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Department of Healthand Human Services

Policy and FundingGuidelines 2017Volume 3: Human Services Policy and Funding Plan2015-19, update 2017-18

Chapter 1: Overview and key initiatives

Department of Healthand Human Services

Policy and FundingGuidelines 2017Volume 3: Human Services Policy and Funding Plan 2015-19, update 2017-18


To receive this publication in an accessible format phone 9096 2742, using the National Relay Service 13 36 77 if required, or email Service Agreement Communications <[email protected]>.

Authorised and published by the Victorian Government, 1 Treasury Place, Melbourne.

© State of Victoria, Department of Health and Human Services, July 2017.

Where the term ‘Aboriginal’ is used it refers to both Aboriginal and Torres Strait Islander people. Indigenous is retained when it is part of the title of a report, program or quotation.

ISSN 2207-8347 (online)

Available on the department’s website <https://www.dhhs.vic.gov.au/policy-and-funding-guidelines>

Contents

https://www.dhhs.vic.gov.au/policy-and-funding-guidelines

mailto:[email protected]

How to use Volume 3 of the Policy and Funding Guidelines................................................................6

Chapter 1: Overview and key initiatives.................................................................................................71.1 Purpose of Volume 3 : Human Services Policy and Funding Plan 2015–19, update 2017–18.............7

1.2 Ministers and key objectives................................................................................................................. 7

1.3 Our outcomes framework and strategic directions................................................................................9

1.4 Relationship between Volume 3 and the Service Agreement.............................................................11

1.5 Service Agreement Information Kit.....................................................................................................11

1.6 The department’s future directions.....................................................................................................11

1.7 Meeting the needs of Victorians..........................................................................................................12

1.8 Service Agreement monitoring............................................................................................................17

1.9 Risk management............................................................................................................................... 18

1.10 Reporting requirements.................................................................................................................... 18

1.11 Service delivery tracking................................................................................................................... 18

1.12 The department’s Human Services Standards.................................................................................19

Acronyms, abbreviations and glossary................................................................................................24Glossary.................................................................................................................................................... 26

How to use Volume 3 of the Policy and Funding Guidelines The Department of Health and Human Services Policy and Funding Guidelines is published in three volumes. It is available online as separate volumes and chapters in Word format for greater accessibility.

• Volume 1: Departmental objectives • Volume 2: Health operations 2017–18• Volume 3: Human Services Policy and Funding Plan 2015–19, update 2017–18

Overview of Volume 3: Human Services Policy and Funding Plan 2015–19, update 2017–18 Volume 3: Human Services Policy and Funding Plan 2015–19, update 2017–18 has four chapters. The chapters are available on the department’s website <https://www.dhhs.vic.gov.au/policy-and-funding-guidelines> and are as follows:

• Chapter 1: Overview and key initiatives • Chapter 2: Human services output budget information and unit prices • Chapter 3: Operational and program policies • Chapter 4: Activity descriptions.

The activity descriptions are available as separate documents. They provide the business requirements for funding received via the Service Agreement.

Handy hints for searching onlineThere are some changes to activity names and numbers. All funded organisations should refer to their Service Agreement for the number and name of activities they are funded to provide.

RevisionsPlease note that revisions to activity descriptions or to chapters (for instance to reflect an updated Equal Remuneration Order unit price) may occur during the year. These changes are reflected in the footer as a revision number.

How to search for informationThe online search functionality displays activities for a specific output group, output, or individual activity by name or number.

You can:

• display all activities for an output group or output by selecting from the list

• search for an activity by its name or number by typing into the search field

• limit your search to a single output group or output by selecting an option from the list

• type the first three digits of an activity number to display results by number

• type at least one word of an activity name to show results for activities that match the word/s typed

• use the search button without entering any selections if you want to see a list of all activities.

Volume 3: Chapter 1 (July 2017)

https://www.dhhs.vic.gov.au/policy-and-funding-guidelines


1.1 Purpose of Volume 3 : Human Services Policy and Funding Plan 2015–19, update 2017–18 Volume 3: Human Services Policy and Funding Plan 2015–19, update 2017–18 details the key Victorian Government objectives, policies and initiatives impacting on the human services sector. Volume 3 is published to:

• improve transparency in budget allocation• provide funded community service organisations with detailed contextual information to support their

Service Agreement• encourage determination of funding parameters early in the planning cycle to improve the timeliness

of funding decision-making.

To assist community service organisations to deliver human services, Volume 3 includes detailed policy and funding information regarding service activities, performance measures, data collection requirements, and service standards and guidelines.

Volume 3 includes the following chapters:


• Provides an overview of the department’s objectives, key initiatives and new policies, and acronyms.

Chapter 2: Human services output budget information and unit prices

• Outlines the department’s budget for human services output funding to community service organisations, and details the new funding initiatives and unit price table.

Chapter 3: Operational and program policies

• Provides information about the Department of Health and Human Services (the department) operational and program policies including responsibilities, priorities, initiatives and legislation.

Chapter 4: Activity descriptions

• Includes descriptive information regarding service activities, targets, registration and standards, and performance measures.

This 2017–18 annual publication is an update, published at the beginning of the current Service Agreement period. It will continue to be updated during the financial year to ensure accurate information is published. These changes are advised to funded organisations via the Funded Agency Channel (FAC).

1.2 Ministers and key objectivesThe Department of Health and Human Services supports the portfolios of:

• The Hon Jill Hennessy, Minister for Health and Minister for Ambulance Services• Martin Foley, Minister for Housing, Disability and Ageing, and Minister for Mental Health• Jenny Mikakos, Minister for Families and Children, and Minister for Youth Affairs• The Hon John Eren, Minister for Sport• Gavin Jennings, Special Minister of State• Fiona Richardson, Minister for Women and Minister for the Prevention of Family Violence


Portfolio responsibilities

Health

The health system provides all Victorians with public services to address their health needs. It focuses on holistic care that addresses health conditions at the local level. The department contributes to system leadership, policy and governance responsibility for the management of the public health system. This includes responsibility for funding, performance monitoring and accountability, strategic asset management and system planning.

Ambulance services

Victorians deserve the highest quality ambulance services and they expect timely responses to emergencies. Ambulance services provide emergency and non-emergency services to contribute to integrated and accessible health and community services for all Victorians.

Housing

Having a safe, stable and secure home is essential for long-term health and wellbeing. A range of housing assistance is available to Victorians experiencing disadvantage, including long-term housing assistance in the form of public or community housing, private rental assistance and home ownership and renovation assistance. The department also funds crisis and emergency accommodation for those at risk of, or experiencing, homelessness.

Disability

The department works in partnership with people with a disability, their families and carers to provide support. One of the department’s key priorities is managing the implementation of the National Disability Insurance Scheme (NDIS) and its interface with the health services system, child protection and housing. The NDIS is a profound change in the disability service delivery environment and Victoria is transitioning to the full scheme over three financial years from 2016–19.

Ageing

The ageing portfolio addresses the needs of Victoria’s increasing ageing population, with a focus on the participation of seniors, wellbeing and health promotion, and appropriate high-quality services that enable older Victorians to remain independent for as long as possible.

Mental health

Mental health services support Victorians experiencing or affected by mental health problems or substance misuse, as well as their families and carers. This portfolio is responsible for mental health and drugs policy, planning, strategy and programs that deliver prevention, early intervention, treatment and support.

Families and children

To ensure the safety and wellbeing of children and young people and families, the department funds a range of early intervention, statutory and support services. Support for vulnerable children and families is closely connected to other services to strengthen families and communities.

Youth

The department aims to increase social and economic inclusion for young people experiencing social and economic disadvantage, and reconnect them with community, educational and employment pathways.


Sport and recreation

The department provides strategic leadership to the Victorian sport and recreation industry. It promotes lifelong participation and increased diversity in sport and recreation, as well as strengthening pathways for Victorian athletes.

The department manages the state government’s major sports facilities, investing in Victoria’s state community facilities to maintain the state’s reputation as the sporting capital of the nation.

1.3 Our outcomes framework and strategic directionsThe department is focused on delivering the following outcomes:

Victorians are healthy and well

• Victorians have good physical health• Victorians have good mental health• Victorians act to protect and promote health.

Victorians are safe and secure

• Victorians live free from abuse and violence• Victorians have suitable and stable housing.

Victorians have the capabilities to participate

• Victorians participate in learning and education• Victorians participate in and contribute to the economy• Victorians have financial security.

Victorians are connected to culture and community

• Victorians are socially engaged and live in inclusive communities• Victorians can safely identify and connect with their culture and identity.

The department will deliver health and human services that are person-centred and sustainable. Our services will:

• be appropriate and available in the right place, at the right time• respond to choice, culture, identity, circumstances and goals• be efficient and sustainable• be safe, high quality and provide a positive experience.

Strategic directionsOur strategic directions shape the way we develop and deliver our policies, programs and services.

Person-centred services and care

Many factors influence a person’s ability to experience a good life – family context, educational outcomes, housing, social support, work opportunities and workplaces, access to transport and recreational opportunities.

Person-centred services and care consider all the influences on a person’s health and wellbeing. The department designs services and funding models around people and their families.


This means:

• enabling people to look after themselves better• fostering meaningful relationships that help people improve their health (for example, via peer support

and community groups)• enabling people to work collaboratively with professionals as equal partners in their care.

Person-centred care considers the whole person to understand their physical, cultural and social context.

Local solutions

The department involves people and communities in the design and planning of services, and we align our service efforts with other community activities.

This means:

• taking place-based and community-centred approaches• developing new service models that take into account existing services and infrastructure, cultural

considerations and the long-term implications of our investment decisions• engaging collaboratively with evolving local partnerships to build relationships, share knowledge and

data, and jointly plan local and community actions.

Local solutions acknowledge that the government alone does not have the answers – we need to work with others to ensure effective outcomes.

Earlier and more connected support

The department works to prevent health and wellbeing problems, and has tailored service responses so that the department can meet the needs of people and their families.

This means:

• getting in early to help people build resilience• making services easier to navigate• breaking down the barriers within and across sectors.

Earlier and more connected support also depends on better digital infrastructure to enable information sharing.

Advancing quality, safety and innovation

The department will monitor and improve the quality and safety of health and community services, and work with partners to build evidence, share knowledge, scale effective practice and support practice development and change.

This means:

• making sure the people who work in health and human services are qualified and have the right mix of skills

• measuring quality, safety and client/patient experience and outcome data so the department can intervene quickly when poor performance is identified

• seeking improvements and innovations, evaluating performance, and reducing unacceptable variations in care and outcomes.

This strategic direction affirms the department’s commitment to client/patient safety and to improve the quality and effectiveness of the department’s interventions.


1.4 Relationship between Volume 3 and the Service AgreementThe Department of Health and Human Services Policy and Funding Guidelines is listed in the Service Agreement in Schedule 1 - Applicable Departmental Policies.

The Policy and Funding Guidelines contains information to support funded organisations with the Service Agreement.

The Service Agreement describes the contractual arrangements between the department and funded organisations, including key obligations, objectives, rights and responsibilities.

Funded organisations under the Service Agreement are to comply with the performance measures, data collection and other requirements listed in each activity description in Chapter 4 of this volume.

1.5 Service Agreement Information Kit The Service Agreement Information Kit provides funded organisations with information about the:

• Service Agreement’s structure, terms and conditions• departmental policies, procedures and initiatives that funded organisations are required to comply with• funding and payment information.

The Service Agreement Information Kit provides an overview of the committees involved in improving service and funding arrangements, such as the Human Services and Health Partnership and Implementation Committee (HSHPIC) and the Service Agreement Working Group (which is a working group of HSHPIC).

The Service Agreement Information Kit (SAIK) is available via the Department of Health and Human Services' internet site <http://www.dhs.vic.gov.au/facs/bdb/fmu/service-agreement>.

1.6 The department’s future directionsMajor reforms to community services - including the response to the Royal Commission into Family Violence, the Roadmap for Reform, and homelessness and social housing reform - are underpinned by the department’s core strategic directions: person-centred services and care; local solutions; earlier and more connected support; and advancing quality, safety and innovation.

These directions will require new service models that connect vulnerable Victorians to the full range of services that they need. Each interlocking service will be flexible to respond to the needs of individuals and to the resources, opportunities and challenges in different communities across Victoria.

These new service models will be supported by more flexible funding, a stronger focus on outcomes, and closer partnerships. The department will work with service providers and help them form links with other services, across sectors and with organisations throughout the community. Collectively, we will shift our thinking from being just funders or providers to responding to the needs of populations and communities as a whole. This approach to collaboration can help create a rich array of opportunities for Victorians who use community services, supporting sustainable improvements in their safety, health, wellbeing and social and economic participation.


http://www.dhs.vic.gov.au/facs/bdb/fmu/service-agreement/contents

1.7 Meeting the needs of Victorians The government is committed to pursuing a safe and secure Victoria, good health and wellbeing, full participation in society, cultural connection, genuine equality for every Victorian, and Aboriginal self-determination. The pursuit of these outcomes is reflected in Victoria’s Gender Equality Strategy; Multicultural Policy Statement; State Disability Plan, and the Statement on Self-determination.

The department is focused on improving the lives of all Victorians, especially those vulnerable and at risk. In addition to the whole-of-government policies, this focus is reflected in the department’s plans including:

• Victorian. And proud of it. Victoria’s Multicultural Policy Statement• Delivering for Diversity – Cultural Diversity Plan 2016–19• Language services policy • Rainbow eQuality Guide: to assist services to identify and adopt inclusive practices, and become

more responsive to the health and wellbeing needs of LGBTI people and communities.• Safe and Strong: A Victorian Gender Equality Strategy (Dec 2016)• Absolutely everyone: State disability plan 2017–2020• The 10-year mental health plan, including The Aboriginal social and emotional wellbeing framework

(under development)• Aboriginal Health, Wellbeing and Safety Strategic Plan (under development).

Some of these policies require reporting for some types of services, for example, in relation to arrangements for the provision of language services, and for public sector bodies, the development of a disability action plan.

Services are encouraged to consider ways in which they facilitate diversity. This includes providing a culturally safe environment for clients and staff, respecting diversity, listening and being responsive to the needs of our clients and communities. The department is focused on improving the lives of all Victorians, especially those vulnerable and at risk. The demand for human and community services is growing steadily in Australia. Disadvantage is estimated to cost the Victorian community $6.1 billion each year and this is expected to rise to $8 billion by 2020. Over coming years we can expect that Victorian Government services across the board - health, mental health, education, aged care, alcohol and drug treatment, housing, child and family welfare - will face continued demand pressures.

The department has a significant reform agenda to assist in meeting demand pressures and continuing to deliver an effective service response. The department also contributes to whole-of-government policy and reform directions. In the 2017–18 budget the department has received funding to assist in progressing a number of key government policy priorities in the areas of Aboriginal Affairs, the Latrobe Valley and, most significantly, family violence.

The government has identified family violence as the most important law and order issue facing the community and has undertaken to implement all of the Royal Commission into Family Violence’s 227 recommendations, providing funding of $572 million over three years as an immediate response. A 10-year Victorian Family Violence Plan has been developed. The department has received $372.4 million of the $572 million allocated to strengthen its response to family violence and begin to address the Royal Commission’s recommendations in its areas of responsibility. The development of the department’s own reform agenda will be informed by the government’s response to the Royal Commission and the wide-reaching impact of its recommendations into the future.


Funds have been allocated in the 2017–18 State Budget across the human services sector. This funding will provide greater investment in holistic and person-centred support and focuses on the achievement of lasting outcomes for people and families. Reforms such as the Roadmap for Reform: strong families, safe children; Victoria’s 10-year mental health plan; Ice Action Plan – Stage 2; and social housing and homelessness reforms have all been designed to provide the best possible outcomes for Victorians.

Roadmap for Reform: strong families, safe childrenOn 13 April 2016, the Victorian Government officially launched the Roadmap for Reform (the Roadmap) to deliver a system focused on:

• strengthening communities to better prevent neglect and abuse • delivering early support to children and families at risk • keeping more families together through crisis • securing a better future for children who cannot live at home.

The Roadmap will transform the child protection and family services sector from a crisis response to early intervention and prevention.

A phased approach to reform has been developed to enable effective co-design, deliver early successes and set the foundation for longer-term sustainable change. Implementation of the recommendations of the Royal Commission will impact on the delivery of health and human services, including homelessness and family violence services during the agreement period. Organisations will be advised of any changes to funding and service arrangements as information becomes available.

Victoria’s 10-year mental health plan The Victorian Government continues to implement one of its key election commitments - a 10-year mental health plan for Victoria.

The plan will help ensure that future investment is made in a coordinated, integrated way so that Victorians can access mental health services in the right place and at the right time.

Building on the plan’s priorities, the government released:

• a whole-of-government suicide prevention framework• a mental health workforce strategy.

An Aboriginal social and emotional well-being framework will be released in mid-2017.

The 2016–17 budget invested more than $51.7 million to support the mental health of children.

An expansion to mental health support for those who are in, or at risk of entering, the criminal justice system was announced in April 2017, ahead of funding in the 2017–18 budget.

The 10-year mental health plan sets an ambitious, long-term vision for the next decade, including better mental health and wellbeing, reducing the prevalence of mental illness, reducing suicide rates and providing better access to and choice about services for people with a mental illness.

A new Aboriginal social and emotional wellbeing framework has been developed as part of the 10-year mental health plan, and in association with the Aboriginal health wellbeing and safety strategic plan. This framework will improve the social and emotional wellbeing of Victorian Aboriginal people by reducing the incidence, severity and duration of mental illness, reducing suicide rates, and preventing and lessening the devastating impacts of family violence and alcohol and drug abuse.


Homelessness and social housing reforms In March 2017, the Victorian Government released Homes for Victorians, the housing affordability strategy, coordinated across government and across Victoria. Homes for Victorians is the Victorian Government’s response to the housing affordability crisis in Victoria.

Homes for Victorians is a record investment by the Victorian Government in social and affordable housing, changing taxes and concessions, and providing certainty in planning and housing supply to ensure the best housing outcomes for Victorians across the state.

Homes for Victorians outlines the delivery of the government's biggest ever investment into homelessness services and social housing. This will ensure that vulnerable Victorians are able to access a safe and stable home more quickly to provide the security they need to get back on their feet.

To deliver such a significant social housing response, the Victorian Government will work closely with our partners in the community housing, homelessness, finance and property development sectors.

To view the full strategy and learn more about Homes for Victorians visit <http://www.vic.gov.au/affordablehousing>.

To learn more about initiatives for social housing and homelessness visit <https://dhhs.vic.gov.au/homes-for-victorians>.

Homes for Victorians has five key directions:

1. supporting people to buy their own home

2. increasing the supply of housing through faster planning

3. promoting stability and affordability for renters

4. increasing and renewing social housing stock

5. improving housing services for Victorians in need.

The department has lead responsibility for the fourth and fifth directions and will work collaboratively with other departments in the delivery of all directions.

The social housing growth initiatives focus on building an affordable housing industry by providing more support to more partners in the delivery of new social and affordable housing and services. The initiatives will provide a range of social housing options ranging from long-term brick and mortar investments to interventions such as rental assistance for people who do not need long-term housing support.

Key initiatives include:

1. The $1 billion Social Housing Growth Fund, which provides a long-term financial commitment to supporting a pipeline of housing development projects on non-Victorian Government land (private, not-for-profit and local government), and through a program of leasing properties from the private market.

2. The $1.1 billion in financial instruments to encourage growth in the community housing sector, including a new $100 million facility providing low cost, long-term loans and up to $1 billion in loan guarantees to secure more competitive commercial finance.

3. The $185 million Public Housing Renewal Program will grow and sustain the supply of social housing in Victoria and improve the quality and suitability of homes in public housing estates. Stage 1 includes nine sites in Brunswick, North Melbourne, Heidelberg West, Clifton Hill, Brighton, Prahran, Hawthorn, Northcote and Ascot Vale.


https://dhhs.vic.gov.au/homes-for-victorians

http://www.vic.gov.au/affordablehousing

4. The management transfer of 4,000 public housing properties from the Director of Housing’s 64,000 public housing portfolio to the community housing sector will create more localised management of communities to promote a better, more tailored service that better responds to tenant’s needs.

The aim is to ensure that vulnerable Victorians receive the support they need to gain safe and secure housing and prevent recurring homelessness. The initiatives provide a combination of immediate interventions to help people now, whilst putting in place a system that promotes early intervention, provision of stable housing and homelessness prevention.

Key initiatives include:

1. The $152 million family violence housing blitz announced in April 2016, which includes funding to redevelop existing refuges, to provide private rental assistance, the delivery of 184 new social housing properties and head leasing for 124 dwellings and flexible tailored responses that meet the individual needs of victims of family violence, including support to stay safe at home.

2. Investment of $109 million to assist those at risk of or experiencing homelessness by responding early to ensure that people do not become homeless, providing person-centred responses and wrap-around support to better support people to sustain long-term housing and achieve independence.

3. $33.2 million for the private rental assistance program to provide flexible support and practical assistance that is tailored to the needs of each household. The assistance is provided through private rental brokers who help people access or maintain private rental housing. It is short-term in nature, in preference to more intense interventions, such as crisis and transitional housing.

Out-of-home care Out-of-home care is a temporary, medium or long-term living arrangement for children and young people who cannot live in their family home. Out-of-home care includes foster care, kinship care, permanent care, and residential care.

The out-of-home care service system provides services and supports to children and young people, including educational and health supports, and supports to carers to assist with creating and sustaining placements. Out-of-home care services work closely with educational and early childhood services to deliver the best possible outcomes for children and young people.

As part of the government’s Roadmap for Reform, the department is currently undertaking major reform of the out-of-home care system. This includes a review of the service model, and trialling and evaluation of new service approaches. Goals of the redevelopment include diversion of children and young people from out-of-home care where possible, and putting in place services which improve outcomes for children and young people who need to go into out-of-home care.

The service system is being redeveloped in response to the following initiatives.

Major developments as part of the reform program include:

• the introduction of targeted care packages to provide individually-tailored supports to divert children and young people from residential care, and to facilitate exit from residential care

• improving the safety and quality of residential care through the maintenance and renewal of residential properties, auditing of service providers, funding to support additional after-hours staff and the development of overnight safety plans

• support for Aboriginal self-determination to improve outcomes for Aboriginal children and young people in out-of-home care through the transfer of targets to Aboriginal organisations, and funding for Aboriginal foster and kinship care capacity building

• improving staff training for residential care workers and supporting foster and kinship carers through additional support and training


• providing funding to support permanent carers to meet the costs of caring for vulnerable children and young people

• trialling new service models in South Division to inform statewide service redevelopment.

Supporting self-determination – prioritisation of funding to Aboriginal organisationsIn March 2015, the Premier of Victoria, the Hon. Daniel Andrews, committed to supporting Aboriginal self-determination in Victoria. To this end, the department is currently undertaking work to support Aboriginal self-determination through prioritising funding to Aboriginal organisations.

During 2016, the Aboriginal Health and Wellbeing branch consulted the Victorian Aboriginal community, Aboriginal organisations and the funded sector in developing the department’s Aboriginal Health, Wellbeing and Safety Strategic Plan (the Strategic Plan), Aboriginal Engagement and Partnership Framework and the Aboriginal Social and Emotional Wellbeing Framework as part of the 10-Year Mental Health Plan. Overwhelmingly, the department was advised that:

• the short-term nature of funding to Aboriginal organisations left their programs and workforce vulnerable, and with numerous reporting requirements

• Aboriginal organisations and community members had limited involvement in the development of programs that affected them

• Aboriginal organisations and their communities are best placed to understand the complex needs of their community; they are connected to their communities and can provide culturally appropriate services and programs to Aboriginal communities

• Aboriginal organisations struggled to compete for funding with mainstream organisations to deliver services to the Victorian Aboriginal community due to their comparative organisational capacity and perceived capability.

This policy of prioritised funding to Aboriginal organisations seeks to strengthen the sustainability of Aboriginal community controlled organisations. The policy recognises that outcomes for Aboriginal people are greater when led by Aboriginal people and organisations.

From 1 July 2017, the following policy will apply to the allocation of all funding targeted to the provision of supports and services to Aboriginal people and communities:

• Funding for Aboriginal supports and services is to be directed to Aboriginal organisations.• Exemptions to this policy require a written justification of why allocation to an Aboriginal organisation

is not possible.• Exemptions to this policy require the sign-off of a deputy secretary (including cc to the Secretary).• Aboriginal organisations may sub-contract funding to other organisations. • If allocation to an Aboriginal organisation is not deemed possible, the following must be considered by

the deputy secretary:– whether an auspicing arrangement by a non-Aboriginal agency can be put in place as an interim

approach ahead of a transfer to a relevant Aboriginal organisation (a timeframe for the transition needs to be set and the transition process needs to be co-designed with and signed-off by the Aboriginal organisation)

– any non-Aboriginal agency allocated funding to support Aboriginal people and communities must demonstrate cultural competence, which is endorsed by the local Aboriginal organisation(s)

– this auspicing decision will be reviewed in 12 months– exemptions authorised by deputy secretaries will be monitored and reported to the Board annually

by the department.

This policy will be implemented in two phases.


This first phase will commence 1 July 2017 and will apply to newly funded Aboriginal specific programs under the allocation of ongoing Aboriginal health and wellbeing funding, currently known as Koolin Balit funding, and will also apply to newly funded Aboriginal specific programs secured in the 2017-18 State Budget.

The second phase will progressively apply to remaining Aboriginal-specific funded programs. This will include identifying potential funding for transition and developing a prioritised and planned approach to implementation. Further advice on the second phase will be provided within 2017-18.

Implementation will require system reform across the broader cultural and social determinants of health, wellbeing and safety, in consultation with Aboriginal communities. Flexible place-based solutions at the local level that embody the principle of self-determination will be prioritised to focus effort.

The policy will be reviewed after implementation. Monitoring of the policy will occur through structures set up as part of the department’s Aboriginal governance and accountability framework.

Definition of an Aboriginal organisation

An Aboriginal organisation:

• guarantees control of the body by Aboriginal people and guarantees that the body will function under the principle of self-determination

• is initiated by and for a local Aboriginal community• is based in a local Aboriginal community• is governed by an Aboriginal body which is elected by the local Aboriginal community• delivers holistic and culturally appropriate services and supports to the community, which controls it.

1.8 Service Agreement monitoring The Funded organisation performance monitoring framework (the monitoring framework) describes an end-to-end process for departmental monitoring staff to assess funded organisations’ compliance with the Service Agreement and for responding to identified performance issues. The monitoring framework is a critical part of the department's quality assurance approach and demonstrates accountability for effective and efficient expenditure of public funding. It is applied to funded organisations with a Service Agreement.

The monitoring framework applies risk management principles and provides a consistent approach in working collaboratively with funded organisations to ensure timely attention to the key risk areas of service delivery, governance and financial management.

Monitoring staff have responsibility for regularly engaging with organisations to monitor performance against the requirements of the Service Agreement. The Service Agreement Information Kit confirms the range of obligations applied to all funded organisations and the departments’ Policy and Funding Guidelines ensure that departmental staff are aware of the defined requirements for the funded activity. The activity descriptions are referenced by departmental staff to confirm any particular obligations that funded organisations need to address in regard to performance, training, accreditation, reporting and accountability against legislation, regulations and standards.

A key tool of the monitoring framework is the Service Agreement monitoring checklists. Commencing 1 July 2017, departmental staff monitoring and completing the Service Agreement checklists will be required to record in SAMS2 the funded organisations’ compliance against the key risk areas. Where issues are identified, monitoring staff are required to record an issue and corresponding remediating action/s in the Live Monitoring tab in SAMS2 after consultation with the funded organisation. Department monitoring staff will analyse an organisation’s data and record a comprehensive picture of an organisation’s performance and overall achievements to support overall policy and planning for the design of new service initiatives.


When there are serious allegations or evidence that an organisation has breached the Service Agreement, the department may either work collaboratively with the funded organisation to remediate performance failures, or conduct an independent review in accordance with the requirements of the Service Agreement.

1.9 Risk managementManagement and the board of funded organisations are responsible for their organisation’s governance, risk management, assurance and control processes.

Risk management is an integral part of good management and governance practice, and can support organisations to:

• improve decision making and planning to achieve goals and objectives• where possible, prevent and/or reduce the likelihood and consequences of adverse events• ensure staff, volunteers, people accessing services and other stakeholders have confidence and feel

protected when receiving services• focus on identifying ways services can be improved.

The risk attestation requirement of the Service Agreement seeks to practically improve the risk maturity of organisations over time. Organisations will reflect on what they currently have in place to manage risks, and confirm with the department of their status by answering a series of questions in the Services Agreement Compliance Certification.

1.10 Reporting requirementsOrganisations are accountable for the appropriate use of funding and for the delivery of services specified in the Service Agreement.

To ensure accountability, organisations are required to regularly report on services. This allows the organisation and department to periodically review progress and to adjust the Service Agreement targets if necessary.

Details of data collection requirements are located in Schedule 2 of the Service Agreement, in the Service Agreement Module on the Funded Agency Channel and in the activity descriptions included in departmental Policy and Funding Guidelines.

The department uses the data provided by funded organisations for monitoring service provision at the state wide and local level and for strategic and operational reporting to senior management and to ministers.

1.11 Service delivery tracking Over $1.7 billion per year is provided to over 1,400 funded organisations to deliver services on behalf of the department. The department has a responsibility to monitor and support funded organisations to provide these services.

In 2014, the department introduced a service delivery tracking process so that funded organisations can account for service delivery against their Service Agreement targets.

Organisations submit their performance data on a monthly basis through the online service delivery tracking tool in the My Agency section on the Funded Agency Channel (My Agency).

A total of 57 activities comprising home-based care, out-of-home care, child protection and family services, family violence and sexual assault, youth services, disability services, housing and homelessness have been reporting in the service delivery tracking system since it was rolled out.


1.12 The department’s Human Services StandardsStandards and independent review processes help to ensure quality services that deliver positive outcomes for the Victorian community.

The principles of the gazetted Department of Health and Human Services Standards (Human Services Standards) and independent review process are as follows:

• clients should be at the centre of service delivery with their rights promoted and upheld • standard review processes play an important role in ensuring that the policies, processes and

systems, which an organisation has in place, consider and uphold client rights and needs • standard review processes provide greater assurance to people accessing services about the quality

of the services they will receive• the Human Services Standards reduce red tape for service providers and provide greater flexibility for

the community sector to meet quality assurance requirements• the Human Services Standards ensure continuous quality improvement and support the participation

of clients in quality improvement.

Reducing red tapeThe Victorian Government is committed to reducing red tape. A key initiative was the streamlining of the former Department of Human Services program standards and independent review processes. The department amalgamated its quality standards and independent review process for children, youth and families’ services, homelessness services and disability services in 2012.

Human Services StandardsAll organisations funded to provide services to clients are required to meet the Human Services Standards. The Human Services Standards consist of the four service delivery standards plus the governance and management standards of the independent review body, chosen from the list endorsed by the department.

The standards and criteria are outlined below. More detailed information about the common evidence indicators and the program-specific indicators is available from the Human Services Standards evidence guide <http://www.dhhs.vic.gov.au/publications/human-services-standards-policy>.

Criteria Standard

1 EmpowermentPeople’s rights are promoted and upheld.

1.1 People understand their rights and responsibilities.1.2 People exercise their rights and responsibilities.

2 Access and engagementPeople’s right to access transparent, equitable and integrated services is promoted and upheld.

2.1 Services have a clear and accessible point of contact.2.2 Services are delivered in a fair, equitable and transparent

manner.2.3 People access services most appropriate to their needs

through timely, responsive service integration and referral.

3 WellbeingPeople’s right to wellbeing and safety is promoted and upheld.

3.1 Services adopt a strengths-based and early intervention approach to service delivery that enhances people’s wellbeing.

3.2 People actively participate in an assessment of their strengths, risks, wants and needs.

3.3 All people have a goal-oriented plan documented and


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Criteria Standard

implemented. This plan includes strategies to achieve stated goals.

3.4 Each person’s assessments and plans are regularly reviewed, evaluated and updated. Exit/transition planning occurs as appropriate.

3.5 Services are provided in a safe environment for all people, free from abuse, neglect, violence and/or preventable injury.

4 ParticipationPeople’s right to choice, decision making and to actively participate as a valued member of their chosen community is promoted and upheld.

4.1 People exercise choice and control in service delivery and life decisions.

4.2 People actively participate in their community by identifying goals and pursuing opportunities including those related to health, education, training and employment.

4.3 People maintain connections with family and friends, as appropriate.

4.4 People maintain and strengthen connection to their Aboriginal and Torres Strait Islander culture and community.The Human Services Standards evidence guide, September 2015, includes an addendum identifying specific information to help service providers assess their Aboriginal cultural competence.

4.5 People maintain and strengthen their cultural, spiritual, and language connections.

4.6 People develop, sustain and strengthen independent life skills.

Independent reviews and accreditation Accreditation and independent review processes help to ensure that service providers have acceptable levels of management, administration and service delivery in place and that there is a culture of continuous improvement.

Organisations are assessed against the Human Services Standards and the department-endorsed independent review body's governance and management standards. The independent review bodies governance and management standards cover the following areas:

• governance processes• strategic planning• cultural competency• legal compliance• financial management and accountability• contract management• risk management• quality systems• complaints, allegations, appeals• records management• information sharing/accessibility• human resources management – including pre-employment checks, training and development,

supervision and workforce• consumer participation and feedback.


Independent review bodies review and compile evidence that a funded organisation is meeting or not meeting the Human Services Standards and governance and management standards. The review includes:

• reviews of the organisation’s policies/documents/reports/service feedback• site assessments• client/staff/carer file reviews• client interviews/participation• stakeholder feedback.

Organisations must choose a review body from a range of endorsed review bodies. Organisations need to determine the due date for their independent review. The scheduling of reviews will be negotiated between the organisation and the review body, within contractual, registration and legislative requirements. Organisations and review bodies are required to inform the department of the review dates.

In the process of conducting a Human Services Standards review, independent review bodies will be encouraged to recognise any recent accreditation and/or audit processes undertaken by the organisation as part of assessing compliance with the department’s standards.

It is a condition of the Service Agreement and of registration (where relevant) that an organisation undertakes an independent review against standards by an independent review body and obtains and maintains accreditation every three years.

Where an organisation does not meet standards there is a requirement to:

1. immediately resolve any non-compliance with the standards that places a client at significant risk

2. resolve any other non-compliances within six months.

As part of their accreditation, service providers are encouraged by their independent review bodies to undertake continuous improvement processes and mid-cycle reviews, including self-assessment/s.

A moderation panel, managed by the department, supports consistent assessment across all independent review bodies. The moderation panel includes representatives from all independent review bodies.

The department’s Standards and Regulation unit is provided with a copy of an organisation’s review report by the independent review bodies.

Scope for independent reviewOrganisations that receive ongoing funding to deliver direct client services, such as counselling or accommodation services, are in scope for independent review except where a decision is made by the department to exclude an organisation.

A list of the funded activities that are in scope for independent review can be accessed at the department’s website <http://www.dhhs.vic.gov.au/publications/human-services-standards>.

The service activities in scope for independent review are also referenced in the ‘monitoring and review’ section of each relevant activity description in Chapter 4: Activity descriptions within Volume 3: Human Services Policy and Funding Plan 2015–19, update 2017–18.

If an organisation receives under $200,000 (plus annual indexation) in ongoing annual funding to provide advice, information, referral, aids and equipment or other services which provide goods only they will not be required to undertake an independent review.


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Funded organisations that have no direct relationship with clients and are funded to undertake, for example research, professional development, community development activities, policy advocacy and other peak body services, will not need to be accredited or reviewed in relation to the standards.

For organisations that receive under $100,000 (plus annual indexation) in annual funding for in scope services an independent review is required except where a decision is made between the organisation and the Standards and Regulation unit that a self-assessment report and quality improvement plan should be undertaken instead of an independent review.

Further information is available from the department’s Standards and Regulation unit and the department’s website <http://www.dhhs.vic.gov.au/publications/human-services-standards>. Alternatively, organisations can contact their local departmental contact.

Notification of serious concerns Whilst an independent review is being undertaken, the department will be immediately notified by the independent review body if it has evidence of, or serious concerns that:

• an organisation is failing or may fail to meet basic client needs or is putting a client at risk of significant harm

• an organisation is experiencing significant organisational disruption and/or executive mismanagement• the ongoing financial viability of the organisation is at risk• an organisation is fraudulent or potentially fraudulent or is engaged in other criminal activities.

Self-assessment and quality plan processWhere organisations are exempt from independent review they may be required to undertake a Self-assessment report and quality improvement plan in relation to the Human Services Standards and a set of governance and management criteria. The self-assessment report and quality improvement plan will be required to be provided to the department every eighteen months or three years depending on the level of funding received for services in scope of independent review. The self-assessment tool is available from the department’s website <http://www.dhhs.vic.gov.au/publications/human-services-standards>.

Relationship to registration The Disability Act 2006 and Children, Youth and Families Act 2005 set out the requirements for the registration of disability service providers and of community services that deliver community-based child and family services and/or out-of-home care services.

The service activities that require a service provider to be registered are detailed in the department’s Policy, Procedures and Forms for the Registration of Disability Service Providers and Community Services. They are also referenced in the ‘monitoring and review’ section of each relevant activity description in Chapter 4: Activity descriptions within Volume 3: Human Services Policy and Funding Plan 2015–19, update 2017–18.

For organisations registered under the Children Youth and Families Act, see information on Registration requirements for community services <http://www.dhhs.vic.gov.au/publications/registration-requirements-for-community-services>.

For organisations registered under the Disability Act, see information on Registration requirements for disability service providers <http://www.dhhs.vic.gov.au/publications/registration-requirements-for-disability-service-providers>.

To be registered or to apply for renewal of registration, organisations need to demonstrate compliance with the Human Services Standards, including the Aboriginal culturally-informed addendum to the Human


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Services Standards evidence guide. A requirement for organisations to meet the governance and management standards of their selected independent review body has also been gazetted.

Service providers are required to apply for renewal of registration not less than 60 business days prior to the expiry of the existing registration.

For further information, refer to the Policy, procedures and forms for the registration of disability service providers and community services <http://www.dhhs.vic.gov.au/publications/policy-procedures-and-forms-for-registration-of-disability-service-providers-and-community-services> or contact the Department of Health and Human Services Standards and Regulation unit <[email protected]>.

Relationship to the Service AgreementThe Service Agreement states that unless exempted by the department, funded organisations will undertake an independent review in relation to the Human Services Standards once every three years, and achieve and maintain accreditation against the Standards.

Failure to meet the independent review and accreditation requirements is considered a breach of the Service Agreement. Organisations are expected to obtain and maintain accreditation (and registration as required) for all in scope services or as requested in writing by the department.

The Service Agreement also specifies that the organisation agrees to the independent review body notifying the department once it has been engaged by the organisation and providing a copy of its review report and any relevant information about the organisation and its review to the department.


mailto:[email protected]

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Acronyms, abbreviations and glossary

The acronyms and abbreviations are correct at the time of publication and will be updated to reflect any policy changes throughout the 2017-18 financial year.

Acronyms/ abbreviations

Description

ACCO Aboriginal community controlled organisation

ACCOs Aboriginal community controlled organisations

ACHOs Aboriginal community housing organisations

ACSASS Aboriginal child specialist advice and support services

AFLDM Aboriginal family-led decision making

AFRS Adoption and family records service

AHCPES After-hours child protection emergency service

AIHW Australian Institute of Health and Welfare

AIRS Adoption information registry system

ASP Adolescent support program

CAHABPS Central after-hours assessment and bail placement service

CAHPS Central after-hours placement service

CAHS Central after-hours service

CALD Culturally and linguistically diverse

CASAs Centres against sexual assault

CEO Chief executive officer

CHAP Comprehensive health assessment program

CIMS Client incident management system

CIRC Children in residential care

CISVic Community information and support Victoria

COAG Council of Australian Governments

CRIS Client relationship information system

CRISSP Client relationship information system for service providers

CSO Community service organisation

DET Department of Education and Training

DLM Disability leasing model

DoH Director of Housing

DSC Disability services commissioner

DSR Disability support register



Description

DTF Department of Treasury and Finance

EFT Equivalent full-time

EPC PASDS Early Parenting Centres - parenting assessment and skill development services

ERC Expenditure review committee

FAC Funded agency channel

FFYA Futures for Young Adults

FIND Family information networks and discovery

FO Funded organisation

FPS Family preservation services

GP General practitioner

HEAC Health and education assessment coordinator

HEF Housing establishment fund

HSHPIC Human Services and Health Partnership Implementation Committee

IAV Intercountry adoption Victoria

ICMS Intensive case management services

IRIS Integrated reports and information system

IS Innovative support

KPOM Key performance measure

LCM Leaving care mentoring

MACNI Multiple and complex needs initiative

NAHA National affordable housing agreement

NDA National disability agreement

NDC National data collection

NDIS National Disability Insurance Scheme

NED FIND’s electronic database

NGO Non-government organisation

NILS No interest loan scheme

NP National partnership agreement

NPAH National partnership agreement – homelessness

NPARIH National Partnership Agreement on Remote Indigenous Housing

NPRIH National Partnership on Remote Indigenous Housing

PAES Parenting advice and education services

PAMS Property management IT platform

PASDS Parenting assessment and skills development services

PHIP Public housing infrastructure program



Description

PM Performance measure

QDC Quarterly data collection

RAMP Risk assessment management panels

RIS Regional individual support package system

RMP Refugee minor program

RP2 Residential care intermediate

RP3 Residential care complex

RTA Residential Tenancy Act

SAAP Supported accommodation assistance program

SAEAS Supported accommodation equipment assistance scheme

SAIK Service agreement information kit

SAMS Service agreement management system

SAMS2 Service agreement management system

SDT Service delivery tracking

SHASP Social housing advocacy and support program

SHIP Specialist homelessness information platform

SHSC Specialist homelessness services collection

SISB Service Improvement and Support branch

SOS Street-work outreach service

SWEP Statewide equipment program

TCP Targeted care packages

THM Transitional housing management

Triple P Positive parenting program

TSANZ Thoracic Society of Australia and New Zealand

URGIS Utility relief grant scheme information system

VANISH Victorian Adoption Network for Information and Self Help

VPTA Victorian public tenants association

WIRE Women's information and referral exchange

Glossary Activities

Activities are the lowest part of the hierarchy that builds up the department’s chart of accounts. Funding to services is channelled through the activity structure.

Activity descriptions

Written specifications with standard components, outlining each funded activity within the output groups.


Chart of accounts

A key budget management and reporting tool used to allocate and monitor resources.

Key documents (as in the activity descriptions)

Documents (also known as service standards and guidelines) which are identified (Acts, standards, policies and guidelines) that service providers must adhere to.

National Disability Agreement (NDA)

An agreement between the Commonwealth and State and Territory governments that covers funding and administration of specialist services for people with disabilities. The NDA came into effect on 1 January 2009 and replaces the third Commonwealth State Territory Disability Agreement.

Output group

Within the chart of accounts structure, activities are grouped to form components; components are grouped to form outputs; and, outputs are grouped to form output groups. The Department of Treasury and Finance (DTF) funds the department at ‘output group’ level.

Organisations/Funded organisations/Community service organisations

Organisations which are funded to deliver services are referred to as community service organisations (CSOs), funded organisations and/or organisations.

Performance measures and data collection

Each activity contains a set of reporting requirements known as performance measures and data collection items. The key difference between performance measures and data collection items is that performance measures are used in the Service Agreement and generally have a negotiated target. Many performance measures are aggregated and reported to the Department of Treasury and Finance to account for expenditure.

Quarterly data collection

An information system requiring funded organisations to submit data on clients receiving services.

Service Agreement Management System (SAMS2)

The online system used to record and produce Service Agreements.

Service Agreement

Contractual arrangements between the department and the funded organisation.

Targeted care packages

An allocation of funding attached to a specific child based on an assessment of that child’s needs to enable them to move out of residential care or prevent a child from entering residential care.

Unit prices

Funding to non-government agencies is largely administered through unit price funding. This incorporates a provision for salary, allowances, WorkCover and superannuation, as well as an administrative overheads component.

Victorian state disability plan

Under the Disability Act 2006 the Victorian Government is required to produce a state disability plan every four years. It is an overarching whole-of-government policy framework that is designed to drive social and economic inclusion of people with a disability.
