ensure employees the private sector focus on maintaining and enhancing and members of the public can raise issues of Reviewing Personal Grievances profitability and includes service to community, concern and have them fairly dealt with, and policies There was a 42 per cent increase in formal personal delivering Government objectives, efficiency and that prohibit reprisal against people raising issues of grievances received in 2001–02 compared to the effectiveness, and community requirements for concern. previous year. The grievances include a range of work accountability and transparency. related matters pertaining to conditions of In 2001–02, achievements included establishing employment, salary and allowances, merit and equity, The Department of Human Services operates in a processes to ensure Whistleblower and Ombudsman performance and discipline and selection processes highly complex environment with rapid change across complaints are managed appropriately and in a timely and outcomes. portfolio areas and increasing community manner; integrating the principles of the Public Sector expectations. The Department is developing a risk Code of Conduct into the Department’s policies, The increase in grievances is explained by a small management framework which will provide a training, values and orientation programs; developing number of work areas contributing disproportionately mechanism for dealing with the broad range of risks a comprehensive discipline management process and to a high number of grievances. The relevant areas, in faced by the Department. improved processes to ensure fair and reasonable conjunction with the Human Resources Branch, have treatment.

In early August 2001, the Secretary officially launched the Values and their supporting behaviours. At the launch, the senior Executive team pledged their commitment and support to model and live the Values, by publicly signing a Values poster.

100 Department of Human Services Annual Report 2001–02 2001–02 Exemption of Advertisement of Vacancies Criteria

Progression Based on Competence Assessment 0 Reclassification 39 Identical Vacancy 21 Recent Advertisement 20 Specialised Duties 9 Graduate Recruitment 11 Temporary Vacancy 128 Members of Disadvantaged Groups 3 Succession Planning 0 Workforce Stabilisation Projects (Industrial Agreements) 125 Total 356

Results of Grievance Resolution Procedures Category 1 July 1999 1 July 2000 1 July 2001 – 30 June 2000 – 30 June 2001 – 30 June 2002 Grievances Received 91 74 105 Grievances Finalised 106 61 87 • Ineligible/Rejected 9 6 16 • Conciliated/Mediated 47 27 41 • Withdrawn 27 20 13 • Hearing-Upheld 16 7 12 • Hearing-Varied 7 1 5

The Risk Management Project Team was created in 2002 to oversee the Department’s risk management approach. The Project Team has established a Risk Management Committee to oversee the development of the risk management framework during the planning and implementation stage and then on an ongoing basis.

The Project Team has appointed consultants to develop and recommend risk management policies, guidelines and practices; undertake a pilot risk identification process for a Department program; utilise, during the identification process, a robust software package; and recommend an appropriate and continuing organisation arrangement for the Risk Management Unit. The consultants will also contribute to the implementation of the Department’s risk management program by nominating a qualified and experienced officer to be a member of the Risk Management Committee for a two-year period.

Department of Human Services Annual Report 2001–02 101 Financial and Corporate Services

Responsible for delivering internal services to the Department to improve client services through better business processes.

102 Department of Human Services Annual Report 2001–02 Key Objectives • Improvements to service delivery and meeting • Complete the three-year plan for corporate e-Government expectations should be achieved by information systems. • Effectively manage resource allocation maximising the benefits of information technology • Develop an accommodation plan for head office within the Department through managing the within resource constraints. budget process, reviewing reallocation and buildings. • The approved Department of Human Services reprioritisation opportunities, and facilitating • Review the Departmental planning processes and capital works program should be delivered on time effective productivity strategies. develop a three-year strategic plan. and budget. • Effectively manage human services portfolio industrial agreements and issues. • The need to improve budget and service agreement processes to have more effective partnerships with Divisional Description •Provide corporate services (capital, finance, agencies and to respond to concerns raised by the Financial and Corporate Services Division is administration) that are cost-effective and Public Accounts and Estimates Committee. recognise internal client requirements for responsible for delivering internal services to the service quality and timelines. Department, such as finance, capital management, administration and information services. The Division •Provide technical advice that supports Key Results also manages key Departmental activities, such as Ministers, the Secretary, Divisions and regions • Achieved a total Departmental output budget the budget process, industrial relations, improving in implementing Government policy and increase of $604 million for new initiatives and services through better business processes and achieving service delivery objectives. expansion of services to meet growing service technology, and reviewing productivity and •Promote sound financial management and a demands and other pressures. reallocation opportunities. commitment to probity and accountability. • Finalised key enterprise bargaining agreement •Promote the use of information technology to renegotiations for nurses, ambulance officers, Divisional Reporting improve the efficiency and effectiveness of preschool teachers and Department-employed staff. service delivery. Budget, Planning and Review • Delivered a large capital works program, including • Improve operational efficiency within the opening redevelopments at the Sunshine Hospital In its role as the coordinator of the Department’s Department by providing effective resources, and the North-West Melbourne Extended Care and Budget processes, Budget, Planning and Review policies, business processes and resource Rehabilitation Services Aged Care facility. Branch managed the 2002–03 budget process, management tools. • Completion of the Department’s 2002–03 which resulted in an increase in output funding of Corporate Plan. $604 million for new initiatives and the expansion of services to meet growing service demand and other Key Issues • Improved agency funding, business systems and budget pressures. Total new asset investment of communications through improvements to the $217 million was also provided. • The purchasing and financial management policy Service Agreement Management System (SAMS) and infrastructure need to meet the Government’s and the introduction of the Funded Agency The Branch continued to coordinate the Budget expectations in regard to financial management and Channel. Strategy and Monitoring Committee, a sub-committee financial transparency and accountability. • Achieved all Government Online targets and made of the Departmental Executive, which oversees the • Enterprise agreements are to be managed in a way significant advances in implementing e-business Department’s internal budget management processes that supports recruitment and retention of staff technology infrastructure. and the development of budget priorities, and reviews through market competitive salary and condition emerging or problematic budget issues. entitlements, is financially responsible and does not involve undue disruption to services through Future Directions The Division worked closely with programs to develop disputes. key strategies to support the Department’s objectives • Successfully conclude key enterprise agreements • The need to meet Government savings targets, and strategic priorities, including demand with medical officers and ancillary workers in public achieve administrative efficiencies, discontinue low management strategies for child protection and health organisations. value-add programs and to reallocate funds to meet placement services and new directions for social urgent client needs. • Develop new client information systems housing programs in Victoria. architecture and applications. • The Department’s budget strategy and corporate The Division also continued to lead the corporate planning process need to clearly provide evidence •Further improve agency administration processes planning process which developed the 2002–03 of the trends in demand for services, sponsor the by implementing changes agreed through Departmental Plan. The Plan strengthened the focus development of fiscally responsible strategies to partnership forums and the Partnership flagship of previous years on organisational priorities to meet and manage demand, facilitate joined up project. advance the Department’s objectives, including the responses to needs and achieve appropriate • Review opportunities to minimise energy use to identification of six flagship projects and 38 priority funding. meet Government energy reduction targets. actions from across the Department to be implemented by Divisions and monitored at a senior level.

Department of Human Services Annual Report 2001–02 103 Financial and Corporate Services

The Branch also managed output reviews for the Drugs and Mental Health Output Groups in collaboration with the relevant Divisions and central agencies.

Implementation and monitoring of the Human Services Productivity Investment Fund continued in 2001–02 focusing on the development of cost- effective services and productivity improvement initiatives in the human services sector, including:

• Ultrasound monitoring of lower back pain to reduce treatment times. • Computerised hospital records. • Development of an advanced disability assessment tool. •Hand-held computers for remote field workers.

The Branch also coordinated the Department’s review of options to reprioritise and reallocate resources to Information Services Branch Planning and Strategies Unit Manager Carlo Bonato (left) and e-Forms Project Manager June Brown areas of higher need. with Executive Director of South Australia’s Environment Protection Authority Nicholas Newland at the Government Technology Productivity Awards. Business Development

The Business Development Branch continues to improve business practices, both within the Information Services Finance and Administrative Services Department and in agencies funded by the The Information Services Branch is responsible To further enhance the Department’s financial Department. The launch of the Funded Agency for developing, maintaining and managing the management system, the Division took important Channel in January provides agencies with easy Department’s information, information services and steps towards implementing e-commerce initiatives entry and quick access to a broad spectrum of the telecommunications infrastructure and systems. through the establishment of a new procurement Department’s business information, as well as card system, electronic payment and management relevant external information available on The Division has made significant advances in of telephone accounts, electronic remittances to Commonwealth and local government websites. implementing e-business technology infrastructure. e-capable vendors, and automated processing of The Channel aims to ease the administrative The e-Forms project, a whole-of-Department approach council and water rates and charges for more than burden for funded agencies working in partnership to developing and managing public online forms, won 72,000 OoH properties. with the Department. the Government Technology Committee’s 2001 Silver Award for Government Technology Productivity. The Electronic Purchasing for Procurement project Additional work included: rolled out a pilot project in three regions to streamline • Development of the Funded Agency Partnership In January, the Division commenced development of procurement processes and enhance the Project Framework to map and monitor partnership a three-year Corporate Information Services Strategic Department’s capacity to manage expenditure on activity across the Department. Plan to better support Departmental business goods and services and achieve productivity and objectives with information services. The strategic pricing benefits. • Development of an agency risk management tool overview is complete and phase two, the Corporate (Agency Performance Monitoring and Review Information and Communications Technology (ICT) The Division enhanced consolidated portfolio Framework) through consultation and collaboration Plan, is under development. reporting (including hospitals, community health with peak bodies. centres, cemeteries, statutory boards) through • Improvements in the quality and timeliness of Information Services Branch successfully negotiated improved data collection processes for external funding and service agreement information to new contract arrangements for the supply of agencies. agencies and in the conduct of negotiations, information technology and communications for the through the service agreement process and Department. These arrangements are available to Capital Management systems enhancements to the SAMS. agencies the Department funds and other Victorian Major projects completed during 2001–02 include: Government departments that will facilitate lower overall costs. The Division also completed licence Ballarat Base Hospital Redevelopment Stages 2 and 3 negotiations for new versions of Microsoft and business applications as part of a whole-of- Stages 2 and 3 of the redevelopment comprised Government initiative. new emergency, imaging, intensive care, day surgery, outpatients, allied health and ancillary support services at Ballarat Base Hospital at a total investment of $30.88 million.

104 Department of Human Services Annual Report 2001–02 Wimmera Base Hospital Redevelopment Mt Eliza Aged Care Centre Development • Develop the infrastructure and capability to manage A new purpose-built facility for allied health and Development included construction of a hydrotherapy the sharing of client information across different administration adjacent to the new clinical services pool and therapy facilities, and a 30-bed rehabilitation, Departmental services to enable a holistic, was opened by the Minister on 30 November 2001. evaluation and management unit. coordinated approach to client service. The total end investment of $5.54 million also • Redevelop existing client information and case included refurbishment of existing buildings for Industrial Relations management systems supporting child protection, primary and community care services. Management of industrial relations remained a priority juvenile justice and disability services and develop throughout 2001–02. The Department’s Industrial new systems for specialist children’s services and North West Melbourne Extended Care and Relations Branch worked with employers and unions the disability/community services funded sector. Rehabilitation Services Aged Care Redevelopment to finalise and implement enterprise agreements for The new information systems will effectively link or The redevelopment of the aged care and key occupational groups in the public health sector, integrate the client and case management rehabilitation facilities comprised a 24-bed including nurses - Australian Nurses Federation functions; improve the efficiency and effectiveness complex care unit, a 40-bed rehabilitation building, (ANF); Health Services Union of Australia No.1 Branch of business processes; practices and delivery; refurbishment of the Community Residential Centre (HSUA1); health professionals (HSUA3); medical provide support for program delivery through funded building and associated infrastructure services. scientists (HSUA4); mental health - Health and agencies; and support new access options. Community Services Union (HACSU); ambulance Royal Melbourne Hospital Parkville Redevelopment services (Ambulance Employees Association of The Strategic Project, which commenced in May Stage 2 Victoria (AEA)); and kindergartens (Australian 2002, will develop new client information systems Stage 2 involved expansion of the front entry Education Union). architecture and applications for the Department over building to consolidate inpatient beds with a the three years 2002–05. It builds on the work of the 21-bed intensive care unit and 60-bed In June 2002, the Department commenced enterprise Systems Integration and Case Management Project. neuroscience ward. The upgrading of adjacent bargaining discussions with the Australian Medical wards in the outpatient building and associated Association, representing medical staff employed in infrastructure services was also included in Stage 2. the public health sector and with HSUA No.1 representing ancillary workers in public health. Sunshine Hospital Redevelopment

Expansion of general services included paediatric, The Department also negotiated and concluded obstetric, gynaecology, general surgery and medicine. agreements with its own employees, represented by The redevelopment included two new operating the Community and Public Service Union, HACSU and theatres, 30-bed day surgery facilities, emergency the ANF. It also provided policy advice to funded department, eight-bed intensive care unit, eight-bed non-government agencies in relation to enterprise coronary care unit and a 60-bed acute ward. bargaining claims by HSUA and the Australian Service Construction commenced in July 1999 and was Union. completed in August 2001. Client Service Model Strategic Project Royal Children’s Hospital Acute Service The objective of this project is to articulate the This project involved the staged upgrading of acute Department’s client service model and determine clinical services at the Royal Children’s Hospital. the organisational developments, client information Heywood Hospital Aged Care Upgrade systems and tools necessary to support the model. The aim is to provide a high quality, integrated The upgrade commenced in December 2001 and experience for any client or member of the public encompassed a new Healthstreams facility who deals with the Department. comprising 45 aged care beds, three sub-acute beds and accident stabilisation. The upgrade was This strategic project will: completed in April 2002. • Define the Department’s current client service Bendigo Health Care Radiotherapy Centre model and develop a vision for its future to guide A radiotherapy two bunker facility was completed on decisions about organisational and systems the acute campus of the Bendigo Health Care Group development. at a total end investment of $15.71 million. • Develop systems and practices that increase the resourcefulness and capability of the Department’s Sunbury Integrated Care Centre front-end reception staff in responding to the public An integrated care centre was constructed on the old and to clients. Sunbury Primary School site. Services include occupational therapy, dental services, mental health, rehabilitation and podiatry services.

Department of Human Services Annual Report 2001–02 105 Highlighting Rural and Regional Victoria

Barwon-South Western the principals of the primary and secondary schools, • The Health Promoting Hospital, which aims to the Neighbourhood House coordinator, City of Greater promote Latrobe Regional Hospital as a place of Partnership with Deakin Continues Geelong staff from the Child, Youth and Family ‘wellness’ rather than illness. Services and Community Building departments, The Deakin/Barwon-South Western Region • The Latrobe Coordinated Community Transport Barwon Health Community Health Services, local Partnership, which enables staff from both project, which provides transport for disadvantaged residents and other community services agencies. organisations to undertake research in areas of mutual persons. interest, achieved a range of outcomes in 2001–02. • The Parent Literacy Program for parents of children The Partnership attracted more than $2.5 million in The working group has arranged activities and 0–6 years. research grants to the Region with 17 projects projects to involve and strengthen the local focusing on service areas such as disability, child community, such as: • The Men’s Aggression and Violence Management protection, housing, support for carers and health •A successful family fun day held in the April school Project. promotion for older people. Projects include: holidays achieved some resident representation and • The Asbestos Education and Support Project. ideas from the community for improvements in the • Development of a Regional Nutrition Strategy and • The Youth Mental Health Project. a Regional Nutrition Network. The region has been neighbourhood and services delivered in the area. awarded a major Commonwealth Public Health •A community gardening project has been arranged. Visits to Organisations Education and Research Program Grant for obesity • The Department has provided additional funding to During the year, the Regional Director visited more prevention for the strategy as well as a grant from Parenting Services (City of Greater Geelong) to than 120 funded agencies located from Drouin to Public Health Division. As part of the strategy, undertake some specific parenting programs in the the New South Wales border. These visits included several child nutrition projects are being conducted area. a broad range of organisations, from housing and in partnership with schools and agencies. service agencies to neighbourhood houses and •A pilot project is developing Peer Review Models in Young Parents Access Program kindergartens. The visits were well received in the Child Protection Services to enhance learning within The region’s Community Services Partnerships Unit community and provided valuable feedback for the the child protection system. is working with the principal and staff of Corio Bay region to use in service provision. Factors such as •A senior Departmental staff member was seconded Senior College, the Secondary School Nurse, distance and isolation of communities in such a to the Deakin Social Work program as a visiting Education Department staff, Centrelink and City of diverse region were highlighted. professional for six months to participate in teaching Greater Geelong staff to develop a program to help Regional Forums and research, to enhance the partnership young parents stay in the education/training system. relationship, knowledge and understanding. The Young Parents Access Program promotes child Regional forums have been established to promote a •A series of Public Health forums ensured broad care, parent support, parenting skills development partnership approach to identifying and addressing community involvement in projects. The forums and opportunities for young parents to do some service issues. Key stakeholders have formed interest focused on issues such as family violence, vocational training. groups, such as community care, aged, disability and vulnerable communities, head lice strategies and education, local government, Koori agencies, and chief obesity in our society. executives of hospitals and community health centres. Gippsland Community Cabinet Coordination Rosewall Early Years Project Latrobe Valley Ministerial Taskforce Projects The region hosted a Community Cabinet visit in The Rosewall Early Years project aims to develop a The Latrobe Valley Ministerial Taskforce is overseeing Wonthaggi and has developed a package of ‘lessons culture of support and empowerment where families a range of projects to improve community life and learned’ in coordinating these visits. The package has with young children work with service providers to wellbeing in the region. These projects are varied and been presented to key groups within the Department. create a nurturing and stimulating environment for include: the development of their children. • The Neighbourhood Renewal Project, aims to High Risk Adolescent Project Based in a public housing estate in the northern transform and improve social, economic and This project recognises that police and schools are suburbs of Geelong, this project centres on the environmental conditions in public housing estates. often aware of young people at risk before support primary school, preschool and the Neighbourhood Neighbourhoods in Morwell, Traralgon, Moe and services are involved. The project developed an House, and targets families that may not be routine Churchill are participating in a range of initiatives, assessment and referral system to identify the main users of mainstream services. such as the Urban Renewal Project which provides risk to the young person and link them with the employment opportunities and improves public primary agency to assist them. The project has had Taking a partnership approach, the Rosewall Early housing. Community Job Program participants learn more than 300 referrals to agencies since its Years Project has been successful in involving the housing construction skills while renovating OoH inception and principles of the model have been taken local community and has a very active working group. properties that are later sold. up in other regions and in Western Australia and Members of the group include Departmental staff • The Youth One Stop Shop will house a range New Zealand. from Community Services Partnerships and Housing, of youth support services.

106 Department of Human Services Annual Report 2001–02 Young people working under the community jobs program, Members of a resident’s group played an important role during Neighbourhood Renewal planning and work in Wendouree West. undertook various tasks in the upgrading of Morwell public housing as part of Neighbourhood Renewal.

Grampians Improving Access to Drug Withdrawal Services The close working relationship between the Intensive Tenancy Team and the Wendouree West Renewal Lake Bolac Kindergarten Moves The Uniting Care Outreach Youth Residential Project team has enabled them to respond quickly to Withdrawal Service celebrated its first year of operation The community of Lake Bolac moved its preschool local needs, for example, hiring a handyman in on 5 March 2002. from an isolated public hall to a family-friendly location Wendouree to address maintenance issues. at the local primary school. The service was established in Ballarat to provide Strengthening Hospital Services residential alcohol and drug withdrawal support to A group of volunteer committee members worked young people from Grampians and Loddon Mallee In the 2001–02 Victorian State Budget, significant hard for 12 months collecting data, investigating regions. During the first year, the service provided funding was provided to improve hospital services in suitable buildings and sites, and meeting with support to 100 young people. Experience indicates the Grampians: community groups and organisations to secure that the longer a person stays in withdrawal •East Grampians Health Service – $7.3 million was funding support. treatment, the more likely the program will be provided to consolidate multi-purpose wards into successful. The Uniting Care Outreach Service has single and double nursing units with ensuite, and The group obtained $15,000 from the region, $2,000 proved to be successful in retaining young people upgrade major departments, including day from local council, $2,000 from Lake Bolac Sporting in the program for an average stay of 10 days. procedure, accident and emergency, birthing rooms Complex, grants from the Helen McPherson Smith and a new operating theatre. Trust, the local radio station, and donations. Intensive Tenancy Team • Stawell Regional Health – $6.5 million was A building was purchased from St John of God An Intensive Tenancy Team is providing better provided to build 35 new hospital beds in a new Hospital, Ballarat, and has been refurbished at a cost outcomes for tenants in Wendouree West. multi-purpose ground floor facility, with a new of $130,000. The committee of management worked operating theatre and stand-alone day procedure closely with the Department of Human Services Established as part of the Community Renewal department, improved radiology facilities and an regional office to ensure that the new facility provides Project, the Team is located in Wendouree and has a upgraded accident and emergency department. an excellent venue for the children and families of leader and two housing services officers. The open • West Wimmera Health Service (Natimuk campus) – Lake Bolac and district. plan office welcomes visitors and has helped create $2.6 million was provided to build 20 new aged high a more informal environment. care beds, along with an additional activity area, The new Lake Bolac preschool officially opened its administration area, primary care treatment room, doors on 21 June 2002. The community-based team provides both tenants and podiatry, physiotherapy, hair care and staff and staff with the opportunity to build positive and facilities. West Wimmera Health Service is long standing relationships. This allows staff to take a more holistic approach to each situation and provide better outcomes for the tenant.

Department of Human Services Annual Report 2001–02 107 Highlighting Rural and Regional Victoria

contributing $1.588 million and the Commonwealth The tools and techniques applied by the Q&T Project The Neighbourhood Renewal projects are has provided a grant of $228,000. The project is in Hume Region are being further enhanced and have characterised by high levels of commitment and being managed by the health service and is contributed to the development of a Statewide motivation within the communities to bring about expected to be completed in April 2003. Disability Learning and Development Strategy. In sustainable change. recognition of the success of the project to date, it • West Wimmera Health Service (Rainbow campus) – has been nominated by the Community Services and Reviewing High Risk Adolescent Services $3.7 million was provided to build four acute, 10 Health Industry Training Board for a national award. aged high and 10 aged low care beds, along with The Hume Adolescent Quality Improvement Strategy allied health, community health, day centre, is a review of the high risk adolescent service system. Early Childhood Intervention (ECI) Network Undertaken by consultants, the review provides a casualty, x-ray and dental facilities. West Wimmera Intake, Access and Response Service Health Service is managing the project and comprehensive picture of the current service system, contributing $583,000. Construction is expected The Hume ECI Network Intake, Access and Response a literature review, and the basis for a larger strategic to be completed by the end of April 2003. Service aims to provide one central point of contact model to improve service interventions to high risk for parents and carers of children 0–6 years. Having adolescents and their families. one point of entry into the ECI system will enable a Hume clear referral pathway and access to the service Agencies and Departmental programs have come system, and will also improve consistency in together to form some shared values about those Disability Quality and Training Project processing referrals and distributing information. adolescents and their families who are likely to attract In April 2001, Hume Region Executive invested in a Thirteen ECI service providers now use one common tertiary services. By improving assessment and six-month Disability Quality and Training (Q&T) Project referral form. This was achieved by developing a intervention, these families could be identified and to research the qualifications and competencies of working partnership with Disability Client Services, receive preventative services. Using an evidence- disability workers in government and non-government the 13 service providers and the relevant Community based approach to service system planning, organisations. Care programs. The result is the co-location of assessment should identify key areas that have Disability Client Services and ECI Community Care been shown to maximise change; and the type of Between May and September 2001, all State funded staff and use of one 1800 telephone number. intervention should match those specific areas of disability services in Hume Region participated in change. the project. Five hundred and forty-two staff from A positive outcome will be to reduce the duplication of residential services, day programs and case initial assessment and clarify service boundaries and A strategic plan is now being considered to articulate management responded to the survey, which was roles across the disciplines within the ECI sector. a vision for adolescent services for the next three to developed with the support of the Statewide Disability Further work has commenced to address transition five years. The vision is defined through evidence- Learning and Development Unit and linked to the issues confronted by ECI clients. based research, agency and Department experiences National Training Framework and current and statistical analysis. competencies required by paid workers. Neighbourhood Renewal Hume Region is involved in two Neighbourhood Loddon Mallee A regional Learning and Development Strategy was Renewal projects – Parkside Estate in north formulated to improve the knowledge and skills of Shepparton, and Seymour. Both communities Senior Management Partnership Forums staff working in Hume Region. This is being experience significant disadvantage across all key The Loddon Mallee Region has held successful rounds implemented by the Hume Region Training Reference socioeconomic indicators. Group. In addition to policy recommendations, the of Partnership Forums with senior management of funded agencies. The forums are an opportunity for immediate actions being addressed are: The Neighbourhood Renewal projects promote the Regional Executive and Director to meet senior sustainability within these communities by creating • Workplace assessor training. management and Board members. They also allow employment, reducing crime, improving housing, cross-sector discussion of issues at the local level •Traineeships. improving access to services and encouraging a and generate initiatives and actions in response to • Recognition of core competencies of unqualified sense of community. The projects are a collaborative identified issues. staff. cross-government approach to working with communities. Community committees consisting of • Back-fill processes to enable staff to undertake Providing information about Departmental directions tenants, residents, local service providers and further study. and opportunities is also valued by the funded sector, government departments will manage the projects. as is the opportunity to meet and network with others •Provision of training identified as priority gaps in Each project will develop a community action plan in management in the human services field. knowledge and competencies by the Q&T Project. that addresses identified issues within that community. The project focuses on investing in the workforce to The forums have been well attended and a number of initiatives in the areas of incident reporting, enhance performance and improve the quality of Creating employment will be a significant part of the approaches to privacy, recruitment and retention, service to clients. Values of leadership, client focus, action plan. Office of Housing infrastructure funds will work experience, volunteers and training and people management and collaborative relationships be used to create employment and provide professional development are being jointly pursued are emphasised. opportunities for tenants to gain experience in the by members of the forum in partnership with workforce through the Community Job Program. the region.

108 Department of Human Services Annual Report 2001–02 New Radiotherapy Service Partnership Agreement Improves Service To date, collaborative practice has relied on individual Response worker relationships. This is the first time an A new radiotherapy treatment facility was established opportunity has been available in the Loddon Mallee in Bendigo for the northern and central areas of Young people with a disability who display offending Region to formally bring the partners together, to Victoria. The facility was recently opened by the behaviours have multiple, complex needs that can articulate the partnership and to establish new ways Minister for Health and treated its first patient on challenge services. High level, cross-program of working together. 2 April 2002. collaboration is required to provide the best possible service responses to these young people. This new facility means that the estimated 450 The Partnership Agreement between Juvenile Justice, community members who require radiotherapy Community Partnerships and Disability Services treatment for cancer and other conditions, are now represents a significant change in management and able to be treated nearer to home, rather than having focuses on collaborative practice. The Agreement to travel to metropolitan treatment services. Travelling builds on the strength of the partnership, recognises to Melbourne for treatment often adds the burden of the willingness of managers to work together, and finding accommodation and dislocation from families aims to provide support by drawing on the knowledge at a time of significant stress. and expertise of all partners.

The new facility is expected to have a significant impact on the wellbeing of cancer patients and their families in this area of the State. This project is the culmination of a joint undertaking between the Loddon Mallee Region, Department of Human Services, Bendigo Health Care Group and the PeterMcCallum Cancer Institute.

Package Promotes Careers in Health

The Work Experience Package, developed and published by the Loddon Mallee Region Health Careers Consultative Committee, is a positive strategy for encouraging young people to consider careers in health in rural and regional Victoria.

The Package contains three publications – Careers in Health (Work Experience Guide), Careers in Health (A Careers Teachers Guide) and Work Experience Guide for Agencies – designed to promote awareness of health careers for young people in rural areas and to enhance work experience opportunities in regional health agencies.

Research undertaken by the Loddon Mallee Region Health Careers Consultative Committee highlighted the importance of careers teachers in informing, supporting and mentoring young people through the complexities of choices in career decisions. Also, through publications such as the Work Experience Package, students and their parents will be more aware of the range of career choices available to them in the health sector in their local communities.

It is anticipated that the Work Experience Package will help to increase the number of young people in rural areas choosing a career in health and seeking to practise in the rural sector. The Package is one of a number of strategies developed in the region aimed at recruiting and retaining health professionals in rural areas. Loddon Mallee Regional Director Terry Garwood with Carmel Byrne highlighting the achievements and positive contribution made by people with disabilities to the community.

Department of Human Services Annual Report 2001–02 109 Responding to Cultural Diversity

During 2001–02, the Premier of Victoria and Minister Common Multicultural Reporting Areas • New multilingual products and translations included for Multicultural Affairs, the Hon Steve Bracks MP, the Aged Care Guide to Services for Senior The Framework requires all Departments to report introduced the Whole-of-Government Multicultural Victorians, the Multicultural Aged Care Information against four common reporting areas. In summary, Affairs Departmental Performance Reporting and Referral Service (website) and the updated the Department reports that in 2001–02: Framework (the Framework). The Framework has Public Hospital Patient Charter (total outlays of over strengthened the way Departments consolidate •Itidentified expenditure on language services $970,000). information on achievements in multicultural service totalled approximately $8.1 million, comprising • Other significant communication projects included delivery and the way they plan further improvements $7.9 million for direct interpreting and translation the illicit drugs community awareness and to their service systems. services and $208,000 for system enhancement advertising campaign and the problem gambling projects. services campaign. The Department of Human Services recognises the • Identified funding allocations to other multicultural importance of ensuring that Victorians from CALD •Support was provided for newly arrived refugee initiatives totalled $21.8 million. backgrounds can enjoy access to human services entrants holding temporary protection visas; on an equal footing with any other Victorian, and can • Spent almost 15 per cent of total Department of particularly via the Transitional Housing expect to be treated with respect and sensitivity. Human Services advertising expenditure in the Management Program (OoH) and the Refugee Minor ethnic media (Government target is five per cent). Program (Community Care Division). Departmental expenditure on these activities was approximately The Department works with key multicultural •Ofall new appointments to statutory boards, $0.5 million. agencies, networks and advisory bodies to advisory councils and committees, 15.8 per cent identify strategies to strengthen the multicultural were people from CALD backgrounds, making an • Rural and Regional Health Services program responsiveness of the human services system across overall proportion of 12.9 per cent of such supported survivors of torture living in rural Victoria. the State. Examples of activities include ensuring that appointments. •A Disability Services Cultural Diversity Community professional interpreting services are available for Reference Group was established. clients with low fluency in English, that key agency information is distributed in major community Multicultural Achievements • Regional cultural diversity strategies and networks languages, and that signs in those languages are were developed and implemented; for example, in prominently displayed. The routine collection and Department of Human Services programs and regions Barwon-South West, Western Metropolitan and analysis of data on the cultural and linguistic reported a broad range of achievements for 2001–02 Loddon-Mallee regions. that enhanced access to human services for people background of clients, on their need for interpreting • The Department of Human Services workforce from CALD backgrounds. Highlights include: services, and on agency performance in meeting diversity initiatives included implementation of the those needs, is also critical for enhancing multicultural • The establishment of the Ministerial Advisory first phase of the HACC Workforce Development outcomes across all settings. Council on Cultural and Linguistic Diversity – Strategy project. Within the Department, diversity Human Services (MACCALD), chaired by the training was delivered, targeting staff likely to be Most human services accessed by people from CALD Hon Kaye Darveniza MLC. responsible for recruitment. The Racial and Religious backgrounds are delivered within mainstream systems Tolerance Act 2001 was promoted. that provide services to all eligible members of the • New expenditure on language services, totalling Victorian community. Multicultural responsiveness in $362,000, including access for clients of women’s health services. these settings goes beyond dedicated multicultural Ongoing Multicultural Commitments funding and takes into account issues such as •A further $208,000 was committed to language governance arrangements, access and equity services enhancement projects; strengthened Significant commitments to meet the needs of people policies and guidelines, planning and consultation governance of the Central Health Interpreter from CALD backgrounds were maintained across all frameworks, identification of explicit targets, data Service; and examination of the use of language areas of the Department in 2001–02 and will continue collection and accountability systems, workforce services and users’ experiences within primary into 2002–03. These included the following initiatives, diversity initiatives, communications strategies and health settings. which involved aggregated expenditure of more than quality assurance processes. $29.9 million per year for both program-specific and • Language services provision in rural Victoria was cross-program activities. enhanced, in both hospitals and community health Responsibility for delivering accessible, high quality settings (more than $248,000 for new services, human services to people from CALD backgrounds projects and training). rests with all Departmental Divisions, programs, Program-Specific Activities regions and funded agencies. Mainstream, •A new Department of Human Services Intranet • Acute Health: public hospitals were funded to multicultural and ethno-specific agencies are the site, Communicating Across Cultures, was launched enhance multicultural service delivery ($4 million Department’s partners in providing services to meet to assist staff to develop and implement per year). the needs of Victorians from CALD backgrounds. communications activities targeting people from CALD backgrounds. • Mental Health: supported the Ethnic Mental Health Consultancy program, the Bilingual Case Managers’ project and diversity training for mental health staff (approximately $2 million in total).

110 Department of Human Services Annual Report 2001–02 • Public Health: provided thalassaemia services, Activities across Program Areas Language Services Enhancement Projects including education and DNA testing and • Language services commitments exceeded • Options for enhancing language services across the counselling, and enhanced participation in $7.6 million, recurrent, exclusive of one-off projects Department will be identified, including analysis of education, screening and prevention programs and initiatives. (Note that cross-Department demand measurement, funding allocation focused on Rubella, PapScreen and diabetes funding commitments cited in this section may methodologies and performance monitoring. (approximately $1 million in total). overlap with individual initiatives detailed in the • The aged care/sub-acute programs, OoH and • Drugs Policy and Services: supported Indo-Chinese previous section.) Community Care Divisions will expand access to community education workers and community • Major partnerships were established and funded language services. strengthening projects targeting particular ethnic maintained with statewide multicultural agencies, communities to prevent drug use and provide including Action on Disability within Ethnic Other Key Initiatives education. Communities; Victorian Foundation for Survivors • Current hospital multicultural grants will be • Community Health: provided support for medium of Torture; Centre for Culture, Ethnicity and Health; reviewed to develop a payment system that reflects and long term counselling, casework and health Victorian Transcultural Psychiatry Unit; Working the throughput of clients from CALD backgrounds. promotion for refugee and humanitarian entrants to Women’s Health; Immigrant Women’s Domestic Cultural responsiveness within the hospital sector Australia, and suicide prevention activities for child Violence Service; Free Kindergarten Association; will be enhanced through improved language and adolescent refugees; supported the Family and Victorian Cooperative on Children’s Services for services arrangements and the provision of Reproductive Rights Education Program; and Ethnic Groups; Central Health Interpreter Service; information to multicultural communities on targeted multicultural initiatives to enhance the VITS LanguageLink; and the Ethnic Communities health issues. quality of community health services ($1.5 million Council of Victoria ($7.3 million in total, including in total). $2.8 million with language services providers). •A parenting program for parents from CALD backgrounds with young adolescents will help • Aged Care/HACC: supported partnerships with •Partnerships with local multicultural agencies, prevent substance abuse. 61 ethno-specific and multicultural agencies to including migrant resource centres ($1.95 million) deliver services, such as assessment and care and more than 30 ethno-specific organisations • The Multicultural Diabetes Prevention and management, linkages packages, flexible ($7.5 million). Management Initiative will be extended. service responses, planning activities, volunteer • The Department’s Multicultural Strategy Unit • Access will be enhanced to HACC services for coordination and senior citizens centres provided coordination and leadership on whole-of- people from CALD communities. (approximately $7 million in total). Department multicultural issues, which included • The Victorian Homelessness Strategy will target • Office of Senior Victorians: supported the Seniors cross-program coordination of arrangements for people from CALD backgrounds to provide better Festival to celebrate multiculturalism, including language services, responses to refugee arrivals, understanding of the dimensions, patterns and grants to ethnic organisations to run their own consolidation of Departmental responses to nature of homelessness. events. Government requests and information •A Disability Services Cultural and Linguistic dissemination and strategic advice to programs • Disability Services: supported partnerships with a Diversity Strategy will be released. range of ethno-specific and multicultural agencies and regions. This included management of the • Juvenile Justice projects will continue to target to provide services such as shared supported Department of Human Services Cultural Diversity young people from multicultural communities. accommodation, in-home support, flexible care, Reference Group. respite, day programs, outreach support, case • Major communication activity will include initiatives management and advocacy ($1.6 million in total). such as the multicultural component of the Nurse Major Initiatives for 2002–03 Recruitment and Retention Campaign; and support • Community Care: funded counselling and support for the introduction of smoke-free pubs, clubs and services to families from CALD backgrounds Major activities planned for 2002–03 to provide and gaming and bingo venues targeting operators and experiencing difficulties to promote, maintain enhance services to people from CALD backgrounds, community members from CALD backgrounds. and strengthen their independence and wellbeing; in addition to those noted above, include: supported targeted problem gambling projects, • Several regions have identified specific cross-region Across the Department services and education; promoted juvenile justice activities to enhance planning and service delivery initiatives focused on young people from CALD • The MACCALD will meet quarterly to provide advice for people from CALD backgrounds. backgrounds; and provided casework support to the three Human Services Ministers and the via the child protection program for unaccompanied Department. minors who entered Australia under the • The draft Department of Human Services Cultural Commonwealth Humanitarian Entry Program Diversity Framework will be released for public or hold a temporary protection visa ($1.8 million consultation. in total). • An enhanced Language Allowance Program within • Office of Housing: SAAP funded a range of services the Department will improve service delivery to targeting homeless clients from CALD backgrounds; clients through the use of the bilingual skills of staff and the Transitional Housing Management program (Human Resources, Operations Division). provided assistance to holders of temporary protection visas ($1.9 million total).

Department of Human Services Annual Report 2001–02 111 Department Executive

Divisional Executive Directors

Secretary Community Care Disability Services Patricia Faulkner Pam White Arthur Rogers BA, Dip Ed, M Administration BA (Hons) BA, B Health Administration Appointed 14 August 2000 Appointed 22 March 2001 Appointed 24 September 2001

Responsible for three portfolios encompassing health, Responsible for management of program functions Responsible for leading the ongoing development of housing, community services and senior Victorians, in relation to early childhood services, family and a support system for people with a disability that with a total budget of around $7.9 billion, representing community support, child protection, placement enhances their independence, choice and community approximately 40 per cent of the State’s operating and support, adoption and permanent care, inclusion. This is achieved through individualised expenses, as well as $14.1 billion of assets. juvenile justice and concessions for low income planning and supports, responsive programs and people. Line Manager for Loddon Mallee Region. improving linkages with generic service systems. Line Manager for Barwon-South Western Region.

Office of Housing Operations Jennifer Westacott Penny Armytage BA (Hons) Political Science, Graduate Certificate B Social Work of Management, Chevening Scholar Appointed 21January 2002 Appointed 5 March 2001 Responsible for improving regional operations to Responsible for efficient management of the Public enhance outcomes for clients, funded agencies, staff Rental Portfolio, with a value of approximately $8.1 and the community; addressing the needs of complex billion; provision of housing assistance to low income clients and a range of other operational priorities, Victorians; and homeless support services through such as effective human resources management, the SAAP. Also responsible for development and development of a risk management framework and implementation of community building initiatives. improving Departmental WorkCover performance. Line Manager of the Grampians Region. Also responsible for improving service delivery and coordination of Juvenile Justice Custodial Services, and facilitating corporate directions and the delivery of specialty corporate support services. Line Manager for Southern, Northern, Eastern and Western Metropolitan Regions, as well as Hume Region.

112 Department of Human Services Annual Report 2001–02 Financial and Corporate Services Metropolitan Health and Aged Care Services Lance Wallace Shane Solomon Dip Business Studies B Social Work, MA Public Policy Appointed 30 April 1998 Appointed 1 December 2001

Responsible for delivery of internal services to the Responsible for statewide policy development and Department, such as finance, capital management, funding for the provision of acute, sub-acute, mental administration and information services. Also health and ambulance services. Also responsible for manages some key Departmental activities such as monitoring performance and improvement of all the budget process, industrial relations, improving metropolitan health and aged care services, including services through better business processes and primary and community health services. technology, and reviewing productivity and reallocation opportunities.

Policy and Strategic Projects Rural and Regional Health and Aged Care Services Jim Davidson Dr Christopher Brook BA (Hons), MA Social Administration, MBBS, FRACP, FFAFPHM, FRACMA, FIPAA Grad Dip Applied Science (Social Statistics) Appointed 1 December 2001 Appointed 29 April 2002 Responsible for the planning and provision of Responsible for the provision of a cross-program focus integrated health and aged care services in rural forresearch, policy analysis and strategic planning to and regional Victoria as well as statewide policy and support the Departmental Executive in determining program direction for aged care, public health, portfolio priorities. Also responsible for management primary and community health, dental health and of the flagship projects, which address key strategic drugs policy and services. Also responsible for line issues facing the Department and require a high level management for Gippsland Region. of cross-divisional coordination.

Senior Officers as at 30 June 2002

Department of Human Services Annual Report 2001–02 113 Department Executive

Regional Directors Within each region, Regional Directors are responsible for: • The planning, purchasing and delivery of the full range of human services programs. • Managing the implementation of fundamental change management strategies, in both directly delivered and purchased services to improve client services. •Representing the Department of Human Services in negotiations with key provider organisations on funding and policy issues, in conjunction with Departmental objectives.

The Regional Directors were: Regional Director Region Richard Deyell Northern Metropolitan Gabrielle Levine Western Metropolitan Laurie Harkin Southern Metropolitan John Leatherland Eastern Metropolitan Terry Garwood Loddon Mallee Thomas Keating Hume Jan Snell Barwon-South Western Vic Gordon Grampians Dorothy Wee (acting) Gippsland

Directors With regard to a major program or sub-program, Directors are responsible for: • The planning, development, implementation and monitoring of the service delivery system. • Implementing consistent and coordinated, short and long term planning of services. •Promulgating policies and guidelines that define and establish program standards.

Metropolitan Health and Aged Care Services Dr Jenny Bartlett Quality and Care Continuity Peter Donnelly Funding and Financial Policy Sharon Wilcox (acting) Service Development Angela Jurjevic Mental Health Sarah Gooding Emergency Demand Coordination Group Trevor Sutherland Ambulance Services Dr Campbell Miller Major Projects Susan Medlin (acting) Business Support and Project Management

Rural and Regional Health and Aged Care Services Jane Herington Aged Care and Office of Senior Victorians Brian Joyce Primary and Community Health Tony Nippard Planning and Resources Dr John Carnie Disease Control and Research Jan Bowman (acting) Social and Environmental Health Geoff Lavender Rural and Regional Health Services Jan Norton (acting) Public Health Paul McDonald Drugs Policy and Services

Community Care Alan Hall Research, Budget and Program Support Gill Callister Child Protection and Juvenile Justice Kathryn Lamb Family and Community Support

Disability Services Anne Lyon (acting) Policy and Program Development Ann Wearne Quality Glenn Foard Planning and Program Effectiveness Anne Congleton Budget and Resources

114 Department of Human Services Annual Report 2001–02 Office of Housing Paul Smith Housing Services Kenneth Downie Policy and Strategy Ray Baird Business Systems Richard Woolaston Home Finance and Industry Development Edwin David Property Services Tracey Slatter (acting) Neighbourhood Renewal Roger Hudson Strategic AssetManagement

Policy and Strategic Projects Dr Phyllis Rosendale Intergovernmental Relations Sandy Forbes Policy Projects Peter Carver Service and Workforce Planning Belinda Moyes Nurse Policy Andrew Stripp Strategic Projects Maree Guyatt Metropolitan Health Strategy

Operations Vicki Pridmore Portfolio Services Karen Haywood Human Resources Francene McCartin Juvenile Justice Custodial Services Mike Debinski Regional Operations Performance

Financial and Corporate Services Laurie Bebbington Program Effectiveness Review Bruce Prosser Budget and Corporate Planning Timothy Lee Industrial Relations Barry Paice Capital Management Rob Barr Finance and Administrative Services Robert Reynolds Information Services Kerry McDonald Business Development

Pecuniary Interests Declaration It is certified that all Executives of the Department of Human Services have completed a declaration of pecuniary interests during the year 2001–02.

Metropolitan Health Services Metropolitan Health Care Networks ceased on 30 June 2000 and were replaced by the Governor in Council establishing the Metropolitan Health Services on 1 July 2000. The services are statutory authorities under the Health Services Act 1998, as amended by the Health Services (Governance) Act 2000.

CEO: Prof Andrew Perringon Northern Health Chair: Ms Anne-Marie Corboy CEO: Mr George Shaw Western Health Chair: Ms Rennis Witham CEO: Dr Stan Capp Southern Health Chair: Mr Garry Richardson CEO: Mr John Isaacs (acting) Eastern Health Chair: Mr Alister Maitland CEO: Dr Michael Walsh Bayside Health Chair: Prof Stephen Duckett CEO: Dr Sharene Devanesen Peninsula Health Chair: Ms Stella Axarlis CEO: Dr Paul Scown Melbourne Health Chair: Prof David Karpin CEO: Mr Graeme Houghton Royal Victorian Eye and Ear Hospital Chair: Prof Graeme Ryan CEO: Dr David Hillis Peter MacCallum Cancer Institute Chair: Dr Heather Wellington CEO: Dr Kathy Alexander Women’s and Children’s Health Chair: Ms Helen Davison CEO: Ms Jennifer Williams Austin and Repatriation Medical Centre Chair: Dr James Breheny CEO: Dr Tracey Batten Dental Health Services Victoria Chair: Ms Jay Bonnington

Note: All positions as at 30 June 2002. Department of Human Services Annual Report 2001–02 115 Financial Report

Statement of Financial Performance 117 Statement of Financial Position 118 Statement of Cash Flows 119 Notes to and Forming Part of the Financial Statements 120 Accountable Officer’s and Chief Financial Officer’s Decleration 145 Auditor General’s Report 146

116 Department of Human Services Annual Report 2001–02 Statement of Financial Performance For the year ended 30 June 2002

Note 2002 2001 $’000 $’000

Revenue from ordinary activities Annual appropriations 3a 6,539,480 6,201,707 Special appropriations 3a 1,081,907 1,018,271 Funds from other authorities 3b 70,005 40,651 Resources received free of charge 3c 675 770 Net rent receivable 3d 261,966 252,896 User charges – rental properties 3e 4,500 4,494 Interest income 3f 24,782 34,055 Revenue from disposal of non current assets 3g, 9 58,861 50,486 Other revenue 3h 73,322 57,485 Net revenues from change in administrative arrangements 3i, 10 - 191 Total revenue from ordinary activities 8,115,498 7,661,006

Expenses from ordinary activities Employee entitlements 602,967 541,456 Supplies and services 229,142284,437 Financing – Housing debt assumption costs 10,560 - Grants and other payments to service providers 5 6,368,139 5,964,199 Capital asset charge 325,409 297,897 Depreciation and amortisation 6127,141111, 876 Rental operating costs 7185,931 171,094 Home finance operating costs 2,623 2,916 Resources provided free of charge 81,14416,259 Costs on disposal of non current assets 956,002 51,246 Other expenses from ordinary activities 22,685 5,415 Total expenses from ordinary activities 7,931,743 7,446,795

Net result from ordinary activities 183,755 214,211

Net increase in asset revaluation reserve 19 899,506 735,310 Total revenues, expenses and revaluation adjustments recognised directly in equity 899,506 735,310

Total changes in equity other than those resulting from transactions with Victorian State Government in its capacity as owner 1,083,261 949,521

The above statement should be read in conjunction with the accompanying notes.

Department of Human Services Annual Report 2001–02 117 Statement of Financial Position As at 30 June 2002

Note 2002 2001 $’000 $’000

Current assets Cash assets 11 131, 25765,524 Receivables 12 263,300 303,453 Loans 13 56,455 63,146 Prepayments 7,352 5,838 Inventories 551 584 Total current assets 458,915 438,545

Non-current assets Receivables 12 179,728181,903 Loans 13 213,361 273,322 Properties, plant and equipment 14 9,486,133 8,270,247 Intangible assets 15 23,954 25,035 Total non-current assets 9,903,176 8,750,507

Total assets 10,362,091 9,189,052

Current liabilities Payables 16 163,101 161,717 Provisions 17 57,005 55,391 Advances 18 72,776 149,126 Total current liabilities 292,882 366,234

Non-current liabilities Payables 16 127,388 75,243 Provisions 17 213,022 194,400 Advances 18 158,211 158,211 Total non-current liabilities 498,621 427,854

Total liabilities 791,503 794,088

Net assets 9,570,588 8,394,964

Equity Contributed capital 19 4,980,076 - Reserves 19 4,221,367 3,323,571 Accumulated surplus 19 369,145 5,071,393 Total equity 9,570,588 8,394,964

Contingent liabilities 25 Commitments for expenditure 26

The above statement should be read in conjunction with the accompanying notes.

118 Department of Human Services Annual Report 2001–02 Statement of Cash Flows For the year ended 30 June 2002

Note 2002 2001 $’000 $’000

Cash flows from operating activities Receipts of annual appropriations 6,541,757 6,179,436 Receipts of special appropriations 1,081,907 1,018,271 Receipts of funds from other authorities 70,037 40,651 Rent received 257,143 247,755 User charges received – rental properties 4,500 4,626 Interest received 24,921 34,241 Other receipts 45,541 28,696 GST recovered from Australian Taxation Office 644,332 500,957 Payments for employee entitlements (589,751) (545,087) Payments for supplies and services (240,996) (237,770) Financing – Housing debt assumption costs (10,560) - Payments for services provided by external agencies (6,953,843) (6,489,107) Capital asset charge (325,409) (297,897) Rental operating payments (186,880) (156,598) Home finance operating payments (2,107) (1,320) Other payments (6,256) (10,226) Net cash inflow from operating activities 31 354,336 316,628

Cash flows from investing activities Payment for properties, plant and equipment (435,093) (441,745) Client loans granted (5,950) (2,497) Client loans repaid 78,024 80,992 Proceeds from the disposal of non-current assets 54,575 51,052 Net cash (outflow) from investing activities (308,444) (312,198)

Cash flows from financing activities Advances received 647,173 586,922 Repayment of advances (723,523) (584,315) Proceeds from capital contribution by State Government 96,191 - Net cash inflow/(outflow) from financing activities 19,841 2,607

Net increase/(decrease) in cash held 65,733 7,037 Cash held at the beginning of the financial year 65,524 58,487 Cash at the end of the financial year 11 131, 25765,524

Financial arrangements 18

The above statement should be read in conjunction with the accompanying notes.

Department of Human Services Annual Report 2001–02 119 Notes to and Forming Part of the Financial Statements 30 June 2002

Note 1. Summary of Significant Other administered activities on behalf of parties In changing from a deprival basis to a cost basis Accounting Policies external to the Victorian Government for plant and equipment and from a deprival basis The Department has responsibility for transactions to fair value basis for land and buildings, carrying (i) This general purpose financial report has been and balances relating to administered funds on behalf amounts of the assets as at 30 June 2001 were prepared in accordance with the Financial of third parties external to the Victorian Government. deemed to be the cost or fair value respectively. Management Act 1994, Australian Accounting Revenues, expenses, assets and liabilities Standards, Statements of Accounting Concepts administered on behalf of third parties are not Accordingly, the change in accounting policy for and other authoritative pronouncements of the recognised in these financial statements as they are land and buildings and plant and equipment has Australian Accounting Standards Board, and administered on a fiduciary and custodial basis, and had no impact on either the current year Urgent Issues Group Consensus Views. therefore not controlled by the Department. statement of financial performance or opening accumulated surplus. (ii) It is prepared in accordance with the historical Transactions and balances relating to these cost convention, except for certain assets and administered resources are not recognised as The change in measurement basis is to comply liabilities, which, as noted, are at valuation. Departmental revenues, expenses, assets or liabilities, with the accounting requirements of AASB 1041 The accounting policies adopted, and the but are disclosed in the applicable output schedules and the Victorian Government Policy Paper, classification and presentation of items, are (see Notes 28 and 29). Revaluation of Non-Current Physical Assets. consistent with those of the previous year, except where a change is required to comply with an Non-current assets (ii) Change in Accounting for Contributed Capital Australian Accounting Standard or Urgent Issues All non-current assets, including Crown Land, In previous reporting periods up to 30 June 2001, Group Consensus View, or an alternative controlled by the Department are reported in the the following items were usually recognised as accounting policy or an alternative presentation statement of financial position. Non-current assets, revenues and expenses in the statement of or classification of an item, as permitted by an which the Department administers on behalf of the financial performance: Australian Accounting Standard, is adopted to Victorian Government, are reported as administered • assets received free of charge from other public improve the relevance and reliability of the resources. financial report. Where practicable, comparative sector entities; and amounts are presented and classified on a basis (B) Objectives and funding • grants paid to other public sector entities for consistent with the current year. The Department’s objectives is to enhance and capital purposes sourced from appropriations for additions to net asset base. (A) Reporting entity protect the health and well being of all Victorians, particularly vulnerable groups and those mostly in The financial statements include all the controlled need. For the reporting period ending 30 June 2002, activities of the Department of Human Services. such transactions between wholly-owned public The Department is predominantly funded by accrual sector entities are now recognised in the Pursuant to section 53(1)(b) of the Financial based Parliamentary appropriations for the provision statement of financial position as adjustments Management Act 1994, the Minister for Finance has of outputs and fees and charges for the direct to contributed capital, where in substance, they granted approval for the Department of Human provision of services to the public. satisfy the definition of a contribution by owner. Services to prepare an annual report covering the Department of Human Services and the Director of (C) Outputs of the Department This change in accounting policy for transfers of Housing in respect of the 1995-96 and subsequent assets and liabilities is in compliance with the financial years. Accordingly, the Department’s Information about the Department’s output groups, accounting requirements of Urgent Issues Group financial statements incorporate the public body and the expenses, revenues, assets and liabilities Abstract 38 Contributions by Owner Made to Director of Housing (Housing Act 1983). which are reliably attributable to those output groups, Wholly-Owned Public Sector Entities, Accounting is set out in the Output Groups Schedule (Note 2). and Financial Reporting Bulletin No.39 Administered resources Information about expenses, revenues, assets and Accounting for Contributed Capital, and liabilities administered by the Department are given in The Department administers but does not control Accounting and Financial Reporting Bulletin the schedule of administered expenses and revenues certain resources on behalf of the Victorian No.40 Establishment of Opening Balances and (see Note 28) and the schedule of administered Government. It is accountable for the transactions Formal Designation for Contributed Capital. assets and liabilities (see Note 29). involving those administered resources, but does not have the discretion to deploy the resources for Under Accounting and Financial Reporting (D) Change in accounting policies achievement of the Department’s objectives. For Bulletin No.40, accumulated surpluses (excluding these resources, the Department acts only on behalf (i) Change in Revaluation Policy surpluses to which section 33 of the Financial of the Victorian Government. The accrual basis of In the previous reporting periods up to 30 June Management Act 1994 applies, and representing accounting has been used in accounting for 2001, land and buildings and plant and equipment funds held in trust) at 1 July 2001 were required to administered resources. were measured using the deprival value basis. be transferred to contributed capital. The impact Deprival value was deemed to approximate fair of this change is: value, being the amounts the Department would Transactions and balances relating to these Decrease Accumulated Surplus $4,887.7M have to forgo, if it was deprived of those assets. administered resources are not recognised as Increase Contributed Capital $4,887.7M Departmental revenues, expenses, assets or liabilities, but are disclosed in the applicable output schedules For the reporting period ending on 30 June 2002, (see Notes 28 and 29). the Department elected to adopt the fair value basis for measuring land and buildings and revert to the cost basis for measuring all plant and equipment.

120 Department of Human Services Annual Report 2001–02 (E) Acquisitions of assets Revenue from central heating and hot water Amounts owing from Victorian Government represents services and water consumption, where individual the balance of annual appropriations relating to The cost method of accounting is used for all meters are not in place, and parking bays, also expenses incurred in the provision of outputs, for acquisitions of assets. Cost is measured as the fair disclosed as User Charge Services, relates to which payments have not yet been disbursed at value of the assets given up or liabilities undertaken charges to tenants in flats and high-rise balance date. at the date of acquisition plus incidental costs directly accommodation for the use of these utilities. attributable to the acquisition. Other receivables are carried at nominal amounts due less any provision for doubtful debts. Assets acquired at no cost, or for nominal Net revenue from disposal of non-current assets is accounted for on the receipt of the full deposit consideration, are initially recognised at their fair value (I) Inventories at the date of acquisition. upon the signing of a Contract of Sale. Stores, work in progress and finished goods are stated at the lower of cost and net realisable value. Cost is Where settlement of any part of cash consideration (iii) Commonwealth grants based on the first-in, first-out principle and includes is deferred, the amounts payable in the future are Grants payable by the Commonwealth expenditure incurred in acquiring the inventories and discounted to their present value as at the date of the Government are recognised as revenue when bringing them to their existing condition. Net acquisition. The discount rate used is the incremental the Department gains control of the underlying realisable value is determined on the basis of the borrowings, being the rate at which a similar assets. Where grants are reciprocal, revenue is Department’s normal selling pattern. Expenses borrowing could be obtained from an independent recognised as performance occurs under the associated with marketing, selling and distribution are financier under comparable terms and conditions. grant. Non-reciprocal grants are recognised as deducted to determine net realisable value. revenue when the grant is received or receivable. (F) Revenue recognition Conditional grants may be reciprocal or non- (J) Valuations of properties and fixed assets Generally, revenue received by the Department is reciprocal depending on the terms of the grant. required to be paid into the Consolidated Fund. Subsequent to initial recognition as assets, (iv) Miscellaneous revenue non-current physical assets other than plant and Revenue becomes controlled by the Department As the Department does not gain control over equipment, are measured at fair value. Revaluations when it has been appropriated by the Victorian assets arising from fines and regulatory fees no are made with sufficient regularity to ensure that the Parliament and the appropriation is applied by the revenue is recognised. The Department collects carrying amount of each asset does not differ Treasurer. In respect to revenue from the provision these amounts on behalf of the Crown. materially from its fair value at the reporting date. of outputs, Commonwealth grants and sales of Accordingly, the amounts are disclosed as Revaluations are assessed annually and non-current physical assets, the Department may revenues in the schedule of administered supplemented by independent assessments. be permitted under section 29 of the Financial revenues and expenses (see Note 28). Revaluations are conducted in accordance with the Management Act 1994 to have these revenues initially Victorian Government Policy Paper ‘Revaluation of paid into the Consolidated Fund and an equivalent All other amounts of revenue over which the Non-Current Physical Assets’. amount is provided by appropriation. In these Department does not gain control are disclosed instances the revenue ‘received’ by the Department as administered revenue in the schedule of Revaluation increments are credited directly to the is administered and disclosed in Note 28. administered revenues and expenses (see asset revaluation reserve, except that, to the extent Note 28). that an increment reverses a revaluation decrement in Amounts disclosed as revenue are, where applicable, respect of that class of asset previously recognised as net of returns, allowances and duties and taxes. (G) Cash an expense in net result, the increment is recognised immediately as revenue in net result. Revenue is recognised for each of the Department’s For purposes of the statement of cash flows, cash major activities as follows: includes short term deposits which are readily Revaluation decrements are recognised immediately convertible to cash on hand and are subject to an as expenses in the net result, except that, to the (i) Output revenue insignificant risk of changes in value, net of any extent that a credit balance exists in the asset Revenue from the outputs the Department outstanding bank overdrafts. provides to Government is recognised when revaluation reserve in respect of the same class of those outputs have been delivered and the (H) Receivables assets, they are debited directly to the asset relevant Minister has certified delivery of those revaluation reserve. All debtors are recognised at the amounts receivable, outputs in accordance with specified as they are due for settlement at no more than 30 performance criteria. Revaluation increments and decrements are offset days from the date of recognition. against one another within a class of non-current (ii) Other assets. Collectibility of debtors is reviewed on an ongoing Rental income raised represents the sum of the basis. Debts that are known to be uncollectible are market rents chargeable (as determined by an (i) Rental properties written off. A provision for doubtful debts is raised external valuer) for all properties in a tenantable Director of Housing owned rental properties are when some doubt as to collection exists. condition during the financial year. Rental income revalued each year by the Department of Human raised is calculated before allowing for rebates to Services based on capital improved values at the Tenants in arrears are carried at their nominal value tenants on social welfare benefits or low income, start of the year in accordance with advice less provisions for doubtful debts. Estimated doubtful subsidies allowed, and income lost through received from Egan National Valuers (Vic). These debts are based on historical trends of receipts of vacancies caused by tenant changes, repairs properties are revalued every year via a five year tenants who have been in arrears. and renovations. cycle in which initially a kerbside valuation is

Department of Human Services Annual Report 2001–02 121 Notes to and Forming Part of the Financial Statements 30 June 2002

obtained, and in the subsequent four years the (K) Depreciation of properties, plant and (N) Trade and other creditors prior years valuation is indexed based on suburb equipment These amounts represent liabilities for goods and specific indices supplied by Egan National Valuers Depreciation is calculated on a straight-line basis to services provided to the Department prior to the (Vic). On this basis these properties reflect write off the net cost or ‘deemed’ net cost each item end of the financial year and which are unpaid. valuations as at 1 July 2001. of property (excluding land), plant and equipment over The amounts are unsecured and are usually paid its expected useful life to the Department. Estimates within 30 days of recognition. (ii) Other properties of the remaining useful lives for all assets are made on Aged and Home Care, Primary Health, a regular basis, with annual reassessment for major Tenants in advance – A liability is recognised for the Community Care, Mental Health, Disability, items. The expected useful lives, for the financial years amount of rental clients have paid in advance under Public Health and Drugs land and buildings, are ending 30 June 2002 and 30 June 2001, are as the Department’s tenancy agreement. re-valued by the Valuer General’s Office follows: progressively over a five-year period according (O) Advances to an annual schedule which is determined by the Buildings 50 Years original revaluation date, in accordance with the Computers and EDP equipment 4 Years Advances are carried at historical cost and are non transitional provisions of the Victorian Furniture and Fittings 10 Years interest bearing liabilities. Government Policy Paper Revaluation of Non- Machines 5 Years Current Physical Assets, with no asset having a Equipment 10 Years (P) Maintenance and repairs valuation date earlier than 30 June 1997. Motor vehicles 5 Years Buildings, plant and equipment of the Department are required to be overhauled on a regular basis. This is The Director of Housing’s administrative buildings Properties, plant and equipment acquired and managed as part of an ongoing major cyclical are valued as at 30 June 2001 in accordance with disposed of during the financial year have had pro rata maintenance program. The costs of this maintenance advice received from Egan National Valuers (Vic), depreciation charged. are charged as expenses as incurred, except where with other properties and leasehold improvements they relate to the replacement of a component of an being stated at cost. (L) Leasehold improvements asset, in which case the costs are capitalised and The cost of improvements to or on leasehold depreciated in accordance with note 1(K). Other (iii) Vacant land properties is amortised over the unexpired period routine operating maintenance, repair costs and minor Vacant land of the Department of Human of the lease or the estimated useful life of the renewals are also charged as expenses as incurred. Services acquired prior to 1 July 2001 has been improvement to the Department, whichever is the valued by the Valuer General’s Office as at 30 shorter. Leasehold improvements held at the reporting (Q) Goods and services tax (GST) June 2001. Vacant land acquired after this date date are being amortised over five years. has been shown at cost. Revenues, expenses and assets are recognised net of GST except where the amount of GST incurred is not (M) Land and buildings for disposal (iv) Non-current assets constructed by the recoverable, in which case it is recognised as part of Department This item relates to surplus land and buildings which the cost of acquisition of an asset or part of an item of The cost of non-current assets constructed by the fall within the Government’s Asset Sales Program. expense. The net amount of GST recoverable from, or Department includes the cost of all materials Responsibility for these assets remains with the payable to, the Australian Taxation Office (ATO) is used in construction, direct labour on the project, Department until the total sale price is fully included as part of receivables or payables in the borrowing costs incurred during construction and discharged. The valuation methods are based on statement of financial position. The GST component of an appropriate proportion of variable and fixed values provided by the Valuer General’s Office or a receipt or payment is recognised on a gross basis in overheads. estimated sale prices. the statement of cash flows in accordance with Accounting Standard AAS 28 Statement of Cash Flows.

(R) Financial instruments

The Department of Human Services’ accounting policies and terms and conditions of each class of financial asset or liability recognised at 30 June 2002 are as follows:

Recognised Financial Instruments Note Accounting Policies Terms and Conditions Financial Assets

Cash at bank, trust funds and deposits 11 Cash at bank, trust funds and deposits are Cash, trust funds and deposits are made at call and carried at their nominal values. variable interest rates. Short term deposits 11 Cash surplus to the Department’s current needs Short term deposits may vary from overnight to is invested short term with Government and Private ninety days, with interest rates governed by the Financial Institutions as governed by the Borrowings market varying. and Investment Powers Act 1987. Receivables – tenants in arrears 12 Tenants in arrears are carried at their nominal value Rents are charged on a weekly basis from Sunday to less provisions for doubtful debts. Estimated doubtful Saturday. Tenants are required to pay one week in debts are based on historical trends of receipts of advance. tenants who have been in arrears.

122 Department of Human Services Annual Report 2001–02 (R) Financial instruments (continued) Recognised Financial Instruments Note Accounting Policies Terms and Conditions Financial Assets

Receivables – amounts owing from the 12 These relate to monies held on the Department’s These monies may be held indefinitely and accrue Victorian Government behalf which have not been drawn down from the no interest. Department of Treasury and Finance. Receivables – other 12 Other receivables are carried at nominal amounts due Normal credit terms are generally 30 days. less any provision for doubtful debts. Provisions for doubtful debts are recognised when collection of the full nominal amount is no longer probable. Loans 13 Loans receivable are carried at the balance Loans receivable are generally secured by first or outstanding less provisions for doubtful debt and second mortgages. Loan terms are generally not for return of equity. Provisions are calculated based a fixed term, those that are for a fixed term are on loan balances, valuations, arrears and a history generally in the region of 25 to 40 years. Interest profile of previous loans written off. rates vary over the portfolio.

Financial Liabilities

Tenants in advance 16 A liability is recognised for the amount of rent clients Rents are charged on a weekly basis from Sunday to have paid in advance under the Department’s tenancy Saturday. Tenants are required to pay one week in agreement. advance. Payables 16 Payables are recognised for amounts payable in the Terms of settlement are generally 30 days from date future for goods and services received, whether or not of invoice in line with Government guidelines. the Department has been billed. Advances 18 The Treasurer of Victoria granted an interest free The advance is for an indefinite term with advance to the Department, this advance is held at its repayments being determined by agreement nominal value. between the Minister for Housing and the Treasurer.

(S) Employee entitlements The allocation of long service leave liability The Department of Human Services has no between current and non-current parts has been liability to fund the emerging costs (that is, (i) Wages, salaries and annual leave based on the expected pattern of usage of staff pension costs) of existing and new staff. The Liabilities for wages, salaries and annual leave are leave entitlements. The calculation of Long accrual costs of existing staff are being paid on recognised, and are measured as the amount Service Leave includes the related on-costs of an ongoing basis and there is no exit cost unpaid at the reporting date at current pay rates payroll tax, workcover and superannuation obligation for new staff. The State’s policy is that in respect of employees’ services up to that date. contributions. the Department of Treasury and Finance assumes The calculation of annual leave includes the the liability for existing employees and therefore related on-costs of payroll tax, workcover and (iii) Superannuation the Department does not report a liability in superannuation contributions. The amount charged to the statement of financial relation to existing staff in the Statement of performance in respect of superannuation Financial Position. (ii) Long service leave represents the contributions made by the A liability for long service leave is recognised, Department to the superannuation fund. (T) Borrowing costs and is measured as the present value of expected future payments to be made in respect of Borrowing costs are recognised as expenses in the The Department of Human Services, in respect to services provided by employees up to the period in which they are incurred and include: former employees of the Director of Housing, is reporting date. Consideration is given to expected required to pay into the Consolidated Fund an • interest on bank overdrafts and short-term future wage and salary levels, experience of amount to cover the Government’s contribution to borrowings; employee departures and periods of service. the Government Superannuation Office for the • amortisation of discounts or premiums relating to Expected future payments are discounted using shortfall of superannuation benefits paid to staff borrowings; interest rates on national Government guaranteed who retired or resigned on or before 14 December securities with terms to maturity that match, as • amortisation of ancillary costs incurred in 1987 or were employed by the Director of Housing closely as possible, the estimated future cash connection with the arrangement of borrowings; and as at 14 December 1987 and retired or resigned outflows. prior to or on 30 June 1994. The present value of • finance lease charges. the unfunded liability that relates to the Director of Housing’s obligation as calculated by the Government appointed Actuary, which is included in the Statement of Financial Position of the Department is $50.6 million.

Department of Human Services Annual Report 2001–02 123 Notes to and Forming Part of the Financial Statements 30 June 2002

(U) Intangible assets and expenditure carried Note 2. Output Groups of the Output Group 11: Concessions to Pensioners forward Department and Beneficiaries

(i) Software A description of each output group of the Department, Development and coordination of the delivery of Significant costs associated with the acquisition and the objectives to which the output groups concessions and relief grants to eligible consumers or development of computer software are contribute, are summarised below. and concession card holders. capitalised and amortised on a straight-line basis over the periods of the expected benefit, which Output Group 1: Acute Health Services Output Group 12: Housing Assistance varies from three to five years. Acute hospital inpatient, ambulatory and emergency Provision of homelessness services, crisis and transitional accommodation and long term adequate, (ii) Website costs services. affordable and accessible housing assistance, Costs in relation to websites controlled by the co-ordinated with support services where required, Department are charged as expenses in the Output Group 2: Sub-Acute Health Services and home renovation assistance and management of period in which they are incurred unless they A range of inpatient services, community based home loan portfolio. relate to the acquisition of an asset, in which services and specialist services providing case they are capitalised and amortised over their rehabilitation and restorative care. period of expected benefit. Generally, costs in The six core Department objectives to which the output groups contribute are: relation to feasibility studies during the planning Output Group 3: Ambulance Services phase of a website, and ongoing costs of maintenance during the operating phase are Emergency and non-emergency ambulance services 1. Waiting times for health, community care, disability considered to be expenses. Costs incurred in and clinical training of ambulance paramedics. and housing programs are at or below national building or enhancing a website, to the extent that benchmark levels. they represent probable future economic benefits Output Group 4: Aged and Home Care 2. The quality of human services improves each year. controlled by the Department that can be reliably A range of in-home, community-based, in-patient, measured, are capitalised as an asset and specialist geriatric, residential care and palliative care 3.Sustainable, well managed and efficient amortised over the period of the expected services. Includes Home and Community Care Government and non-Government service sectors. benefits, which vary from three to five years. (HACC) services that are designed to provide basic 4.Reduced social dislocation and the need for maintenance and support services for frail older (V) Capital asset charge secondary and tertiary service intervention through people, people with a disability and their carers. strengthening communities, family support, early The capital asset charge is imposed by the intervention and health promotion activities. Department of Treasury and Finance and represents Output Group 5: Primary Health the opportunity cost of capital invested in the 5.Increase the proportion of people needing the A range of in-home, community based, community non-current physical assets used in the provision Department’s funded services who remain in and primary health services designed to promote of outputs. The charge is calculated on the carrying supportive families and communities. health and well-being and prevent the onset of more amount of non-current physical assets (excluding serious illness. 6.Reduced inequalities in health status and well-being heritage assets) of budget sector entities. and improved access to services. Output Group 6: Dental Health (W) Resources provided and received free of charge or for nominal consideration A range of specialist, community, school and Contributions of resources and resources provided preschool dental services for eligible Victorians. free of charge or for normal consideration are recognised at their fair value. Contributions in the form Output Group 7: Mental Health of services are only recognised when a fair value can A range of acute, residential and community based be reliably determined and the services would have services to support people with a mental illness. been purchased if not donated. Output Group 8: Public Health and Drugs (X) Asset revaluation reserve The provision of leadership, support and services that The asset revaluation reserve records increments and promote and protect the health and well-being of all decrements on the revaluation of non-current physical Victorians in partnership with key stakeholders and assets. communities. (Y) Contributed capital Output Group 9: Disability Services Consistent with UIG Abstract No. 38 Contributions by Provision of continuing care and support services for Owners Made to Wholly-Owned Public Sector Entities people with disabilities, their carers and their families. appropriations for additions to net assets have been designated as contributed capital. Other transfers that Output Group 10: Community Care are in the name of contributions or distributions have been designated as contributed capital. Purchase or provision of preschool and child care services, a range of primary and secondary services (Z) Rounding of amounts which support the role of families as primary carers, Amounts in the financial report have been rounded to early intervention services for individuals and families the nearest thousand dollars. facing personal or financial crisis, protective services for children at risk, and juvenile justice services.

124 Department of Human Services Annual Report 2001–02 139 4,096 (41) 22,685 4,500 - 4,500 58,861 - 58,861 ----1,081,907 ,804 - 877,426 - 899,506 ------10,560 -10,560 - -10,560 -2,623 ----1,144 ------10,560 ------185,931-185,931 ------2,623 -----594-550 ------4,97413,656 ------261,966 -261,966 -261,966 --(41)675 ------41675 ------261,966 ------(continued) ----(539)-(1,056)-10,87112 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 Output Output Output Output Output Output Output Output Output Output Output Output Other Total Group 1Group 2 Group 3 Group 4 Group 5 Group 6 Group 7 Group 8 Group 9 Group 10 Group 11 Group 12 Group services providers

unds from otherunds from authorities 3,334 - - 77 - - 1,093 42,234 983 20,907 - 1,502 (125) 70,005 otal changes in equity otherotal changes (45,689) 11,389 4,833 (30,716) (2,501) 4,024 (2,824) 1,387 29,554 4,455 5 1,110,045 (701) 1,083,261 otal 3,605,291 341,696 178,491 153,323 552,043 78,861 541,698 281,151 749,487 261,654 574,783 otal 797,186 (166) 8,115,498 otal revenues, expenses and 330,307 3,650,980 582,759 173,658 155,285 74,837 543,466 279,764 730,804 583,132 261,649 564,567 535 7,931,743 eserve Revenues and expenses for the yearJune 2002 ended 30 Note 2. Output Groups of the Department T Expenses Employee benefitsSupplies and servicesFinancing – Housing debt 31,558 41,781 - 823 281 1,198 544 17,603 5,756 19,110 T 5,440 1,329Output operating result 11,331 598 Net in asset increase revaluation r 33,066 (45,689)T 7,866 281,463 11,389 156,422 recognised directly in equity 41,158 - 4,833 51,125 T 785 than those resulting from (30,716) 47,790 contributions of Victorian - 48,279State Governmentas owner (1,962) 817 4,024 25,986 - - (1,768) 602,967 1,387 - - 18,683 229,142 (8,349) (539) 5 - 232,619 (1,056) (701) 183,755 - 10,871 12,804 - 877,426 - 899,506 assumption costs Grants and other payments to Capital asset charge 3,371,234 and amortisationDepreciation 311,001Rental operating costs Home finance operating costs 164,656 1,803 of free provided Resources charge 535,835 202,402Cost on disposal of 123,962non-current assets 18,198 Other 4 expenses - - 67,319 - 485,658 7,237 202,475 22 22,911 368,616 2,202 348,138 5,925 631 260,011 5,554 128,658 - - 827 36,244 576 6,368, 1 1,944 35 16,225 1,508 23 8,764 1,078 21 7,596 5 7,704 2 - 30 265 105,903 - 43 - 325,409 255 127,141 658 1 52,531 - 56,002 F of free received Resources chargeNet rent receivableUser properties – rental charges Interest income - disposal ofRevenue from non-current assets - Other incomeNet change from revenues in administrative arrangements - - 16 - - 31,653 - - 1 501 8 - - - -8 - 16 20 1,061 6 24,707 117 23,928 4,695 - - 11,367 24,782 - 73,322 Output appropriations 2,850,226 264,614 145,455 507,409 131,300 67,849 429,058 233,726 661,774 552,132 233,726 261,654Revenues 67,849Output 2,850,226 434,283 appropriations 507,409 Special appropriations 429,058 264,614 131,300 145,455 - 6,539,480 720,062 77,082 33,035 44,048 22,023 11,012 111,424 476 62,745 revaluation adjustments revaluation

Department of Human Services Annual Report 2001–02 125 126 30 June 2002 30 June theFinancialStatements Notes toandFormingPart of Note 2. Output Groups of the Department (continued) eateto HumanServices of Department Revenues and expenses for the year ended 30 June 2001

Output Output Output Output Output Output Output Output Output Output Output Output Other Total Group 1 Group 2 Group 3 Group 4 Group 5 Group 6 Group 7 Group 8 Group 9 Group 10 Group 11 Group 12 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000

Revenues Output appropriations 2,732,344 253,115 112,990 402,724 92,489 47,903 516,109 243,190 618,673 514,983 259,766 407,421 - 6,201,707

Annual Report 2001–02 Special appropriations 653,893 70,241 31,179 112,839 56,518 28,259 - 265 65,077 - - - - 1,018,271 Funds from other authorities 2,236 - ----395 20,095 1,743 16,182 - 349 (349) 40,651 Resources received free of charge 540 ------723 (493)770 Net rent receivable ------252,896 - 252,896 User charges – rental properties ------4,494-4,494 Interest income 15 - 1 23 - - 7 8 16 35 - 33,950 - 34,055 Revenue from disposal of ------50,486 - 50,486 non-current assets Other income 37,550 - - 348 - - 4,254 - 75 216 - 15,042 - 57,485 Net revenues from change in ------191191 administrative arrangements Total 3,426,578 323,356 144,170 515,934 149,007 76,162 520,765 263,558 685,584 531,416 259,766 765,361 (651) 7,661,006

Expenses Employee benefits 28,404 728 1,211 13,635 14,783 1,031 11,329 27,114 256,618 143,394 825 42,384 - 541,456 Supplies and services 85,030 599 1,596 6,376 5,997 665 10,773 40,448 51,816 50,394 890 29,853 - 284,437 Financing – Housing debt ------assumption costs Grants and other payments to 3,187,368 292,291 129,496 511,395 105,945 62,553 458,501 182,507 350,076 319,732 258,020 105,246 1,069 5,964,199 services providers Capital asset charge 193,697 17,302 7,035 12,105 3,122 2,922 35,360 1,896 14,725 9,719 8 6 - 297,897 Depreciation and amortisation 2,459 7 28 726 930 41 1,677 1,185 6,706 4,976 34 93,107 - 111,876 Rental operating costs ------171,094-171,094 Home finance operating costs ------2,916 -2,916 Resources provided free of charge - - - 4,231 - - 3,654 - 592 8,275 - - (493) 16,259 Cost on disposal of - - 3400 ------1,128 -46,718 -51,246 non-current assets Other expenses - - 740 -----11(387)-5,051 - 5,415 Total 3,496,958 310,927 143,506 548,468 130,777 67,212 521,294 253,150 680,544 537,231 259,777 496,375 576 7,446,795

Output operating result (70,380) 12,429 664 (32,534) 18,230 8,950 (529) 10,408 5,040 (5,815) (11) 268,986 (1,227) 214,211

Net increase in asset revaluation 225 - 8 1,699 - - 7,976 231 4,476 1,206 5 719,484 - 735,310 reserve Total revenues, expenses and 225 - 8 1,699 - - 7,976 231 4,476 1,206 5 719,484 - 735,310 revaluation adjustments recognised directly in equity

Total changes in equity other (70,155) 12,429 672 (30,835) 18,230 8,950 7,447 10,639 9,516 (4,609) (6) 988,470 (1,227) 949,521 than those resulting from contributions of Victorian State Government as owner Note 2002 2001 $’000 $’000 Note 3. Revenue

(a) Revenue from Government Output appropriation 6,539,480 6,118,598 Additions to net asset base - 83,109 Special appropriations 1,081,907 1,018,271 Total revenue from Government Appropriations 7,621,387 7,219,978

(b) Funds from other authorities Sustainable Energy Authority Victoria 800 - Department of Infrastructure 50 - Department of Justice 327 - Department of Premier and Cabinet 65,887 40,546 Other authorities 2,941105 Total revenue from other authorities 70,005 40,651

Total revenue from Government 7,691,392 7,260,629

Revenue from other parties (c) Resources received free of charge 675 770

(d) Net rent receivable Rental income raised 524,515 495,522 Rents not received through vacancy (6,834) (7,290) Rental rebates (254,293) (234,635) Rental subsidies – welfare organisations (5,153) (4,481) Shared home ownership scheme - rent raised 3,731 3,780 Total net rent receivable 261,966 252,896

(e) User charges - rental properties Central heating/hot water charges 3,106 3,232 Parking bays 104 111 Bulk water usage 1,290 1,151 Total user charges – rental properties 4,500 4,494

(f) Interest income Interest on loans - Fixed interest home loans 7,083 9,886 - Indexed interest home loans 7,768 7,736 -Variable interest home loans 2,845 6,232 - Other 1,301 1,617 Interest on short term deposits 5,710 8,479 Other miscellaneous interest income 75 105 Total interest income 24,782 34,055

(g) Revenues from disposal of non-current assets 9 58,861 50,486

(h) Other revenue State trust accounts 7,212 952 Interstate patients 20,745 33,832 Other 45,365 22,701 Total other income 73,322 57,485

(i) Net revenues from change in administrative arrangements 10 - 191

Total revenue from ordinary activities 8,115,498 7,661,006

Department of Human Services Annual Report 2001–02 127 Notes to and Forming Part of the Financial Statements 30 June 2002

Note 4. Summary of Compliance with Annual Parlimentary Appropriations

(a) Summary of compliance with annual parliamentary appropriations 2001-02

The following table discloses the details of the various parliamentary appropriations received by the Department for the year. In accordance with accrual output-based management procedures ‘Provision for outputs’ and ‘additions to net assets’ are disclosed as ‘controlled’ activities of the Department. Administered transactions are those that are undertaken on behalf of the State over which the Department has no discretion.

Appropriation Act Financial Management Act 1994 Annual Payments from Section 3(2) Section 29 Section 30 Section 32 Section 35 Total Appropriation Variance Appropriation advance to Parliamentary Applied Treasurer and Authority reallocations $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000

Provision of 5,405,206 103,606 145,934 890,255 (6,900) 11,836 - 6,549,937 6,539,480 10,457 outputs

Additions to 61,337 - - 5,296 6,900 28,392 25,000 126,925 96,191 30,734 net assets Total 5,466,543 103,606 145,934 895,551 - 40,228 25,000 6,676,862 6,635,671 41,191

(i) Variances of Appropriation Against Original Budget The additional allocations received in 2001-02 reflect mainly the provision of additional funds from: – the State Government to: (a) enable the Department to implement initiatives including reduction in elective surgery waiting lists, upgrade of medical equipment, capital grants for preschools and the Latrobe Valley public housing project; (b) meet the cost of variations to salaries and conditions of health and community service workers; and (c) fund programs and projects carried over from 2001-02; and

– the Department of Veterans’ Affairs to: (d) provide for hospital services to veterans.

(ii) Variance of Appropriation Applied Against Total Parliamentary Authority (a) Appropriation for Provision of Outputs – The variance is due to delays in the implementation of a number of projects. (b) Appropriation for Additions to Net Asset Base – The variance reflects fluctuations in the cash flow of various asset investment projects because of planning and contracting delays.

(a) Summary of compliance with annual parliamentary appropriations 2000-01

Appropriation Act Financial Management Act 1994 Annual Payments from Section 3(2) Section 29 Section 30 Section 32 Section 35 Total Appropriation Variance Appropriation advance to Parliamentary Applied Treasurer and Authority reallocations $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000

Provision of 4,930,799 116,705 218,659 842,060 (10,089) 32,300 - 6,130,434 6,118,598 11,836 outputs

Additions to 40,374 - - 4,031 10,089 22,407 34,600 111,501 83,109 28,392 net assets Total 4,971,173 116,705 218,659 846,091 - 54,707 34,600 6,241,935 6,201,707 40,228

128 Department of Human Services Annual Report 2001–02 Note 4. Summary of Compliance with Annual Parlimentary Appropriations (continued)

(b) Summary of compliance with special appropriations

Authority Purpose Appropriation Applied 2002 2001 $’000 $’000

Section 48 of the Gaming and Betting Act 1994 Contribution to the Hospitals and Charities Fund 98,394 94,635 Tattersalls Consultation Act No. 6390 Contribution to the Hospitals and Charities Fund 243,409 246,832 Tattersalls Consultation Act No. 6390 Contribution to the Mental Hospitals Fund 62,695 61,490 Section 114 of the Casino Control Act No. 47 of 1991 Contribution to the Hospitals and Charities Fund 9,363 9,514 Section 114B of the Casino Control Act No. 47 of 1991 Contribution to the Hospitals and Charities Fund 3,833 833 Section 7(5) of the Club Keno Act No. 56 of 1993 Contribution to the Hospitals and Charities Fund 1,605 1,661 Sections 137 and 138 of the Gaming Machine Control Act No. 53 of 1991 Contribution to the Hospitals and Charities Fund 619,037 593,650 Section 135B of the Gaming Machine Control Act No. 53 of 1991 Contribution to the Hospitals and Charities Fund 41,737 9,094 Section 10 of the Financial Management Act 1994 Access to various Commonwealth grants 1,834 562 Total 1,081,907 1,018,271

2002 2001 $’000 $’000 Note 5. Grants and Other Payments to Service Providers

These expenses are funded by monies that the Department controls and relate to the purchase of health, community services and community housing services. The details of public bodies which received payments in excess of $5 million are detailed below.

Health agencies including public hospitals for the provision of acute care service, aged care, mental health and community health services Public Hospitals* 3,818,157 3,613,175 Denominational Hospitals** 347,828 334,275 Australian Red Cross Blood Service Victoria 50,508 44,213 Victorian Institute of Forensic Mental Health 23,697 21,745 Richmond Fellowship of Victoria 8,670 8,039 Sunbury Community Health Centre 5,676 2,778 LaTrobe Community Health Service Inc 5,391 5,069 Inner South Community Health Service Inc 5,242 4,761 Other Public Hospitals and Agencies totalling less than $5 million 382,416 357,757 4,647,585 4,391,812

Ambulance services Ambulance Services Victoria – Metropolitan Region 99,068 78,781 Rural Ambulance Victoria 62,057 45,010 Other agencies with payments totalling less than $5 million 3,531 5,705 164,656 129,496

Home and Community Care Program – Local Government and other agencies Royal District Nursing Service 50,960 48,330 Uniting Church In Australia Property Trust Victoria 7,056 6,543 City of Kingston 6,304 5,566 Local Government and others agencies with payments totalling less than $5 million 183,104 165,802 247,424 226,241

Department of Human Services Annual Report 2001–02 129 Notes to and Forming Part of the Financial Statements 30 June 2002

2002 2001 $’000 $’000 Note 5. Grants and Other Payments to Service Providers (continued)

Public health services Health Promotion Foundation 26,601 25,900 Victorian Breast Screening Coordination Inc 19,980 19,300 Australian Community Support Organisation Inc 10,622 6,832 Victorian Cytology Service 7,097 6,582 Melbourne Health 6,860 8,339 Anti-Cancer Council of Victoria 6,219 7,710 Youth Substance Abuse Service Pty 5,414 4,184 The Salvation Army (Victoria) Property Trust 5,404 3,203 Turning Point Alcohol & Drug Centre Inc. 5,386 5,044 Uniting Church (Vic) Property Trust 5,120 4,382 Other agencies with payments totalling less than $5 million 103,772 91,031 202,475 182,507

Non-Government organisations for the provision of services to people with disabilities Scope Vic Limited (formerly Spastic Society of Victoria Limited) 27,840 27,005 Yooralla Society of Victoria 27,595 24,329 Uniting Church (Vic) Property Trust 12,371 11,933 St John of God Services Victoria 10,706 11,638 Multiple Sclerosis Society of Victoria 8,753 7,619 Villa Maria Society for the Blind 8,020 6,699 Melbourne City Mission Inc 7,406 7,809 Vision Australia Foundation 7,231 7,332 Golden City Support Services Inc 6,489 6,098 Paraquad Victoria 6,259 6,021 Karingal Inc 6,176 6,139 EWTipping Foundation 5,102 3,748 Win Support Services Inc 4,921 5,236 Other agencies with payments totalling less than $5 million 230,323 219,538 369,192 351,144

Non-Government organisations for the provision of services to Community Care Anglicare Victoria 25,512 23,368 Uniting Church (Vic) Property Trust 23,426 21,696 Berry Street Incorporated 15,220 13,740 MacKillop Family Services Limited 13,684 11,172 The Salvation Army (Victoria) Property Trust 12,027 10,166 Women’s & Children’s Health 7,266 6,605 Other agencies with payments totalling less than $5 million 251,003 232,985 348,138 319,732

Concessions to pensioners and beneficiaries Department of Infrastructure 61,556 58,665 Local Governments 53,744 54,117 State Trustee Ltd 6,104 4,878 Other agencies with payments totalling less than $5 million 138,607 140,360 260,011 258,020

Supported Accommodation Assistance Program 60,583 59,563

Community housing services 68,075 45,684

Total Grants and other payments to service providers 6,368,139 5,964,199

130 Department of Human Services Annual Report 2001–02 Note 5. Grants and Other Payments to Service Providers (continued) 2002 2001 $’000 $’000 *Public Hospitals Southern Health 455,997 428,867 Melbourne Health 356,558 352,770 Bayside Health 347,674 322,706 Eastern Health 286,382 267,710 Austin & Repatriation Medical Centre 284,071 308,399 Women’s & Children’s Health 238,851 236,585 Western Health 225,086 209,595 Barwon Health 180,913 167,873 Peninsula Health 172,233 161,991 Northern Health 133,073 110,991 Bendigo Health Care Group 117,675 104,371 Ballarat Health Services 105,838 117,139 LaTrobe Regional Hospital 80,660 51,344 Peter MacCallum Cancer Institute 77,673 68,669 Dental Health Services Victoria 68,022 63,276 Goulburn Valley Health 65,734 60,159 South West Healthcare 57,193 53,138 Wangaratta District Base Hospital 52,363 50,583 Royal Victorian Eye & Ear Hospital 41,203 38,701 Wodonga Regional Health Service 39,853 34,660 Central Gippsland Health Care Group 34,559 30,206 West Gippsland Health Care Group 29,664 28,103 Wimmera Health Care Group 28,613 29,062 Bairnsdale Regional Health Service 25,814 22,561 Echuca Regional Health 24,088 17,445 Western District Health Service 21,968 22,101 Colac Community Health Service 19,177 14,379 Swan Hill District Hospital 18,172 17,202 Gippsland Southern Health Service 16,434 12,145 Mt Alexander Hospital 14,639 12,130 West Wimmera Health Service 13,957 9,986 Wonthaggi & District Hospital 13,653 13,490 Portland Hospital 12,999 13,326 Maryborough District Health Service 12,727 9,918 Hepburn Health Service 11, 674 6,961 Benalla & District Memorial Hospital 11,331 10,664 East Grampians Health Service 10,943 9,076 Kyneton District Health Service 10,926 4,826 Alpine Health 10,697 11,316 Djerriwarrh Health Services 10,541 9,202 Stawell District Hospital 10,278 8,450 East Wimmera Health Service 9,315 6,636 Kyabram & District Memorial Community Health 8,768 7,284 Beechworth Hospital 7,430 7,866 Rural Northwest Health 7,405 5,305 Casterton Memorial Hospital 6,653 2,942 Seymour District Memorial Hospital 6,573 5,786 Yarrawonga District Health Service 5,994 5,359 Kooweerup Regional Health Services 5,810 5,141 The Kilmore & District Hospital 5,267 4,835 Kerang & District Hospital 5,036 4,183 Mildura Base Hospital - 30,681 Heywood & District Memorial Hospital - 5,081 3,818,157 3,613,175

**Denominational Hospitals St Vincents Hospital 193,372 205,879 Mercy Hospital 107,936 99,000 Sisters of Charity Health Services 22,263 5,381 Bethlehem 14,182 14,074 Caritas Christi Hospice 10,075 9,941 347,828 334,275

Department of Human Services Annual Report 2001–02 131 Notes to and Forming Part of the Financial Statements 30 June 2002

2002 2001 $’000 $’000 Note 6. Depreciation and Amortisation

Rental properties 100,713 88,044 Regional offices 304 391 Health and community services properties 5,899 6,168 Plant and equipment 15,765 11,714 Intangible assets 4,460 4,591 Finance lease assets - 968 Total depreciation and amortisation 127,141 111, 876

Note 7. Rental Operating Costs

Rates to local authorities 49,054 46,500 Maintenance 86,016 82,090 Rental property lease expenses 6,182 5,042 Tenant utilities and other expenses 44,679 37,462 Total rental operating costs 185,931 171,094

Note 8. Resources Provided Free of Charge

Department of Treasury and Finance Land and buildings -8,000 External Agencies Land and buildings 1,144 8,259 Total resources provided free of charge 1,144 16,259

Note 9. Net Revenue from Disposal of Non-Current Assets

Revenue from disposal of non-current assets Sale of land via Urban Land Corporation -4 Sale of land 3,800 7,067 Sale of houses 39,202 30,269 Shared home ownership scheme — sale income 12,191 11,373 Special housing land sales proceeds 3,668 1,773 Total revenues from disposal of non-current assets 58,861 50,486

Less cost on disposal of non-current assets Land 4,108 7,124 Houses 35,202 27,675 Shared home ownership scheme — cost of sales 10,416 10,336 Special housing cost of land sold 2,788 1,553 Miscellaneous assets 3,488 4,558 Total value of non-current assets on disposal 56,002 51,246

Net revenue/(cost) from disposal of non-current assets 2,859 (760)

Note 10. Restructuring of Administrative Arrangements

In respect of the activities relinquished, the following assets and liabilities were recognised: Assets - 434 Liabilities -(625) Total -(191)

There were no changes in administrative arrangements bought to account for 2001–02.

The assets and liabilities detailed above relate to the transfer of administrative functions of Aboriginal Affairs, to the Department of Natural Resources and Environment effective from 1 July 2000.

132 Department of Human Services Annual Report 2001–02 Note 2002 2001 $’000 $’000 Note 11. Cash Assets

Short term deposits 96,094 71,753 Banks (11,058) (18,210) Trust accounts 44,905 10,716 Cash advances to sub-offices 1,316 1,265 Total cash and short term deposits 131,25765,524

The above figures are reconciled to cash at the end of the financial year as shown in the statement of cash flows. Short-term deposits are bearing a floating interest rate between 4.65% and 4.90% (2000–01 4.90% – 5.04%).

Note 12. Receivables

Receivables – current Tenants in arrears 9,082 8,525 Amounts owing from Victorian Government 117,769 115,497 GST recoverable from Australian Taxation Office 74,892 92,514 Others 67,754 92,764

Less provision for doubtful debts 20 Tenants in arrears (6,154) (5,728) Others (43) (119) Net receivables – current 263,300 303,453

Receivables – non-current Tenants in arrears 4772,063 Amounts owing from Victorian Government 173,002 173,002 Others 6,646 8,134

Less provision for doubtful debts 20 Tenants in arrears (397) (1,296) Net receivables – non-current 179,728 181,903

Total net receivables 443,028 485,356

Aggregate carrying amount of receivables Current 263,300 303,453 Non-current 179,728 181,903 Total net receivables 443,028 485,356

Department of Human Services Annual Report 2001–02 133 Notes to and Forming Part of the Financial Statements 30 June 2002

Note 2002 2001 $’000 $’000 Note 13. Loans

Loans – current Fixed interest home loans 16,393 29,668 Indexed interest home loans 30,658 22,645 Variable interest home loans 9,372 10,791 Other loans 32 42 Loans – current 56,455 63,146

Loans – non-current Fixed interest home loans 49,392 94,542 Indexed interest home loans 118,423 125,954 Variable interest home loans 29,478 39,529 Community housing loans 20,203 20,203 Other loans 352 384

Less provision for return of equity (471) (1,145)

Less provision for doubtful debts 20 Fixed interest home loans (407) (1,099) Indexed interest home loans (3,394) (4,728) Variable interest home loans (215) (313) Other loans - (5) Net loans – non-current 213,361 273,322

Total net loans 269,816 336,468

Net loans Current 56,455 63,146 Non-current 213,361 273,322 Total net loans 269,816 336,468

Note 14. Properties, Plant and Equipment

Rental properties Land and dwellings at cost 337,344 334,706 Land and dwellings at valuation 8,330,022 7,255,284 Work-in-progress 147,335 166,524 Accumulated depreciation on buildings (100,108) (87,493) Provision for shared home ownership scheme equity conversion (5,096) (4,432) Total rental properties 8,709,497 7,664,589

Other properties

Land Vacant land at cost 7,044 20,745 Vacant land at valuation 125,058 83,222 Home finance – special housing land at cost 4,509 4,355 Total land 136,611 108,322

Regional offices Regional offices at valuation 7,454 7,445 Leasehold improvements 10,681 10,795 Accumulated depreciation (3,474) (3,493) Total regional offices 14,661 14,747

134 Department of Human Services Annual Report 2001–02 2002 2001 $’000 $’000 Note 14. Properties, Plant and Equipment (continued)

Health and Community Services Land at cost 40,133 27,997 Land at valuation 203,028 138,631 Buildings at cost 36,004 64,786 Buildings at valuation 187,247 150,589 Leasehold improvements 12,217 10,192 Work-in-progress 82,133 34,448 Accumulated depreciation (12,095) (12,797) Total Health and Community Services 548,667 413,846

Properties for disposal 22,150 12,200

Total other properties 722,089 549,115

Plant and equipment Plant, furniture and equipment at cost 85,653 63,132 Plant, furniture and equipment at valuation -10,768 Motor vehicles 4,080 3,672 Accumulated depreciation (35,186) (21,029) Sub total plant and equipment 54,547 56,543

Total written down value of property, plant and equipment 9,486,133 8,270,247

Rental Other Properties Other Properties Other Properties Properties Plant and Total Properties, Properties Land Regional Offices HACS for Disposal Equipment Plant and Equipment $000’s $000’s $000’s $000’s $000’s $000’s $000’s

Reconciliations Reconciliations of the carrying amounts of each class of property, plant and equipment at the beginning and end of the current financial year are set out below

Carrying amount at 1 July 2001 7,664,589 108,322 14,747 413,846 12,200 56,543 8,270,247 Additions 348,052 2,957 352 99,764 - 15,783 466,908 Disposals (46,741) (6,750) - (2,030) - (1,458) (56,979) Revaluation increments/(decrements) 859,604 17,822 - 3,408 - - 880,834 Net transfers for no consideration - - - 39,578 9,950 - 49,528 Depreciation, amortisation and provisions (101,747)-(438) (5,899) - (16,321) (124,405) Transfers between classes (14,260) 14,260 - - - - - Carrying amount at 30 June 2002 8,709,497 136,611 14,661 548,667 22,150 54,547 9,486,133

2002 2001 $’000 $’000 Note 15. Intangible Assets

Software at cost 10,406 5,468 Software at valuation 19,566 19,567 Less: accumulated amortisation (6,018) - Total intangible assets 23,954 25,035

Department of Human Services Annual Report 2001–02 135 Notes to and Forming Part of the Financial Statements 30 June 2002

2002 2001 $’000 $’000 Note 16. Payables

Payables – current Employee benefits 8,628 8,153 Supplies and services 6,628 14,489 Services provided by external agencies 86,415 82,507 Concessional payments to pensioners etc. 22,904 10,665 Tenants in advance 7,650 7,752 Capital works 18,392 21,935 Other 12,484 16,216 Total payables – current 163,101 161,717

Payables – non-current Services provided by external agencies 119,917 66,295 Other 7,471 8,948 Total payables – non-current 127,388 75,243

Total payables 290,489 236,960

Payable Current liability 163,101 161,717 Non-current liability 127,388 75,243 Total payables 290,489 236,960

Note 17. Provisions

Current provisions Employee entitlements Salaries and wages accrued 1,389 1,188 Annual leave 36,499 31,911 Long service leave 7,747 8,272 Superannuation 5,570 7,800 Forecast insurance loss provision 5,800 6,220 Total current provisions 57,005 55,391

Non-current provisions Employee entitlements Long service leave 91,186 80,139 Superannuation 45,064 55,381 Forecast insurance loss provision 76,772 58,880 Total non-current provisions 213,022 194,400

Total provisions 270,027 249,791

Provisions Current liability 57,005 55,391 Non-current liability 213,022 194,400 Total provisions 270,027 249,791

Total employee entitlements 187,455 184,691 Total forecast insurance loss provision 82,572 65,100 207,027 249,791

136 Department of Human Services Annual Report 2001–02 Note 2002 2001 $’000 $’000 Note 18. Advances

State Government interest free advance 230,987 307,337 Total advances 230,987 307,337

Repayable Within one year 72,776 149,126 Total current liabilities 72,776 149,126

Later than one year and not later than 5 years 158,211 158,211 Total non-current liabilities 158,211 158,211

Note 19. Equity

Contributed capital Established by change of accounting policy, refer note 1 (D) (ii)

Opening balance -- Capital transfer from accumulated surplus 4,887,713 - Capital contributions by Victorian State Government 4 96,191 - Net capital contributed from asset transfers 48,876 - Capital transfer to administered entity (52,704) - Closing balance 4,980,076 -

Asset revaluation reserve The asset revaluation reserve is used to record increments and decrements on the revaluation of non-current assets, as described in accounting policy 1 (K).

Opening balance 3,323,571 2,588,261 Revaluation of land and buildings 899,506 724,783 Revaluation of plant and equipment -1,709 Revaluation of intangible assets - 8,818 Transfer to accumulated surplus (1,710) - Closing balance 4,221,367 3,323,571

Accumulated surplus Opening balance 5,071,393 4,857,182 Transfer to contributed capital (4,887,713) - Change in net assets from operations 183,755 214,211 Transfer from asset revaluation reserve 1,710 - Closing balance 369,145 5,071,393

Total equity Opening balance 8,394,964 7,445,443 Total changes in equity recognised in the statement of financial performance 1,083,261 949,521 Capital contributions by Victorian State Government 96,191 - Net capital contributed from asset transfers 48,876 - Capital transfer to administered entity (52,704) - Closing balance 9,570,588 8,394,964

Department of Human Services Annual Report 2001–02 137 Notes to and Forming Part of the Financial Statements 30 June 2002

Opening Add Bad Debts Less Bad Debts Add Increase/ Closing Balance 2001 Recovered Written Off (Decrease) in Provisions Balance 2002 $’000 $’000 $’000 $’000 $’000 Note 20. Provisions for Doubtful Debts

Debtors Tenants in arrears 7,024 347 (6,115) 5,295 6,551 Others 119 - (86) 10 43 Total Debtors 7,143 347 (6,201) 5,305 6,594

Loans Fixed interest home loans 1,099 - (52) (640) 407 Indexed interest home loans 4,728 7 (149) (1,192) 3,394 Variable interest home loans 313 - - (98) 215 Other loans 5 - - (5) - Total Loans 6,145 7 (201) (1,935) 4,016

Total 13,288 354 (6,402) 3,370 10,610

Note 21. Financial Instruments

The Department’s accounting policies and terms and conditions for its financial instruments are contained in Note 1 (R).

The carrying amount of financial assets and liabilities contained within these financial statements is representative of the Net Fair Value of each financial asset or liability.

Financial Instruments at 30 June 2002 Weighted Variable Fixed Interest Rate Non-Interest Total Average Interest Rate 1 year or Over 1 year More than Bearing Interest rate or less to 5 years 5 years % $’000 $’000 $’000 $’000 $’000 $’000

Financial Assets Cash at bank, trust funds and deposits 0.1% 1,806 - - - 33,357 35,163 Short term deposits 4.8% 21,297 74,797 - - - 96,094 Receivables – tenants in arrears 0.0% ----3,008 3,008 Amounts owing – Victorian Government 0.0% ----290,771290,771 Receivables – other 0.0% ----149,249149,249 Loans – fixed 5.9% 3,733 12,188 26,794 18,519 4,086 65,320 Loans – indexed 6.0% 141,601 - - - 3,682 145,283 Loans – variable 6.0% 38,347 - - - 279 38,626 Loans – community housing loans 6.4% 19,266 - 937 - - 20,203 Loans – other loans 0.0% ----384384 Total financial assets 2.5% 226,052 86,985 27,731 18,519 484,816 844,101

Financial liabilities Advances 0.0% ----230,987230,987 Tenants in advance 0.0% ----7,650 7,650 Creditors and accruals 0.0% ----282,839 282,839 Total financial liabilities 0.0% ----521,476521,476

138 Department of Human Services Annual Report 2001–02 Note 21. Financial Instruments (continued)

Financial Instruments at 30 June 2001 Weighted Variable Fixed Interest Rate Non-Interest Total Average Interest Rate 1 year or Over 1 year More than Bearing Interest rate or less to 5 years 5 years % $’000 $’000 $’000 $’000 $’000 $’000

Financial Assets Cash at bank, trust funds and deposits - 0.8% 1,520 - - - (7,749) (6,229) Short term deposits 4.9% 44,553 27,200 - - - 71,753 Receivables – tenants in arrears 0.0% ----3,5643,564 Amounts owing – Victorian Government 0.0% ----288,499 288,499 Receivables – other 0.0% ----193,293 193,293 Loans – fixed 6.2% 26,053 25,979 45,495 23,852 1,526 122,905 Loans – indexed 4.8% 138,844 - - - 4,125 142,969 Loans – variable 6.4% 49,679 - - - 291 49,970 Loans – community housing loans 6.8% 19,266 - 937 - - 20,203 Loans – other loans 0.0% - 10 - - 411 421 Total financial assets 2.5% 279,915 53,189 46,432 23,852 483,960 887,348

Financial liabilities Advances 0.0% ----307,337307,337 Tenants in advance 0.0% ----7,7527,752 Creditors and accruals 0.0% ----229,208 229,208 Total financial liabilities 0.0% ----544,297 544,297

The Department’s maximum exposure to credit risk as at 30 June 2001 and 2002 in relation to each class of recognised financial asset is the carrying amount of those assets as indicated in the Statement of Financial Position. The Department’s credit risk is minimised in relation to receivables of Tenants in arrears and other due to transacting with large numbers of individuals or companies mainly within Victoria. The credit risk of the Department in regard to loans is minimized by obtaining sufficient security over properties as a means of mitigating the risk of financial loss from defaults.

Note 22. Disclosures Relating to Ministers and Accountable Officers

In accordance with the Directions of the Minister for Finance under the Financial Management Act 1994 the following disclosures are made for the Responsible Ministers and the Accountable Officers.

(a) Persons who held the below positions in relation to the Department at any time during the reporting period are:

Responsible Ministers

The Hon John Thwaites MLA 1/7/2001 to 30/6/2002 Minister for Health The Hon Christine Campbell MLA 1/7/2001 to 11/2/2002 Minister for Community Services 12/2/2002 to 30/6/2002 Minister for Senior Victorians

The Hon Bronwyn Pike MLA 1/7/2001 to 11/2/2002 Minister for Housing, and Minister for Aged Care, and Minister assisting the Minister for Health 12/2/2002 to 30/6/2002 Minister for Community Services and Housing

Accountable Officers

Patricia Faulkner 1/7/2001 to 30/6/2002 Secretary, Department of Human Services Shane Solomon 27/12/2001 to 6/1/2002 Acting Secretary, Department of Human Services 2/4/2002 to 5/4/2002 Lance Wallace 7/1/2002 to 11/1/2002 Acting Secretary, Department of Human Services Jennifer Westacott 1/7/2001 to 30/6/2002 Director of Housing under the Housing Act Richard Woolaston 24/12/2001 to 6/1/2002 Acting Director of Housing under the Housing Act

Department of Human Services Annual Report 2001–02 139 Notes to and Forming Part of the Financial Statements 30 June 2002

Note 22. Disclosures Relating to Ministers and Accountable Officers (continued)

(b) Remuneration received by the Accountable Officers in connection with the management of the Department during the reporting period was in the range:

Remuneration Total Remuneration Base Remuneration 2002 2001 2002 2001

$20,000 – $ 29,999 1 $30,000 – $ 39,999 1 $60,000 – $ 69,999 11 $110,000 – $119,999 1 $130,000 – $139,999 1 $210,000 – $219,999 11 $250,000 – $259,999 11 $290,000 – $299,999 1 $310,000 – $319,999 1 Total 24 24

Total remuneration $529,698 $567,899 $517,224 $367,064

New appointments were made to the positions of Secretary and Director, Housing during the 2000–01 reporting period. Therefore, the new and previous appointees were reported for 2000–01.

Base remuneration is exclusive of bonus payments and long service leave payments, redundancy and retirement payments. Total remuneration includes long service payments, annual bonus payments and bonus payments accrued over the contract term and paid upon expiry of the contract. These bonus payments depend on the terms of individual employment contracts. The total remuneration also excludes redundancy and retirement payments.

The relevant amounts relating to Ministers are reported separately in the Financial Statements of the Department of Premier and Cabinet. Amounts relating to the Acting Accountable Officers are included in ‘Executive Remunerations’.

(c) Other related party transactions requiring disclosure under the Directions of the Minister for Finance have been considered and there are no matters to report.

Note 23. Remuneration of Executive Officers

The number of executive officers, other than Ministers and accountable officers, and their total remuneration during the reporting period is shown in the first two columns in the table below in their relevant income bands. The base remuneration of executive officers is shown in the third and fourth columns. Base remuneration is exclusive of bonus payments, long service leave payments, redundancy and retirement benefits.

Several factors have affected total remuneration payable to executives over the year. A number of employment contracts were completed during the year and renegotiated and a number of executives received bonus payments during the year. These bonus payments depend on the terms of individual employment agreements. Some contracts provide for an annual bonus payment whereas other contracts include the payments of bonuses on successful completion of the full term of the contract. A number of these contract completion bonuses became payable during the year.

The increase from last year’s total amounts below is attributed to the biennial executive remuneration review effective 1 July 2001.

Note: Amounts include any remuneration received by contracted executives during the reporting year.

Remuneration Total Remuneration Base Remuneration 2002 2001 2002 2001

Under $100,000 30 31 34 42 $100,000 – $109,999 8 16 10 21 $110,000 – $119,999 14 11 28 14 $120,000 – $129,999 17 19 16 20 $130,000 – $139,999 15 14 9 5 $140,000 – $149,999 14 8 8 9 $150,000 – $159,999 6 8 9 1 $160,000 – $169,999 3 3 2 3 $170,000 – $179,999 72 -1 $180,000 – $189,999 14 22 $190,000 – $199,999 1- 11 $200,000 – $209,999 -3 -- $210,000 – $219,999 1- 1- $220,000 – $229,999 1- -- $230,000 – $239,999 2- -- Total 120 119 120 119

Total remuneration $14,026,104 $13,649,525 $12,798,488 $12,281,271

140 Department of Human Services Annual Report 2001–02 Note 24. Remuneration of Auditors

Audit fees paid or payable to the Victorian Auditor-General’s Office for the audit of the Department’s financial report:

Remuneration of Auditors 2002 2001 $’000 $’000

Paid as at 30 June 61 101 Payable as at 30 June 295 235 Total remuneration of auditors 356 336

Note 25. Contingent Liabilities

Details and estimates of maximum amounts of contingent liabilities are as follows: (a) Pending clarification of the requirement for hospitals to meet superannuation payments under the Superannuation Guarantee legislation for doctors engaged on a fee for services basis, a contingent liability of $3 million as at 30 June 2002 is recognized. (b) The Department of Human Services has estimated that a potential liability of $23.5 million exists in respect of a number of legal actions instigated by clients and their representatives, employees and others, and other contractual liabilities. (c) The Director of Housing has executed indemnities to Cooperative Housing Societies incorporated under the Cooperative Housing Societies Act 1958, in respect of capital indexed loans. Balances of loans outstanding at 30 June 2002 totalled $25.6 million. Advances made to the Mortgagor on any particular property do not in any instance exceed 95 per cent of the property valuation at the time of purchase. The Mortgagor’s (Cooperative Housing Society) loss covered by this indemnity is limited to the net loss incurred by the Mortgager in the event of a mortgaged property being realised to satisfy a mortgage debt. (d) By way of deed dated 12 June 1998 between the Director of Housing, the Treasurer of Victoria and Treasury Corporation of Victoria, the Treasurer agreed to assume the borrowings of the Director of Housing as at 1 July 1997. Under the deed the Director of Housing is required to make a payment each year (as a financing cost) of an amount that is determined by the Treasurer in consultation with the Director and Minister for Housing, which does not exceed the total of principle and interest payments (scheduled repayments), in regard to the rental housing borrowings, that the Director would have been required to pay if those borrowings had been left to run their full term. The maximum payable during the next 12 months is $67.2 million.

2002 2001 $’000 $’000 Note 26. Commitments for Future Expenditure (a) Capital commitments Commitments for the acquisition of land, buildings, plant and equipment contracted foratthe reporting date but not recognised as liabilities, payable: Within one year 156,262 111,608 Later than one year and not later than 5 years 40,178 8,283 Total capital commitments 196,440 119,891

(b) Operating leases Commitments for minimum lease payments in relation to non-cancellable operating leases are payable as follows: Within one year 37,305 28,976 Later than one year and not later than 5 years 68,062 78,970 Later than 5 years 5,248 6,904 Total operating lease commitments not recognised in the financial statements 110,615 114,850

(c) Outsourcing commitments Commitments under contracts for operating expenditure (excluding operating lease liabilities) outstanding as at the reporting date but not recognised as liabilities, payable: Within one year 12,996 27,195 Later than one year and not later than 5 years 20,050 23,762 Later than 5 years 224 Total outsourcing commitments 33,048 50,981

(d) Build-own-operate (BOO) arrangements Commitments under BOO contracts outstanding as at reporting date but not recognised as liabilities, payable: Within one year 6,450 10,594 Later than one year and not later than 5 years 25,856 42,375 Later than 5 years 56,941 91,971 Total build-own-operate commitments 89,247 144,940

Department of Human Services Annual Report 2001–02 141 Notes to and Forming Part of the Financial Statements 30 June 2002

Note 2002 2001 $’000 $’000 Note 27. Employee Entitlements

Employee entitlement liabilities Provision for employee entitlements Current 17 51,205 49,171 Non-current 17 136,250 135,520 Aggregate employee entitlement liability 187,455184,691

As explained in Note 1 (S) (ii), the amounts for long service leave are measured at their present values. The following assumptions were adopted in measuring present values:

Weighted average rates of increase in long service leave employee entitlements to settlement of the liabilities 6.9% 5.7% Weighted average discount rates 5.9% 6.0% Weighted average terms to settlement of the liabilities 14 years 14 years

Government Employees’ Superannuation Fund The Department has no liability to fund the emerging costs (that is, pension costs) of existing and new staff and therefore does not report a liability for existing staff in the Statement of Financial Position. In line with government policy, the unfunded superannuation liability is reflected in the Financial Statements of the Department of Treasury and Finance. The Department of Human Services reports a liability for unfunded superannuation in respect of former employees of the Director of Housing for the shortfall of superannuation benefits paid to certain former housing staff (refer Note1 (S) (iii)). Superannuation contributions for existing staff for the reporting period are included as part of employee benefits in the Statement of Financial Performance of the Department of Human Services.

The name and details of the major employee superannuation funds and contributions made by the Department are as follows: State Superannuation Fund 19,990 19,963 Victorian Superannuation Fund 23,574 18,434 Health Super Fund 246 280 Various Private Schemes 535 542 Total 44,345 39,219

The basis for contributions are determined by the various schemes and also relate to salary sacrifice arrangements.

The increase in Victorian Superannuation Fund contributions mainly reflects wage increase, arrear payments, increase in staffing levels and timing of receipts of invoices for contribution payments.

The above amounts were measured as at 30 June of each year, or in the case of employer contributions they relate to the years ending 30 June.

As at 30 June, the Department has accrued the following contributions outstanding to the funds: State Superannuation Fund - 63 Victorian Superannuation Fund 576 1,560 Health Super Fund -7

142 Department of Human Services Annual Report 2001–02 l Performance and Statement and l Performance of Cash Flows, the Department or administers activities manages d buildings. ed transactions give rise to revenues,ed transactions give rise to expenses, on an determined assets and liabilities are ------2,1673 3 - -2,173 - -2,173 3 - -2,173 3 ------2,1673 ------2,1673 ------$’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 Output Output Output Output Output Output Output Output Output Output Output Output Total Group 1Group 2 Group 3 Group 4 Group 5 Group 6 Group 7 Group 8 Group 9 Group 10 Group 11 Group 12 Group transfer parties external to transfer parties external to r r ayments to consolidated fund consolidated ayments to 1,911,304 2 4,206 184,189 674 fund consolidated ayments to 10 12,420 66,306 1,819,576 122,901 4 15,635 42,485 2 260,687 178,481 2,620,819 563 11 5,556 64,570 105,155 5,090 40,895 262,506 2,482,409 otal40,895 262,506 2,484,582 otal40,895 262,506 2,484,582 5,093 1,911,304 2otal 1,819,57611 5,093 4,206 1,911,304 5,556 4 184,189 66,737 2otal 1,819,576 674 11 105,158 2 4,206 178,481 5,556 4 184,18966,306 12,420 10 66,737 563 122,901 674 105,158 2 15,635 178,481 42,48566,306 12,420 10 260,687 563 122,901 2,620,819 15,635 42,485 260,687 2,620,819 ransfer payments ransfer payments on behalfAdminister in this note. as administered reported of activities are State these to The transactions relating State. the include taxes, revenues Administered accrual basis. the sale of from and fines the proceeds fees surplus land an administered Administered Revenues and Expenses 2000–01 Administered revenues Commonwealth grants Miscellaneous 10,384Fo 411 1,809,192 2 (412) 109 - 91 53 9,959 - 178,372 1,089 510 1 - 4 5,968 64,479 21,295 95,196 4,001 40,894 262,502 2,461,114 Note 28. Administered Revenue and Expenses Administered Revenue Note 28. Statement the specific Departmental included in the operations which are In addition to of Financial Position, Statement of Financia T Administered expenses P T T Revenue less expenses T Administered expenses P T T Revenue less expenses Administered Revenues and Expenses 2001–02 Administered revenues Commonwealth grantsMiscellaneousFo 1,904,673 - 6,631 4,200 184,077 2 619 112 6 -5,191 9,898 2,250 55 10 12,337 83 64,056 5 2 113,003 10,444 24,245 42,480 260,685 2,596,574

Department of Human Services Annual Report 2001–02 143 Notes to and Forming Part of the Financial Statements 30 June 2002

2002 2001 $’000 $’000 Note 29. Administered Assets and Liabilities

Administered assets include Government revenues earned but yet to be collected. Administered liabilities include Government expenses incurred but yet to be paid.

Administered assets Trust funds 619 549 Receivables 2,556 10,161 Future service potential* 112,960 118,003 Loans 3,330 3,330 Total administered assets 119, 465 132,043

Administered Liabilities Creditors and accruals 778 - Building redevelopment* 112,960 118,003 Amounts payable to the consolidated fund 1,778 10,161 Other 3,949 3,879 Total administered liabilities 119, 465 132,043

* On behalf of the Department of Treasury and Finance, the Department of Human Services administers funding provided under a Health Service Agreement for building redevelopment at St Vincent’s Hospital of $112.960 million.

Note 30. Exgratia Payments

The Department made the following ex-gratia payments: Ex-gratia payments 93

These ex-gratia payments were mainly to employees.

Note 31. Reconciliation of Net Result From Ordinary Activities to Net Cash Inflow From Operating Activities

Net result from ordinary activities 183,755 214,211

Non-Cash Movements Loss/(gain) on sale of non-current assets (3,914) (34) Net (Revenues) from change in administrative arrangements -(191) Depreciation, amortisation and loss on demolition of buildings 128,500 113,483 Resources received free of charge (675) (770) Decrease in provisions expensed 1,033 701 Resources provided free of charge 1,144 16,259 Revaluation decrement of Health and Community Services properties 18,672 - Increase in doubtful/bad debts expensed 2,668 3,443 (Increase)/decrease in receivables (50,150) (144,945) Increase/(decrease) in creditors 60,805 79,687 Increase/(decrease) in provisions 20,236 40,062 (Increase)/decrease in inventories (5) (33) (Increase)/decrease in other operating assets (7,431) (6,913) (Increase)/decrease in prepaid expenses (302) 1,668

Net cash inflow from operating activities 354,336 316,628

144 Department of Human Services Annual Report 2001–02 Accountable Officer’s and Chief Financial Officer’s Declaration

Department of Human Services Annual Report 2001–02 145 Auditor General’s Report

146 Department of Human Services Annual Report 2001–02 Appendices

Index of Compliance 148 Freedom of Information 150 Reconciliation of Executive Officers 151 Consultancy Register 155 Building Act 1993 Compliance 156 Legislation 157 Administration of Acts 158 Whistleblower Protection Act 2001 – Departmental Procedures 160 Other Information 167 Index 168 Abbreviations 170

Department of Human Services Annual Report 2001–02 147 Index of Compliance

The Annual Report of the Department of Human Services is prepared in accordance with the Financial Management Act 1994 and the Directions of the Minister for Finance. This index facilitates identification of the Department’s compliance with the Directions of the Minister for Finance by listing references to disclosures in this financial report.

Clause Requirement Page

Report of Operations Charter and Purpose 9.1.3(i)(a) Manner of establishment and Ministers Inside front cover 9.1.3(i)(b) Objectives, functions, powers and duties Inside front cover 9.1.3(i)(c) Nature and range of services provided 1

Management and Structure 9.1.3(i)(d)(i) Name of Chief Executive Officer 112 9.1.3(i)(d)(ii) Names of senior office holders and brief description of responsibility 112 9.1.3(i)(d)(iii) Organisational structure 7

Financial and Other Information 9.1.3(i)(e) Statement of workforce data and merit and equity 99 9.1.3(ii)(a) Summary of the financial results for the year 8 9.1.3(ii)(b) Significant changes in financial position during the year 8 9.1.3(ii)(c) Operational and budgetary objectives and performance against objectives 128 9.1.3(ii)(d) Major changes or factors affecting achievement 128 9.1.3(ii)(e) Subsequent events N/A 9.1.3(i)(f) Application and operation of Freedom of Information Act 1982 150 9.1.3(ii)(h) Compliance with building and maintenance provisions of Building Act 1993 156 9.1.3(ii)(k) Statement on National Competition Policy 157 9.1.3(ii)(f) Details of consultancies over $100,000 155 9.1.3(ii)(g) Details of consultancies under $100,000 155 9.1.3(ii)(i) Statement of availability ofother information 167 9.1.3(ii)(j) Compliance index 148 9.10.3(i) Budget Portfolio Outcomes 10

Financial Statements Basis on which Financial Statements have been Prepared and Other Compliance Details 9.2.2(ii)(a) Accrual basis of accounting 120 9.2.2(ii)(b) Compliance with Australian Accounting Standards and other authoritative pronouncements 120 9.2.2(ii)(c) Compliance with Ministerial Directions and Accounting and Financial Reporting Bulletins 120 9.2.2(ii)(d) Adoption of the historical cost convention, except for specified assets 120 9.2.2(iii) Rounding ofamounts 124 9.2.2(i)(d) Notes to the Financial Statements (Contents page) 116 9.2.2(iv) Accountable officer’s declaration 145 9.9.2(i) Model Financial Report 120

148 Department of Human Services Annual Report 2001–02 Index of Compliance

Clause Requirement Page

Statement of Financial Performance 9.2.2(i)(a) Statement of financial performance 117 9.2.3(ii)(a) Operating revenue by class 127 9.2.3(ii)(b) Investment income by class 127 9.2.3(ii)(c) Other material revenue, including disposal of non-current assets 127, 132 9.2.3(ii)(e) Depreciation 132 9.2.3(ii)(f) Bad and doubtful debts 138 9.2.3(ii)(g) Financing costs 117 9.2.3(ii)(h) Net increment or decrement on revaluation recognised in the statement of financial performance 117 9.2.3(ii)(i) Audit expense 141 9.7.2(i)(ii) Motor vehicle lease commitments 141

Statement of Financial Position 9.2.2(i)(b) Statement of financial position 118 9.2.3(iii)(a)(i) Cash at bank and funds held in trust 133 9.2.3(iii)(a)(ii) Inventories by class 118 9.2.3(iii)(a)(iii) Receivables, including trade debtors, loans and other debtors 133, 134 9.2.3(iii)(a)(iv) Other assets, including prepayments 118 9.2.3(iii)(a)(v) Investments N/A 9.2.3(iii)(a)(vi) Property, plant and equipment 134 9.2.3(iii)(a)(vii) Intangible assets 135 9.2.3(iii)(b)(i) Overdrafts N/A 9.2.3(iii)(b)(ii) Other loans 138 9.2.3(iii)(b)(iii) Trade and other creditors 137 9.2.3(iii)(b)(iv) Finance lease charges N/A 9.2.3(iii)(b)(v) Provisions, including employee entitlements 136 9.2.3(iii)(c)(i)(ii) Contributed capital 138 9.2.3(iii)(d)(i)(iv) Reserves, and transfers to and from reserves 138

Statement of Cash Flows 9.2.2(i)(c) Statement of cash flows during the year 119

Other Disclosures in Notes to the Financial Statements 9.2.3(iv)(a) Liability secured by a charge over assets N/A 9.2.3(iv)(b) Contingent liabilities 141 9.2.3(iv)(c) Commitments for expenditure 141 9.2.3(iv)(d) Government grants received or receivable 127, 133 9.2.3(iv)(e) Employee superannuation funds 142 9.2.3(iv)(f) Assets received without adequate consideration N/A 9.4 Responsible person-related disclosures 139 9.8(i)(ii) Occupational Health and Safety 98

Department of Human Services Annual Report 2001–02 149 Freedom of Information

Over the past year, 1,150 requests were received for access to documents under the Freedom of Information (FOI) Act 1982.

Summary of Activity 2001–02 Total of Requests Received 1150 For personal requests 1037 For non-personal records 113 Requests for internal review 38 Victorian Civil and Administrative Tribunal 5

Of Requests Decided Granted in full 241 Granted in part 367 Denied 23 Dealt with under other provisions of the FOI Act 519

Officers

Principal Officer Patricia Faulkner Secretary, Department of Human Services Authorised Officer Trish Berry Acting Manager, Privacy and Freedom of Information Freedom of Information Michelle Grech Officers – Head Office Punnya Fernando Molly Murphy Stuart Atkins Sally Yeoland Dermuid McCabe Frances Pearson Regional FOI Delegates Andrew Flavel Barwon South West Region Geoff Houlihan Gippsland Region Graham Downs Southern Metropolitan Region John Chaplain Northern Metropolitan Region Barry Gunning Eastern Metropolitan Region Gerardine Christou Grampians Region Chris Garrat Hume Region David Mulquiney Loddon Mallee Region Colin Davey Western Metropolitan Region

Requests

During 2001–02, a total of 1,150 requests were received for access to documents under the Freedom of Information Act.

The most commonly applied exemption categories were: Section Provision Times Cited 33(1) Documents affecting personal privacy 401 35(1) Information received by the Department in confidence 177 30(1) Internal working documents 66 38 Documents to which secrecy provisions of other enactments apply 60

150 Department of Human Services Annual Report 2001–02 Reconciliation of Executive Officers

The number of executives in the report of operations is based on the number of executive positions that are occupied at the end of the financial year. The remuneration of executives Note to the financial statements lists the actual number and remuneration paid to executive officers over the course of the reporting period. The Note to the financial statements does not distinguish between executive levels, nor does it disclose separations, vacant positions, nor does it include the Accountable Officers. Separations are those executives who have left the Department during the financial year.

Disclosures in the report of operations contain information on:

• Executive classifications. • Gender composition of the classifications. •Variances between the current and previous reporting period.

The reconciliation of executive numbers between the Report of Operations and Note 23 remuneration of executives to the financial statements is to improve the transparency and completeness of the information that is disclosed.

Forexecutive numbers across the Victorian public service, the Department has included executive numbers for all portfolio authorities.

Executive Officers Definition

Fora department an executive officer (EO) is a person employed as an executive under Part 3, Division 5 of the Public Sector Management and Employment Act 1998.

Additionally, the total number of executives is classified into two distinct categories based on the following definitions:

• ‘Ongoing’ executives are executives who are responsible for functions or outputs that are expected to be ongoing at the reporting date. • ‘Special projects’ executives are executives who are employed for a specific project. These projects are generally for a fixed period of time and relate to a specific government priority. For portfolio authorities an executive officer is a person employed as an executive officer at an annual remuneration rate not less than an executive officer employed by a department.

The definition of an executive officer does not include Governor-in-Council appointments as statutory office holders.

Portfolio Authorities Definition

A portfolio authority is defined as a public authority under the Public Sector Management and Employment Act 1998.

The following tables disclose the executive officers of the Department and its portfolio authorities for 30 June 2002:

•Table 1 discloses the number of executive officers (EO) in the categories of ‘Ongoing’ and ‘Special Projects’ and the total numbers of EOs for the Department. •Table 2 provides a breakdown of EOs according to the gender of male and female for the categories of ‘Ongoing’ and ‘Special Projects’. •Table 3 provides a reconciliation of executive numbers between the Report of Operations and Note 23 remuneration of executives to the financial statements. •Table 4 provides the total executive numbers for the Department’s portfolio authorities.

Table 1 to 3 also discloses the variations, denoted by ‘Var’ between the current and previous reporting periods and current vacancies. Table 4 does not include variations, as this is the first year this information has been reported in the Department’s Annual Report.

Department of Human Services Annual Report 2001–02 151 Reconciliation of Executive Officers

Table 1: Number of executive officers classified into ‘Ongoing’ and ‘Special Projects’ All Ongoing Special Projects

Class No. Var No. Var No. Var EO–1 3 0 3 0 0 0 EO–2 31 0 30 0 1 +1 EO–3 82 +4 79 +1 3 +3 Total 116 +4 112 +1 4 +4

Table 2: Breakdown of executive officers into gender for ‘Ongoing’ and ‘Special Projects’

Ongoing Special Projects Male Female Vacancies Male Female Vacancies Class No. Var No. Var No. No. Var No. Var No. EO–1 1 +1 2 0 0 0 0 0 0 0 EO–2 18 0 6 -2 6 1 +1 0 0 0 EO–3 35 -7 35 +2 9 0 0 2 +2 1 Total 54 -6 43 0 15 1 +1 2 +2 1

Table 3: Reconciliation of Executive Numbers 2002 2001

Total number receiving executive remuneration (note 23) 120 119

Add Vacancies (Table 2) 16 8 Accountable officers 2 2

Less Separations -17 -16 Inactives -5 -2 Total executive numbers as 30 June 2002 116 111

Notes to tables above: • Inactive executives (table 3) record individuals on extended leave (adoption leave, long service leave, leave without pay) or, in one instance, seconded to a non-government agency.

•For 2002, executive roles filled by an assigned non-executive staff member, not by executive contract, are recorded as a vacancy. These instances were not counted in the 2001 executive numbers. This accounts for the difference between the total number of executives and vacancies between 2001 and 2002 and the variation between these years.

152 Department of Human Services Annual Report 2001–02 Table 4: Number of executive officers for the Department’s portfolio authorities Total Executives Vacancies Male Executives Female Executives

Alexandra District Hospital 1 0 0 1 Alpine Health 1 0 1 0 Austin and Repatriation Medical Centre 32 0 21 11 Bairnsdale Regional Health Service 3 0 2 1 Ballarat General Cemeteries Trust 1 0 1 0 Ballarat Health Services 7 0 5 2 Barwon Health 10 0 7 3 Bayside Health 48 2 34 14 Beaufort and Skipton Health Service 0 0 0 0 Beechworth Health Service 3 0 2 1 Benalla and District Memorial Hospital 2 0 2 0 Bendigo Cemetery Trust 0 0 0 0 Bendigo Health Care Group 8 0 6 2 Boort District Hospital 0 0 0 0 Cancer Council Victoria 16 0 9 7 Casterton Memorial Hospital 1 0 1 0 Central Gippsland Health Service 4 0 1 3 Cheltenham & Regional Cemeteries Trust 1 0 1 0 Cobram District Hospital 1 0 1 0 Cohuna District Hospital 0 0 0 0 Colac Community Health Services 1 0 0 1 Coleraine District Health Services 1 0 0 1 Dental Health Services Victoria 19 1 12 7 Dental Practice Board of Victoria 0 0 0 0 Djerriwarrh Health Service 0 0 0 0 East Grampians Health Service 1 0 1 0 East Wimmera Health Service 1 0 1 0 Eastern Heatlh 14 0 7 7 Echuca Regional Health 3 0 2 1 Edenhope & District Memorial Hospital 1 0 1 0 Fawkner Crematorium and Memorial Park 3 0 3 0 Forensicare 3 0 2 1 Geelong Cemeteries Trust 1 0 1 0 Gippsland and Southern Health Service 2 0 2 0 Goulburn Valley Health 16 1 14 2 Health Purchasing Victoria 1 0 1 0 Hepburn Health Service 1 0 1 0 Hesse Rural Health Service 1 0 1 0 Heywood Rural Health 0 0 0 0 Infertility Treatment Authority 1 0 0 1 Inglewood and Districts Health Service 0 0 0 0 Kerang and District Hospital 1 0 1 0 Kilmore and District Hospital, The 1 0 1 0 Kooweerup Regional Health Service 1 0 0 1 Kyabram and District Health Services 1 0 1 0 Kyneton District Health Service 1 0 1 0 Latrobe Regional Hospital 7 0 6 1 Lilydale Memorial Park and Cemetery 1 0 1 0 Lorne Community Hospital 0 0 0 0 Mallee Track Health & Community Services 1 0 1 0 Manangatang and District Hospital 0 0 0 0 Mansfield District Hospital 1 0 1 0

Department of Human Services Annual Report 2001–02 153 Reconciliation of Executive Officers

Total Executives Vacancies Male Executives Female Executives

Maryborough District Health Service 2 0 2 0 McIvor Health and Community Services 0 0 0 0 Medical Practitioners Board of Victoria 2 0 2 0 Melbourne Health Services 25 1 15 10 Memorial Park Cemetery Trust 1 0 1 0 Metropolitan Ambulance Service 8 1 6 2 Moyne Health Services 1 0 0 1 Mt Alexander Hospital 1 0 0 1 Necropolis Springvale, The 3 1 3 0 Northern Health Service 6 0 4 2 Numurkah District Health Service 1 0 1 0 Nurses Board of Victoria 1 0 0 1 Orbost Regional Health (Formerly Far East Gippsland Health) 1 0 0 1 Otway Health and Community Services 1 0 0 1 Peninsula Health 25 1 20 5 Peter MacCallum Cancer Institute 13 1 8 5 Pharmacy Board of Victoria 1 0 1 0 Podiatrists Registration Board of Victoria 0 0 0 0 Portland and District Hospital 1 0 1 0 Prince Henry’s Institute of Medical Research 5 0 5 0 Psychologists Registration Board of Victoria 0 0 0 0 Queen Elizabeth Centre 2 0 0 2 Robinvale District Health Services 1 0 1 0 Rochester and Elmore District Health Service 0 0 0 0 Royal Victorian Eye and Ear Hospital 4 1 2 2 Rural Ambulance Victoria 5 0 4 1 Rural Northwest Health 2 0 1 1 Seymour District Memorial Hospital 3 0 1 2 South Gippsland Hospital 0 0 0 0 South West Healthcare 6 0 5 1 Southern Health 32 0 18 14 Stawell Regional Health 1 0 1 0 Swan Hill District Hospital 3 0 2 1 Tallangatta Health Service 1 0 1 0 Templestowe Cemetery Trust 0 0 0 0 Terang and Mortlake Health Service 0 0 0 0 Timboon and District Healthcare Service 0 0 0 0 Tweddle Child and Family Health Service 0 0 0 0 Upper Murray Health and Community Services 1 0 1 0 Victorian Health Promotion Foundation 3 0 2 1 Wangaratta District Base Hospital 4 1 3 1 West Gippsland Health Care Group 4 0 3 1 West Wimmera Health 1 0 1 0 Western District Health Service 4 0 3 1 Western Health Services 9 2 6 3 Wimmera Health Care Group 3 0 2 1 Wodonga Regional Health Service 5 0 4 1 Women’s and Children’s Health 20 4 13 7 Wonthaggi and District Hospital 3 0 2 1 Yarram & District Health Service 1 0 1 0 Yarrawonga District Health Service 1 0 1 0 Total 441 17 303 138

154 Department of Human Services Annual Report 2001–02 Consultancy Register

Vendor Name Title and Purpose of Consultancy Start Date End Date Commitment Expenditure to 30.6.02

La Trobe University Evaluation of Primary Care Partnerships Strategy 1-Oct-01 30-Sep-03 549,890.00 164,967.00 Hardes and Associates Modelling of Demand and Supply of Human Services in Victoria 19-Dec-01 30-Jun-03 456,500.00 198,000.00 Success Works Pty Ltd Victorian Drug Prevention Resource Team (VDPRT) 1-Jun-02 1-Jun-03 449,170.00 149,170.00 KPMG Consulting Australia Rural Healthstreams Evaluation. To review the Rural Healthstreams 1-Jul-01 19-Apr-02 290,845.85 199,738.00 program and contribute to policy development in the area of flexible service models for small rural communities The Nous Group Corporate IS Strategic Plan 2002–05. Development of an 11-Apr-02 31-Dec-02 248,072.00 141,845.00 IS Strategic Plan for the Department’s corporate systems La Trobe University Review of Paediatric Services 11-Jun-02 25-Oct-02 256,700 0 PriceWaterhouseCoopers Budget Development Management and Reporting System 21-Jan-02 28-Mar-02 176,610.00 119,718.50 KPMG Consulting Technical Advisory Services for CSR Tender Evaluation 2-Jan-02 30-Apr-02 156,200.00 156,200.00 KPMG Exploring Housing Services Funding Growth Project 18-Feb-02 31-Jul-02 150,000.00 123,567.00 Cleareview Consulting Group To develop the Hume Hospital Health Services Plan 2002–10 Mar-02 Dec-02 149,400.00 Value Creations VHS Homeless research – consumer consultations strategy 1-Jul-01 15-Oct-01 140,000.00 130,500.00 MGI Meyrick Webster Pty Ltd Multi-Dimensional Review of a disability service provider 8-Apr-02 31-Jul-02 129,965.00 110,000.00 agency – Grampians Agency KPMG Consulting Review of Government Drug Prevention Programs Evaluation 25-Feb-02 17-May-02 129,470.00 103,576.00 Australia Pty Ltd Strategies The Nucleus Consulting Disability Services Continence Support Services Evaluation 15-Apr-02 30-Jan-05 117,200.00 30,000.00 Group Pty Ltd Deloitte Touche Tohmatsu Multi-Dimensional Review of a disability service provider 8-Apr-02 31-Jul-02 100,595.00 86,903.00 agency – Gippsland Region

In the 2001–02 financial year the Department of Human Services began a further 126 consultancies of $100,000 or less, with a total commitment of $5,071, 641.63.

In the last four years, from 1998–99 to 2001–02, there has been significant reduction in expenditure on consultancies from a 1998–99 total of $16.5 million to a 2001–02 total of $8.57 million, a reduction over the period of 48.05 per cent.

Department of Human Services Annual Report 2001–02 155 Building Act 1993 Compliance

The Department of Human Services complies with Departmental Owned Facilities Registered Building Practitioners the Standards for Publicly Owned Buildings (the Guideline), as prepared by the former Office of Fire risk audits and interim upgrade works have now The Department requires building practitioners, Building, Department of Planning and Development been completed for all Department owned residential or their deemed equivalent who carry appropriate (now the Policy Services part of the Building Control facilities and Priority 1 works are nearing completion. professional indemnity insurance, engaged on building Commission). The Guideline relates to the compliance The audit of Placement and Support community works to be registered and to maintain registration with building regulations, safety and fitness to occupy residences occupied by young persons was also throughout the course of the building works. facilities and applies to new building and construction completed and works to upgrade smoke detection works. and alarm systems and install emergency lighting 2001–02 Plans: Departmental Owned have been implemented. Facilities

Scope of Properties There will be continued implementation of the Fire Risk Management Program that comprises The Department controls 72,177 properties through Office of Housing Facilities continuation of upgrades to public hospitals and the Office of Housing that are largely utilised for the nursing homes to complete all Priority 1 works and purposes of public housing. In addition, the The Department installs and maintains the fire safety the start of three-yearly re-audits of Department Department controls 12 institutional residential equipment in accordance with the Building regulations owned facilities. Fabric, compliance and functional facilities and approximately 500 community and carries out audits on a regular basis. The works surveys will be undertaken for all Department owned residential facilities that are utilised for the purpose are covered by ongoing maintenance contracts. community residential units housing disabled clients, of providing accommodation and support to young with a view to informing future planning of facility offenders, the aged, the intellectually disabled, the Regular fire audits are programmed to ensure upgrades. The Department has undertaken upgrade mentally ill and state wards. Approximately 50 compliance of buildings with the Fire Risk and replacement works for cooling towers to ensure non-residential facilities that are utilised for the Management Guidelines. These audits have been compliance with Legionella Acts and regulations. purposes of providing community health services completed for community-based shared These works are scheduled for completion in to local communities or day programs to the accommodation and supported housing and are 2002–03. intellectually disabled are also controlled. Other currently being undertaken on high-rise and walk facilities utilised for human services purposes are up buildings. The Department has commenced work to address either owned or under the implied control of agencies the recent policy, Energy Efficiency in Government which are public reporting entities incorporated or All Office of Housing dwellings are fitted with smoke Buildings. The intention of this directive is to increase registered under Acts of the Victorian Parliament detectors. Fire sprinklers and emergency exit lighting energy efficiency assets and reduce greenhouse gas (public reporting agencies). These facilities comprise have been fitted to all boarding houses and supported emissions to the target level by 2005–06. public hospitals, community health centres, nursing housing and are being progressively fitted to all homes, community care units and ambulance stations. high-rise and walk up buildings, as well as crisis accommodation, refuges, supported housing and Housing Division Facilities disability accommodation, where required. New and Existing Building Standards An ongoing 20 per cent of total stock resurvey assessments each year has been instigated to All new work and redevelopment of existing properties The upgrading of fire prevention equipment in ensure that current data is available for refurbishment are carried out to conform to current building buildings is also undertaken as part of any general programs in future years. regulations (1994) and the provisions of the Building upgrade of properties where necessary and as Act 1993. Either a certificate of Final Inspection or an identified in the maintenance inspections. Occupancy Certificate is issued for all new facilities or upgrades to existing facilities by the local authority or In regard to public housing stock, external safeguards by a building surveyor. exist to ensure that occupied housing stock is safe and fit to occupy at any time. Public housing is subject Ten Year Liability Cap to the Residential Tenancies Act 1997, the provisions of which require the Office of Housing, as a landlord, All capital works invoke the 10 year liability cap except to keep all properties in good order. When the in circumstances consistent with the guidelines issued occupier identifies a building defect, and an order is from time to time by the Minister for Finance. sought and obtained from the Residential Tenancies Maintenance of Buildings in a Safe and Tribunal, the Director of Housing is required to comply Serviceable Condition with the Act. Office of Fair Trading inspectors assess properties for compliance on request from tenants. The Department has developed Fire Risk Management Guidelines for all types of residential facilities controlled by the Department and public reporting agencies.

156 Department of Human Services Annual Report 2001–02 Legislation

Review of Legislation in accordance with implementation of National Competition Policy (NCP).

Following the completion of the NCP review of the Health Act 1958 in 2001, legislative amendments were made in the Health (Further Amendment) Act 2001.

The Pathology Services Legislation Review Panel, appointed by the Minister for Health, completed its final report on the NCP review of the Pathology Services Accreditation Act 1984. The review report satisfied NCP requirements.

The national NCP review of the Pharmacists Act 1974 was completed in 2000. It was then submitted to the Council of Australian Governments. Department of Human Services prepared a discussion paper on the issues arising from the review for public consultation in 2002. The discussion paper is for release in August 2002.

A nationally conducted NCP review of the Drugs, Poisons and Controlled Substances Act 1981 was completed in January 2001. The report was submitted to the Council of Australian Governments (COAG) and working groups were established to develop responses on behalf of COAG. The report remains under consideration at a Federal level.

Department of Human Services Annual Report 2001–02 157 Administration of Acts

Minister for Community Services Minister for Health • In so far as it relates to the exercise of power relating to the leases and licences under Adoption Act 1984 Alcoholics and Drug-Dependent Persons Act 1968 – excluding: subdivisions 1 and 2 of Part 1 in respect of the • (jointly and separately administered with the lands described as: Attorney-General). • Sections 11, 14 and 15 (these provisions are administered by the Attorney-General). –Crown Allotment 60A1 in the Parish of Traralgon Children and Young Persons Act 1989 and contained in Crown Lease Volume 1212 Folio Ambulance Services Act 1986 519. (The Act is otherwise administered by the • (jointly and separately administered with the Minister for Environment and Conservation, the Attorney-General). Anglican Welfare Agency Act 1997 Baker Medical Research Institute Act 1980 Attorney-General, the Minister for Finance and Children’s Services Act 1996 Building Act 1993 the Minister for Corrections). Community Services Act 1970 – excluding: •Parts 5B and 5C (the remaining provisions are – Allotment 3A of Section 16 Block E in the Parish administered by the Minister for Planning). of Mildura and contained in Crown Lease Volume • Division 8A of Part III and section 203 where it 1212 Folio 567. (The Act is otherwise relates to the administration of these provisions Cancer Act 1958 administered by the Minister for Environment and (these provisions are administered by the Minister Cemeteries Act 1958 Conservation, the Attorney-General, the Minister forEducation). Chinese Medicine Registration Act 2000 for Finance and the Minister for Corrections). Crimes (Mental Impairment and Unfitness to be Chiropractors Registration Act 1996 Lord Mayor’s Charitable Fund Act 1996 Tried) Act 1997 Crimes (Mental Impairment and Unfitness to be Medical Practice Act 1994 • Sections 48–55, 58, 60–63(1), 63(3)–73 which are Tried) Act 1997 Medical Treatment Act 1988 jointly administered with the Attorney-General and • Sections 48–55, 58, 60–63(1), 63(3)–73 are jointly the Minister for Health (the remaining provisions are administered with the Attorney-General and the Mental Health Act 1986 administered solely by the Attorney-General). Minister for Community Services (the remaining Nurses Act 1993 provisions are administered by the Optometrists Registration Act 1996 Disability Services Act 1991 Attorney-General). Osteopaths Registration Act 1996 • (jointly administered with the Minister for Health). Pathology Services Accreditation Act 1984 Dental Practice Act 1999 Pharmacists Act 1974 Girl Guides Association Act 1952 Disability Services Act 1991 Physiotherapists Registration Act 1998 Health Act 1958 • (jointly administered with the Minister for Podiatrists Registration Act 1997 •Part IX (the remaining provisions are separately Community Services). Prince Henry’s Institute of Medical administered by the Minister for Health and the Research Act 1988 Minister for Planning). Drugs, Poisons and Controlled Substances Act 1981 Psychologists Registration Act 2000 – excluding: Royal Melbourne Hospital (Redevelopment) Intellectually Disabled Persons’ Services Act 1986 •Part IVA which is administered by the Minister for Act 1992 – excluding: MacKillop Family Services Act 1998 Agriculture. • Section 7 (which is administered by the Minister for Pre-School Teachers and Assistants (Leave) Education). Act 1984 Epworth Foundation Act 1980 Food Act 1984 Scout Association Act 1932 Therapeutic Goods (Victoria) Act 1994 Gene Technology Act 2001 Sentencing Act 1991 Tobacco Act 1987 Health Act 1958 – excluding: •Part 3 (Subdivision 4 of Division 2 and Division 6) of the Act are jointly administered by the Attorney- • Section 228 and Part XX where it relates to the General and the Minister for Community Services operation of section 228 (these provisions are (the remaining provisions are administered by the administered by the Minister for Planning). Attorney-General, except Division 3 of Part 3 of the •Part IX (these provisions are administered by the Act which is jointly administered by the Attorney- Minister for Community Services). General and the Minister for Corrections). Health (Fluoridation) Act 1973 State Concessions Act 1986 Health Practitioners (Special Events Exemption) Act State Trustees (State Owned Company) Act 1994 1999 •Part 4 (the Act is otherwise administered by the Health Records Act 2001 Treasurer). Health Services Act 1988 Health Services (Conciliation and Review) Act 1987 Howard Florey Institute of Experimental Physiology and Medicine Act 1971 Human Tissue Act 1982 Infertility Treatment Act 1995 Land Act 1958

158 Department of Human Services Annual Report 2001–02 Minister for Housing The regulations made during the year Food (Competency Standards Body) Regulations 2001 (in order of making) are: (S.R. No. 169/2001) Housing Act 1983 – excluding: Health Services (Private Hospitals and Day Procedure •Part VI (these provisions are administered by the Drugs, Poisons and Controlled Substances Centres) (Interim) Regulations 2001 Attorney-General). (Commonwealth Standard) Regulations 2001 (S.R. No. 170/2001) (S.R. No. 84/2001) Health (Prescribed Consultative Councils) Regulations Residential Tenancies Act 1997 Tobacco (Grands Prix Events) Regulations 2001 2002 (S.R. No. 6/2002) • Sections 1–23, 26, 28–31, 34–44, 49–73, 78–81, (S.R. No. 87/2001) Alcoholics and Drug-Dependent Persons Regulations 83, 84, 92–101, 104(2), 104(3), 105(1), 106–123, Children and Young Persons (General) Regulations 2001 2002 (S.R. No. 7/2002) 125–127, 129, 135–140, 213, 216–229, 231, (S.R. No. 89/2001) 235–240, 242–276, 278–290, 334, 342, 367–372, Health Services (Residential Services) Visitors Board Pharmacists (Fees) Regulations 2001 377–384, 386, 387, 389, 391–394, 399, 447(1), Elections Regulations 2002 (S.R. No. 108/2001) 505, 528–533. (S.R. No. 15/2002) Cemeteries (Incorporation of Trusts) • Section 66(1) jointly with the Minister for Consumer Cancer (Reporting) Regulations 2002 (Further Amendment) Regulations 2001 Affairs (the Act is otherwise administered by the (S.R. No. 16/2002) (S.R. No. 109/2001) Attorney-General, the Minister for Consumer Affairs Health Records Regulations 2002 Adoption (Amendment) Regulations 2001 and the Minister for Planning). (S.R. No. 42/2002) (S.R. No. 116/2001) Chinese Medicine Registration Regulations 2001 Minister for Senior Victorians (S.R. No. 133/2001) In regard to the listed regulations: Retirement Villages Act 1986 Dental Practice (Amendment) Regulations 2001 (S.R. No. 134/2001) • Three were made after completion of the full Physiotherapists Registration (Amendment) regulatory impact statement processes set out in Legislation Enacted Regulations 2001 (S.R. No. 135/2001) the Subordinate Legislation Act 1994 (‘the Act’). During 2001–02, a total of eight Bills, introduced by or Nurses (Amendment) Regulations 2001 •Two were made under a Premier’s certificate issued on behalf of Ministers in the Human Services portfolio, (S.R. No. 136/2001) under section 9 of the Act. were enacted by the Parliament. These are: Osteopaths Registration (Amendment) Regulations • One was made under the exception provisions 2001 (S.R. No. 137/2001) regarding statutory fees under section 8 of the Act. Community Visitors Legislation (Miscellaneous Amendments) Act 2001 Chiropractors Registration (Amendment) Regulations •21were made under the exemption provisions of Drugs, Poisons and Controlled Substances 2001 (S.R. No. 138/2001) section 9 of the Act because they were (Amendment) Act 2001 Medical Practice (Amendment) Regulations 2001 fundamentally declaratory or machinery in nature Gene Technology Act 2001 (S.R. No. 139/2001) or did not impose any appreciable economic or Health Practitioner Acts (Further Amendments) Act social burden on a sector of the public. 2002 Optometrists Registration (Amendment) Regulations 2001 (S.R. No. 140/2001) Health Services (Conciliation and Review) (Amendment) Act 2001 Health Services (Supported Residential Services) Infertility Treatment (Amendment) Act 2001 Regulations 2001 (S.R. No. 141/2001) Pathology Services Accreditation (Amendment) Act Food (Forms, Exemption and Registration Details) 2002 (Amendment) Regulations 2001 Tobacco (Miscellaneous Amendments) Act 2002 (S.R. No. 149/2001) Health (Pest Control Operators) (Amendment) Regulations 2001 (S.R. No. 150/2001) Statutory Rules Made Pharmacists (Amendment) Regulations 2001 A total of 27 statutory rules (regulations) were made (S.R. No. 151/2001) during the financial year. These regulations were Tobacco (Victorian Health Promotion Foundation) made by the Governor in Council either on the (Further Amendment) Regulations 2001 recommendation of the Minister for Community (S.R. No. 152/2001) Services (2) or Minister for Health (25). The total Gene Technology Regulations 2001 made during the year is five more than the number (S.R. No. 153/2001) of regulations made last financial year.

Department of Human Services Annual Report 2001–02 159 Whistleblower Protection Act 2001 – Departmental Procedures

1. Statement of Support to Problem Initial Contact Other Options Workplace Policy Whistleblowers Workplace conflicts Supervisor or Manager Personal Personal Grievance The Department of Human Services (‘the or grievances Grievance Registrar Department’) is committed to the aims and objectives Registrar or HR(1) of the Whistleblowers Protection Act 2001 (‘the Act’). E.g. missing out on a promotion despite The Department does not tolerate improper conduct having the qualifications by its employees or officers nor the taking of reprisals and experience against those who come forward to disclose such conduct. The Department’s organisational values Equal opportunity, Supervisor or Manager Equity Contact Equal Opportunity identify the ways in which employees expect to be discrimination or Officer/Coordinator and Diversity Policies treated and how employees will treat each other and harassment concerns or HR(1) or Equal their clients. These values are: collaborative Opportunity Commission relationships, professional integrity, responsibility, E.g. sexual harassment Victoria quality and client focus. by a work colleague or supervisor The Department recognises the value of transparency and accountability in its administrative Bullying concerns Supervisor or Manager Equity Contact Bullying Policy and management practices and supports the making Officer/Co-ordinator of disclosures that reveal corrupt conduct, conduct E.g. persistent verbal or VWA involving a substantial mismanagement of public abuse by one’s manager resources or conduct involving a substantial risk to public health and safety or the environment. Occupational health Supervisor or Manager OH&S Representative OH&S Policy and safety The Department will take all reasonable steps to protect people who make such disclosures from any E.g. heavy lifting in the detrimental action in reprisal for the making of the workplace disclosure. Ethical concerns Supervisor or Manager Office of Public Victorian Public Employment Service Code of 2. Purpose of These Procedures E.g. improper use of Conduct a client’s personal These procedures establish a system for the reporting information of disclosures of improper conduct or detrimental action by the Department or its employees. These General staff Supervisor or Manager Human Resources or Managing procedures enable such disclosures to be made to misconduct Internal Audit Underperformance, the Complaints Systems Manager (the Protected Managing Discipline Disclosure Coordinator under the Act). Disclosures E.g. theft, fraud, assault Investigations under the Act will be serious allegations, which, if proven, would warrant dismissal or lead to criminal charges.

Disclosures may be made by employees or by Improper conduct or Complaints Systems The Ombudsman Whistleblower members of the public. detrimental action Manager Protection Act procedures These procedures are designed to complement E.g. misappropriation normal communication channels between supervisors of a large amount and employees. Employees are encouraged to of money or on a continue to raise appropriate matters at any time systematic basis with their supervisors. Police misconduct Ethical Standards The Deputy Police Regulation The following table outlines the policies, processes Division Ombudsman Act procedures and structures available to employees to raise E.g. taking a bribe complaints within the Department of Human Services. to drop a charge

(1) HR is an abbreviation for the appropriate Regional/Divisional Human Resources Contact.

160 Department of Human Services Annual Report 2001–02 3. Objects of the Act Examples The Complaints Systems Manager: A Department employee takes a bribe or receives a Rosemary Barker The Whistleblowers Protection Act 2001 commenced payment other than his or her wages or salary in Telephone 1300 131 431 operation on 1 January 2002. The purpose of the exchange for the discharge of a public duty. (24 Hour Answering Machine) Act is to encourage and facilitate the making of Facsimile (03) 9616 7459 A Department employee favours unmeritorious disclosures of improper conduct by public officers Level 3, 555 Collins Street, Melbourne and public bodies. The Act provides protection to applications for jobs or permits by friends and relatives. whistleblowers who make disclosures in accordance All correspondence, phone calls and emails from A public officer sells confidential information. with the Act and establishes a system for the matters internal or external whistleblowers will be referred to disclosed to be investigated and for rectifying action 4.3 Detrimental Action the Complaints Systems Manager. to be taken. The Act creates an offence for a person to take Where a person is contemplating making a disclosure detrimental action against a person in reprisal for a and is concerned about confidentiality, he or she can 4. Definitions of Key Terms protected disclosure. Detrimental action includes: call the Complaints Systems Manager and request a Three key concepts in the reporting system are • action causing injury, loss or damage; meeting in a discreet location away from the workplace. ‘improper conduct’, ‘corrupt conduct’ and ‘detrimental • intimidation or harassment; and action’. Definitions of these terms are set out below: • discrimination, disadvantage or adverse treatment Employees can also obtain information about 4.1 Improper Conduct in relation to a person’s employment, career, Whistleblower policy and procedures from the profession trade or business, including the taking Departmental Employee Support Services A disclosure may be made about improper conduct of disciplinary action. Coordinator, an Equity Coordinator or a Contact by a public body or public official. Improper conduct Officer Network. means conduct that is corrupt, a substantial Examples mismanagement of public resources or conduct 5.2 Alternative Contact Persons involving substantial risk to public health or safety The Department refuses a deserved promotion of a or to the environment. The conduct must be serious person who makes a disclosure. A disclosure about improper conduct or detrimental action by Department of Human Services or its enough to constitute, if proved, a criminal offence The Department demotes, transfers, isolates in the employees, may also be made directly to the or reasonable grounds for dismissal. workplace or changes the duties of a whistleblower due Ombudsman: to the making of a disclosure. Examples The Ombudsman Victoria A person threatens, abuses or carries out other forms A Department employee ignores or conceals evidence Level 22, 459 Collins Street of harassment directly or indirectly against the of a major public health risk. Melbourne Victoria 3000 whistleblower, his or her family or friends. A Department employee knowingly approves repairs in (DX 210174) public housing that place clients at risk in relation to The Department discriminates against the Internet www.ombudsman.vic.gov.au safety. whistleblower or his or her family and associates in Email [email protected] subsequent applications for jobs, tenders or when they 4.2 Corrupt Conduct access Departmental services. Telephone (03) 9613 6222 Toll Free 1800 806 314 Corrupt conduct means: 5. The Reporting System • conduct of any person (whether or not a public Ombudsman Dr Barry Perry official) that adversely effects the honest 5.1 Contact Persons within the Department Telephone (03) 9613 6202 of Human Services performance of a public officer’s or public body’s functions; Disclosures of improper conduct or detrimental action The following table sets out where disclosures about persons other than employees of Department of • the performance of a public officer’s functions that by Department of Human Services or its employees, Human Services should be made: is dishonest or performed with inappropriate may be made direct to the following officer: partiality; • conduct of a public officer, former public officer or a public body that amounts to a breach of public trust; Person Subject of the Disclosure Person/Body to Whom the Disclosure Must be Made • conduct by a public officer, former public officer or a public body that amounts to the misuse of Employee of a public body That public body or the Ombudsman information or material acquired in the course of Member of Parliament Speaker of the Legislative Assembly (Legislative Assembly) the performance of their official functions; and Member of Parliament President of the Legislative Councii •a conspiracy or attempt to engage in the above (Legislative Council) conduct. Councillor The Ombudsman Chief Commissioner of Police The Ombudsman or Deputy Ombudsman Member of the Police Force The Ombudsman, Deputy Ombudsman or Chief Commissioner of Police Employee of a funded agency The funded agency or the Ombudsman

Department of Human Services Annual Report 2001–02 161 Whistleblower Protection Act 2001 – Departmental Procedures

6. Roles and Responsibilities • liaise with the Secretary or their delegate in respect The role of the Equity Network is to provide a contact to Whistleblower matters. The Secretary’s delegate point for employees to obtain information regarding 6.1 Employees in relation to Whistleblower issues is the Executive whistleblower policy and procedures. The Equity Employees are encouraged to report known or Director, Operations Division and/or Director, Network does not receive complaints but can refer suspected incidences of improper conduct, corrupt Portfolio Services. In the event that the Secretary’s whistleblowers to the Complaints Systems Manager. conduct or detrimental action in accordance with delegation is used then a monthly report will be these procedures. provided to the Secretary outlining new complaints The Equity Network can be located on the received and progress on existing complaints. Department’s internal website at All employees of the Department have an important http://knowledgenet/hrb/equity/equitymain.htm role to play in supporting those who have made a 6.3 Investigator legitimate disclosure. Employees must refrain from The investigator will be responsible for carrying out 7. Confidentiality any activity that is or could be perceived to be an internal investigation into a disclosure where the victimisation or harassment of a person who makes Ombudsman has referred a matter to Department The Department will take all reasonable steps to a disclosure. Furthermore, employees should protect of Human Services. An investigator may be a person protect the identity of the whistleblower. Maintaining and maintain the confidentiality of a person they know from within the Department or a consultant engaged confidentiality is crucial in ensuring that reprisals are or suspect to have made a disclosure. for that purpose. not made against a whistleblower.

6.2 Complaints Systems Manager 6.4 Welfare Management of Whistleblowers The Act requires any person who receives information The Complaints Systems Manager has a central The welfare management for whistleblowers will be due to the handling or investigation of a protected ‘clearinghouse’ role in the internal reporting system. coordinated by the Employee Support Services disclosure, not to disclose that information except in He or she will: Coordinator, located within the Operations Division certain limited circumstances. Disclosure of •receive all phone calls, emails and letters from of the Department. The Employee Support Services information in breach of section 22 constitutes an members of the public or employees seeking to Coordinator will liaise with the whistleblower to offence which is punishable by a maximum fine of make a disclosure; ascertain the preferred support processes. 60 penalty units ($6,000) or six months imprisonment or both. • impartially assess each disclosure to determine Departmental welfare for whistleblowers will include whether it is a ‘public interest disclosure’ (for further the following actions: The circumstances in which a person may disclose information on public interest disclosure see information obtained about a protected disclosure •examining the immediate welfare and protection Section 9.2); include: needs of a whistleblower who has made a •refer all ‘public interest disclosures’ to the disclosure and seek to foster a supportive work • where exercising the functions of the Department Ombudsman; environment; under the Act; • be responsible for conducting or appointing an •providing information and referrals where • when making a report or recommendation under investigator to carry out an investigation referred appropriate, regarding the Employee Assistance the Act; to the public body by the Ombudsman; Program and the Critical Incident Stress • when publishing statistics in the Annual Report of • be responsible for overseeing and coordinating Management system; Department; and an investigation where an investigator has been • listening and responding to any concerns of appointed; • in criminal proceedings for certain offences in harassment, intimidation or victimisation in reprisal the Act. • liaise with the Employee Support Services for making disclosure; and Coordinator to provide appropriate support to • ensuring that the welfare expectations of the The Act prohibits, however, the inclusion of particulars the whistleblower and to protect him or her from whistleblower are realistic. in any report or recommendation that is likely to lead any reprisals; to the identification of the whistleblower. The Act also • advise the whistleblower of the legislative and See section 12 for more information on managing prohibits the identification of the person who is administrative protections available to him or her; and protecting the overall welfare needs of the subject of the disclosure in any particulars included in an Annual Report. • advise the whistleblower of the progress of an whistleblower. investigation into the disclosed matter; 6.5 Equity Coordinators and Contact Officer The Department will ensure that all files, whether • establish and manage a confidential filing system; Network paper or electronic, are kept in a secure manner and • collate and publish statistics on disclosures made Equity Coordinators and Contact Officers are can only be accessed by the Complaints Systems through the Annual Report and other internal located throughout the Department in all regional, Manager, the investigator or the Employee Support reporting as required; metropolitan and head office locations. They are Services Coordinator. All printed material will be kept in files which are clearly marked as a Whistleblower • take all necessary steps to ensure that the collectively known as the Equity Network. Protection Act matter and which warn of the criminal identity of the whistleblower and the identity of the penalties that apply to any unauthorised divulging of person who is subject of the disclosure are kept information concerning a protected disclosure. All confidential; and electronic files will be produced and stored on a

162 Department of Human Services Annual Report 2001–02 stand-alone computer and be given password • the number of disclosed matters that have been 9.2 Is the Disclosure a ‘Public Interest Disclosure’? protection. Back up files will be kept on floppy disc referred to alternative complaints mechanisms Once the Complaints Systems Manager has received and stored in a secured location. All materials relevant external to the Department. a disclosure that has been made in accordance with to an investigation, such as tapes from interviews, will Part 2ofthe Act (a protected disclosure), then the also be stored securely with the whistleblower files. 9. Receiving and Assessing Disclosures disclosure must be assessed to determine if it is a ‘public interest disclosure’. The Department will provide security for all 9.1 Has the Disclosure Been Made in documents related to whistleblower matters, Accordance with Part 2 of the Act? In reaching a conclusion as to whether a protected and will only use email to communicate regarding disclosure is a ‘public interest disclosure’, the whistleblower if messages are sent encrypted. The Where the Complaints Systems Manager has received Complaints Systems Manager will consider whether Department of Human Services will ensure that all a disclosure, he or she will assess whether the the disclosure shows or tends to show that the phone calls and meetings are conducted in private. disclosure has been made in accordance with Part 2 of the Act and is, therefore, a ‘protected disclosure’. employee to whom the disclosure relates: • has engaged, is engaging or proposes to engage in 8. Collating and Publishing Statistics 9.1.1Has the Disclosure Been Made to the Appropriate Person? improper conduct in his or her capacity as a public officer; or The Complaints Systems Manager will establish a For the disclosure to be responded to by the secure register to record the information required to Department, it must concern an employee or officer • has taken, is taking or proposes to take detrimental be published in the Annual Report and to generally of the Department. If the disclosure concerns an action in reprisal for the making of the protected keep account of the status of whistleblower employee or officer of another Department or funded disclosure. disclosures. The register will be confidential and agency, the person who has made the disclosure must will not record any information that may identify be advised of the correct person or body to whom the On finalisation of this determination, the Complaints the whistleblower. disclosure should be directed (refer to the table in Systems Manager will make a recommendation to the paragraph 5.2). If the disclosure has been made Secretary or their delegate. The full assessment The register will contain the following information: anonymously, it should be referred to the process including the Secretary’s determination will Ombudsman. be completed by the Department within 45 days of • the number and types of disclosures made to the receipt of the disclosure. Department during the year; 9.1.2 Does the Disclosure Contain the Essential • the number of disclosures referred to the Elements of a Protected Disclosure? If the Secretary or their delegate accepts the Ombudsman for determination as to whether they To be a protected disclosure, a disclosure must satisfy Complaints Systems Manager’s recommendation that are ‘public interest disclosures’; the following criteria: the disclosure amounts to a public interest disclosure, then the Complaints Systems Manager will: • the number and types of disclosed matters referred • Did a natural person (i.e. an individual person rather to the Department by the Ombudsman for than a corporation) make the disclosure? 1. Notify the person who made the disclosure of investigation; that conclusion. • Does the disclosure relate to the conduct of a • the number and types of disclosures referred by the Department employee acting in their official 2. Refer the disclosure to the Ombudsman for Department to the Ombudsman for investigation; capacity? formal determination as to whether it is indeed a public interest disclosure. • the number and types of investigations taken over • Is the alleged conduct either improper conduct or from the Department by the Ombudsman; detrimental action taken against a person in reprisal If the Department determines that the disclosure is for making a protected disclosure? • the number of requests made by a whistleblower to not a public interest disclosure, then the Complaints the Ombudsman to take over an investigation by • Does the person making a disclosure have Systems Manager will: the Department; reasonable grounds for believing that the alleged 1. Notify the person who made the disclosure of • the number and types of disclosed matters that the conduct has occurred? that conclusion. Department has declined to investigate; The Complaints Systems Manager will make a 2. Advise that person that he or she may request • the number and types of disclosed matters which preliminary determination as to whether the disclosure the Department to refer the disclosure to the were substantiated upon investigation and the is a ‘public interest disclosure’. The Secretary or their Ombudsman for a formal determination as to action taken on completion of the investigation; delegate will make the decision whether a disclosure whether the disclosure is a public interest • any recommendations made by the Ombudsman is a protected disclosure, following a recommendation disclosure and that this request must be that relate to the Department; from the Complaints Systems Manager. made within 28 days of the notification. • the total number of disclosed matters that have Where a disclosure is assessed not to be a ‘protected been referred to alternative complaints In either case, the Complaints Systems Manager disclosure’, the matter does not need to be dealt with mechanisms; will make the notification and the referral within under the Whistleblowers Protection Act. The 14 days of the conclusion being reached by the • the number of disclosed matters that have been Secretary or their delegate will decide in consultation Department. Notification to the whistleblower is not referred to alternative complaints mechanisms with the Complaints Systems Manager how the matter necessary where the disclosure has been made internal to the Department; and should be responded to. anonymously.

Department of Human Services Annual Report 2001–02 163 Whistleblower Protection Act 2001 – Departmental Procedures

10. Investigations or provide any additional material he or she might whistleblower. Where disclosure of the identity of the have. The investigator will be sensitive to the whistleblower cannot be avoided, due to the nature 10.1 Introduction whistleblower’s possible fear of reprisals and will of the allegations, the investigator will warn the Where the Ombudsman refers a protected need to be aware of the statutory protections whistleblower and the Employee Support Services disclosure to the Department of Human Services for provided to the whistleblower. Coordinator of this probability. investigation, the Complaints Systems Manager will appoint an investigator to carry out the investigation. 10.4 Natural Justice It is in the discretion of the investigator to allow The principles of natural justice will be followed in any witness to have legal or other representation or The objectives of an investigation will be: any investigation of a public interest disclosure. The support during an interview. If a witness has a special need for legal representation or support, permission •to collate information relating to the allegation as principles of natural justice concern procedural should be granted. quickly as possible. This may involve taking steps fairness and ensure that a fair decision is reached by an objective decision maker. Maintaining procedural to protect or preserve documents, materials and 10.6 Referral of an Investigation to the equipment; fairness protects the rights of individuals and Ombudsman enhances public confidence in the process. •to consider the information collected and to draw The Complaints Systems Manager will make a conclusions objectively and impartially; The Department will have regard to the following decision regarding the referral of an investigation •to maintain procedural fairness in the treatment of issues in ensuring procedural fairness: to the Ombudsman, where on the advice of the witnesses and the person who is the subject of the investigator: • the person who is the subject of the disclosure is disclosure; and entitled to know the allegations made against him • the investigation is being obstructed by, for •to make recommendations arising from the or her and must be given the right to respond. (This example, by the non-cooperation of key witnesses; conclusions drawn concerning remedial or other does not mean that the person must be advised of or appropriate action. the allegation as soon as the disclosure is received • the investigation has revealed conduct that may or the investigation has commenced); constitute a criminal offence. 10.2 Terms of Reference •ifthe investigator is contemplating making a report 10.7 Reporting Requirements Before commencing an investigation, the Complaints adverse to the interests of any person, that person Systems Manager will draw up terms of reference and should be given the opportunity to put forward The Complaints Systems Manager will ensure that obtain authorisation for those terms by the Secretary further material which may influence the outcome the whistleblower is kept regularly informed of the or their delegate. The terms of reference will set a date of the report and that person’s defence should be progress of the handling of a protected disclosure by which the investigation report is to be concluded fairly set out in the report; and an investigation. and will describe the resources available to the • all relevant parties to a matter should be heard and investigator to complete the investigation within the all submissions should be considered; The Complaints Systems Manager will report to the time set. The Complaints Systems Manager may, if Ombudsman about the progress of an investigation. reasonable, approve an extension of time requested •a decision should not be made until all reasonable inquiries have been made; by the investigator. The terms of reference will require Where the Ombudsman or the whistleblower requests the investigator to make regular reports to the • The investigator or any decision maker should not information about the progress of an investigation, Complaints Systems Manager, who in turn is to keep have a personal or direct interest in the matter being that information will be provided within 28 days of the the Ombudsman informed of general progress. investigated; date of the request.

10.3 Investigation Plan • All proceedings must be carried out fairly and without bias. Care should be taken to exclude The investigator will prepare an investigation plan for 11. Action Taken After an Investigation perceived bias from the process; and approval by the Complaints Systems Manager. The 11.1 Investigator’s Final Report plan will list the issues to be substantiated and • the investigator must be impartial in assessing the describe the avenue of inquiry. It will address the credibility of the whistleblowers and any witnesses. At the conclusion of the investigation, the investigator following issues: Where appropriate, conclusions as to credibility will submit a written report of his or her findings to the should be included in the investigation report. Complaints Systems Manager. The report will contain: • What is being alleged? • the allegation/s; • What are the possible findings or offences? 10.5 Conduct of the Investigation • an account of all relevant information received and • What are the facts in issue? The investigator will make contemporaneous notes of all discussions and phone calls and all interviews with if the investigator has rejected evidence as being • How is the inquiry to be conducted? witnesses will be taped. Where appropriate the unreliable, the reasons for this opinion being • What resources are required? investigators may also request that all witness formed; statements are signed. All information gathered in an • the conclusions reached and the basis for them; The investigator will notify the whistleblower that he or investigation will be stored securely. Interviews will be and she has been appointed to conduct the investigation. conducted in private and the investigator will take all • any recommendations arising from the conclusions. The whistleblower may be asked to clarify any matters reasonable steps to protect the identity of the

164 Department of Human Services Annual Report 2001–02 Where the investigator has found that the conduct 12. Managing the Welfare of the • discrimination, disadvantage or adverse treatment disclosed by the whistleblower has occurred, Whistleblower in relation to a person’s employment, career, recommendations made by the investigator will profession, trade or business (including the taking 12.1 Commitment to Protecting Whistleblowers include: of disciplinary action). The Department is committed to the protection of • the steps which need to be taken by the genuine whistleblowers against detrimental action Department to prevent the conduct from 12.2 Keeping the Whistleblower Informed taken in reprisal for the making of protected continuing or occurring in the future; and disclosures. The Complaints Systems Manager is The Complaints Systems Manager will ensure that • any action which should be taken by the responsible for ensuring that whistleblowers are the whistleblower is kept informed of action taken in Department to remedy any harm or loss arising protected from direct and indirect detrimental action relation to his or her disclosure and the time frames from the conduct. This action may include the and that the culture of the workplace is supportive of that apply. The whistleblower will be informed of the bringing of disciplinary proceedings against the protected disclosures being made. objectives of an investigation, the findings of an person responsible for the conduct subject of the investigation and the steps taken by the Department disclosure, and the referral of the matter to an The Complaints Systems Manager will consult with to address any improper conduct that has been found appropriate authority, for example, Police for further the Employee Support Services Coordinator regarding to have occurred. The whistleblower will be given consideration. the welfare needs of the whistleblower. The Employee reasons for decisions made by the Department in Support Services Coordinator will contact the relation to a protected disclosure. All communication with the whistleblower will be in plain English and The report will be accompanied by: whistleblower to discuss what support is needed. Following this discussion the Employee Support information may be provided in the whistleblower’s • the transcript or other record of any oral evidence Services Coordinator will refer the whistleblower to preferred language if appropriate. taken, including tape recordings; and Employee Assistance Program, but in the event that 12.3 Occurrence of Detrimental Action • all documents, statements or other exhibits received the Employee Assistance Program is not immediately by the officer and accepted as evidence during the available to the whistleblower may assign a Critical If a whistleblower reports an incident of harassment, course of the investigation. Incident Stress Management Coordinator to assist discrimination or adverse treatment that would the whistleblower. amount to detrimental action taken in reprisal for the Where the investigator’s report is to include an making of the disclosure, the welfare manager will: adverse comment against any person, that person The Employee Support Services Coordinator welfare •record details of the incident; will be given the opportunity to respond and his or her will: • advise the whistleblower of his or her rights under defence will be fairly included in the report. •examine the immediate welfare and protection the Act; and needs of a whistleblower who has made a The report will not disclose particulars likely to lead to disclosure and where the whistleblower is an • advise the Complaints Systems Manager and/or the the identification of the whistleblower. employee, seek to foster a supportive work Secretary or their delegate of the detrimental environment; action. 11. 2 A c tion to be Taken • listen and respond to any concerns of harassment, The taking of detrimental action in reprisal for the If the Complaints Systems Manager is satisfied that intimidation or victimisation in reprisal for making making of a disclosure can be an offence against the the investigation has found that the disclosed conduct disclosure; has occurred, he or she will recommend to the Act as well as grounds for making a further disclosure. Secretary or their delegate the action which must •keep a contemporaneous record of all aspects of Where such detrimental action is reported, the be taken to prevent the conduct from continuing or the case management of the whistleblower Complaints Systems Manager will assess the report as occurring in the future. The Complaints Systems including all contact and follow up action; and a new disclosure under the Act. Where the Complaints Manager may also recommend that action be taken • ensure that the welfare expectations of the Systems Manager is satisfied that the disclosure is a to remedy any harm or loss arising from the conduct. whistleblower are realistic. public interest disclosure, he or she will refer it to the Ombudsman. If the Ombudsman subsequently The Complaints Systems Manager will provide a determines the matter to be a public interest All employees will be advised that it is an offence for written report to the Secretary and the appropriate disclosure, the Ombudsman may investigate the a person to take detrimental action in reprisal for a Minister. The Complaints Systems Manager will also matter or refer it to another body for investigation protected disclosure. The maximum penalty is a fine provide a written report to the Ombudsman and the as outlined in the Act. of 240 penalty units ($24,000) or two years whistleblower setting out the findings of the imprisonment or both. The taking of detrimental action investigation and any remedial steps taken. 12.4 Whistleblowers Implicated in Improper in breach of this provision can also be grounds for the Conduct making of a disclosure under the Act and can result in Where the investigation concludes that the disclosed Where a person who makes a disclosure is an investigation. conduct did not occur, the Complaints Systems implicated in misconduct, the Department will handle Manager will report these findings to the Ombudsman the disclosure and protect the whistleblower from Detrimental action includes: and to the whistleblower. reprisals in accordance with the Act, the • causing injury, loss or damage; Ombudsman’s guidelines and these procedures. • intimidation or harassment; and

Department of Human Services Annual Report 2001–02 165 Whistleblower Protection Act 2001 – Departmental Procedures

The Department acknowledges that the act of The Complaints Systems Manager will ensure that the 15. Review whistleblowing should not shield whistleblowers person subject of any disclosure that is investigated from the reasonable consequences flowing from any by or on behalf of a Department is: The Complaints Systems Manager will review these involvement in improper conduct. Section 17 of the procedures after they have been in operation for six • informed as to the substance of the allegations; Act specifically provides that a person’s liability for his months. Thereafter these procedures will be reviewed or her own conduct is not affected by the person’s • given the opportunity to answer the allegations annually to ensure that they meet the objectives of the disclosure of that conduct under the Act. However, before a final decision is made; Act and accord with the Ombudsman’s guidelines. in some circumstances an admission may be a • informed as to the substance of any adverse For the year ending June 2002, there was one mitigating factor when considering disciplinary or comment that may be included in any report whistleblower disclosure made to the Department. other action. arising from the investigation; and has

The Secretary or their delegate will make the final • his or her defence set out fairly in any report. decision on the advice of the Complaints Systems Manager as to whether disciplinary or other action will Where the allegations in a disclosure have been be taken against a whistleblower. Where disciplinary investigated, and the person who is subject of the or other action relates to conduct which is the subject disclosure is aware of the allegations or the fact of of the whistleblower’s disclosure, the disciplinary or the investigation, the Complaints Systems Manager other action will only be taken after the disclosed will formally advise the person subject of the matter has been appropriately dealt with. disclosure the outcome of the investigation.

In all cases where disciplinary or other action is being The Department will give its full support to a contemplated, the Secretary or their delegate must be person subject of a disclosure where the allegations satisfied that it has been clearly demonstrated that: contained in a disclosure are clearly wrong or unsubstantiated. If the matter has been publicly • the intention to proceed with disciplinary action disclosed, the Secretary of the Department or their is not causally connected to the making of the delegate will consider any request by that person to disclosure (as opposed to the content of the issue a statement of support setting out that the disclosure or other available information); allegations were clearly wrong or unsubstantiated. • there are good and sufficient grounds which would fully justify action against any non-whistleblower in the same circumstances; and 14. Criminal Offences • there are good and sufficient grounds that justify The Department will ensure that officers appointed to exercising any discretion to institute disciplinary or handle protected disclosures and all other employees other action. are aware of the following offences created by the Act: The Complaints Systems Manager will thoroughly 1. It is an offence for a person to take detrimental document the process including recording the action against a person in reprisal for a protected reasons why the disciplinary or other action is being disclosure being made. The Act provides a taken and the reasons why the action is not in maximum penalty of a fine of 240 penalty units retribution for the making of the disclosure. The ($24,000) or two years imprisonment or both. Complaints Systems Manager will clearly advise the 2. It is an offence for a person to divulge whistleblower of the proposed action to be taken and information obtained as a result of the handling of any mitigating factors that have been taken into or investigation of a protected disclosure without account. legislative authority. The Act provides a maximum penalty of 60 penalty units ($6,000) or six months imprisonment or both. 13. Management of the Person against Whom a Disclosure has Been Made 3. It is an offence for a person to obstruct the Ombudsman in performing his responsibilities The Department recognises that employees against under the Act. The Act provides a maximum whom disclosures are made must also be supported penalty of 240 penalty units ($24,000) or two during the handling and investigation of disclosures. years imprisonment or both. The Department will take all reasonable steps to ensure the confidentiality of the person subject of the 4. It is an offence for a person to knowingly provide disclosure during the assessment and investigation false information under the Act with the intention process. Where investigations do not substantiate that it be acted on as a disclosed matter. The Act disclosures, the fact that the investigation has been provides a maximum penalty of 240 penalty units carried out, the results of the investigation and the ($24,000) or two years imprisonment or both. identity of the person subject of the disclosure will remain confidential.

166 Department of Human Services Annual Report 2001–02 Other Information

The following information, where it relates to the Department of Human Services and is relevant to the financial year 2001–02, is available upon request by the relevant Minister, Members of Parliament and the public:

(a) A statement that declarations of pecuniary interests have been duly completed by all relevant officers. (b) Details of shares held by a senior officer as nominee or held beneficially in a statutory authority or subsidiary. (c) Details of publications produced by the entity about the entity and the places where the publications can be obtained. (d) Details of changes in prices, fees, charges, rates and levies charged by the entity. (e) Details of any major external reviews carried out on the entity. (f) Details of major research and development activities undertaken by the entity. (g) Details of overseas visits undertaken including a summary of the objectives and outcomes of each visit. (h) Details of major promotional, public relations and marketing activities undertaken by the entity to develop community awareness of the entity and the services it provides. (i) Details of assessments and measures undertaken to improve the occupational health and safety of employees. (j) A general statement on industrial relations within the entity and details of time lost through industrial accidents and disputes. (k) A list of major committees sponsored by the entity, the purposes of each committee and the extent to which the purposes have been achieved.

This information is available upon request from the Director of Portfolio Services, Operations Division.

Department of Human Services Annual Report 2001–02 167 Index

Abbreviations 140 Community Health Centre Boards 40 Funded Agency Partnership Project 104 Aboriginal Housing Board Victoria 58 Community Jobs Program 56 Gippsland 106 Aboriginal Services Plan 88 Community Support Fund 66 Grace McKellar Centre 18 Acquired Brain Injury 63 Complaints System Management Unit 97 Grampians 107 Administration of Acts 128 Consultancy Register 126 Grievance Resolution 101 Aged Care Assessment Program 36 Corporate Governance 6 Growing Victoria Together 4 Aged Care Branch 36 Deakin/Barwon South Western Partnership 106 HACC Workforce Development Strategy 37 Alcohol and Drug Use Day Programs 40 Dental Health Services 38 Health Information and Communications Technology Ambulance Services 19 Department Executive 112 Strategy 38 Ararat Hospital 18 Department Profile 1 Health Promotion Workforce Development Program 39 Audit Committee 6 Departmental Objectives 15 Health Purchasing Victoria 18 Austin and Repatriation Medical Centre Departmental Values 1 Heywood Hospital Aged Care Upgrade 105 Redevelopment 18 Diabetes 41 Highlighting Rural and Regional Victoria 106 Australian Health Care Agreement 17 Disability Intake and Response Service 67 Home and Community Care 41 Ballarat Base Hospital Redevelopment 104 Disability Learning and Development Strategy 65 Home First 68 Barwon South-Western 106 Disability Online 67 Hospital Admission Risk Program 17 Bendigo Health Care Radiotherapy Centre 105 Disability Quality and Training Project 108 Hospital in the Home 20 Berwick Community Hospital 23 Disability Services Division 62 Hospital Services 21 Best Practice Forum 63 Key Objectives 63 Housing Establishment Fund 53 Best Start 88 Key Issues 63 Housing Office Review 51 Biomedical Research 38 Key Results 63 Human Resources Branch 97 Breast Care Services 21 Future Directions 64 Human Resources Strategy 97 BreastScreen 39 Disability Services Self-Assessment System 65 Human Services Productivity Investment Fund 104 Budget Planning and Review Branch 103 Disability Services Training 65 Hume Region 95 Budget Strategy and Monitoring Committee 6 Drug Treatment Services 36 Immunisation 38 Building Act 1993 Compliance 127 Drugs Policy and Services Branch 36 In Home Accommodation Support 68 Business Development Branch 104 Dual Diagnosis Services 25 Index of Compliance 119 Capital Assistance Fund 37 Early Childhood Services 78 Indigenous Employment Strategy 99 Capital Management 104 Early Intervention Services 79 Industrial Relations 105 Capital Projects 27 Eastern Metropolitan Region 95 Infection Control 20 Celebration of Ability 67 Effective Discharge Strategy 20 Information Services Branch 104 Centre of Excellence in Eating Disorders 25 Elective Surgery 19 Intensive Care Advisory Committee 17 Child Protection and Placement 78 Elective Surgery Access Service 18 Intensive Tenancy Team 107 Child Protection Client and Family Survey 78 Emergency Services 19 Intergovernmental Relations Branch 87 Childrens Services Regulations 75 Enhanced Primary Care 24 International Day of People with a Disability 67 Client/Carer Consultation and Information Project 64 Enterprise Bargaining Agreement 66 International Year of Volunteers 87 Client Expenditure Recording System 66 Executive Role 6 Juvenile Justice 76 Client Funds Management 66 Executive Remuneration Committee 6 Juvenile Justice Custodial Services 96 Client Service Model Strategic Project 105 Falls and Mobility Clinics 26 Kew Residential Services Redevelopment 69 Clinical Risk Management Strategy 21 Finance and Administrative Services 104 Kirby Review of Preschool Services 79 Clinicians Health Channel 24 Financial and Corporate Services Division 102 Koori Information Plan 88 Code of Conduct 100 Key Objectives 102 Kyneton Hospital 18 Commonwealth State Housing Agreement 51 Key Issues 103 Language Services Enhancement Projects 111 Commonwealth State Territory Disability Agreement 63 Key Results 103 Legionella Strategy 37 Communication Aids and Equipment Program Future Directions 103 for School-Aged Students 68 Loddon Mallee 108 Financial Reports 116 Community Advisory Committees 24 Maintenance Call Centre 54 Fire Risk Management Strategy 93 Community-Based Palliative Care 25 Maternal and Child Health Services 78 Flagship Projects 2 Community Care Division 74 Maternity Services 20 Flexible Care Packages 69 Key Objectives 75 Mental Health Services 19 Food Safety 37 Key Issues 75 Mental Health and Homelessness Initiatives 25 Forensic Drug Treatment Program Initiatives 43 Key Results 75 Mercy Hospital for Women Relocation Project 18 Frankston Hospital 18 Future Directions 75 Metropolitan Ambulance Service 18 Freedom of Information 121 Principles 77 Metropolitan Health and Aged Care Services Funded Agency Channel 104 Service Groups 78 Division 16

168 Department of Human Services Annual Report 2001–02 Key Objectives 17 Public Health Branch 36 Victorian Patient Transport Assistance Scheme 40 Key Issues 17 Public Hospital Patient Charter 26 Victorian Quality Council 20 Key Results 17 Public Housing Advocacy Program 55 Victorian Standards for Disability Services 65 Future Directions 18 Q Fever Management Program 38 Western Metropolitan Region 94 Metropolitan Health Strategy 89 Quality in Services Flagship Project 3 Whole-of-Government Multicultural Affairs Mt Eliza Aged Care Centre Redevelopment 105 Quality Networks 66 Departmental Performance Reporting Framework 110 Multicultural Strategy Unit 88 Reconciliation of Executive Officers 122 Wimmera Base Hospital Redevelopment 105 Municipal Public Health Planning 39 Regional Operations Performance Branch 96 Whistleblower Protection Act 2001 — Departmental National Mental Health Plan 24 Rent Deduction Services 54 Procedures 130 Neighbourhood Renewal Strategy 56 Residential Care Learning and Development Women’s Health and Wellbeing Strategy 41 Northern Hospital 18 Strategy 78 Workforce Statistics 99 North West Melbourne Extended Care and Responding to Cultural Diversity 110 World Conference on Rural Health (5th Wonca) 39 Rehabilitation Services Aged Care Redevelopment Review of Cemeteries Act 38 Young Parents Access Program 106 105 Risk Management Unit 100 Northern Metropolitan Region 94 Rosewall Early Years Project 106 Nurse Policy Branch 91 Royal Childrens Hospital Acute Service 105 Nurse Recruitment and Retention Campaign 85 Royal Melbourne Hospital Redevelopment 105 Occupational Health and Safety 98 Rural Access 63 Occupational Health and Safety Rural Ambulance Victoria 24 Improvement Strategy 98 Rural and Regional Health and Aged Care Services Office of Housing 50 Division 34 Key Objectives 51 Key Objectives 35 Key Issues 51 Key Issues 35 Key Results 51 Key Results 35 Future Directions 52 Future Directions 35 Office of Senior Victorians 39 Rural Health Alliances 38 Operations Division 92 Rural Health Innovative Practice Fund 36 Key Objectives 93 Rural Youth Suicide Prevention Programs 40 Key Issues 93 Rural Health Week 39 Key Results 93 Rural Healthstreams Program 40 Future Directions 93 Saving Lives Strategy 40 Organisation Chart 7 Secondary School Nursing Program 39 Organisational Review 97 Selecting on Merit 99 Other Information 137 Service and Workforce Planning Branch 89 Outreach Support Services 25 Signposts for Building Better Behaviour 68 PapScreen Victoria 37 Social Housing Innovations Project 54 Parkville Secure Welfare Centre 78 Social Housing Stock 52 Partnership Agreement 88 Southern Metropolitan Region 94 Partnership Forum 88 Speech Therapy Initiative 67 Pecuniary Interest 115 State Disability Plan 66 Planning and Resources Branch 36 State Emergency Recovery Unit 93 Policy and Strategic Projects Division 84 State Trustees Limited 66 Key Objectives 85 Stawell Hospital 18 Key Issues 85 Strategic Framework for Family Services 79 Key Results 85 Strategic Projects Branch 89 Future Directions 86 Sub-Acute Services 17 Policy Projects Branch 87 Sunbury Integrated Care Centre 105 Portfolio Services Branch 96 Sunshine Hospital Redevelopment 105 Premier’s Drug Prevention Council 42 Supported Accommodation Assistance Program 51 Preschool Enhancement Project 80 Supported Residential Services 37 Primary and Community Health Branch 36 Tobacco Reform 43 Primary Care Partnerships 42 Victorian Aids and Equipment Program 68 Primary Health Funding Reform Project 40 Victorian Alcohol Strategy 43 Problem Gambling Communications Strategy 75 Victorian Greenhouse Strategy 55 Problem Gambling Services 78 Victorian Homelessness Strategy 57

Department of Human Services Annual Report 2001–02 169 Abbreviations

ABI Acquired Brain Injury KRS Kew Residential Services

ACAS Aged Care Assessment Service MAS Metropolitan Ambulance Service

ACSASS Aboriginal Child Specialist Advice and MAV Municipal Association of Victoria Support Service MDS Minimum Data Set AHCA Australian Health Care Agreement MHACS Metropolitan Health and Aged Care ANF Australian Nurses Federation Services

CAC Community Advisory Committee OoH Office of Housing

CAF Capital Assistance Fund PCP Primary Care Partnership

CALD Culturally and Linguistically Diverse PHAP Public Housing Advocacy Program

CGC Commonwealth Grants Commission RAPID Redevelopment of Acute and Psychiatric Informations Directions CHAD Custodial Health and Alcohol and Drug (Nurses) RAV Rural Ambulance Victoria

CPI Consumer Price Index RRHACS Rural and Regional Health and Aged Care Services CRM Clinical Risk Management SAAP Supported Accommodation Assistance CRU Community Residential Unit Program CSHA Commonwealth State Housing SAMS Service Agreement Management System Agreement SHIP Social Housing Innovations Project CSTDA Commonwealth/State/Territories Disability Agreement SRS Supported Residential Service

DPC Department of Premier and Cabinet TAFE Technical and Further Education

DSAS Disability Self Assessment System VACCA Victorian Aboriginal Child Care Agency

DTF Department of Treasury and Finance VACIS Victorian Ambulance Clinical Information System ECIEarly Childhood Intervention VHS Victorian Homeless Strategy FOI Freedom of Information VICNISS Victorian Nosocomial Infection GP General Practitioner Surveillance System HACC Home and Community Care VPTAS Victorian Patient Transport Assistance HACSU Health and Community Services Union Scheme

HARP Hospital Admissions Risk Program VRHSS Victorian Rural Human Services Strategy

HDM Hospital Demand Management WHO World Health Organisation

HPV Health Purchasing Victoria

ICT Information and Communications Technology

170 Department of Human Services Annual Report 2001–02 Department of Human Services Annual Report 2001–02 171 Published by the Victorian Government 555 Collins Street Melbourne Victoria 3000 © Copyright State of Victoria 2002 Department of Human Services GPO Box 4057 Melbourne 3001 DX 210081 This publication is copyright. No part may be reproduced Melbourne Victoria Telephone 61 3 9616 7777 by any process except in accordance with the provisions Facsimile 61 3 9616 8329 October 2002 of the Copyright Act 1968. Internet www.dhs.vic.gov.au Also published on http://www.dhs.vic.gov.au/annrep.htm ISSN 1321 1471 (0590602)

172 Department of Human Services Annual Report 2001–02 Head Office Metropolitan

Department of Human Services Eastern Region 555 Collins Street Melbourne Victoria 3000 883 Whitehorse Road GPO Box 4057 Melbourne 3001 DX210081 Box Hill 3128 Telephone (61 3) 9616 7777 Telephone (03) 9843 6000 Facsimile (61 3) 9616 8329 Internet www.dhs.vic.gov.au Northern Region 145 Smith Street Rural Fitzroy 3065 Telephone (03) 9412 5333 Barwon-South Western Region State Government Offices Southern Region 2nd Floor Cnr Little Malop and Fenwick Streets 122 Thomas Street Geelong 3220 Dandenong 3175 Telephone (03) 5226 4540 Telephone (03) 9213 2111

Gippsland Region Western Region 64 Church Street 71 Moreland Street (Cnr Napier Street) Traralgon 3844 Footscray 3011 Telephone (03) 5177 2500 Telephone (03) 9275 7000

Grampians Region State Government Offices Cnr Mair and Doveton Streets Ballarat 3350 Telephone (03) 5333 6669

Hume Region 74 Ovens Street Wangaratta 3677 Telephone (03) 5722 0555

Loddon Mallee Region 37 Rowan Street Bendigo 3552 Telephone (03) 5434 5555