DEPARTMENT OF HUMAN SERVICES

HUME REGION

Wodonga Shepparton Wangaratta Benalla

Seymour

CORPORATE PLAN:

DHS IN THE HUME REGION

2002/2003

SEPTEMBER 2002

CONTENTS

REGIONAL DIRECTOR’S FOREWORD ...... 3 DEPARTMENT OF HUMAN SERVICES ...... 4 THE HUME REGION BUSINESS FRAMEWORK ...... 5 REGIONAL FLAGSHIP PROJECTS ...... 6 MANAGEMENT UNIT/PROGRAM OBJECTIVES...... 8 REGIONAL MANAGEMENT IMPERATIVES: What do they mean?...... 12 REGIONAL MANAGEMENT IMPERATIVES: STRATEGIC PRIORITIES – What will we do?...... 15 MONITORING AND REVIEW OF THE CORPORATE PLAN ...... 20 SNAPSHOT OF THE HUME REGION: The Area We Serve ...... 22 ORGANISATIONAL STRUCTURE...... 25 THE DHS HUME REGION WORKFORCE ...... 26 MANAGEMENT UNIT AND PROGRAM PROFILES...... 27 THE HUME REGION INTEGRATED MANAGEMENT CYCLE ...... 32

2 REGIONAL DIRECTOR’S FOREWORD

It is with pleasure that I present to you the Hume Region’s Corporate Plan for 2002/03. The Hume Region has taken pride in its achievements over 2001/02 and we can now look forward to building on these in 2002/03. This Corporate Plan is intended to introduce readers to the Hume Region experience, providing the “big picture” context and overview of key initiatives and projects across the range of the Region’s business functions. All of these regional activities contribute to the benefit of our individual consumers and communities. They support our efforts to work in partnership with each other by strengthening our cross-program focus, and further enhance the Region’s efforts to partner more effectively with the funded sector and other external providers.

This year, the Corporate Plan addresses five Management Imperatives which evolved from the 2001/02 Regional Priority areas. These Management Imperatives, identified at the 2001/02 June Management Forum, are cross-program objectives to which each regional program contributes. The work of all team members, at all levels, in all programs, will impact on the Region’s overall achievement of these organisational objectives, and on the further enhancement of the Region’s performance.

Similarly, the Hume Region’s five Flagship Projects are examples of cross-program strategies which support the DHS values and Regional Management Imperatives. These are significant “testing grounds” for new developments within the Region and will provide opportunities to enhance our learning and corporate experience.

The Hume Region Executive is committed to enacting this Corporate Plan and will be seeking your support and cooperation to ensure its realization. The Executive will monitor the Region’s progress on a regular basis and will provide feedback to staff on progress. I encourage you to provide comment and feedback to any Regional Executive member at any time about the Region’s progress with the Plan.

I look forward to 2002/03 being another rewarding year for us all in the Hume Region.

TP Keating

3 DEPARTMENT OF HUMAN SERVICES

The Department of Human Services (DHS) covers the responsibilities of the Ministers for Health, Housing and Community Services and Senior Victorians.

The DHS’s Mission is to enhance and protect the health and wellbeing of all Victorians, emphasizing vulnerable groups and those most in need.

The Hume Region is one of the Department’s five rural regions (nine regions in total) and is responsible for ensuring this mission is realized in North East Victoria. Driving the manner in which the Region’s business is undertaken, are the Department’s values. These are:

Client Focus (includes individuals, families, populations, service providers and staff) - We work towards improving the health and well-being of our clients and community. Professional Integrity – We treat all people with dignity and respect. Quality - We always strive to do our best and improve the things we do. Collaborative Relationships - We work together to achieve better results. Responsibility - We commit to the action we take to achieve the best possible outcomes for our clients and community.

The range of human services either funded by, or directly delivered by DHS, includes: Public hospitals, community health centres and ambulance services; Residential care for older and disabled persons and services and support to enable older and disabled persons to continue to live at home; Early childhood, family support, child protection and juvenile justice services; Secure, affordable and appropriate housing and accommodation support services; A range of public health protection and promotion services and specialist health care evaluation and epidemiological functions; Specialist community based and inpatient mental health services; and Concessions to low income groups to improve affordability of key essential services

The Department has developed six objectives identified in the Departmental Plan 2002/03 and reflect the Government's priorities, as well as the challenges facing the Department. These are:

Achieving benchmark waiting times Improving service quality Building sustainable and efficient services Building strong communities and primary services Increasing the proportion of family or community based service responses Reducing inequalities in health and wellbeing and improving access to services

These objectives are being addressed through strategic activities, including six DHS “Flagship” projects to be undertaken over the next 12-18 months. These projects address key strategic issues, require a high level of cross Divisional coordination to achieve the results sought, are oriented towards longer term strategic change, and aim to build partnerships between the field and Department programs. The six Flagships are: Child Protection Outcomes; Workforce Planning, Partnership with the Community Sector, Metropolitan Health Strategy, Rural Human Services Strategy and Quality in Services. Additional strategic projects are being undertaken by Divisions.

The Hume Region has identified five regional Flagship Projects and are described in this Plan. These regional Flagship Projects are underpinned by the five Management Imperatives, aimed at strengthening the Region’s management capacity and improving regional performance. Together, the corporate set of Management Imperative actions and the Flagship Projects constitute the heart of the Region’s Corporate Plan.

4 THE HUME REGION BUSINESS FRAMEWORK

The Hume Region’s Corporate Plan is about the DHS experience in the Region. It identifies the key strategic activities for the Region in 2002/03. In June 2002, the Region reviewed its progress against 2001/02 priorities and identified the following features of the 2002/03 approach to its core business. These features and their relationships are illustrated in Figure 3.

The DHS values underpin all of the Region’s work. They guide the way in which the Region conducts it’s daily business, the way staff treat each other and the partnerships which the Region develops and maintains with other government departments, the funded sector and other external providers.

Five Management Imperatives drive continuous improvement in the business of all programs across the Region. These Imperatives link Management Units because they are common to them all, aiming to benefit the Region’s overall performance across all aspects of its business.

Management Unit/ Program Plans identify detailed business activities of these Units. (Hotlink). Understandings of their priorities for the next financial year have enabled Management Units and their programs to inform the identification of the Management Imperatives. These in turn have then enabled programs to finalize their plans and to identify key activity for each Imperative which will positively impact on the Region.

Regional Flagship Projects are strategic projects undertaken by the Region which are cross-program focussed and support practical application of the Region’s Management Imperatives. Each of the five Management Units is responsible for leading a Regional Flagship Project. Referral to Management Unit/programs plans will further identify additional strategic projects and activities being undertaken by these Units.

1. Staff Support 2. Aboriginal Services Plan Regional Flagship 3. Complex Clients Projects 2002- 4. Neighbourhood 2003 Renewal 5. Service/agency Viability Management Unit/Program Plans

Regional Management Imperatives 1. Quality 2. Staff Support 3. Leadership 4. Program Planning 5. Knowledge Management

DHS Values Client focus Quality Responsibility Collaborative Relationships Professional Integrity

Figure 3: The Hume Region Corporate Planning Framework

5 REGIONAL FLAGSHIP PROJECTS

These strategic projects span regional programs. They have critical points of intersection which need to be addressed in partnership if the outcomes for the Region are to be achieved. Each Flagship Project is led by a Management Unit, is included in their plans, and lends support to the implementation of the Region’s five Management Imperatives. Their successful implementation will involve all staff.

STAFF SUPPORT Led by: Corporate Services, Chris Garratt Description: The Human Resource Unit and HR Development staff will assume the primary role in the development and delivery of the tasks associated with the project. They will be supported by the formation of a Regional Reference Group to guide the project’s overall implementation. Membership will be from each program to ensure a balanced approach. The major tasks include the development of a training program for line managers, development of a Generic Workplace Induction Program for Managers, delivery of WorkHealth Proposal tasks and the evaluation of the Hume Region Supervision Framework. A project brief has been drafted. Aim: To enhance the management competencies of line managers, ensuring that staff are better supported in the work place. This will include professional development opportunities for all staff and support the implementation of the Framework for Supervision. Regional Outcomes: • Managers better understanding their management role; • Positive change in management competencies; • Staff being supported as demonstrated through: o Increased satisfaction reported through the OCI results; o Staff retention; • Reduction in sick leave, DINMARs and WorkCover claims, discipline and mediation requests; • Improved Safety Performance Management System results; • Enhanced people management.

ABORIGINAL SERVICES PLAN Led by: Public Health and Capacity Building, Michael Evans Description: Develop an Aboriginal Services Planning process built on respect, partnership, and a whole of Government approach. Aim: To develop service priorities based on an understanding, of the composition, characteristics, needs, and aspirations of the Region’s Aboriginal community. Regional Outcomes: • Stronger Aboriginal-specific services. • Culturally appropriate services delivered by mainstream agencies. • Health and well-being measures for the Aboriginal community move towards the levels experienced by the rest of the community.

COMPLEX CLIENTS Led by: Aged, DisAbility, Primary and Mental Health, Angela Verde Description: Increasingly, clients are presenting with complex needs requiring improved service responses. These complex needs may relate to the severity of presenting problems and/or the existence of multiple needs often requiring a range of service interventions, including Disability, Mental health, Drug Treatment Services, Housing, Child Protection, Juvenile Justice and Aged Care.

6 This Regional Priority will be informed by and complement the work of key Departmental projects relating to Complex Clients that are currently being undertaken by both the Operations and Disability Divisions. Aim: To develop strategies to enhance cross program approaches to managing complex clients, including those with mental health issues. Regional Outcomes: • Development of a regional strategy for cross program management of complex clients.

• Development of innovative, new service responses.

• Reduced incidents of crisis interventions.

NEIGHBOURHOOD RENEWAL Led by: Housing and Community Care, John Joyce Description: These two projects are located in Parkside Estate in North Shepparton and Seymour. Both communities experience significant disadvantage across all key socio economic indicators. The projects are a collaborative cross government approach to working with communities. Community committees consisting of tenants, residents, local service providers and government departments will manage the projects. Each project will develop a community action plan that address specific identified issues within that community. Aim: The two Neighbourhood Renewal projects in Shepparton and Seymour aim to create sustainability within these communities. Regional Outcomes: • Creation of employment • Reduction of crime • Improved housing • Improved access to services • A growing a sense of community.

SERVICE SYSTEM VIABILITY Led by: Acute Health, Paul Knowles Description: The Hume Region undertakes to ensure service systems operating in the human services field are viable. In honouring this undertaking, identification of the issues that compromise sustainable service delivery will occur and potential solutions sought. This will be done with consideration to service efficiency, funding implications and emerging policy trends. A project team approach will be adopted and membership will be sought from all programs within the Region. Focus groups to assess different sectors will be formed as required. These groups will comprise staff from within the programs impacting on a particular sector and other staff with designated skills to assist with the project. A complete project brief is to be developed. Aim: To identify service sectors where viability threats exist. Regional Outcomes: • Causal factors will be determined and assessed for potential solutions. The project will only address sectors that do not have similar projects running. • Agency viability will be an aspect for consideration throughout the project, but will occur within the overall objective of service system impact. • Tools and staff skill requirements to deal with agency viability issues will be identified.

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MANAGEMENT UNIT/PROGRAM OBJECTIVES

Regional Directorate

To provide leadership in all aspects of the Region’s business.

To develop and implement strategic activities which support regional programs.

To represent, and advocate for, the Region on matters impacting on its core business and its political environment.

To provide effective linkage between Departmental programs.

To represent to the regional community the Department’s goals and objectives.

To advise Ministers and senior departmental officers on matters concerning the delivery of Departmental programs in the Region.

Public Health and Capacity Building

Control risks to the health and well being of people in Hume Region arising from infectious disease, unsafe food, poor quality drinking water, and dangerous substances in the environment.

Promote better-coordinated regional and program planning based on an understanding of the health and well being needs of communities in the Hume Region.

Establish a planned process aimed at improving health and well-being outcomes for Hume’s Koori populations by working with indigenous communities in the Region.

Ensure relevant service provision to the Region’s newer culturally and linguistically diverse population groups by working with them and their representatives.

Build the health promoting capacity of the Region through leadership, organisational development, workforce development, and a balance of evidence-based and community planning processes.

Respond to Public Health emergencies.

Corporate Services

Provide opportunities for all line managers to continue to improve their supervision and management skills. Strengthen Recruitment, Selection & Retention through improved recruitment practices, training for interview panels and workplace planning and analysis. In support of the recruitment and retention strategy, provide positive student placement experiences across the region.

Build on the work already in progress regarding workhealth, focusing on manual handling, Occupational Assault and Stress.

8 Undertake audits of local emergency recovery plans and provide assistance where required.

Strengthen the capacity of the Personal Support Services system to respond to community needs generated by an emergency.

Introduce Rapid Web Publisher technology within the Hume Region to enable Program updating of Regional web sites

Co-ordinate the provision of high level introductory training to staff employed at Community Residential Units including computer based self paced learning

In accordance with FRMS Guidelines, implement a system to ensure annual Compliance Certification of DHS and Agency operated facilities, and achieve 100% compliance.

Consolidate the three Wangaratta office locations into one location and complete the fit- out of the new office. Refurbish the Wodonga Office and progress the accommodation projects at Shepparton and Benalla.

Manage the process to achieve the early completion of Service Agreements.

Implement revised financial reporting requirements for Agencies.

Provide assistance to Disability Accommodation Service with roster costing, analysis of expenditure over financial years, and the implementation of any changes as a result of the EBA.

Develop and provide a budget training package to program and line managers.

Housing and Community Care

Housing

Neighbourhood Renewal initiatives – Shepparton & Seymour. These initiatives are looking at the environmental and social make up the large Office of Housing estates in North Shepparton and Seymour with a view to developing economic opportunities that will enhance the social self-sufficiency of the residents. A significant exercise that is being mirrored in other parts of the state.

Housing Capital Redevelopment at Wodonga: A major physical redevelopment of an older style housing estate that will result in a modern mix of public\private housing options for Wodonga residents.

Rent Arrears Project: a major undertaking to ensure that the capacity of OoH residents to meet their financial commitments is enhanced.

Local Area Planning Initiatives: a business based approach to the OoH management on a local area basis to ensure that local needs are met within the overall accountability framework of the OoH.

Community Care :

Innovations Project: a major pilot initiative that is designed to improve the capacity of the family support service system to ensure that families at risk on multiple or on-going re- notification to the child protection system, are more effectively supported.

9 Best Start: A major new initiative that provides the framework for the better coordination of generalist services for families with children under 8 years of age. The approach will result in a more holistic service response to those families experiencing difficulties with children in achieving major and key milestones in their development.

Koori Family Decision Making: A culturally appropriate response that empowers families and their kin to determine a solution to critical problems associated with their family life in conjunction with specialist and generalist services.

Hume Adolescent Review: Hume Region has undertaken a systems approach with all major providers of adolescent services designed to better respond to adolescent needs. It is evidence research based and compels a common philosophical and practice approach between all participants to ensure that the agreed objectives are met. This review will be formally evaluated and its findings will provide the base for system development in Hume into the future.

DET\DHS Planning Initiatives: The “ Looking Out for Daniel “ forum began in 2001 and was followed up with another forum in 2002 to report back on the developments that have occurred between DET and DHS regional staff to ensure that those students/children most at risk of disengaging with the education system, can be retained. Further project work will continue to ensure better communication and processes occur between the two departments in 2002\2003.

Aged, DisAbility, Primary and Mental Health

To achieve:

Better lifestyle choices for people with disabilities via an increased focus on quality General Service Plans in Client Services.

Ensure people with disabilities live and participate in the community with appropriate supports through a review of internal Outreach provision and working collaboratively through DisAbility Client Services, with the services sector to develop effective service responses.

Enhance the Department’s relationship with other government departments and the external sector by DisAbility Service System Development establishing effective communication strategies.

Improved access to services for people with disabilities which include physical, sensory, acquired brain injury and intellectual disabilities by continuing to skill the Intake team and the development of a Disability Information booklet.

Provide services that reflect the diversity of older people through the development of Aged Care Plans for each of the four Primary Care Partnership catchments.

A strengthened specialist mental health delivery system through support to Mental Health providers to meet the recommendations of Office Chief Psychiatrist reviews.

A better integrated mental health services system by undertaking a project to improve Mental Health Services service management arrangements in the northeast.

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Acute Health

To develop the regional plan for hospital services over next ten years. To integrate Albury and Wodonga Hospitals To identify and seek solutions to viability issues within human services sectors in Hume Region. To evaluate quality initiatives to ensure resources allocated and proposed actions reflect identified needs. To map skill requirements and current availability of skills within the Acute Health Program. To promote the use of flexible funding options by groups d and e hospitals.

11 REGIONAL MANAGEMENT IMPERATIVES: What do they mean?

The Management Imperatives are defined in terms of their key elements and actions, as described below.

What is meant by “QUALITY” in the Hume Region?

Attention will be paid to the following quality elements and actions in the promotion of continuous improvement across the Region.

Quality Element Quality Action undertaken by management Service user responsiveness Actions to secure client or patient opinion or involvement, measure their experience and safeguard their interests. Staffing and physical resources Actions to ensure the quality of staff and facilities. Quality assurance Standards and compliance. External accreditation Mandated or high level requirement for acknowledged external quality assurance. Safety management Prevention, management, reporting and review of adverse events, potential or actual harm to service users. Continuous improvement Programs to establish good practice and ensure quality improvement. Quality Frameworks and structures Overall quality plans or strategies and formal structures to implement them.

What is meant by “STAFF SUPPORT” in the Hume Region?

Attention will be paid to the following staff support elements and actions to ensure a stable, supported and productive workforce.

Staff Support Element Staff Support Action undertaken by management Staff development Actions to ensure professional development plans are developed. Critical incident stress management Prevention, management and referral actions to minimize long term negative impacts on staff. Supervision and performance Action to enhance staff performance and motivation. Adherence to documented standards and guidelines. Recruitment and retention Actions to improve staff retention, recruitment, employee work satisfaction. Team building Activities to improve team decision-making, problem solving, communication and commitment to common goals. Work health Actions to reduce staff risk and to maximize access to information. Management Induction Actions to introduce new managers to the management role.

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What is meant by “LEADERSHIP” in the Hume Region?

Attention will be paid to the following leadership elements and actions to ensure strategic leadership within the Region.

Leadership Element Leadership Action undertaken by management DHS values Modelling of behaviours consistent with DHS values. Communication Actions to ensure that staff are kept informed of regional and programs matters and to ensure the effective feedback of their responses. Change management Actions to ensure that the strategy, objectives, the likely impact and requirements are understood. Staff participation Create opportunity for innovation, creativity and staff input. External Partnerships Actions to enhance DHS’s relationships with other Government Departments and the external sector. Internal partnerships Actions to improve cross programs linkages and understandings.

What is meant by “PROGRAM PLANNING” in the Hume Region?

Attention will be paid to the following planning elements and actions to ensure strategic program planning within the Region.

Planning Element Planning Action undertaken by management Program catchment profiling Completion of a triple bottom line analysis. Performance measurement Establishment of targets, milestones and outcomes. Cross program collaboration Processes to ensure active involvement of a cross section of program stakeholders. Community Consultation Processes to ensure active involvement of key community groups and individuals. Coordinated processes Actions to ensure program planning supports the Hume Region Integrated Management Cycle.

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What is meant by “KNOWLEDGE MANAGEMENT” in the Hume Region?

Attention will be paid to the following Knowledge Management elements and actions to ensure timely and accurate information for all staff within the Region.

Knowledge Management Element Knowledge Management Action undertaken by management Information Technology Standards and legislative requirements, availability of leading edge technology to support business requirements Access Actions to improve the availability of information technology and information management systems across DHS locations. System development Actions to ensure innovative systems development /improvements are implemented to meet changing staff requirements. Communication Regional Communication Strategy and implementation of IT systems to improve the flow of information to all regional staff. Performance and service data Systems to support regional performance monitoring and reporting.

14 REGIONAL MANAGEMENT IMPERATIVES: STRATEGIC PRIORITIES – What will we do?

Regional Management Units and programs have identified one key initiative for each of the five Management Imperatives. Additional activities addressing these Management Imperatives are documented in program plans.

1. Pursuing continuous QUALITY improvement across the Region Support Mental Health Services providers Elements of Quality to meet recommendations of Office of Chief Psychiatrist reviews. Promote evidence-based practice in clinical Service user Responsiveness and preventative activities in Primary Health. Staffing and Physical Resources Support Sub-Acute service providers to meet external accreditation requirements. Quality Assurance Expand the DisAbility Self Assessment System (DSAS) in DisAbility External Accreditation Accommodation Services to cover the nine (9) standards Safety Management and continue with the use of independent facilitators for self-assessments. Continuous Improvement Implement the DisAbility Self Assessment System (DSAS) in DisAbility Client Quality Frameworks and Structures Services, with an active client satisfaction monitoring process in place. Quality Initiatives Focus on the prevention, management, Regional Directorate will: reporting and review of adverse events, potential or actual harm to DisAbility service Ensure that there is a consistent users through analysis of Incident Reports, approach to quality enhancement complaints data and reviews of selected across regional programs. funded agencies through DisAbility Service System Development. Undertake an analysis of the Region’s Acute Health will: service planning and agency liaison requirements. Ensure the Acute Health Unit/Region is Corporate Services will: represented on quality committees within the Region. Review at least one system on work process for each functional area to Housing and Community Care will: ensure ongoing improvements in work practices. Implement Quality Plans for all Community Care providers. Public Health and Capacity Building will: Develop a model of Organisational Competence to ensure enhanced practice Offer Health Promotion short courses to and quality service delivery in Child agency and regional staff in the Hume Protection. Region. Implement “Targets for Effective Change” program in Juvenile Justice. Aged, DisAbility, Primary and Mental Health Develop a database of the School Nursing will: Program staff’s knowledge, skills and “tools of the trade” and processes. Ensure external accreditation of all Advocate for additional staffing and physical public sector aged care residential resources in Specialist Children’s Services facilities in Aged Care and Home to develop service models that will assist Support. waiting list management and continuous Improve service monitoring through service improvement. regular liaison with Drug Treatment and Undertake customer service improvement Rehabilitation providers. activities in Housing and Neighbourhood Renewal. 15

2. Ensuring ongoing improvements in STAFF SUPPORT

Elements of Staff Support Support the learning of accreditation and ACAS delegates training in Aged Care and Staff development Home Support. Implement measures to ensure all Drug Critical Incident Stress Management Treatment and Rehabilitation service provision staff have minimum qualification. Supervision and performance Promote improved staff support initiatives for Psychiatric DisAbility Support services. Recruitment and retention Conduct a project to address issues of recruitment and retention of Primary Health Team Building counselling staff in rural areas. Promote Sub-Acute services provider Work Health participation in conferences, forums, and workshops to maintain best practice. Management Induction Provide full support to nominated trainees to enable the retention of a skilled and valued Staff Support Initiatives workforce in DisAbility Accommodation Services. Regional Directorate will: Continue fostering a learning culture in DisAbility Client Services through Review on behalf of the Executive supervision and encouraging ongoing Director, Operations, training and performance development both internally professional development within the and with the external sector. Department. Develop staff training plans and supervision processes, role clarification and Pursue a long-term workforce planning consideration of family/work relationships strategy for the directly employed including Flexible Working Arrangements, in funded sector in conjunction with the DisAbility Service System Development. Department’s Workforce Planning Flagship Project. Acute Health will:

Develop a skill map and a skill plan for the Corporate Services will: Unit.

Establish a working group to develop Housing and Community Care will: and implement a multi-skilling (job rotation) program to support Implement the Safety Performance professional development and enhance Management System in Community Care career opportunities. Project to be Service Development. ‘piloted’ with a view to roll-out to all Collate DINMAs and organise team regional staff. debriefings bimonthly in Child Protection. Provide training in managing conflict Public Health and Capacity Building will: effectively in Juvenile Justice. Review, establish, maintain and develop Establish work-based Health Promotion effective team practices within and outside in the Hume Region, supported by the School Nursing Program. information about good work health Address staff recruitment and retention practice and risks. issues in Specialist Children’s Services to increase professionals’ interest in Aged, DisAbility, Primary and Mental Health paediatrics. will: Implement the Safety Performance Management System to “good” standard in Housing and Neighbourhood Renewal.

16 3. Demonstrating LEADERSHIP in External and Internal Partnerships Re-establish the Mental Health Services Elements of Leadership provider network. Promote change management relating to the DHS Values implementation of service co-ordination models in Primary Health. Communication Undertake regular dialogue with Sub-Acute services providers to promote new Change Management approaches to provision of services. Encourage DisAbility Accommodation Staff Participation Service staff to participate in the Regional DisAbility Workplace Consultative External Partnerships Committee and the Team manager Forums. Work collaboratively through DisAbility Internal Partnerships Client Services, with the services sector to develop effective service responses and a skilled workforce. Leadership Initiatives Enhance the Department’s relationship with other government departments and the Regional Directorate will: external sector by DisAbility Service System Development establishing effective Develop and implement the Hume communication strategies. Region Corporate Plan. Acute Health will: Conduct Industry Forums focussed on key issues of industry concerns and Lead hospitals through processes of interest. adapting services to meet the changing needs of their community by consulting with Corporate Services will: agencies targeted for funding conversion activity and agreeing on outcomes. Support managers to lead the implementation of the DHS values by Housing and Community Care will: exhibiting behaviours consistent with improved cooperation and collaboration, Maintain the DHS/DE&T/Agencies District and targeted performance outputs, Teams and the Regional support Group including continuous improvement with through Community Care Service OCI results Development. Continue to conduct quarterly forums with Public Health and Capacity Building will: community agencies partnering with Child Protection. Lead the Public Health agenda in Local Implement group conferencing in Juvenile Government, through the development Justice. of Municipal Health Plans, and in Review, establish, promote and develop regional offices of Government staff’s ability and provide forum for effective, departments. creative and innovative practices in the School Nursing Program. Aged, DisAbility, Primary and Mental Health Encourage Specialist Children’s Services will: staff to assist with the development of the Central Intake and Referral Service. Support Best Practice Groups in Aged Develop links and referral pathways Care and Home Support between Housing and Neighbourhood Support regional service provider Renewal and other agencies, particularly networks in Drug Treatment and Rural Housing Network, SAAP and Mental Rehabilitation. Health Support agencies.

17 4. Developing integrated PROGRAM PLANNING processes catchments in Aged Care and Home Support. Elements of Program Planning Develop the Regional Alcohol and Drug Strategy. Program catchment Profiling Undertake a project to improve Mental Health Services service management Performance Measurement arrangements in the northeast. Support the development of Community Cross Program Collaboration Health Plans in Primary Health. Establish and monitor targets through Community Consultation consultation with Sub-Acute services providers. Coordinated Processes Provide leadership and support through DisAbility Accommodation Services to the Program Planning Initiatives Combined DisAbility Managers’ Forum. Implement the role of Client Resource Regional Directorate will: Manager to ensure clients are linked to appropriate services through DisAbility Contribute to the Departmental Child Client Services. Protection Flagship Project. Develop regular communication processes between DisAbility Service System Update the Hume Region IMC on Development and Aged Care, Primary completion of the 02/03 financial year. Mental Health Teams and Community Care Teams. Provide linkage across the Community Building, Neighbourhood Renewal and Acute Health will: Best start initiatives. Complete the Hume Region Hospital Corporate Services will: Services Plan, ensuring the Hume Acute Reference Group’s (HARG) endorsement. Assist programs to develop increased capacity and staff skill level in HR Housing and Community Care will: management and budget management by developing training packages to support change management, people Involve relevant programs in the management and budget management. implementation of Best start through Community Care Service Development. Public Health and Capacity Building will: Contribute to the collection and analysis of Child Protection data to enable analysis of Establish a process to involve the trends. Aboriginal community in the ongoing Establish a high-risk Juvenile Justice review of Aboriginal service needs and database. adopt a cross-program approach for Develop effective liaison practices between Aboriginal services planning. the school Nursing Program and the sector. Maintain and build on existing Early Aged, DisAbility, Primary and Mental Health Childhood and other networks to support will: coordinated services for families. Ensure service system reform in the Develop Aged Care Plans for each of homelessness service sector through the four Primary Care Partnership (PCP) Housing and Neighbourhood Renewal.

18 5. Enhancing KNOWLEDGE MANAGEMENT practices Improve Mental Health Services data Elements of Knowledge Management management at regional level.

Develop a whole-of-health regional Information Technology information and communication technology plan for Primary Health. Access Support Sub-Acute services providers to establish IT systems for communication and System development performance monitoring. Trial and evaluate the electronic booking Communication system for DisAbility Accommodation Service casual staff. Performance and Service Data Conduct regular meetings with DisAbility Client Services staff groups to ensure Knowledge Management Initiatives information flow and active participation in decision-making. Regional Directorate will: Develop effective user-friendly data collection systems in DisAbility Service Develop and implement the Hume System Development. Region Communication Strategy. Acute Health will: Corporate Services will: Develop a strategy for information Share information and knowledge with dissemination from the Acute Health Unit to colleagues and investigate new ways to target groups, including DHS staff, hospitals share, access and utilise information and the public. and opportunities for ‘business on line”. Review the Intranet and Internet as a Housing and Community Care will: vehicle to develop increased knowledge management capacity. Develop a common database & tool for analysis of Child Protection Placement Unit Public Health and Capacity Building will: and Placement Support through Community Care Service Development. Develop a Public Health information Ensure dissemination of information to Child package for reception staff and provide Protection staff and regional programs. Public Health information to staff forums. Ensure regular regional meetings in Juvenile Justice for information exchange.

Improve links and access to IT and IM Aged, DisAbility, Primary and Mental Health systems across the School Nursing will: Program.

Increase performance monitoring and Implement a new database for Specialist refine outcome measurements in Aged Children’s Services, ensuring IT access for Care and Home Support. all staff. Develop systems to improve monitoring Develop regional forums and a newsletter in of Drug Treatment and Housing and Neighbourhood Renewal. Rehabilitation service performance.

19 MONITORING AND REVIEW OF THE CORPORATE PLAN

The Region is working towards achieving the set of key Management Imperative actions, and the regional outcomes identified for the five Flagship Projects.

Progress will be gauged and reported by:

1. Management Unit managers monitoring their Unit’s progress with their staff.

2. Regional Executive monitoring the Region’s progress through scheduled meetings with program staff during the year (refer to the Hume Region IMC).

3. Progress reports presented by the Regional Executive to staff at quarterly Management Forums.

4. Progress updates provided to all staff via the RD’s Newsletter, developed by the Regional Directorate.

5. Feedback from all staff sought through implementation of the Region’s Communication Strategy.

6. Final review and realignment for 2003/04 from March to June 2003, as per the Hume Region Planning line contained in the Hume Region Integrated Management Cycle.

7. A final performance report presented to all staff in July 2003 via the RD’s Newsletter.

8. Notable milestones and achievements may also be recorded via the Executive Performance Reporting (EPR) Narratives prepared by the Regional Directorate, as part of the quarterly performance reporting against the Executive Set of DHS Key Performance Indicators.

9. Regional achievements against the Management Imperatives and the Flagships may be presented for inclusion in the DHS Annual Report.

If you would like to provide your feedback on this plan or require further information, please contact your line manager, or

Liz Hillenaar

Manager, Corporate Planning and Strategic Projects Regional Directorate Hume Region 03 57 22 0453

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APPENDICES

21

SNAPSHOT OF THE HUME REGION: The Area We Serve

The Hume Region is comprised of eleven Local Government Areas: Shire of Moira Greater City of Shepparton Shire of Strathbogie Shire of Mitchell Shire of Murrindindi Shire of Delatite Rural City of Wangaratta Alpine Shire Shire of Indigo Rural City of Wodonga Shire of Towong

The Hume Region covers 40,427 square kilometres in rural, North East Victoria and encompasses eleven local government areas. It has a total population of approximately 250,878* people, and a population density of 5.86 persons per square kilometre, which is comparable to Regional Victoria with a density of 6.20 persons. This figure reflects the population spread within the Region, the range of small townships, and the many relatively isolated farming and agricultural areas. (* 2001 Estimated Resident Population (preliminary).

The major population centres are Wodonga, Shepparton, Wangaratta, Seymour and Benalla; Albury/Wodonga and Shepparton being the most rapidly expanding areas. The Hume corridor divides the Region into east and west and links the Seymour and Kilmore areas in the south to Wodonga in the north via Wangaratta and Benalla.

Figure 1: Map of the Hume Region showing the PCP catchments and the eleven Local Government Areas.

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Contacting people in the Hume Region

Regional Office (from October 2002) 43-47 Rowan Street (PO Box 460) WANGARATTA 3677

Tel 03 57 22 0555

Other offices are located in Wodonga, Seymour, Benalla and Shepparton.

Individuals working in the regional offices can be contacted by Email using the following addressing method:

[email protected]

Eg, [email protected]

Visit out website for more information

http://www.dhs.vic.gov.au/regional/hume

SOCIAL, ECONOMIC AND ENVIRONMENTAL FEATURES OF THE HUME REGION

The following summary of the Region’s features has been developed using a triple bottomline analysis which considers the Region’s social, economic and environmental (built and natural) aspects. These features impact on the health status of regional populations and communities and influence the types of service delivery required.

Table 1: Triple Bottomline Summary Analysis of the Hume Region

Features Hume Region Characteristics

Hume Region has a population of approximately 250,878 persons; 146,000 of whom live in 49 towns of 200 or more persons spread throughout the Region. The five Social largest towns - Shepparton, Wodonga, Wangaratta, Benalla, and Seymour - each have a DHS office and together account for about 37% of the Region’s population.

The Region is experiencing moderate population growth driven by strong growth in Wodonga, Shepparton, and Mitchell Shire.

The number and proportion of older people in the population is increasing across the Region, more rapidly in smaller centres and rural areas. Young people, 15-24 years old, leave the Region, seeking education and employment - an effect that is more marked in rural areas and small towns than in the regional centres of Wodonga and Shepparton.

Shepparton has the largest concentration of indigenous Australians in Victoria outside of metropolitan Melbourne and in recent years has become, with Cobram, a favoured re-settlement destination for people from the Middle East.

In terms of health status and risk factors, the Region is close to State averages.

Socio-economic indicators vary across the Region with some pockets of disadvantage at Shepparton and Seymour and in the Aboriginal community.

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The Region’s economy is based on agriculture, food related industry, retail, government services, and tourism.

Manufacturing, agriculture, forestry and fishing, and retail industries account for 43% of the Region’s employment. Health and community services, education, and government administration and defence account for a further 21% of employment.

Food and beverage related industries account for almost half of manufacturing employment in the Region. Milk, livestock slaughtering, and fruit account for 75% of Economic the value of agricultural production in the Region. Tourism is a significant industry in the shires of Alpine, Delatite South (Mansfield), and Indigo.

Smaller communities tend to be economically dependent on nearby and district centres. In a number of district centres, the hospital is the largest single employer.

Unemployment tends to the State average though it is high in some sections of the workforce, particularly for young males and Aborigines. The labour force participation rate tends to be above the State average.

The Region is geographically defined by the Great Dividing Range to the east and south, the Murray River to the north and the Goulburn Valley running from the southeast to the northwest, broadening as it goes.

The Hume transport corridor roughly separates the river valleys and mountains of the Natural east and south east from the plains in the north west of the Region. Environment The Region’s sparsely inhabited alpine areas are notable for their winter snow fields, their forest cover and their national parks.

There are large softwood plantations in the north east and a smaller but increasing area under hardwood plantations.

Rainfall variability can generate the risk of flood and bushfire and does generate the need to manage water supplies carefully. All of the Region’s major streams are dammed and some 42% of available surface water is allocated to economic activities, principally agriculture. Surface water quality is generally good though blue green algae blooms occur with increasing frequency in the warmer months. Groundwater salinity is a major issue in the Region with 12% of it described as brackish and 56% described as marginal.

The Region’s settlement has clustered around its major transport links particularly around the two nationally important highways: the Hume Freeway and the Goulburn Valley Highway. Both highways are well maintained with the Hume Freeway duplicated for its entire length through the Region and work proceeding on the duplication of the Goulburn Valley Highway to Shepparton. Rail links into the Region follow the two major highway corridors. Centres distant from these highways are also distant from rail services, from good roads, and often from a wide range of private and government services. Public transport away from the main transport corridors is Built poorly developed. Environment At Eildon, Dartmouth, and Lake Hume, the Region has nationally important dams that help regulate the flow of the Murray as well as securing regional water supplies. However, a significant proportion of the Region’s dispersed population does not have access to mains water supplies and sewerage systems.

Electricity services throughout the Region are generally efficient, with low voltage being the most significant power quality problem experienced by consumers.

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Telecommunication facilities are also available throughout the Region but internet access can be problematic in some areas and mobile coverage is still patchy away from the major transport routes and townships.

The built environment of Regional and district centres appears to be improving with major development projects under way or being planned for Wodonga, Shepparton, and Wangaratta and a number of other towns. But many smaller towns and communities have ageing infrastructure as well as ageing population profiles.

ORGANISATIONAL STRUCTURE

The Hume Region’s organisational structure consists of the Regional Directorate (Regional Director, the Executive Assistant, Manager, Corporate Planning and Strategic Projects, including Media and Communications) and five Management Units. The Regional Executive consists of the managers of these five Units and the Regional Directorate. This structure integrates the Region’s business functions.

Dr. Tom Keating Regional Director Regional Directorate

Liz Hillenaar Manager Corporate Planning & Strategic Projects Regional Directorate

Michael Evans Chris Garratt John Joyce Angela Verde Paul Knowles Manager Manager Manager Manager Manager Public Health & Corporate Housing & Aged, DisAbility, Acute Health Capacity Building Services Community Care Primary & Mental Health

Figure 2: The Hume Region Organisational Structure by Management Units.

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THE DHS HUME REGION WORKFORCE

Internal Workforce: An Overview

The Hume Region employs approximately 544 ongoing and fixed term staff and 70 casual employees in a diverse range of human services and employment categories. These staff are spread across a large geographical area and are across Region’s office locations. A large proportion of the workforce is employed in DisAbility Accommodation Services, which manages 42 Community Residential Units accommodating people with an intellectual DisAbility.

Table 2: Staffing numbers, excluding casuals, employed in the Region’s Management Units

Management Unit Number of staff Aged, DisAbility, Primary & Mental Health 299 Housing & Community Care 183 Corporate Services 44 Acute Health 6 Public Health & Capacity Building 7 Regional Directorate 4

The average age of the DHS Hume Region workforce is currently 42.89 years. More specifically, it is 42.50 years for women and 44.24 years for men. The regional workforce therefore is significantly ageing, raising the importance of succession planning and recruitment approaches adopted by the Region.

The Region actively supports the principles of diversity and equity and is committed to providing all employees with a workplace free from discrimination, intimidation, bullying, ridicule and sexual harassment.

A number of initiatives has been implemented to create a learning and development environment and to ensure that our workforce possesses the skills and attributes to deal with the complexities associated with our current client group.

The Work Health program in the Region aims to ensure, as far as practicable, that the working environment is safe and without risks to health and well-being. Staff support programs are provided to help staff with personal and work-related matters. Where illnesses and injuries occur, rehabilitation and return to work programs are provided.

External Workforce: An Overview

DHS invests substantial funds into a range of staff from professional groupings in a variety of funded agencies across the Hume Region, as illustrated in Table 3. The Region works in partnership with these agencies to ensure the ongoing viability of the external workforce and the delivery of appropriate and high quality services to local communities.

Table 3: Summary Profile of the workforce in the funded sector

Number of Agency Group agencies Total Funding 01-02 Estimated EFT* Local Government 11 $11,870,198.48 198 Neighbourhood Houses 33 $834,010.61 16 PreSchools 67 $3,085,527.89 88 Community Health 5 $8,781,158.16 146 Hospitals / MPS 17 $202,460,482.04 3374 DisAbility Services 26 $15,442,456.55 386 All Other 52 $19,194,751.37 320 Total 211 $261,668,585.10 4528 *EFT figures include full-time and part-time staff.

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MANAGEMENT UNIT AND PROGRAM PROFILES

The structure and program composition of the Regional Directorate and each Management Unit are shown below. In addition to the five regional Flagship Projects, other major strategic projects and activities being undertaken by each Unit are identified.

Regional Directorate

Dr Tom Keating

Regional Director Executive Assistant

Liz Hillenaar Corporate Planning & Strategic Projects

Nola Howe Media & Communications Officer

The Regional Directorate undertakes high-level strategic activities and leadership on a regional, statewide and national basis through the activities of the Regional Director and staff. It manages the Region’s corporate planning, performance management policy development and oversees strategic projects. 2002/03 key strategic activities include The Hume Region Communication Strategy, The Hume Region 2002/03 Corporate Plan, The Hume Region Regional Planning and Performance Management Framework, Industry Forums, Region’s Flagship projects (support), Albury-Wodonga Health Services Agreement, and the Service Planning and Agency Liaison Project.

Public Health and Capacity Building

Michael Evans Manager Public Health & Capacity Building

Sandy Geddis Leanne Roberts Harvey Ballantyne Manager Environmental Health Manager Health Promotion Officer Local Area & Social Planning

Public Health and Capacity Building leads a population health and well-being agenda within the Region. It manages statutory public health responsibilities with respect to environmental health, infectious disease control, food and water safety. It leads and supports health promotion covering areas such as injury prevention, physical activity, nutrition, chronic disease, and alcohol and drugs abuse. It is responsible for improving public health emergency planning and response. The Unit undertakes local area and social planning which includes attention to special needs population groups such as Aboriginal and culturally and linguistically diverse communities. The Unit works closely with Local Government and other Government departments to promote the consideration of the health and well being impacts of all aspects of planning and activity. Key strategic activities for 2002/03 include the Aboriginal Services Plan (Flagship), Hume Drug and Alcohol Plan, Hume Adolescent Health Study, monitoring refugee needs particularly in the Goulburn Valley, Culturally and Linguistically Diverse Population Strategy, food safety reforms, and upgrading the quality of Municipal Public Health Plans.

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Acute Health

Paul Knowles Manager Acute Health

Geoff Brooke Janine Holland Les Lambert Steve Carroll Project Officer Project Officer Project Officer Project Officer

The role of the regional Acute Health Unit includes political/ministerial relations, service and strategic planning, funding allocation and monitoring, capital infrastructure development, implementation of new policy and policy monitoring, developing and monitoring quality strategies, and developing creative solutions to complex issues. Key strategic activities for 2002/03 include the Service System Viability (Flagship), Emergency and Critical Care Strategy, Maternity Services Enhancement Strategy, Infection control, Effective Discharge, Breast Services, Capital Works, Albury-Wodonga Health Service development, and the Hume Acute Health Plan.

Aged, DisAbility, Primary and Mental Health

Angela Verde Manager

Aged, DisAbility, Primary & Mental Health

Neville Maddox Rob Harris John Duck Suzie Don Leonard Manager Manager Manager Manager Aged, Primary & Mental DisAbility Service System DisAbility DisAbility Client Services Health Development Accommodation Services

Aged, Primary & Mental Health Aged, Primary and Mental Health administers over $78 million to more than 75 providers. Fifty aged and home care providers receive $34 million, 19 primary health providers receive over $7.6 million, 11 mental health providers receive over $24 million, 10 alcohol and drug treatment providers receive $2.5 million and 5 sub-acute providers receive over $10 million.

DisAbility Accommodation Service DisAbility Accommodation Service provides 42 houses (5 respite) across the Region and is funded to service 170 clients. A total of 300 staff works in these facilities. A strategic project for 2002/03 is the Ageing Clients Projects

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DisAbility Client Services DisAbility Client Services works closely with a variety of agencies in providing services to its 1600 registered clients. A total of 39 staff are employed in this program, including 5 Intake Workers, 14 Specialist Services Workers, 17 Case Managers and a Client Resource Manager.

DisAbility Service System Development DisAbility Service System Development administers $17 million to fund 52 agencies for providing support to people with disabilities in the community in a variety of ways ranging from fully supported accommodation models to packages based on the needs of individuals.

Housing and Community Care

John Joyce Manager Housing & Community Care

Gaye McPherson Leonard Peady Mary Reid Manager Manager Manager Community Care & SAAP Community Care Client Housing – Service Development & Services Funding

Community Care Community Care includes among a large range of internal and external programs: Child Protection, Juvenile Justice, Child and Family Services, (including strategic systems development), School Nursing Program, Children’s Services, Specialist Children’s Services, Adoption and Permanent Care and Neighbourhood Houses. The range of services provided by these programs support the key strategic activities for 2002/03 include the Departmental and Regional Flagship projects as well as significant initiatives such as the Adolescent Review, Family Innovations project, Best Start, several Koori specific initiatives and continuing cross departmental work around school engagement with the regional Department of Education, Employment and Training described as the “Looking out for Daniel” project.

Housing The Housing program of this Unit provides low cost housing solutions to those most in need of housing assistance. Community Housing is focused on those in greatest need who are unable to be adequately accommodated elsewhere. Major initiatives that the program will be undertaking this year will include 2 Neighbourhood Renewal projects in Shepparton and Seymour along with a major housing redevelopment in Wodonga. The program will also provide significant input into the Community Building exercise in Shepparton as well as redressing significant regional issues around rent arrears and stock alignment.

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Corporate Services

Corporate Services is responsible for Human Resource Management and Professional Development; Finance, Budget Management and Support; Information Technology and Telecommunications; Funded Agency Payments; Statistical and Financial Analysis; and Administrative Services; which includes, Registry, Purchasing, Supply, Asset Management, Property and Capital Management, Fire Risk Management, Office Support and Reception Services, as well as Freedom of Information.

The role of Corporate Services varies from providing advice and consulting, to transactional processing. Corporate Services provides high-level input into regional policy, planning, service development and service redevelopment. In addition Corporate Services is responsible for Emergency Management Planning and Emergency Recovery at the Regional level.

Chris Garratt Manager Corporate Services

Robert Adam Gael Thompson Hugh Crook Tony Lane Peter Tossol Tony Kosch Manager Manager Manager Manager Manager Manager Human Professional Finance Agency Funding & Information Technology Administration Resources Development Evaluation & Telecommunications Services

HUMAN RESOURCES The HR unit provides authoritative and specialist advice on a range of Human Resource Management functions including employee relations, salaries and entitlements, workforce planning and recruitment, performance management, equity employment and coordinating of investigation functions within the Region. It also includes the management of Work Health and manages a payroll of 600 staff in a diverse range of employment categories, under various awards and agreements and complex conditions of employment.

PROFESSIONAL DEVELOPMENT Primary responsibilities include identification and delivery of staff training needs within the Region; in the context of meeting day to day program and service delivery needs, service planning, service redevelopment and restructure/change management. Regional orientation and induction, the coordination of exit interviews and employee climate surveys, as well as staff support, Employee Assistant Programs (EAP) and Critical Incident Stress Management Service (CISMS) are included in this unit. In addition the Student Fieldwork and Support Program (SFSP) provides services to students, field educators, agencies and tertiary institutions.

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FINANCE The Finance Unit is responsible for accounting operations, budget analysis, reporting and consultancy. Accounting Operations includes the collection of revenue, payment of accounts to general creditors, payment of personal expenses and payments to clients, including making assessments and payments in accordance with the Victorian Patient Transport Assistance Program (VPTAP). Budget Analysis and Reporting incorporate the management and reporting of internal salaries, operating, asset and client payments, as well as agency payments, which make up the external budget. The total regional budget, including hospitals is more than $300 million.

AGENCY FUNDING & EVALUATION This unit is primarily responsible for the business processes associated with the management of agency service agreements. The functions include service agreement development for 211 agencies, service provider financial information, analysis and reporting, service provider activity data for key outputs, provider legal status and advice to regional programs and agencies on business processes. The unit also undertakes specific activity in regards to hospitals including analysis of service trends via acute health data, monthly financial reporting and providing detailed information on acute health funding. In addition, Emergency Recovery Management Grant applications are assessed and coordinated for declared natural disasters.

INFORMATION TECHNOLOGY & TELECOMMUNICATIONS Is responsible for regional information technology strategic planning and managing the computing and telecommunications infrastructure for the Region. Tasks undertaken include help desk, desktop and network support, WEB and system development, server based computing, information management and training. The IT&T Unit is responsible for the efficient operation and upgrading of an IT fleet of more than 500, which includes PC’s, printers and laptop computing. Telecommunications Management includes, office PABX’s, mobile phones, paging and video conferencing.

ADMINISTRATIVE SERVICES The Administrative Services Unit is responsible for the management, coordination and provision of a range of functions across five major locations at Benalla, Seymour, Shepparton, Wangaratta and Wodonga. This includes the fleet management of 127 vehicles, asset management, purchasing and supply, office accommodation, reception, equipment maintenance, office maintenance, security and safety. It is also responsible for Registry, Freedom of Information, as well as property and capital management and coordination of the Department’s Fire Risk Management Strategy in department owned and funded agency owned facilities.

EMERGENCY RECOVERY The Manager Corporative Services is responsible to the Regional Director for Regional Emergency Recovery planning. Where the emergency is of a magnitude that is beyond the capacity of a municipality or where the emergency extends beyond one municipality, the Region will assume Recovery Co-ordination responsibility. The needs generated by an emergency are variable, but can include, emergency and temporary accommodation, material aid, financial assistance, personal support, information services and community re-development.

For more detail about program-specific activity in 2002/03, please refer to the respective Program Plan

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THE HUME REGION INTEGRATED MANAGEMENT CYCLE

The Hume Region Integrated Management Cycle (IMC) describes the Region’s key business activities for each month of the year in the context of the DHS IMC. These activities are included under the headings of Budget Development, Planning, Funding, Service Agreements, Capital, and Reporting. The Hume Region’s cycle have been included in this DHS IMC as a separate line under each of the activity headings to identify the organisations key business activities impacting on the Region during a given month of the year.

The cycle is intended to assist staff understand the relationship between these activities and how they impact on the everyday work of staff in the Region.

More specifically, the Hume Region IMC aims to:

Assist staff in understanding the linkages between processes and the timing of events, particularly where processes are contingent upon the execution of events.

Provide opportunity for greater staff input into regional processes.

Establish a clear timetable for these business processes.

Provide staff with a single reference point which shows the sequence and timing of key regional processes.

Align these processes with the DHS cycle.

Provide for consistent planning and funding processes.

Reinforce correct sequencing of planning, budgeting, funding and reporting; and

Facilitate improved forward planning and budgeting.

Four planning phases are identified in the Hume Region cycle, namely Review of strategic priorities commencing in February, Realignment of the program priorities commencing in March, Finalization of the new priorities in June and Monitoring and Review in January. The phases of planning are influenced by the Region’s knowledge of the budget for the next financial year, the status of service agreements and capital development. Activities are undertaken within programs throughout the year to reflect these phases and need to be informed by all levels of staff.

The Hume Region IMC can be found on the Region’s website: http://www.dhs.vic.gov.au/regional/hume

The DHS IMC can be found on the DHS website: http://intranet_1:8080/crd/bd.nsf

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THE HUME REGION INTEGRATED MANAGEMENT CYCLE 34

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