Strategic priorities 2003–2006 Department of Human Services, Barwon-South Western Region Strategic priorities 2003–2006

Department of Human Services, Barwon-South Western Region ii Strategic priorities 2003–2006

Published by Barwon-South Western Region, Victorian Government Department of Human Services, , . July 2003 Also published on www.dhs.vic.gov.au/regional/barwon/index.htm © Copyright State of Victoria 2003 This publication is copyright. No part may be reproduced by any process except in accordance with the provisions of the Copyright Act 1968. Authorised by the Victorian Government, 2nd Floor, Cnr Little Malop and Fenwick Streets, Geelong 3220

(0520503) Strategic priorities 2003–2006 iii

From the Regional Director

I am pleased to present Barwon-South Western Region’s Strategic Priorities for 2003–06. The document provides summary information about the region and documents the strategic priorities we will address over the next three years. Our priorities reflect broad Victorian Government priorities and departmental objectives as well as the many issues that are the focus of collaborative work within the region. The priorities listed have been identified following extensive consultation and communication with our senior staff and managers. I intend to update this document on an annual basis and provide a report card on our progress in actioning the ambitious work program detailed herein. Our priorities for 2003–06 are: • Planning for place • Developing partnerships • Strengthening early intervention •Delivering responsive services for Aboriginal communities • Improving services • Investing in a quality workforce. I look forward to working with staff, agencies, clients and the communities that make up Barwon-South Western Region to enable improved outcomes for the health and well-being of our regional community. Please contact regional managers if you would like further information on any of our activities.

Jan Snell iv Strategic priorities 2003–2006 Strategic priorities 2003–2006 v

Contents

Regional profile 1 Population: projected growth and decline 1 Socio-economic profile 2 Health status 3 2002–2003 regional budget 4 Regional staff 5 Government, departmental and regional priorities 8 Departmental objectives 9 Regional Priorities 9 Planning for place 9 Developing partnerships 12 Strengthening early intervention 14 Delivering responsive services for Aboriginal communities 16 Improving services 19 Investing in a quality workforce 21 vi Strategic priorities 2003–2006 Strategic priorities 2003–2006 1

Regional profile

The Barwon-South Western Region consists of 29,637 square kilometres of Victoria. It covers the south-west of the state from Queenscliffe in the east to the far southwest border with South Australia. The region is made up of nine municipalities: Colac Otway , Corangamite Shire, Glenelg Shire, City of Greater Geelong, Moyne Shire, , Southern Shire, and the . Regional offices are located in Colac, Geelong, Hamilton, Portland and Warrnambool. The region also manages Colanda Residential Services situated on 30 hectares of land located four kilometres from the centre of Colac.

Southern Grampians Casterton

Hamilton

Glenelg Greater Geelong Corangamite Mortlake Moyne Geelong Camperdown Winchelsea Terang Portland Warrnambool Colac Surf Coast Queenscliffe Port Fairy Anglesea

Lorne Colac-Otway

Apollo Bay

Population: projected growth and decline Barwon-South Western Region has an estimated residential population of 323,410. It includes people living in Geelong, larger regional centres, coastal towns and hinterland communities. The Barwon area of the region has experienced population growth whereas the South West area has had population decline with the exception of Warrnambool. The South West area also has a considerable ageing population, which poses challenges for planning future services. 2 Strategic priorities 2003–2006

Profile and population projections

People 323,410 people 7% of Victorian population 227,126 in Barwon 70% of region 96,284 in South West 30% of region 184,331 in Geelong 57% of region 253,953 aged 15 & over 79% of region 47,988 aged 65 & over 15% of region 39,248 born overseas 12% of population 2,216 Indigenous persons 0.7% of region

Places Population City of Greater Geelong 184,331 Warrnambool 28,754 Colac 9,883 Portland 10,100 Hamilton 9,033

Population projections to 2006 Geelong up 4% Surf Coast up 9% Warrnambool up 6% Corangamite down 6% Southern Grampians down 4%

Socio-economic profile The Barwon-South Western Region is socio-economically disadvantaged in most of the nine local government areas with the exception of the Surf Coast Shire when compared to Victorian averages. In terms of individual income per week, the region comprised 42 per cent of income earners, earning less than $300 per week compared to the Victorian average of 38.9 per cent (ABS 2001). In March 2002, the region’s unemployment rate was 4.3 per cent compared to Victoria’s 6.3 per cent. The City of Greater Geelong had the highest regional rate Strategic priorities 2003–2006 3

(5.8 per cent) and Moyne Shire (2.9 per cent) had the least amount of unemployed persons. The region had on average 13 per cent of one-parent families, compared with 14.8 per cent for Victoria (ABS 2001). The percentage of regional preschool children receiving a funding subsidy was 8.9 per cent above the state average of 28.4 per cent. Colac Otway Shire (51.9 per cent) was 23.5 per cent above the Victorian average. The average regional number of eligible aged persons in receipt of aged pensions per 1,000 of the population was 623, which is comparable to the state average of 673 per 1000 eligible persons (Centrelink June quarter 2002). The number of persons in receipt of a disability pension is slightly higher (55.5 per 1000) than the state average at 50 per 1000. Colac Otway Shire was 18.6 per 1000 higher than the Victorian average and Warrnambool was 12.7 per 1000 higher. Health status The life expectancy of males in the Barwon-South Western Region (75.14 years) is significantly lower than the Victorian average of 75.59 years. The regional life expectancy for females (81.34 years) is just below the state average of 81.41 years (Victorian Burden Disease 1996). Disability-Adjusted Life Years (DALY) is a measure of the overall disease burden on a community. Cardiovascular disease, cancer and mental disorders are the leading causes of burden in the region. For males, Corangamite/Moyne is ranked in the ten lowest health status areas in Victoria. The region had above average rates for cancer for both males and females. The Barwon-South Western Region had higher than average DALY rates for cardiovascular disease. The highest rates found were in Corangamite/Moyne (Ranked 73 out of 78) and Southern Grampians/Glenelg (Ranked 71) for males and Warrnambool ranked the worst in the state for females. The standard number of General Practitioners (GPs) per 1300 population is one GP. The State measure is 1.05 and the region’s average GPs is 1.16. Six local government areas are below the state average. Acute health separations are a measure of clinical activity within hospitals. The region has significantly higher acute hospital separations than the Victorian rate (221 per 1,000 population). Six regional municipalities were above the Victorian rate: Colac Otway Shire (279), Corangamite Shire (336), Glenelg Shire (368), Moyne Shire (261), Southern Grampians Shire (355) and Warrnambool City (301). Three local government areas were below the state rate or just above: Surf Coast Shire (155), Borough of Queenscliffe (176) and City of Greater Geelong (223). 4 Strategic priorities 2003–2006

2002–2003 regional budget

The total regional budget is $448 million. The region both funds and directly provides services. 185 agencies are funded in the region with a budget of $405 million. Percentage funding on Barwon-South Western Region Funded Programs is illustrated below.

Aged and Home Care 10%

Community Care 7%

Disability Services 7%

Acute Health Housing Assistance 2% Services 63% Mental Health 8% Primary Health 2% Public Health and Drugs 1%

Regional office The regional office has a total internal budget of $43 million. Of this, $39 million is spent in direct service areas: Disability $23 million Community care $8 million Housing $8 million Strategic priorities 2003–2006 5

Regional staff

The Barwon-South Western Region Department of Human Services employs 986 full-time and part-time staff in locations throughout the region (April 2003).

Barwon-South Western Region organisational and functions chart

Jan Snell Regional Director

Geoff Iles Tim Harrop Peter Quail Rob Bromley Manager Manager Manager Manager Health, Housing and Community Services Quality Improvement Corporate Services Aged Care

Acute Health Child and Family Aboriginal Services Human Resource Services Management Mental Health Risk Management Community Services Occupational Health and Community Health Cultural Diversity Partnerships Safety Public Health Strategic Planning Disability Services Financial and Aged Care Performance and Administrative Services Colanda Residential Monitoring School Nursing Services Fire Risk Management Population Health Housing Analysis FOI and Privacy Emergency Management Information Technology

Back row left to right: Rob Bromley, Tim Harrop, Geoff Iles. Front: Jan Snell, Peter Quail. 6 Strategic priorities 2003–2006

Regional Department of Human Services staff undertake a diverse range of activities and deliver programs to people and communities throughout the region. Staff members work in the following areas:

Community Services Actual staff numbers 167 Disability Services Actual staff numbers including Colanda 662 Health, Housing and Aged Care Actual staff numbers 111 Corporate Services Actual staff numbers 42 Regional Directorate Actual staff numbers 4

The following chart provides an indication as to the full-time equivalent staffing levels in the region.

Regional staff (FTE)

Health, Housing and Aged Care 11.76% Regional Directorate 0.47%

Disability Community Services 17.74% Services 65.55%

Corporate Services 4.48%

This Strategic Plan highlights the majority of the key strategic priorities for the next three years. It is important to recognise the ongoing work that is undertaken by regional staff. The quality of this work should not be overlooked. This work includes: •Providing assistance, support and sometimes intervention for children, young people and their families who face a range of difficulties and have a broad range of needs • Supporting people with disabilities to live and participate in community life •Providing community agencies with funding and other resources to provide services to local communities Strategic priorities 2003–2006 7

• Therapeutic and practical support for young children with developmental delays and their families to maximise their developmental opportunities • The provision, maintenance and redevelopment of social housing to meet community housing needs as they change over time • Support through rehabilitation, health and education services and positive social experiences for young people on court orders to enhance their ability to function well in their local communities • Ensuring departmental staff are paid and have access to the resources necessary to undertake their work • Access to current demographic and other data to support the department and agencies in the region with planning and service development. 8 Strategic priorities 2003–2006

Government, departmental and regional priorities

The Victorian Government’s Growing Victoria Together policy is a whole-of- government, direction-setting statement. Two of its policy components are particularly relevant to the Department of Human Services: • Developing high quality, accessible health and community services. • Building cohesive communities and reducing inequalities.

Department of Human Services mission To enhance and protect the health and well being of all Victorians, emphasising vulnerable groups and those most in need.

Key challenges facing the department and region Challenge 1: Managing demand for services • Meeting increasing demand for services. •Meeting the increasing complexity of client need. Challenge 2: Improving service viability and productivity • Using progress in technology and knowledge. • Ensuring economic sustainability. • Developing a flexible and skilled workforce across Victoria. • Modernising ageing infrastructure. Challenge 3: Acting sooner and more effectively • Addressing changing patterns and inequalities in health and wellbeing. • Shifting the service focus toward prevention and early intervention. • Alleviating the pressure on families and young people. • Improving social cohesion and participation in family life. • Delivering services around person and place. Strategic priorities 2003–2006 9

Departmental objectives 1. Building sustainable, well-managed and efficient human services. 2. Providing timely and accessible human services. 3. Improving human service safety and quality. 4. Promoting least intrusive human service options. 5. Strengthening the capacity of individuals, families and communities. 6. Reducing inequalities in health and wellbeing. Regional priorities In reference to government and departmental priorities, the region has developed six priority areas for action. 1. Planning for place 2. Developing partnerships 3. Strengthening early intervention 4. Delivering responsive services for Aboriginal communities 5. Improving services 6. Investing in a quality workforce The region will address these priorities in the following ways: Planning for place

Policy context The government has as one of its central objectives to build stronger communities and to reduce disadvantage in the community. To achieve this policy direction, the region has commenced work on neighbourhood renewal and community building in several locations. The initiatives are characterised by working in partnership with local communities to enhance their abilities to build capacity. In addition, the region is working with funded agencies on a sub-regional basis to ensure the services provided meet the needs of the sub-regions and the communities contained therein. 10 Strategic priorities 2003–2006

How we will do this What we want in the Barwon-South Key targets to achieve Western Region and milestones Responsibility

Develop a methodology, Improve planning Standards identified by Manager Health, Housing principles, planning methodology by determining December 2003. Aged Care framework and action plan standards for a base level of Manager Community to improve the social, health, service provision for a given Services economic and housing population. conditions of people living in Analyse the demographics. Demographic profile Manager Quality the Barwon-South Western developed for each LGA by Improvement Region. December 2003.

Complete service mapping Service Map completed by Manager Health, Housing across all service sectors December 2003. Aged Care within the region. Manager Community Services Manager Corporate Services

Utilise information derived to Priority areas identified and Regional Executive identify priority areas for Action Plans developed for investment. each priority area by June 2004.

Engage community leaders, Agreed engagement strategy Regional Executive local government and other with relevant communities, government departments in local government and communities of interest. government departments by June 2005.

Engage social, economic, Engagement strategies Regional Executive business and environment implemented by June 2005. networks including service clubs.

Develop and implement Strategies implemented by Regional Executive strategies following June 2006. consultation with communities. Strategic priorities 2003–2006 11

How we will do this What we want in the Barwon-South Key targets to achieve Western Region and milestones Responsibility Continue to implement Projects commenced in Manager Health, Housing community development Corio, Norlane and Rosewall Aged Care programs including: in 2002-2003. Manager Community • Best Start Project commenced in Colac Services • Neighbourhood Renewal July 2003. • Community Building Projects to be evaluated by July 2005. • Geelong Innovations Project.

Implement sub-regional Strategies implemented by Manager Health, Housing planning processes in: December 2004. Aged Care Southern Grampians/Glenelg Moyne/Corangamite/ Warrnambool.

Establish a Neighbourhood Group established and Manager Health, Housing Renewal Advisory Group with operational June 2003. Aged Care a structural inter-program Manager Community planning capacity. Services

Develop a Partnerships Plan, Plan developed by Manager Health, Housing which describes a common September 2003. Aged Care approach to cross program Manager Community planning. Services

Reform funding models for New funding models agreed Manager Community smaller funded agencies to December 2003. Services maximise community Manager Health, Housing outcomes for Planning for and Aged Care Place. Manager Quality • Community Connections Improvement •Wathaurong.

Implement a new funding New funding model agreed Manager Health, Housing model for small rural health July 2004. Aged Care services. 12 Strategic priorities 2003–2006

Developing partnerships

Policy context Partnership is a key government priority. The Department of Human Services has given it the status of a Flagship Project. The Partnership Project focuses on developing a single departmental approach to its relationship with service providers, users of services and the broader community. Partnership is based on collaboration, value, client rights, transparency and sustainability. This approach will assist in achieving quality outcomes. At the regional level, partnerships are with communities, community-based agencies, other Victorian Government departments, tertiary education providers and local government. The aim is to achieve: • Redirection from transactions to client focused and service delivery objectives • Collaborative and locally focused policy development and service planning • Understanding and respect for roles and responsibilities • Support, equip and train staff to deliver quality services and achieve joint objectives.

How we will do this What we want in the Barwon-South Key targets to achieve Western Region and milestones Responsibility

Strong relationships with the Review existing consultation Reviews completed by Manager Health, Housing community sector based on groups (external and internal) December 2003. Aged Care respect and reciprocity. including: Manager Community •Koori Aged and Disability Services Network Advisory Manager Quality Committee Improvement • Health Services Forum • Regional Disability Advisory Group • Regional Advisory Group • Innovations groups • Regional Koori Human Services Forums. Strategic priorities 2003–2006 13

How we will do this What we want in the Barwon-South Key targets to achieve Western Region and milestones Responsibility

Continue to develop and Reviews completed for Manager Health, Housing implement community, relevant areas by July 2004. Aged Care agency and client feed back Manager Community systems. Services

Map agency reporting Reporting requirements Manager Corporate Services requirements. documented by June 2003.

Rationalise data collection Completed by June 2004. Manager Corporate Services and analysis.

Develop an agency feedback Interim system/report by Manager Corporate Services mechanism. September 2003.

Develop client feedback Mechanisms developed Manager Health, Housing mechanisms. June 2004. Aged Care Manager Community Services

Identify agencies at risk in Agencies identified by Manager Health, Housing the following areas: service March 2004. Aged Care delivery, governance and Manager Community financial viability. Services Manager Corporate Services

Develop a Risk Management Risk Management Strategy Manager Health, Housing Strategy for “at risk” developed by June 2004. Aged Care agencies. Manager Community Services Manager Corporate Services 14 Strategic priorities 2003–2006

Strengthening early intervention

Policy context There is a growing worldwide recognition that early intervention and prevention are preferable strategies to tertiary responses. The Victorian Government in Growing Victoria Together states ‘There is also clear evidence that early intervention and prevention are vital to keep people of all ages and abilities living healthy and active lives in the community and to break the cycles of inequality, poverty and crime’. Strengthening early intervention is a departmental and regional priority.

How we will do this What we want in the Barwon-South Key targets to achieve Western Region and milestones Responsibility

Improve the health and Develop a service system Pathways developed Manager Health, Housing well-being of communities by that will provide: information, and implemented by Aged Care reducing the number of early identification, timely December 2004. Manager Community clients accessing tertiary access, appropriate Services human services systems and intervention and continuity enhance/increase the of service provision. capacity of the service Develop program linkages system to deliver early and client follow-up intervention and prevention strategies. strategies. Embed in funding and Service Agreements Manager Health, Housing service agreements modified by July 2004. Aged Care principles of outreach, Manager Community assertive re-engagements Services and continuity of care.

Develop a principle that Policy developed by Manager Health, Housing endeavours to target new July 2004. Aged Care resources to early Manager Community intervention strategies. Services

Establish an internal cross Pathway developed by Manager Community program continuum of July 2004. Services service for vulnerable clients. Manager Health, Housing and Aged Care Strategic priorities 2003–2006 15

How we will do this What we want in the Barwon-South Key targets to achieve Western Region and milestones Responsibility Re-establish protocols for Protocols developed by Manager Health, Housing working relationships December 2004. Aged Care between program areas Manager Community particularly in relation to Services transitional issues.

Develop the Health Strategy developed Manager Health, Housing Promoting skills in the December 2003. Aged Care workforce inside and outside the department.

Develop a model for Model developed by Manager Health, Housing increased health promotion December 2004. Aged Care activities through Neighbourhood Houses by Acute Health funding substitution. 16 Strategic priorities 2003–2006

Delivering responsive services for Aboriginal communities

Policy context The Barwon-South Western Region of the Department of Human Services recognises Aboriginal and Torres Strait Islander people as the first Australians, with a unique culture and spiritual relationship to the land and sea. The region is strongly committed to improving the cultural, spiritual, health, emotional and economic well-being of Aboriginal people in this region. The region is also committed to supporting and implementing recommendations from the Royal Commission into Aboriginal Deaths in Custody and the National Inquiry into the Separation of Aboriginal and Torres Strait Islander Children from their Families. The region also recognises the impact of past policies on the health and well-being of the Aboriginal community. The region will partner with Aboriginal communities to ensure responsive human services and improved health outcomes for all Indigenous people living in the region.

How we will do this What we want in the Barwon-South Key targets to achieve Western Region and milestones Responsibility

A wholistic, coordinated Develop and implement a Plan developed by Manager Quality approach to improving the Regional Aboriginal Services June 2003. Improvement responsiveness and Plan. Evaluation conducted by accessibility of department December 2004. services for the Aboriginal communities in the region. Develop and monitor key Framework developed and Manager Quality Support for the capacity Aboriginal service indicators implementation to begin July Improvement building of Aboriginal via a Balanced Scorecard 2003. Quarterly reports managed community and approach. prepared and provided to health services across the Regional Executive. region. Enhance the information Audit undertaken and Manager Corporate Services technology capacity of support areas actioned Aboriginal funded agencies. September 2003. Strategic priorities 2003–2006 17

How we will do this What we want in the Barwon-South Key targets to achieve Western Region and milestones Responsibility

Reduction in the number of Develop an awareness of Number of Indigenous Manager Community Aboriginal children in non- foster care or similar children reduced in non- Services Indigenous out-of-home programs and recruit carers Indigenous out of home placements by increasing through Aboriginal placements. Report via the number of Aboriginal organisations. quarterly reporting. carers. Scope what is already in use Scoping exercise completed Manager Community in other Department of December 2003. Services Human Services regions and adapt for use in Barwon- South Western Region.

Strengthen the Kinship Increased number of Manager Community program by redeveloping the Aboriginal Kinship Services relevant guidelines. placements. Report via quarterly reporting.

Ensure better material Reduction in Indigenous Manager Community assessments of prospective placements breakdowns. Services carers are undertaken to Report on a quarterly basis. ensure Aboriginal carers are not disadvantaged financially when providing care.

Improve Indigenous Increase the number of Draft proposal for redirection Manager Community preschool participation. preschool Aboriginal early of funds developed by Services childhood field officers. June 2004. Preschool field officers increased by 2005.

Increase the number of Develop and implement a Plan developed June 2004 Manager Corporate Services Indigenous employees in the regional Wur-cum barra plan. and evaluated by July 2006. Manager Quality region and funded sector Improvement and retain them in public sector employment. 18 Strategic priorities 2003–2006

How we will do this What we want in the Barwon-South Key targets to achieve Western Region and milestones Responsibility

Reduce the number of Establish a prevention Strategy developed by Manager Community Indigenous children and program for “coming into June 2004. Services youth coming into contact contact” with child with child protection and protection and juvenile juvenile justice services. justice services.

Establish family support Workers engaged by Manager Community workers within Aboriginal June 2004. Services agencies.

Strengthen the partnership Strategy developed by Manager Community between Family Violence and June 2004. Services Family Support programs.

Ensure all Indigenous Identify isolated Indigenous Strategy developed by Manager Quality families in the Barwon-South families in Barwon-South June 2004. Improvement Western Region access Western Region (link families services relevant to their that do not access existing needs. Aboriginal agencies).

Improve the Maternal and Improve the access to Culturally appropriate Manager Community Child Health of Indigenous Maternal and Child Nursing Education Strategy Services women and children. Services (MCHN) for developed by June 2004. Aboriginal mothers and children.

Develop an outreach model Model developed by of service delivery by MCHN. September 2004.

Improve Indigenous access Redevelop the Koori Hospital Redevelop program Manager Health, Housing to regional health services. Liaison Officer Program. operational by June 2004. and Aged Care Manager Quality Improvement

Establish Indigenous Committees established by Manager Health, Housing Advisory Committees for June 2004. and Aged Care major health services. Manager Quality Improvement Strategic priorities 2003–2006 19

Improving services

Policy context Barwon-South Western Region is committed to continuous improvement in aged care, health, housing, disability and community services. The region is constantly seeking new ways to improve its services consistent with its mission.

How we will do this What we want in the Barwon-South Key targets to achieve Western Region and milestones Responsibility

To continually improve Improve the infrastructure of Timelines for major capital Manager Health, Housing service outcomes for regional service delivery by projects met (reported and Aged Care residents of Barwon-South implementing major capital quarterly). Western Region. projects.

Implement the Regional Plan implemented Manager Corporate Services Department of Human (December 2003). Services Accommodation Plan.

Explore flexible uses of Proposals developed Regional Executive existing infrastructure and (February 2004). new funding opportunities.

Review existing service Priority sharing and Regional Executive delivery practice to identify improvement areas identified and market examples of (December 2003). good practice and opportunities for cross- Implementation plans Regional Executive program improvement and developed (June 2004). service expansion. Redeveloped service Regional Executive operational (July 2006).

Develop, implement and Framework developed Manager Quality review a Regional Risk (June 2003). Improvement Management Plan. Evaluation completed Manager Quality (December 2003). Improvement 20 Strategic priorities 2003–2006

How we will do this What we want in the Barwon-South Key targets to achieve Western Region and milestones Responsibility

Develop, implement and Plan endorsed by Regional Manager Quality review a Regional Quality Executive (July 2003). Improvement Plan.

Implement Regional Balance scorecard Manager Corporate Services Balanced Scorecard. framework implemented (June 2003).

Formal review of framework Manager Corporate Services (June 2004).

Ensure compliance with Compliance requirements Manager Corporate Services accreditation/certification documented Manager Health, Housing standards: (September 2003). and Aged Care • Fire Risk Management Ongoing monitoring and Manager Corporate Services •Aged Care reporting to Regional Manager Health, Housing • Safety Performance Executive (quarterly). and Aged Care Management System.

Develop a regional Plan developed Regional Executive communication strategy to (December 2003). improve working relationships between Plan reviewed Regional Executive regional staff, funded (December 2004). agencies and the community.

Develop, implement and Plan developed Manager Corporate Services review a regional Information (December 2003). Technology and Training Plan. Plan reviewed Manager Corporate Services (December 2004). Strategic priorities 2003–2006 21

Investing in a quality workforce

Policy context This theme describes the ongoing development of regional and funded agency staff and the provision of safe and secure work environments. Further the strategies are designed to provide staff with a range of opportunities and materials to enable efficiency and effectiveness in their work.

How we will do this What we want in the Barwon-South Key targets to achieve Western Region and milestones Responsibility

Develop a workplace where Review, maintain and Improvement in average Manager Corporate Services staff feel safe and secure communicate to staff an Return to Work period taking into account the appropriate OHS strategy (reported quarterly). diverse range of work incorporating: Reduction in Workplace environments. • Health and Well-being Plan Injuries (reported quarterly). • Accommodation Plan Improvement to 100 per cent •Human Resource attendance at Orientation Management Plan. Program (reported quarterly).

Develop partnerships with Evaluate current and future Deficits and future needs Regional Executive the community to ensure a workforce deficits in relation quantified (June 2004). skilled and qualified funded to service needs. workforce to deliver quality service outcomes to the Develop and implement a Workforce Plan endorsed by Regional Executive community. comprehensive Human Regional Executive Services workforce plan. (December 2004).

Workforce Plan Regional Executive implementation on track (2005 & 2006). 22 Strategic priorities 2003–2006

How we will do this What we want in the Barwon-South Key targets to achieve Western Region and milestones Responsibility

Develop a skilled and quality Implement Human Strategy developed Manager Corporate Services internal workforce to meet Resources Management (June 2003). current and future service Strategy. needs and government priorities. Develop and implement a Strategy developed Manager Corporate Services communication strategy. (July 2003). Strategy implemented (June 2004).

Develop a proactive staff Strategy developed Manager Corporate Services development strategy. (July 2003). Strategy implemented (June 2004).

Develop a workplace where Develop and implement a Plan documented Manager Corporate Services staff are motivated and regional Reward and (June 2003). committed to achieving the Recognition Program. Plan implemented region’s priorities and are (October 2003). acknowledged for their contributions.