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Community Justice Program

Service Model DescriptionIntensive Residential Support

Service

Version 1.0

Office of the Senior Practitioner Ageing, Disability and Home Care, Department of Human Services NSW

September 2010

Document approval The Service Description for the CJP Intensive Residential Support Service has been endorsed and approved by:

________________________

Peter Goslett

Director, Community Justice Program

Approved: September 2010

Signature on file

_______________________

David Coyne

Executive Director, Office of the Senior Practitioner

Approved: September 2010

Signature on file

Document version control Distribution: Office of the Senior Practitioner

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Document name:

Service Description: CJP Intensive Residential Support Service

Version: The approved Version 1 supersedes previous Service Specifications prepared for interim Intensive Residential Support Services

Document status: Approved

File name: CJP/Service Description/Intensive Residential Support

Authoring unit: Office of the Senior Practitioner

Date: September 2010

Table of contents 1. INTRODUCTION 5

1.1 Background 5 1.2 Stronger Together and CJP 5

2. COMMUNITY JUSTICE PROGRAM 6

2.1 Aim of the Program 6 2.2 Purpose of CJP 7

3. CJP THEORECTICAL FOUNDATIONS & FRAMEWORK 8 4. CJP SERVICES 10

4.1 Overview of Services 10 4.2 Clinical and Casework Teams 10 4.3 CJP Accommodation Support Services 11

5. TARGET GROUP 12

5.1 Identification of CJP Service Users 12 5.2 Eligibility 12 5.3 Prioritisation factors 14 5.4 Referral 15 5.5 Suitability for Intensive Residential Support Service 15 5.6 General Profile of Potential Intensive Residential Support

Service Users 16 5.7 CJP Vacancy Management 17 5.8 Exiting CJP 17 5.9 Re-admittance to CJP 18

6. SERVICE DESCRIPTION 19 6.1 Definition of Intensive Residential Support Service 19 6.2 Classification of Services 19 6.3 Service Provision Principles 19 6.4 Intensive Residential Support Service Provision 20 6.5 Day Program and Activities 22

7. CJP WORKING WITH SERVICE PROVIDERS 23

7.1 CJP Involvement 23 7.1.1 Transition 23 7.1.2 Training 24 7.1.3 Tertiary Support 24 7.2 Other Specialist Support Services 24 7.3 CJP Case-management and Individual Planning 25 7.4 Documentation Provided to the Service Provider 25 7.5 Key Roles and Responsibilities 26

Community Justice Program. Service Model Description: Intensive Residential Support Service

8. FUNDING AN INTENSIVE RESIDENTIAL SUPPORT SERVICE 27 8.1 Funding Allocation 27 8.2 Community Integration Allowance 27 8.3 Contingency Emergency Fund 27 8.4 Training Funds 28 8.5 Cost Components 28 8.6 Banked Hours 28

9. ACCOMMODATION ARRANGEMENTS 29

9.1 Intensive Residential Support Accommodation 29 9.2 Specific Accommodation Requirements 29 9.3 Paying Rent 30 9.4 Managing the Accommodation 30 9.5 Property Modifications 31 9.6 Set Up of Accommodation 31

10. SERVICE OUTCOMES 32

10.1 Intensive Residential Support Service Outcomes 32 10.2 Service User Outcomes 32

11. INTENSIVE RESIDENTIAL SUPPORT SERVICE

PROVIDERS 33 11.1 ADHC as a Provider 33 11.2 Sourcing NGO Providers 34 11.3 General Requirements 34 12. CONTRACTUAL AGREEMENTS AND MONITORING 35 12.1 Funding Agreement 35

12.2 CJP Partnership Agreement 36 12.3 CJP/ADHC Partnership Agreement 36 12.4 Variation to the Partnership Agreement 36 12.5 Performance Monitoring 37 12.6 Performance Indicators 37 12.7 Minimum Data Set 38 12.8 CJP Contacts 38

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Community Justice Program. Service Model Description: Intensive Residential Support Service. September, 2010.

1 INTRODUCTION

1.1 Background The NSW Government recognises that there is a need to provide people with an intellectual disability who are exiting criminal justice facilities with an appropriate range of accommodation and support arrangements to meet individual requirements so that they will succeed in their integration into the community.

As part of the 2005/06 budget to the NSW Department of Human Services, Ageing, Disability and Home Care (ADHC), the NSW Government committed initial recurrent funding for the Community Justice Program (CJP) to accommodate and support young people and adults with an intellectual disability exiting correctional facilities.

1.2 Stronger Together and CJP

A further commitment of funds came in May 2006 when the NSW Government announced Stronger Together - a new direction for disability services in NSW 2006-2016. The 10 year plan for disability services aims to expand, within five years, the options for people with a disability requiring specialist accommodation support by 990 places, including the provision of 200 places for people leaving the criminal justice system.

To assist the planning and development of the new services ADHC has designed the Innovative Accommodation Framework which describes the range of accommodation support models to meet the support needs of people with a disability including those with complex needs. The Intensive Residential Support service model provides a residential, 24 hour a day support service within a safe and structured environment to manage people with high risks and or complex behaviours as well as actively developing their skills to assist them move toward less restrictive options including community integration. It is one of a range of innovative accommodation support options that have been introduced under Stronger Together. Typically the CJP Intensive Residential Support service is located on a rural property or large residential block with a spacious house or a co-located accommodation facility for up to five residents. The support programs are tailored around the specific needs of Service Users who have been assessed as requiring a high level of supervision together with specific programs to address their offending behaviours and ameliorate the risks they pose to themselves and/or others. This


service model is one of a range of four accommodation support models being planned and implemented for CJP across NSW. The CJP Intensive Residential Support service model recognises that most people with an intellectual disability presently in correctional centres require, on release, a level of support for a short to medium term in a stable accommodation arrangement. Without this support there is an increased likelihood that they will re-offend or become homeless. Historically there have been limited post-release options for this group, who tend to have a poor tenancy history and a high rate of recidivism. In essence, an Intensive Residential Support Service is the accommodation support option for a person who has committed a serious offence(s) and poses ongoing risks at their time of release. It provides a safe and structured environment in a community setting with a high level of support and supervision. A further initiative under Stronger Together is to expand and improve the quality of specialist and clinical support. Accordingly, the Office of the Senior Practitioner (OSP) has been established to oversee CJP and provide leadership and coordination to staff in the provision of services to people with an intellectual disability with complex needs and challenging behaviour.

2 COMMUNITY JUSTICE PROGRAM 2.1 Aim of the Program The primary aim of the CJP is to minimise re-offending of people with an intellectual disability who have exited a correctional centre. This can be achieved by facilitating appropriate community integration through the provision of specialised accommodation and support along with pre and post-release clinical and case management services.

CJP services aim to identify and respond to the Strengths, Needs, Risks and Goals of people with an intellectual disability, through the provision of

o Accommodation

o Behaviour Support

o Case Management

By providing appropriate support in these key areas the CJP aims to achieve improvement in service user’s behaviour and quality of life ultimately with the view to maximise independence in the community.


2.2 Purpose of CJP It is recognised that there are five critical points where people with an intellectual disability may come into contact with the criminal justice system. These are:

• the occurrence of a criminal offence or a series of minor offences;

• dealing with Police;

• court process and sentencing;

• imprisonment, detention, Community Service Orders and supervision; and

• re-integration into the community.

ADHC as the lead agency for disability services has a role at each of these points. CJP is specifically focused on client ‘re-integration into the community’ and funds and operates services for this purpose. In the broader context, it is recognised that cross government collaboration and service strategies are necessary to support and manage the people with an intellectual disability that come into contact with the criminal justice system. Accordingly, CJP is an interagency approach for which ADHC is the lead agency. A Senior Officers Group on Intellectual Disability and the Criminal Justice System, oversights an Agreement: The NSW Interagency Service Principles and Protocols that guides the individual departmental and collaborative work in supporting people with an intellectual disability involved in the criminal justice system. The purpose is to improve general community well-being and the quality of life of individuals by:

• reducing the prevalence in the criminal justice system of people with an intellectual disability by helping them succeed in the community through improved service planning, co-ordination and service delivery; and

• ensuring that the criminal justice and supporting processes respond appropriately and equitably to their circumstances.

The outcomes for people with an intellectual disability in regard to the criminal justice system by the adoption of the interagency approach will be that they:

• are less prevalent in the criminal justice system because they succeed in the community and are able to live there independently;

• have improved access to appropriate services and support to assist in meeting their day to day needs;

• are treated fairly and decently when they come into contact with the criminal justice system;

• have improved access to a variety of diversionary options to allow them to stay out of custody;


• are only incarcerated when they should be, if the crime justifies such action; and

• are re-integrated into the community with stable accommodation and support, to reduce the risk of recidivism.

3 CJP Theoretical Foundations and Framework The Community Justice Program operates on three underlying theories when providing services to clients with an Intellectual Disability who have offended. These are the principles of Positive Behaviour Support, the Psychology of Criminal Conduct and Good Lives Model of Offender Rehabilitation.

Positive Behaviour Support

Risk, Needs & Responsivity The Good Lives

Model

All of life planning

Policy / Legislation

Positive Behaviour Support

Approach goal orientated

Personality development

Actuarial risk assessment

Evidence based treatment

Positive Behaviour Support This refers to a constellation of practices and principles that have developed over the last three decades that provide direction on how a person with an intellectual disability should be best supported to reduce the incidence of challenging behaviour. This includes:

• The assumption that challenging behaviour is functional, in that the behaviour serves a function for the individual;

• That clients should receive an individualised needs assessment upon entry into service;


• That a comprehensive biopsychosocial assessment should be conducted to determine the function of the challenging behaviour;

• That a least restrictive alternative should be used to manage the behaviour; and

• That positive, as opposed to negative or punishment reinforcement should be used to manage challenging behaviours.

Psychology of Criminal Conduct This theory recognises that offending behaviour occurs as a result of ‘distant’ factors like personality predisposition and the learning of criminal behaviour (through social learning). The learning of the behaviour is governed by ‘close’ factors such as the expectations the individual holds about the behaviour and the actual consequences in response to the behaviour. It also states that factors closer in time to the offending behaviour have more influence over the behaviour. The model subsequently is individually specific and recognises the importance of biopsychosocial factors. The model also clearly directs assessment and intervention through the principles of Risk, Needs and Responsivity. Risk Principle states that clients should be prioritised for service and intensity of service based on their identified risk of recidivism utilising actuarial risk assessment measures. The Needs Principle states that intervention should be directed towards those changeable risk factors for offending shown to be most influential in influencing risk. These have been referred to as the criminogenic needs, of which seven have been identified. It also states that this should be done utilising cognitive behaviour therapy principles. Finally, the Responsivity Principle states that criminogenic needs should be addressed with consideration of those individual factors that can facilitate learning utilising cognitive-social-learning interventions. This includes such things as the client’s learning styles, cognitive capacity and motivation. The Good Lives Model

Ward and colleagues (2003; 2006) suggests that the principles of Risk, Need and Responsivity are necessary but insufficient for the effective rehabilitation of offenders. At the core of the Good Lives Model (GLM) is the idea that by supporting a person to live a better life they will have reduced motivation to offend and their lifestyle will be inconsistent with offending. The GLM contrasts to the RNR Model in this respect. This is because the RNR Model promotes ‘avoidance’ rather than ‘approach’ goals. The advantage of being goal directed is that it is easier to follow instructions of what to do rather than what not to do. People are also more likely to engage with services that are not constantly telling them to not do things. Ward suggests that the primary goal of intervention for an offender is to provide the person with the knowledge, skills and competencies to gain their goals in an acceptable manner.


A critical consideration of the GLM is that what one person perceives as a good life is different to the next. Therefore, offenders should be supported in obtaining goals in a manner that is both pro-social and consistent with the person’s preferences. Since people develop a sense of self and identity through the pursuit of primary goals, it is insufficient to give a person skills hoping they may act in a pro-social manner. Instead, it is necessary to support a person in developing a more pro-social and adaptive sense of identity which has meaning. This is a particularly important consideration when working with those with an intellectual disability, who often appear to want the identity of an offender as it is in many ways more positive than the identity of being disabled.

4 CJP SERVICES 4.1 Overview of Services CJP provides specialised accommodation support as well as pre and post-release case management and clinical services. CJP service provision is designed to have both specialist casework as well as a range of accommodation options to maximise the person’s chances of remaining out of custody and establish a way of life in the community that will meet their needs.

4.2 Clinical and Casework Teams There are three specialist teams within CJP: two Clinical Teams, and one Casework Team. The Teams are responsible for the provision of direct clinical and case work as well as supporting funded organisations to provide clinical and case work services for all service users within the program.

These Teams are located centrally within the OSP and have a regional staff member attached to the Regional Behavioural Intervention Teams (RBITs) in the Hunter, Northern, Western and Southern ADHC Regions.

During the pre and post-release periods CJP Casework and Clinical staff actively coordinate or support funded organisations through the transition phases prior to the Service User’s exit from custody and their placement in an accommodation support service.

For the initial three to six months of the placement of a Service User into an accommodation support service (the Service Provider) the CJP Clinical and Casework Teams are involved in the transition planning, service development, individual planning and staff training. A continuum of ongoing clinical and casework support is provided by CJP to the Service Provider depending on the provider’s capacity, contractual arrangements and the Service User’s needs. (See section 7, CJP Working with Service Providers.)


Whilst there is a separation of the components, it is expected that once the Service User is placed within the accommodation support service, the support staff will take up the person-centred support role. The support staff will be recruited by the Service Provider and trained by CJP and the provider to then actively support the Service User to increase their skills in order to effectively manage daily living requirements and integration into the community.

4.3 CJP Accommodation Support Services The CJP accommodation support service models are designed to enable Service Users to develop skills and take responsibility and control over their lives by transitioning through the service system which has a diminishing level of restriction and increased opportunity for independence.

While the aim of CJP is to move Service Users into independent living, that is, living within the broader community without ongoing support. It is acknowledged that a significant number will need to remain in a specific type of supported accommodation, long term or permanently as needed.

There is evidence1 that an accommodation system that is interlinked and comprises three support models: intensive, dispersed and an outreach support component, is the most appropriate model for the management of people with complex behaviours. The accommodation support service system needs to be flexible to enable alternative solutions, either back into a more supported environment, or out into a less restrictive option. Accordingly the CJP accommodation support service models are:

1. Intensive Residential Support

2. On-site Supported Living

3. Tailored Support Packages

4. Drop-in Support

The CJP accommodation support service system has the capacity to act as a ‘throughput model’, meaning that Service Users can move towards independence or into the community as their skills develop, their support needs permit and their risk behaviours reduce. The diagram below shows the possible initial placement and movement of Service Users over time, through the CJP accommodation support services.


It is also noted that all Service Users will not necessarily move through each service model as they acquire increased independence but may go from one directly into independent living in the community. Diagram 1: CJP Accommodation Support Throughput Model

Drop-in Support

Move from On-site Supported Living into Drop-in Support

Move from an Intensive Residential Service into On-site Supported Living

Move from custody into an appropriate placement

Move from Tailored Support Package into independent living

On occasions Service Users may need to move back into a more structured or supervised accommodation support environment due to episodic circumstances. There are detailed Service Descriptions for each of the above CJP service models. 5 TARGET GROUP

5.1 Identification of CJP Service Users

The referral, intake and assessment of individuals into the CJP is detailed in Section 4 of the CJP Program Guidelines, April 2010. Briefly stated, the identification of individuals with an intellectual disability in the criminal justice system is undertaken mainly by NSW Department of Justice and Attorney General: Corrective Services, NSW Department of Human Services: Juvenile Justice, or ADHC. A referral is made to the CJP Intake Information and Referral Officer.

The CJP Intake Officer provides a summary report from the referral information provided to the Referral and Assessment Panel (RAP) who then make a recommendation to the Executive Director, OSP for acceptance or otherwise into the program. Once accepted into the program, they are described as a CJP Service User.


5.2 Eligibility

For a person to be considered for services provided under the CJP, they must be a permanent resident of Australia and residing in NSW (or have resided in NSW prior to their most recent period of incarceration in another state).

A person must also satisfy the criteria outlined below which covers confirmation of intellectual disability, contact with the criminal justice system resulting in time spent in custody, risk of serious re-offending, and service availability.

Recommendations regarding a person’s eligibility and priority for services are made by a Referral and Assessment Panel. Priority factors are provided to guide panel considerations and the responsibility for approving access to the CJP ultimately rests with the Executive Director, OSP.

Criterion 1: Intellectual Disability

Adults and young people are eligible if they have intellectual disability or multiple disabilities where intellectual disability is also present.

A person has an intellectual disability when they meet the three criteria below or have a specific diagnosis as follows:

• Intellectual functioning measured at two or more standard deviations below the mean for the Full-Scale score on a recognised test of intelligence; and

• Significant deficits in adaptive functioning in two or more areas (significant is defined as two or more standard deviations below the mean or equivalent. The areas of functioning must be factors or domains, not subscales). Recognised norm referenced tests include Vineland ABS, Woodcock Johnson SIB, AAMR ABS-R; and

• These deficits in cognitive and adaptive functioning are manifest prior to 18 years.

OR

• Specific diagnosis of a syndrome strongly associated with significant intellectual disability made in a written report by a health professional or Diagnostic and Assessment Service.


Criterion 2: Criminal justice contact and risk of serious re-offending

• The person has established and continuing contact with the criminal justice system resulting in a custodial sentence, and has demonstrated a significant or imminent risk of re-offending placing themselves at risk of harm; or

• the person has committed a serious offence(s) (eg murder, serious assault, sexual assault, serious arson) resulting in a custodial sentence and there is a demonstrated significant risk of the client re-offending resulting in serious harm to others; or

• the person has established and continuing contact with the criminal justice system or allegedly committed a serious offence(s) (eg murder, serious assault, sexual assault, serious arson), has been remanded into custody and subsequently received non-custodial orders, and there is a demonstrated significant and imminent risk of re-offending placing the client at risk of harm or resulting in serious harm to others.

• Children and young people referred to the CJP will be considered for admission on the basis of their reoffending risk over the extent or severity of their offence history.

5.3 Prioritisation factors

• Immediacy of need: Whilst it is strongly recommended that referrals to the program are made as early as possible, it is recognised that at times, referrals will be made very close to the client’s release date. Often these clients will need to be considered an immediate priority.

• Barrier to community living: A person for whom release planning requires a model of support that is not currently identified within the service system (yet could be provided through CJP) where the absence of this support is or will imminently become the primary reason for the person’s retention in custody (beyond earliest release date or held on remand, a limiting term or under the jurisdiction of the Mental Health Review Tribunal). Barriers to community living for young people often involve young people being unable to live independently and therefore services are required to support family restoration. Support services for the immediate support structure are often what are required for a successful placement rather than services that focus on young people.

• Vulnerability and disadvantage: The CJP recognises that over-representation in the criminal and juvenile justice systems and risk of recidivism is higher for children and young people and those within some communities and cultures, particularly indigenous communities (including those that are remote), due to a wide range of factors. The CJP aims to prioritise the needs of people who are additionally vulnerable due to their age, cultural and community factors.


• Homelessness: The CJP sees the priority of a person who will not have access to appropriate and stable accommodation upon release.

• Timeliness: The person will be eligible for release within the next 12 months

• Placement Availability: There will be a suitable placement available for the person within the CJP

Note: The factors listed above are not listed in hierarchical order. Prioritisation may be examined on individual needs based on the range of criteria applicable and the impact of these on the referred client.

5.4 Referral Referrals to the Program are made using the CJP referral form and forwarded to the Manager, Clinical and Casework Team. When an individual is incarcerated a referral should be forwarded six (6) months prior to the release date, or in the case of shorter sentences, as soon as practicable.

Referrals may be made by: Department of Justice and Attorney General

• Corrective Services (usually Statewide Disability Services) • The Office of Public Guardian – Department of Justice and Attorney General • Legal Aid – Department of Justice and Attorney General

Department of Human Services

• Juvenile Justice • Housing • Community Services • Ageing, Disability and Home Care

NSW Health

• Justice Health Other disability service providers 5.5 Suitability for Intensive Residential Support Service Once deemed eligible and given priority for entry into the CJP according to the above, a decision is made regarding the most appropriate or available accommodation model to suit the individual.


Some individuals are involuntary referrals to ADHC/CJP as result of a Court Order or on release from a corrective facility. Involuntary Service Users should have a ‘person responsible’ or a Guardian appointed to ensure the rights of the individual are safeguarded and there is consent to the accommodation placement and participation and support for person-centred planning and programs.

When considering a Service User for an Intensive Residential Support Service placement and in regard to their assessed functional needs and evident risks they require a support model that offers:

• a safe environment;

• 24 hour per day staff support and supervision;

• interaction with others yet has a capacity for separation when required;

• supervised access to the community;

• therapeutic programs to address behaviours and manage issues; and

• structured personal daily programs and group activities.

5.6 General Profile of Potential Intensive Residential Support Service Users

Each CJP Service User is unique. Generally speaking those that are placed in an Intensive Residential Support Service will have low to complex functional support needs and high to very high risk management requirements. They may be typified by the descriptors below.

Example 1: Individuals who have suffered traumatic lives and may be dislocated from their family, community or society. They may have experienced extensive childhood abuses. Some may have a dual diagnosis (have a mental illness as well as an intellectual disability), display major health issues and or possible drug and alcohol dependency. Many are financially vulnerable and unable to maintain housing/tenancy or develop supportive networks. They require a highly structured environment in which they feel secure whilst developing living skills and managing their health issues. Example 2: Individuals who have committed a serious offence, or have a history of serious offences and on release require direction, supervision and structure so that they do not re-offend. They lack discernment and often present as impulsive and high risk taking. They may have demonstrated self-harm tendencies or be harmful to others. Behaviours may include abuse, assault, and aggression toward people and property. They require a safe and


structured environment with programs focused on decision-making, risk reduction, citizenship and life skills. Example 3: Individuals who have been in custody repeatedly and who demonstrate obsessive behaviour or offending ideation. Their habitual vulnerability is often a factor in bringing them into the criminal justice system and have significant difficulties functioning in the broader community. Initially they may require a highly structured daily regime, behaviour support programs to increase self esteem and confidence, assistance with decision making, and living skills to enable them, at some point, to move toward semi-independence in the community.

The Intensive Residential Support service model will be responsive to the needs of people with Culturally and Linguistically Diverse (CALD) backgrounds as well as Aboriginal young people or adults.

5.7 CJP Vacancy Management CJP vacancy management is a state-wide, centralised process and separate from the regional vacancy management process.

An accommodation recommendation for the Service User is developed as part of the initial CJP Strengths, Needs, Risks and Goals (SNRG) assessment and plan which is considered by the CJP Vacancy Management Team along with knowledge of the services and the vacancies available. A final recommendation for placement is formulated and submitted to the Executive Director, OSP for approval, after which the relevant ADHC Regional Director is notified prior to the proposed placement occurring.

If the placement decision for the Service User is in an Intensive Residential Support Service they are then allocated to the Service Provider for the implementation of the support service.

CJP staff must be notified immediately if a Service User vacates the support service or plans to relocate. All vacancies in CJP accommodation support services are filled and managed by the CJP Vacancy Management Team. A vacancy cannot be filled by the Service Provider.

5.8 Exiting CJP The Service User is not able to leave the Intensive Residential Service voluntarily. It must be through a planned exit process.


A Service User may exit for a number of reasons such as: • the Guardian no longer consents to the placement; • the Service User is given a long custodial sentence (clients are suspended

from the program after six months and are exited after 12-24 months); • the Service User is no longer located in NSW; • a review identifies that a Service User no longer require the level of support

and supervision on offer; • a review indicates that other support (such as Regional ADHC or funded

services) may be more suitable; or • the Service User remains absent from their accommodation support service

for an extended period. The Service Provider and CJP will make every effort to maintain engagement regardless of the circumstances under which a Service User wishes to exit the program. Maintaining a positive, consistent and flexible approach are some of the casework principles of service provision which aims to achieve long term positive results. A planned exit for any reason will involve consultation with the key stakeholders, that is, the Service User/Guardian, family, Service Provider and CJP Clinical/Casework Team members. The exit process will involve a meeting(s) where strategies are agreed to and an Exit Plan is developed that includes:

• agreement on timeframes; • arrangements for alternative support services, where relevant; • appropriate hand-over to any new service provider with training provided by

the CJP, where required; • provision of relevant documentation (subject to the Service User/Guardian’s

consent); and • identification and agreement on roles and responsibilities of those involved in

any exit/transition process. To implement the Exit Plan of a Service User from the CJP, a report is prepared for the CJP Vacancy Management Team for review, and then approval of the Executive Director, OSP.

5.9 Re-admittance to CJP A CJP Service User who has left the service/program can be re-referred at a later date if their circumstances change. A re-referral will proceed through the usual CJP intake process as described in the CJP Program Guidelines, Section 4. Consideration will be given to the length of time out of the program and the


circumstances of the re-referral. There is no guarantee that the individual will be deemed eligible again.

6 SERVICE DESCRIPTION

6.1 Definition of CJP Intensive Residential Support Service

Typically an Intensive Residential Support Service is both a transitional and medium to long term service model that maintains 24 hours a day staffing for up to five Service Users in an appropriate facility that offers a safe and structured environment.

The service provides a highly supervised and supportive transitional arrangement from prison/custody or other highly structured environment to the community and focuses on reducing re-offending, modifying behaviours, enhancing overall quality of life, skills development and responsible community participation.

The Service offers a level of 24 hour a day staffing to a level commensurate with the risk and behaviour needs of the Service Users and involves an active night time arrangement, emergency response strategy and clinical/therapeutic input.

6.2 Classification of Services Accommodation support services may be classified in order to describe the nature of the service. Classification is according to a particular grouping of Service Users and related to gender, age or functional support needs. This enables a specialisation in the operation of the service and may require expertise to support this group of Service Users.

Some Intensive Residential Support Services are classified as ‘Sex Offender Intensive Residential Support (IRS) unit’ due to the nature of the serious offences committed and level of risk that some Service Users pose. Other classifications are: a Young Persons’ IRS or a Complex Health IRS. Most of the Intensive Residential Support services however, are general or not classified and accommodate Service Users with varying offending backgrounds, levels of risk, health issues and ages.

6.3 Service Provision Principles The support provided is based on the following principles:


1. Minimising the impact of the service and Service Users on the neighbours and community.

2. Enabling Service Users to live as independently as possible whilst containing the prevalent risks.

3. Utilising the least restrictive support and intervention options and where they are in place authorisation is given.

4. Minimising the potential for re-offending behaviour.

5. Adopting a case-management/coordination approach that encourages a positive person-centred service.

6. Adopting assertive case-management, active support strategies and programs that are motivational-reward based.

7. Having sufficient flexibility to enable review and reconstruction of support plans based on strengths, dynamic risks factors, individual needs and goals.

8. Recognising and utilising the expertise of other professionals, clinicians, departments and agencies through a collaborative casework and decision making model.

9. Recognising the need to offer culturally appropriate support and utilising appropriate networks, resources and expertise, where required.

6.4 Intensive Residential Support Service Provision The Intensive Residential Support service provision has three elements of activity which are:

• service management,

• support co-ordination, and

• direct Service User support.

Tables 1, 2 and 3 below summarise the responsibilities and types of activities to be offered under the three elements within the Intensive Residential Support Service. Table 1: Service Management Responsibilities and Activities Service Management Responsibility Specific Activity

Resource Management, Staff Management and Accountability

• Monitor the implementation of the CJP Partnership Agreement. • Administer and implement ADHC contractual requirements. • Report and resolve issues/complaints regarding service and tenancy. • Recruit and manage staff.


• Sign Deed of Licence, maintain and monitor accommodation facility. • Negotiate and organise training. • Manage service provision and resources. • Monitor quality of service provided. • Attend and participate in monthly Governance meetings with CJP

Table 2: Support Co-ordination Responsibilities and Activities Support Co-Ordination Responsibility

Specific Activity

Individual Planning and Support

• Ensure compliance with CJP Case Plan and Intervention Plan. • Appoint a Key Worker. • Develop Individual Plan (IP) within three months of Service User

placement, review quarterly and annually with the Service User/Guardian, CJP and other stakeholders.

• Include tenancy and household obligations in IP. • Monitor and review the IP including all other plans (eg Behaviour

Support Plan) as required by CJP. • Implement and monitor CJP Partnership Agreement including monthly

reporting of clients and hours. • Apply all health, medication, epilepsy, risk and financial policies as

required. • Maintain Service User records and data systems. • Negotiate access to other services and monitor. • Manage resources for the appropriate level of support to be provided

to the Service User. • Actively participate in quarterly (as a minimum) risk assessments. • Ensure emergency and safety procedures are in place. • Monitor and address Occupational Health and Safety issues.

Table 3: Direct Support Responsibilities and Activities Direct Support Responsibility Specific Activity

Personal Care • Assess and address skills deficit. • Assist and monitor safe and healthy eating and drinking, hygiene,

bathing, toileting etc. • Advise on dressing, grooming and presentation.

Communication • Actively communicate and tutor in appropriate and effective

communication skills. • Develop and model appropriate interpersonal skills. • Maintain communication books for all staff and Service Users to

effectively relate and plan. • Engage Service Users in choices and decision making.

Daily Living Teaching and developing independent living skills such as:

• meal planning, shopping, preparation and cooking; • cleaning, laundry and housekeeping; • care of personal property and belongings; • organising and maintaining household goods; and


• maintaining and caring for property and grounds.

Social Skills and Relationships

• Facilitate harmonious and appropriate relations within the household and with neighbours.

• Facilitate contact and communication with significant others ie family, advocates and Guardian.

• Encourage social contacts, friendships and social activities. • Tutor in citizenship, co-operation and living in the community. • Develop and model pro-social skills and behaviours.

Community Access • Develop skills in travelling independently using public transport. • Encourage/facilitate the use of community facilities eg library,

swimming pool, banks etc.

Leisure and Recreation

• Encourage/facilitate participation in sport, recreational and leisure groups.

• Facilitate participation in community and adult education.

Day Activities and Employment

• Facilitate access to day activities or day programs. • Facilitate/advocate regarding employment, volunteering or other

daytime activities.

Health Care • Manage and monitor health issues according to Health Care Policy. • Facilitate fitness, nutrition, sexual health and relationship programs. • Support rehabilitation and programs related to drugs and alcohol. • Support regular health and dental care regimes and procedures as

prescribed and documented by qualified medical and allied health practitioners.

Managing Behaviour • Implementation of risk and behaviour support strategies. • Minimise behaviours that restrict participation in the community. • Minimise behaviours that affect tenancy security and neighbour

relations. • Develop and implement a contingency plan for after hours and

emergencies, when needed.

Personal and Financial Accountability

• Monitor and assist with personal budget and managing finances, if required.

• Monitor and assist in the regular payment of all household and personal accounts.

• Maintain Service User records and ensure data is recorded and kept in an orderly manner.

• Make Service User assets safe and monitor their function.

Decision Making • Where appropriate, actively engage Service Users in choices involving their life.

• Mentor in processes for decision making. • Apply a positive mentoring approach to gain an understanding of

consequences.

Meeting Tenancy/Household Obligations

• Assist Service Users to budget and contribute to household costs. • Collect rent on time. • Monitor household, neighbour relations and facilitate harmony and

issues resolution, when required.

Meeting Legal • Monitor and facilitate Court or Parole Conditions and/or obligations.


Obligations • Monitor Intervention Orders, if in place. • Facilitate and support Court appearances, if required.

6.5 Day Programs and Activities

For CJP Service Users it may not be appropriate to attend group or centre-based day programs targeted at people with a disability. Most have a high functional level and their interests may be better served by involvement in further education, training and/or supported or open employment which may provide long term financial and personal sustainability. Service Users who reside in an Intensive Residential Support service should be encouraged to develop and participate in the upkeep of the property and possible productive pursuits such as growing gardens, fixing machinery or building construction and maintenance. Depending on the risks posed by the Service User, Service Providers (where appropriate and as guided by CJP) should encourage attendance and participation in education and employment outside of the service and develop day activity pathways for the Service Users by actively engaging with a variety of business, educational, training and employment providers. Separate day program activities are not funded, however the ‘Community Integration Allowance’ (see section 8.2) can assist with the payment of tuition fees or to attend productive day activities.

7 CJP WORKING WITH SERVICE PROVIDERS 7.1 CJP Involvement When a Service User enters the program they are allocated a CJP Caseworker who may work directly with them before placement in the accommodation support service and then indirectly, once transitioned to the Service Provider. The Service Provider will allocate a Key Worker who will work directly with the Service User and CJP will provide an ongoing tertiary role.

There are key points of contact between the Service Provider and the CJP Clinical and Casework Team, these are described below.


7.1.1 Transition The CJP Clinical and Casework Teams have a prominent role in transition planning and service implementation. There are a number of Service User transition points in which they are involved, including:

• from entry into the program to the placement in the Intensive Residential Support Service;

• from the Intensive Residential Support placement to another accommodation option;

• from the Intensive Residential Support placement into independent living in the community; and

• from the Intensive Residential Support placement into custody. These transitions of the Service User are led by CJP Casework and Clinical Services Team members in consultation with the Service Provider. The level of involvement of the CJP Caseworker will depend on the capacity of the Service Provider to manage the complexity of the support required and how receptive and responsive the Service User is during the transition to the service. The transition period notionally ends at the three or six month period after the Service User’s placement with the Service Provider and at the commencement of the Individual Plan. CJP involvement however is ongoing and includes the review of the Support, Needs, Risks and Goals (SNRG) assessment annually.

7.1.2 Training CJP Casework Specialists and Senior Clinical Consultants provide training to staff that work with Service Users residing at the service, as part of establishing the service and at any time thereafter, as required. There is a suite of training topics that may be offered and tailored to suit the Service Provider and/or Service User requirements. The Service Provider is expected to facilitate all training requirements outside of what CJP offer.

7.1.3 Tertiary Support During the transition period CJP Casework and Clinical staff may work directly with the Service User as well as in a tertiary specialist capacity with the Service Provider thereafter. Tertiary support may involve providing further clinical services or training, support and information in relation to ongoing criminal justice issues. Post-transition, it is expected that the Service Provider will take the lead in service provision and CJP staff will be mainly involved in consultation and review.


7.2 Other Specialist Support Services Where the Service User requirements are outside the clinical and casework capacity of ADHC, specialist educational, therapeutic, neurological, medical or psychological interventions may be purchased from professional practitioners, accessed through Health Services or community resources such as Community Health Centres or through the use of the Medicare system. If funds are not available, a submission may be made to the Director, CJP.

7.3 CJP Case-management and Individual Planning Once the Service User takes up a placement in a CJP support service the CJP case management and planning roles recede and focuses on supporting the organisation to support the client. Contract management is the responsibility of the Region.

The initial case plan (SNRG Case Plan) is developed on entry into the CJP and is current for three months. Within this initial three months of the placement an IP formed by the SNRG Case Plan is developed by the Service Provider, consistent with ADHC’s requirements for person-centred planning.

The IP will outline:

• identified strengths, needs risks and goals;

• support coordination strategies;

• agreed support options;

• specific transition and exit strategies to or from the service as approved by the CJP Casework/Clinical Team, if required;

• roles and responsibilities of those involved in the provision of support; and

• evaluation and review of support options in regard to their quality and effectiveness in meeting needs and goals.

The trained support staff are expected to actively and interactively support, direct and apply a tutoring and mentoring approach when working with Service Users.

7.4 Documentation Provided to the Service Provider When a Service User is placed with the Service Provider they will receive six key documents. These include:

1. CJP SNRG Report which provides a thorough description of the background and current information about the person.


2. CJP Case Plan which is an action plan developed from the SNRG assessment process.

3. Risk Profile-Part 1 (CRP 1) which is a one-page Service User risk profile which must be completed for all Service Users upon entry to the service and reviewed through the IP process. This profile is designed for in situ monitoring of Service User risk and provides a reference for staff to the type of management plan required for any particular risk (eg Behaviour Support Plan).

4. Risk Profile-Part 2 (CRP 2) accompanies CRP1 and describes for the details of the risk(s) and the management strategies that will be used.

5. Behaviour Support Plan – any current behaviour support plans that may have been developed to support the Service User.

6. Individual Prevention and Response Plan provides staff and management with further details and strategies in regard to managing the range of behaviours and potential issues that may arise for the Service User.

The Service User’s Guardianship and consent status will be discussed and contact information will be provided.

7.5 Key Roles and Responsibilities The detailed roles and responsibilities of the Service Provider and CJP Clinical and Casework Team are outlined above in sections 6.4 Intensive Residential Support Service Provision and 7.1, CJP Involvement.

Where ADHC is the Service Provider the specific roles and responsibilities will be articulated in a Partnership Agreement (see section 12.2).

Below are the key roles and responsibilities of CJP Team and NGO Service Providers.

1. On entry into the program a CJP staff member from the Clinical or Casework Teams is assigned to commence the assessment and planning phase.

2. On take up of a referral, the Service Provider assigns a Key Worker to the Service User. The Key Worker, in conjunction with their Support Coordinator, will schedule and record case meetings and provide monthly written reports to the relevant CJP Caseworker.

3. The Service Provider maintains regular consultations with relevant CJP Worker in relation to the service and support needs of the Service User by:


• liaising in regard to the engagement of any third party supports, ie in addition to the Service Provider;

• reporting on the service provision and agreed actions at case conferences and special meetings;

• implementing the SNRG Case Plan as part of the Service User’s IP as well as any Behaviour Support Plans and data collection processes;

• seeking input regarding the need for, or approval of, any restrictive practices;

• reporting incidents relating to a Service User through line management in a timely manner; and

• consulting as necessary, to obtain agreement prior to planning any program variation or transition arrangements involving the Service User.

8 FUNDING AN INTENSIVE RESIDENTIAL SUPPORT

SERVICE 8.1 Funding Allocation

The recurrent allocation for a five place CJP Intensive Residential Support Service is made up of two components.

1. Recurrent support allocation to operate the 24 hour a day support service which include the components described in section 8.5 below: and

2. Recurrent Service User funds: Community Integration Allowance described in section 8.2 below.

There are also non-recurrent allocations described below which relate to the particular special needs of the target group including Contingency Emergency Funds and Training Funds (see below).

8.2 Community Integration Allowance In the recurrent budget, each Service User is allocated a $2,000 per annum Community Integration Allowance. This is to assist Service Users to access and participate in the community. The funds can be used flexibly and may be used for travel to visit family, participate in significant events, access courses/training, move


into alternative accommodation, etc. It cannot be used to buy consumable items, pay rent, regular payments on goods or for purchases related to other parties.

8.3 Contingency Emergency Fund At the commencement of a service an initial non-recurrent allocation of $5,000 is provided as a Contingency Emergency Fund which is placed in the ‘banked hours pool’ (see section 8.6 Banked Hours). These resources are for the purpose of engaging short-term additional staff or applying safety/emergency measures if there is an emergency such as a Service User experiencing a behavioural episode for which an extraordinary response is required. 8.4 Training Funds

A further initial one-off Training Allocation of $5,000 is provided for specific staff training related to the Community Justice Program and/or Service User requirements.

8.5 Cost Components The recurrent support allocation to the service will enable the Service Provider to deliver its responsibilities for:

• support co-ordination for all Service Users to meet their individual needs and goals;

• direct support and specialist services at a level to fulfil the Service Users’ IPs and maintain an adequate support and supervision presence 24 hours per day, over the year;

• meeting Occupational Health and Safety (OH&S) requirements for staff, Service Users and the community;

• providing an emergency response, when required;

• transport/time and costs associated with staff travelling with Service User;

• training, recruiting staff and adhering to professional work practices; and

• complying with contractual arrangements.


8.6 Banked Hours Any funds that are not expended according to the above remain in the budget of the service and are regarded as ‘banked hours’. The service should operate with a degree of flexibility in its roster so that staffing resources match the actual support needs at the time. There may be a reduction or expansion to an individual’s or household’s support depending on the requirement over the week or another time.

Unused hours may be ‘banked’ and used to pay for extra staff training, or for a particular event/activity for a Service User or the household.

Any unused hours at the end of each financial year will remain as ‘banked hours’ for the next year. If the value of ‘banked hours’ accrues to more than $50,000 in one year the excess will be acquitted back to ADHC at the end of the financial year. 9 ACCOMMODATION ARRANGEMENTS 9.1 Intensive Residential Support Accommodation The Intensive Residential Support Service accommodation model can be described as a specialised group home that accommodates up to five people with an intellectual disability who have exited a correctional facility. The accommodation model is:

• a single large dwelling on one site;

• under the same roofline there may be a semi-detached or attached self contained unit;

• usually comprised five bedrooms, one for each Service User, one of whom may live in the semi-detached unit;

• staff office is safe and secure and has dual exits, one to the inside and another outside;

• located on a large residential block of land or acreage; and

• on a single title, owned by ADHC.

The facility itself is designed and purpose-built to meet Service User needs, that is:

• the size and configuration enables privacy and separation;

• spaces that are personal as well as for a group so that Service Users can function independently or relate to others as a household;

• the interior layout provides ‘line of sight’ for constant visibility for supervision;


• constructed of robust materials and some are arson and vandal proof and some have security and surveillance systems for absconders; and

• surrounded or enclosed by secure fencing or distance.

9.2 Specific Accommodation Requirements There are specific accommodation considerations for CJP Intensive Residential Support Service User(s) including:

• distance from neighbours and community: to reduce absconding, interference with neighbours and remove risk of harm to others;

• large blocks of land: to allow noise amelioration, recreational areas and gardens;

• supervised community access: to enable access to shops, medical services, employment/day program, family or recreational facilities as well as removing risk of harm to others or potential for re-offending;

• community safety: some locations may need to be avoided such as schools, childcare centres, hotels etc.

• physical access: ground floor accommodation, no gradients; • Service User safety: some fittings may need replacement eg safety valves on

taps; some locations may need to be avoided such as busy roads, railway lines, waterways etc; and some building features may need to be avoided such as stairs, pools or gas appliances;

• neighbour relations: most facilities are placed with minimal neighbour presence such as on acreage in rural areas or on a large corner block in a residential areas and where there are no children living next door; and

• community setting: the purpose or nature of the building is inconspicuous from the roadside and the style merges with local architecture and character.

9.3 Paying Rent Where the accommodation is to be provided and owned by ADHC, Service Users will be required to pay rent. The Service Users may be eligible to receive Rental Assistance and this should be sought where possible.

According to the Deed of Licence the Service Provider is responsible for maintaining the property and minor repairs. Rent should operate as a contribution for this purpose. Any intentional property damage should also be regarded as a Service User cost.


The funding provided by ADHC for support should not be used to offset rent payments for Service Users. If there are extenuating circumstances the Service Provider may choose to waiver payment for a set period.

9.4 Managing the Accommodation The Service Provider will manage the accommodation needs of the Service Users. They will also participate in regular communication with ADHC and are required to enter into a Deed of Licence which clarifies the roles and responsibilities of the parties in regard to property management and upkeep.

9.5 Property Modifications

The CJP is primarily for people with an intellectual disability and for the most part they are ambulant and active. However some Service Users may need changes to the property prior to placement or over time and some may have particular safety considerations that will need to be addressed because of their behaviour or their disability.

The types of property modifications may include:

• installation of universal adaptive housing design features such as: provision of brighter and conveniently located internal and external lighting, appropriate outside gradients and level surfaces, easy opening door and cupboard handles, appropriately placed switches, etc;

• renovation of buildings to provide physical access to the property, by widening doorways and internal spaces and for kitchen, toilet or bathroom access; and

• installation of safety features such as safety valves on hot water taps, fire-proofing, alarms, light timers, safety windows, railings, fencing, removal and replacement of gas appliances.

Modifications need to be discussed, negotiated and undertaken by the property owner, ADHC. Contact the Director, CJP to discuss any additional requirements. 9.6 Set-up of Accommodation In the initial budget for the Intensive Residential Support Service or subsequently at the time of referral of a new Service User, one-off funds to assist with the accommodation set-up may be provided for furniture, some appliances and household items.


Those items purchased should be listed on the Service Provider’s asset register and remain with the service. They are not the property of the Service User. Over time, if there is a need for replacement of any furniture or goods a submission to the Director, CJP can be made.

Over the course of the placement, the Service Provider should encourage and assist in the acquisition, budgeting and management of the Service User’s personal goods and items.

10 SERVICE OUTCOMES

10.1 Intensive Residential Support Service Outcomes

The CJP Intensive Residential Support Service Provider will ensure:

• appropriate levels of support to manage risks associated with health, well-being and re-offending;

• stable accommodation arrangements for structured skills development;

• a focus on active support and person-centred social, communication and citizenship skills to become a self sustaining, participating and productive community member;

• appropriate age and cultural supports to conduct activities of daily living and develop social connections; and

• tutoring in independent living skills in order to hasten integration into the community, move to a less intensive service, and reduce the likelihood of a return to the criminal justice system or any other restrictive environment.

10.2 Service User Outcomes The success of the Intensive Residential Support Service will be assessed against the extent to which Service Users make a sustained transition from the criminal justice system into a safe and structured environment in a community setting and their readiness to transition to a less restrictive living arrangement with limited support. Some of the outcome indicators of this transition are listed in Table 5 below.


Table 5: Intensive Residential Support Service User’s Outcomes and Indicators

Service User Outcomes Indicators

Service User has improved health and well-being and has reduced or halted offending behaviour.

• has an IP in place and reaching intended goals • attends medical and dental treatment • attending/participating in therapy or clinical sessions • takes medication appropriately and regularly • shows a reduced or ceased drug and/or alcohol use • shows improvement in medical and or health

conditions and has a healthy diet • shows increased awareness of and participation in

healthy lifestyle pursuits, exercises, plays sport etc • is discriminating in their activities • has reduced criminal activity and ideation

The Service User has the skills to become a self sustaining, participating and productive community member.

• is able to manage money, banking and budgeting • is paying bills and expenses • is taking care of assets and own possessions • has socially acceptable personal presentation and

hygiene • has consideration for others • has consideration for public property and amenities • is demonstrating socially acceptable behaviour • is engaged in employment or meaningful daily

activities

The Service User is able to make decisions and discern appropriately.

• knows right actions and consequences • is self determining • shows consideration for self, friends and household • demonstrates restraint • gives reasons for actions

The Service User is able to sustain tenancy and live semi-independently and/or with others within a community setting.

• is paying rent on time, understands and meets tenancy obligations

• cares for property, clothes and personal possessions

• shops, stores food and cooks • cleans and maintains hygienic environment • organises personal and household items • manages household chores • has harmonious neighbour relations • engages with family and others

The Service User has an interest in and is able to participate in appropriate activities and has developed social connections to appropriate others and supports.

• is attending age appropriate venues, entertainment, sports events

• has a friendship group in place • has harmonious neighbour and family relations • is a member of organisations • is participating in and aware of cultural activities

The Service User has developed the skills for integration into the community or access to less intensive services, delay possible entry to a more intensive services or return to the criminal justice system.

• uses basic technology e.g. phone, appliances • meets obligations, complies with Parole/Court

requirements • shows a reduction in risk taking behaviours • has fewer or no incidents • requires reduced levels of support • is productively engaged in activities/employment and

has a regular income attends TAFE/adult education


11 INTENSIVE RESIDENTIAL SUPPORT PROVIDERS 11.1 ADHC as a Provider Intensive Residential Support Services may be operated by ADHC. ADHC has state-wide coverage as well as a disability services infrastructure including clinical services that Service Users in rural and remote locations can access.

11.2 Sourcing NGO Providers

Some Intensive Residential Support Services will be provided by NGO providers. If a new service is to be acquired, NGO Service Providers will be sourced through the pre-qualified list of accommodation support providers and requested to submit a Service Proposal. Proposals are then assessed after which the successful eligible provider is approved to deliver the service and receive the recurrent funding.

11.3 General Requirements An NGO Intensive Residential Support Service Provider is required to be:

• Capable of managing high risk and complex Service Users by developing positive and assertive case-management practices, providing appropriate levels of structure and developing motivation and reward support programs to change offending behaviours and life chances.

• Able to provide highly skilled staff at all times: by providing training and support to manage and supervise people with complex needs who may be non compliant.

• Able to apply a positive and person-centred approach: when managing and delivering support to people with complex needs and operating a flexible and responsive service.

• Able to operate a Restrictive Practices Authorisation: according to professional standards.

• Capable of service co-ordination and networking: able to liaise and interact with other locally based service providers in order to: • seek appropriate specialist/clinical input when required; • ensure a seamless provision of support for the Service Users; • maximise responsiveness of services to the needs of individuals and

minimise barriers to person-centred service imposed by organisational and administrative boundaries; and


• monitoring the quality of outcomes and amount of service provided on behalf of the Service Users where other services (professional, formal or informal) are involved, and ensure that all responsibilities are met.

• Able to engage with Guardians: for planning, monitoring and consent.

• Accountable and viable: able to demonstrate financial viability and accountability of the organisation over a continuous period.

• Efficient and effective: able to demonstrate capacity to increase the flexibility of service by: • building on existing resources, either within the organisation or the local

community; • extending the current capacity of the organisation; • providing contributions for the support of the proposed services;

including, revenue from other sources; or • using existing service management supports and the competencies of

staff involved in the direct service provision. • Capable of service management: able to demonstrate effective corporate

governance of organisational responsibilities including matters such as: • management and staff structures and meetings, • financial management; • industrial relations; • staff performance; • occupational health and safety; and • measuring and monitoring the quality and quantity of service.

• Compliant with the NSW Disability Services Act 1993 and Disability Service Standards: demonstrate that the organisation has policies and procedures that deliver services in accordance with the Disability Service Standards.

• Compliant with contractual arrangements: demonstrate the organisation’s compliance with ADHC’s Funding Agreement and other contractual arrangements such as meeting the requirements of the Minimum Data Set (MDS).


12 CONTRACTUAL ARRANGEMENTS AND MONITORING

12.1 Funding Agreement All NGOs funded to operate a disability service are required to operate according to the ADHC Funding Agreement which has a Generic Service Type Description (GSTD). This Agreement is entered into prior to the commencement of the service and relates primarily to the requirements and conditions for the receipt of funds from ADHC. The GSTD describes the service and the performance outputs to be provided.

A Special Condition attached to the Agreement will be the Service Provider’s compliance with the CJP Partnership Agreement. Compliance with the Funding Agreement is monitored by the ADHC Regional Performance, Quality and Improvement Team.

12.2 CJP Partnership Agreement In addition to the Funding Agreement, the Service Provider will enter into a CJP Partnership Agreement which specifically relates to the case-management and monitoring requirements for Service Users. The CJP Partnership Agreement outlines:

• Roles and responsibilities • Monthly reporting requirements • Case conference schedule • Dispute resolution process • Communication protocol • Emergency and safety procedures, if required.

This Agreement, which is primarily related to Service User and casework performance, is monitored by the CJP Caseworker and the Clinical and Casework Manager.

12.3 CJP/ADHC Partnership Agreement Where ADHC is the provider of an Intensive Residential Support Service a Partnership Agreement will be entered into by CJP and the Region. It will specify the


roles and responsibilities of the parties as well as the casework and monitoring requirements. Variation to the Agreement will require Executive Director, OSP approval.

12.4 Variation to the Partnership Agreement Where the NGO Service Provider wishes to vary aspects of the Partnership Agreement, in the first instance this should be discussed with the Team Leader who has oversight of the service. Where the request requires a substantial alteration to the Partnership Agreement, Service Providers are to submit a request in writing to the CJP management team who will consider the request and put forward a recommendation to the Director, CJP. If approved, the Partnership Agreement will be re-issued.

12.5 Performance Monitoring All NGO funded services, including the Intensive Residential Support Service Provider, are required to participate in the ADHC Integrated Monitoring Framework (IMF). It operates over a three year cycle and is the process used by ADHC to monitor compliance with the Funding Agreement and quality of service delivery.

The IMF involves two broad processes: ensuring completion and submission of annual accountability reporting requirements including organisational and financial management reports; and on-site service reviews/monitoring which occurs at three yearly intervals.

12.6 Performance Indicators Performance indicators measure those features of the Intensive Residential Support Service that demonstrate if the service is operating effectively and efficiently. Performance indicators can measure features at both the activity level and the service level.

According to the ADHC GSTD, the performance indicators for an Intensive Residential Support Service are:

1. Number of Service Users receiving a service

2. Average staff hours per week

3. Average expenditure per service

4. Average expenditure per Service User

5. Average expenditure per hour of service


6. Percentage of Service Users with current Individual Plan

7. Number of new Service Users in the reporting period

8. Number of Service Users exiting in the reporting period

9. Number of vacancies in the reporting period

10. Number of Service User deaths in the reporting period

Also CJP will require:

11. Number of critical incidents in reporting period

12. Number of offences in reporting period

13. Number Service Users returning to a correctional centre in reporting period

12.7 Minimum Data Set CJP funding is under Stronger Together and subject to the National Disability Agreement (NDA) data collection requirement. Services are required to provide reports on service activities or outputs each quarter in the form of an electronic return for the Minimum Data Set (MDS).

The CJP Intensive Residential Support Service is categorised as a 1.04 service type, (group home) for this purpose.

12.8 CJP Contacts The Community Justice Program is located at: Office of the Senior Practitioner Ageing, Disability and Home Care Department of Human Services NSW Level 4, 93 George Street Parramatta NSW 2150 Phone: (02) 9841 9202 during business hours 9 am to 5 pm Fax: (02) 9841 9211


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