Gender Inequality and its Impact on Women's Risk of HIV and Access to HIV Services
Department of Health and Human Services update€¦ · nine recommendations to address inequality...
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r Department of Health and Human Services update Human Services and Health Partnership Implementation Committee June 2018
Transcript of Department of Health and Human Services update€¦ · nine recommendations to address inequality...
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Department of Health and Human Services update
Human Services and Health Partnership Implementation
Committee
June 2018
This report has been collated for the Human Services and Health Partnership Implementation Committee
meeting, April 2018. It contains a summary of the current key projects being undertaken by the
Department of Health and Human Services (the department).
The report is structured by the outcomes framework outlined in the department’s Strategic Plan,
published in 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.
For further information about this report, or to receive it in an accessible format, please email
Authorised and published by the Victorian Government, 1 Treasury Place, Melbourne.
© State of Victoria, Department of Health and Human Services June 2018.
Available on the intranet at;
Human Services and Health Partnership Implementation Committee (HSHPIC)
<https://intranet.dhhs.vic.gov.au/human-services-and-health-partnership-implementation-committee-
hshpic>
Contents
1. Victorians are healthy and well ............................................................................................................. 1
Active Victoria ............................................................................................................................................... 1
Defibrillators for Sporting Clubs and Facilities Program ............................................................................... 1
Premier’s Active April ................................................................................................................................... 1
Ride2School ................................................................................................................................................. 1
Community sport and recreation facilities .................................................................................................... 1
Change Our Game ....................................................................................................................................... 1
Intergovernmental meetings – Health........................................................................................................... 2
Future of the National Health Reform Agreement ........................................................................................ 2
Key National Partnership Agreements (NPAs) under negotiation ................................................................ 2
10 Year Mental Health Plan: Suicide Prevention Framework 2016–25 ....................................................... 3
Hospital Outreach Post-suicidal Engagement (HOPE) initiative .................................................................. 4
Koolin Balit: Social and Emotional Wellbeing Framework ............................................................................ 5
Reduce demand for acute services to manage complex and chronic conditions ........................................ 6
Access to Colonoscopy Services ................................................................................................................. 7
Hazelwood Mine Fire Response ................................................................................................................... 7
Place-based suicide prevention trials ........................................................................................................... 9
Victorian public health and wellbeing plan 2015–2019 ................................................................................ 9
Alcohol and Other Drug (AOD) Sector Service Improvement .................................................................... 10
2017–18 State Budget initiatives – Alcohol and other Drugs ..................................................................... 10
Aboriginal Health and Wellbeing Safety Strategic Plan.............................................................................. 11
Aboriginal Governance and Accountability Framework.............................................................................. 11
Koolin Balit Evaluation ................................................................................................................................ 12
Balit Murrup: Aboriginal Social and Emotional Wellbeing Framework ....................................................... 12
Aboriginal Cultural Safety Framework (ACSF) Project ............................................................................... 13
Monitoring and Evaluation Plan .................................................................................................................. 13
Korin Korin Balit-Djak: Aboriginal Health and Wellbeing Safety Strategic Plan 2017 – 2027 .................... 14
2. Victorians are safe and secure............................................................................................................ 15
Occupational Health and Wellbeing ........................................................................................................... 15
Social Impact Bonds Pilot ........................................................................................................................... 15
Family Violence Housing Blitz evaluation ................................................................................................... 15
Homes for Victorians .................................................................................................................................. 16
Homelessness initiatives ............................................................................................................................ 17
Intergovernmental meetings – Children and Families Secretaries Community Services Ministers ........... 18
National Housing and Homelessness Agreement (NHHA) ........................................................................ 18
2017–18 National Partnership Agreement on Homelessness (NPAH) ...................................................... 18
Foster Carer Retention – Training and Support ......................................................................................... 18
Targeted Care Packages ............................................................................................................................ 19
Kinship Care ............................................................................................................................................... 19
Foster Carer Recruitment ........................................................................................................................... 20
Establishment of the Community Services Quality and Safety Office ........................................................ 20
Keep children 12 and under out of residential out-of-home care ............................................................... 21
Child Protection Risk Assessment Framework .......................................................................................... 22
Victorian Carer Strategy ............................................................................................................................. 22
Children and Families Reform .................................................................................................................... 23
Roadmap for Reform: Strong Families, Safe Children ............................................................................... 24
3. Victorians have the capabilities to participate .................................................................................. 26
Implementation of the National Disability Insurance Scheme (NDIS) ........................................................ 26
Age-Friendly Communities Grant Program ................................................................................................ 26
Disability Access and Inclusion .................................................................................................................. 27
Young Pasifika Program ............................................................................................................................. 28
Empower Youth .......................................................................................................................................... 29
Expansion of the Neighbourhood House Coordination Program ............................................................... 29
4. Victorians are connected to culture and community ....................................................................... 30
Wungurilwil Gapgapduir : Aboriginal Children and Families Agreement and Strategic Action Plan .......... 30
Aboriginal Health and Human Services Workforce Strategy ...................................................................... 30
Implementation of the Commission for Children and Young People (CCYP) recommendations .............. 31
Aboriginal Children’s Forum (ACF)............................................................................................................. 31
Improving responses to Aboriginal Children – Identification ...................................................................... 31
Transitioning Aboriginal Children to Aboriginal Community Controlled Organisations (ACCOs) .............. 32
Aboriginal Children in Aboriginal Care (Section 18 of the Children, Youth and Families Act 2005) .......... 32
Child Wellbeing and Safety Information Sharing reforms .......................................................................... 33
Aboriginal Youth Mentoring Program ......................................................................................................... 34
Multicultural communities, refugees and asylum seekers .......................................................................... 34
Volunteering ................................................................................................................................................ 35
5. Victorian health and human services are person-centred and sustainable ................................... 36
Community Services Industry Planning (CSIP) and sector transition planning ......................................... 36
Victorian Autism Plan ................................................................................................................................. 36
Community Services Funding Reform ........................................................................................................ 38
Outcomes monitoring and performance ..................................................................................................... 38
Alcohol and other Drug (AOD) Workforce Strategy .................................................................................... 40
Victorian Allied Health Workforce Research Program ................................................................................ 40
Autism Spectrum Disorder Workforce Strategy .......................................................................................... 41
10 Year Mental Health Plan: Mental Health Workforce Strategy ............................................................... 41
ICE – workforce development activities ..................................................................................................... 42
Enhanced pathways to family violence work project .................................................................................. 43
Student placement planning in 2018 for 2019 ............................................................................................ 43
Rural health workforce plan – Phase 1....................................................................................................... 44
Registered Undergraduate Student of Nursing (RUSON) Rural Pilot Project ............................................ 44
Palliative care funding review ..................................................................................................................... 45
Voluntary Assisted Dying Bill ...................................................................................................................... 45
10 Year Mental Health Plan: Outcomes Framework .................................................................................. 45
Streamlining reporting for community health services................................................................................ 46
Lesbian, Gay, Bisexual, Transgender and Intersex (LGBTI) Equality Agenda .......................................... 46
Victorian Government’s Youth Policy: Building Stronger Youth Engagement in Victoria .......................... 47
Youth Space Morwell .................................................................................................................................. 47
Children and Youth Area Partnerships ....................................................................................................... 48
Supercare Pharmacies Initiative ................................................................................................................. 48
INDEX ......................................................................................................................................................... 50
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1. Victorians are healthy and well
Initiative Division: Housing, Infrastructure, Sport and Recreation
Branch: Sport and Recreation
Justin Burney, Director, Sport and Recreation
Active Victoria In July 2017 the Minister for Sport launched Active Victoria – A strategic framework for sport and recreation in Victoria. Active Victoria is a plan to cater for growing demand and get more people more active more often. Active Victoria sets out a number of priorities, including meeting future demand, facilitating more inclusive participation, and additional focus on active recreation activities (as well as sport).
Defibrillators for Sporting Clubs and Facilities Program
The Defibrillators for Sporting Clubs and Facilities Program 2015-19 provides Victorian sport and active recreation clubs with the opportunity to acquire an automated external defibrillator (also known as an ‘AED’) for their club or sports facility. The allocation of 1000 defibrillators will be completed in 2018. The Minister for Sport has extended the program. The additional defibrillator allocations, exceeding the election commitment of 1000, will be scheduled for delivery in 2018-19.
Premier’s Active April
Following a record 112,568 participants in the 2017 in its tenth year, Premier’s Active April took it one step further with 120,594 participants taking part in the 2018 campaign. Active April encourages all Victorians to participate in 30 minutes of physical activity a day during the month of April.
Ride2School The Ride2School Program encourages children to be more active by riding their bikes, walking, scooting or skating to school. It is delivered by Bicycle Network Victoria in partnership with local schools. At the end of 2017 there were 1,514 Victorian Schools registered for the program; which equates to over 354,000 students participating. The government is providing a total of $3 million to support the Ride2School Program over 2015-2019.
Community sport and recreation facilities
The government is providing funding to build and upgrade a range of important community sports and recreation facilities throughout Victoria.
Victorians’ involvement in sport and active recreation through new and improved facilities makes us healthier. Increasing the rate of physical activity by 10 per cent has been estimated to reduce physical-inactivity-related deaths by 15 per cent and new cases by 13 per cent. (VicHealth, 2016, Physical activity and sedentary behaviour)
Change Our Game In 2015 the Inquiry into Women and Girls in Sport and Active Recreation made nine recommendations to address inequality in women's leadership and participation. The Minister for Sport launched the Change Our Game initiative in November 2016 to implement the inquiry’s recommendations. An Office for Women in Sport and Recreation was created within DHHS in late 2017 to drive this work, and reached full capacity in March 2018.
The government has allocated $7.2 million to support Change Our Game, including initiatives such as a scholarships program, a champions program, a workforce development program, and a community activation grants program. These initiatives are accompanied by work with the sector to ensure all organisations funded by the Supporting Victorian Sport and Recreation program have at least 40% of women in leadership positions or as Board members by July 2019.
Change Our Game initiatives work together with other Sport and Recreation
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Victoria programs that drive equality in sport and recreation for women and girls, such as the Female-Friendly Facilities Fund, which has already helped more than 200 clubs transform their ageing facilities to get more women and girls involved and active. An additional $15 million was allocated to this fund (on top of its existing $14 million funding) in the 2018-19 State Budget.
Initiative Division: Strategy and Planning
Branch: Intergovernmental Relations and Social Policy
Sarah Nesbitt, Director, Intergovernmental Relations and Social Policy
Intergovernmental meetings – Health
Australian Health Ministers' Advisory Council
The next AHMAC meeting will be held in Sydney on 21 June 2018.
Victoria and New South Wales will bring forward an item on the National Data Linkage Project, which will provide advice on;
key learnings of the National Data Linkage Demonstration Project
priorities for linkage
options for data governance going forward
This project was established to look at the feasibility, benefits and accountabilities of common and enduring arrangements that could be adopted for multi-jurisdictional data linkage, including access to and use of this data.
COAG Health Council (CHC)
The upcoming CHC meeting in Alice Springs has an expanded format with events to be held across three days (two nights) from 1-3 August.
The ministers' meeting, scheduled to be held on the afternoon of 2 August, will be preceded by a welcome to country from Aboriginal and Torres Strait Islander leaders, site tours and potential presentations on Aboriginal and Torres Strait Islander issues. Details are still being determined.
Future of the National Health Reform Agreement
Five states have signed the Heads of Agreement for the next National Health Agreement commencing in 2020, with the Northern Territory having made a strong commitment to sign.
A number of conditions in the Heads of Agreement do not align with Victoria’s preferred position and the Victorian Government will continue to influence negotiations to ensure the best outcome for Victorians. It is anticipated that the agreement will be finalised for the Council of Australian Governments (COAG) endorsement by end 2018.
Key National Partnership Agreements (NPAs) under negotiation
Project Agreement for Victorian Cytology Service
Minister Hennessy signed this agreement on 21 May 2018. The agreement provides Victoria with $41.6 million over four years from 2017-18 to continue arrangements for the Victorian Cytology Service to provide cervical cytology services for women from 25 to 74 years of age, and to provide expert advice and data analysis for the National Cervical Screening Program.
This funding will extend the current agreement with the Victorian Government, which expired on 30 June 2017.
Aged Care Assessment Program Agreement
Negotiations are underway with the Commonwealth for the delivery of assessment services under the Aged Care Assessment Programme.
Expansion of the BreastScreen Program
Victoria is negotiating with the Commonwealth on a draft project for four years from 2017-18 to continue access to the BreastScreen Australia program for
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women from 70 to 74 years of age.
The program ensures that more than 200,000 women per year in this age group will continue to have access to breast screening services.
National Bowel Cancer Screening Program Participant Follow-up Function Project Agreement
Victoria is negotiating with the Commonwealth on a draft Project Agreement to continue the Participant Follow Up Function. The program provides follow up care for participants with positive screening results to minimise undue delays in bowel cancer diagnoses, minimise participant uncertainty and ultimately contribute to better cancer outcomes.
National Partnership Agreement on Encouraging More Clinical Trials
Minister Hennessy recently signed this Agreement which provides $1 million in funding to Victoria over 4 years to 2020-21.
• New National Psychosocial Support Measure Bilateral Agreement
The Victorian Government is currently negotiating with the Commonwealth on this agreement, which will provide psychosocial support services for people with mental illness who do not qualify for the National Disability Insurance Scheme (NDIS).
Initiative Division: Health and Wellbeing
Branch: Mental Health
Jodie Geissler, Director, Mental Health
10 Year Mental Health Plan: Suicide Prevention Framework 2016–25
The Victorian suicide prevention framework 2016-25 (the Framework) was released in July 2016 with $27 million over four years committed to new suicide prevention initiatives, including two ‘flagship’ initiatives which are currently underway:
• Hospital Outreach Post-suicidal Engagement (HOPE) initiative supporting trials at six hospitals to support people and their families following a suicide attempt or intentional self-harm (see further information regarding the HOPE initiative below). The HOPE initiative will be expanded to six additional hospitals in 2018-19.
• Place-based suicide prevention trials, where twelve local communities – led by Primary Health Networks – are developing and implementing proactive suicide prevention strategies including workforce training, school-based support and mental health literacy programs. The trials are being implemented in Mornington Peninsula/Frankston, Dandenong, Latrobe Valley, Bass Coast, Brimbank/Melton, Macedon Ranges, Whittlesea, Maroondah, Mildura, Benalla, Ballarat and the Great South Coast (see further information regarding place-based suicide prevention trials initiative below under Prevention Population Health and Place Branch).
Other complementary work targeted to groups at higher risk of suicide is proceeding, including the following:
• Improved data systems – the department has established a memorandum of understanding with the Coroners Prevention Unit to access regular and timely suicide data.
• The Victorian Stakeholder Group on Suicide Information and Data is collaborating to provide tailored reports for HOPE and place-based sites. The reports include data on suicide, hospital-treated intentional self-injury and ambulance presentations.
• Expanded support for LGBTI communities in Victoria, including Aboriginal
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LGBTI communities.
• Improving mental health outcomes for Aboriginal Victorians with moderate to severe mental illness – four Aboriginal led demonstration projects are delivering culturally safe integrated service models tailored to the mental health and social and emotional wellbeing needs of their local Aboriginal communities (outlined under Koolin Balit below)
• Continued support for young LGBTI Victorians through the Health Equal Youth (HEY) Project grants program, which supports organisations to undertake mental health promotion and community engagement activities focussing on same sex attracted and sex and gender-diverse young people up to the age of 25, and their families.
• An Interdepartmental Committee (IDC) on suicide prevention has been established and will meet for the second time 31 May 2018. The IDC will develop a program of cross-government suicide prevention work targeting priority groups in the Framework including: lesbian, gay, bisexual, trans and gender diverse and intersex (LGBTI) Victorians; young people, Aboriginal and Torres Strait Islander Victorians and rural and dairy communities.
Victorian suicide prevention framework 2016–2025
<www2.health.vic.gov.au/about/publications/policiesandguidelines/Victorian-suicide-prevention-framework-2016-2025>
Hospital Outreach Post-suicidal Engagement (HOPE) initiative
In collaboration with health services, the Victorian government is trialling assertive outreach support for people leaving hospital following a suicide attempt.
Six trial sites were announced in July 2016:
– St Vincent’s Hospital – Alfred Hospital – Barwon Health - Geelong – Peninsula Health - Frankston – Eastern - Maroondah Hospital – Albury Wodonga Health - Wangaratta.
These health services have been funded to design and implement assertive outreach care for individuals who present to hospital following a suicide attempt for up to three months post-discharge.
As at 8 May 2018, more than 400 Victorians have been supported through the HOPE initiative. The current status at each site is as follows:
• Alfred Health (The Alfred)
– Started accepting referrals on 19 June 2017. – 100 people assessed and receiving HOPE service overall with 22 current
clients.
• St Vincent’s Health (St Vincent’s Hospital)
– Opened for referrals on 1 May 2017. – Using the Collaborative Assessment and Management of Suicidality
(CAMS) model as part of their service provision and staff training. – Since commencing service provision, the St Vincent's HOPE team have
assisted 115 clients and currently have 21 people actively engaged with the team.
• Peninsula Health (Frankston Hospital)
– Commenced service provision on 7 August 2017, and have accepted 78 referrals since then.
– Currently have 23 clients. – Peninsula have implemented the Hospital Outreach Post-suicidal
Engagement (HOPE) program known there as the Access, Planning and Suicide Prevention (APSP) service.
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• Barwon Health (Geelong Hospital)
– Barwon Health have partnered with Beyond Blue to deliver the Way Back Model in their area. They have organised a service provider to deliver assertive outreach services locally which is the Barwon Youth and Family service.
– Commenced service provision on 1 December 2017. – They have received 44 referrals and have 28 active clients.
• Eastern Health (Maroondah Hospital)
– Commenced service provision on 27 November 2017 – Have received 40 referrals overall and have 17 current clients.
• Albury Wodonga Health (Wangaratta Hospital)
– Use a Nurse Practitioner candidate model and have recruited to a social work position.
– Commenced service delivery on 13 November 2017. – They have received 42 referrals and have 16 current clients.
The Office of the Chief Mental Health Nurse engaged KPMG to conduct the establishment phase of the HOPE trial evaluation which was completed on 31 January 2018. Approval for external consultancy to conduct the formative and summative phases of the evaluation as outlined in the HOPE evaluation Framework is currently on hold.
Koolin Balit: Social and Emotional Wellbeing Framework
Aboriginal Mental Health Traineeship Program
Funding of $3.54 million over three years was allocated in the 2017-18 budget to deliver the Aboriginal Mental Health Workforce Traineeship program.
This initiative will support Aboriginal and Torres Strait Islander Victorians to undertake a three-year Bachelor of Health Science (Mental Health) degree at Charles Sturt University, New South Wales, while concurrently undergoing supervised workplace training and clinical placements at a Victorian Government mental health service.
The Mental Health Traineeship positions will be at the following health services:
Eastern Health (two positions)
Bendigo Health (two positions)
Alfred Health
Peninsula Health
Latrobe Health
Mildura Base Hospital
Monash Health
Forensicare.
Recruitment to the positions will be completed by end of October 2018.
Demonstration projects
Funding of $7.73 million over two years was allocated in the 2016-17 State Budget for projects that will test new service models for Aboriginal Victorians with moderate to severe mental illness (demonstration projects). The project will be extended for an additional year ($4million) in 2018-19.
The project is being delivered by four Aboriginal Community Controlled Organisations in partnership with a local public health service:
Ballarat and District Aboriginal Co-operative
Mildura District Aboriginal Service
Wathaurong Aboriginal Co-operative
Victorian Aboriginal Health Service.
The unique model, which combines traditional Aboriginal models of care with
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clinical treatment and referral to specialist services, has enabled the development of innovative multidisciplinary wrap-around support for Aboriginal clients.
An independent evaluation of the project using culturally appropriate measures will commence in June 2018, with a final evaluation report to be delivered in January 2019.
Clinical and Therapeutic positions in Aboriginal community-controlled organisations
Funding of $4.9 million over three years was allocated in the 2017-18 budget to fund clinical and therapeutic mental health positions in Aboriginal community-controlled organisations.
This initiative aims to address the social and emotional wellbeing of Aboriginal people in Victoria, and to meet the expected growth in service demand, through increasing the workforce available to deliver culturally appropriate trauma and treatment programs.
A key goal of the initiative is to enable Aboriginal community-controlled organisations to self-determine and sustain a workforce that engages, builds and supports the social and emotional wellbeing of its community.
A call for funding submission process closed on 24 April 2018. Selected Aboriginal community-controlled organisations to receive funding for the positions to be announced shortly.
Initiative Division: Health and Wellbeing
Branch: Policy and Planning
Denise Ferrier, Director, Policy and Planning
Reduce demand for acute services to manage complex and chronic conditions
Coordinated Care Bilateral with the Commonwealth
The Bilateral Agreement has been signed by both the Commonwealth and Victorian Ministers for Health. Due to the delay in signing timelines implementation has been extended however preliminary work to progress the initiative has been continuing.
Key actions include increasing digital health, workforce and change management capability at health services in south eastern Melbourne. Investment in these areas will support future implementation of a proposed integrated funding and governance model. Ultimately the reform aims to build towards a trial of joint planning and purchasing by health services in collaboration with Primary Health Networks, within a defined region for the enrolled Health Care Home patient cohort.
Roll out of digital health and workforce reforms has commenced; change managers at two participating health services have been recruited, with the third due to be finalised in June 2018; governance structure in place with the first steering committee meeting (with executive level representation from the department, participating hospitals and PHN) scheduled for 18 June 2018.
The program evaluation will be conducted internally, led by the Center for Evaluation and Research.
The Commonwealth has confirmed costs for Health Care Homes patient data over three years and options for Victoria to access linked Commonwealth and State health data (Health Care Home patients and a comparator cohort) to evaluate bilateral reforms.
The department is also progressing implementation planning for other reforms outlined in the Bilateral Agreement to improve Data Collection and Analysis (particularly linked Commonwealth and State data); End of life care; Aged care integration; Mental Health; and Multidisciplinary care.
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Access to Colonoscopy Services
Bowel cancer is the second biggest cause of cancer death, yet 90% of cancers can be successfully treated if found early.
The National Health and Medical Research Council's Clinical practice guidelines for the prevention, early detection and management of colorectal cancer recommends a new timeliness measure around colonoscopies - 120 days from first contact with a health professional.
The need for better data on this critical service has been raised by the Minister for Health to the Commonwealth Minister for Health to commission the Australian Institute for Health and Welfare to develop public reporting on this new performance measure.
On 1 April 2018, the Minister for Health announced a new $12 million blitz to fast track care for more than 6,600 Victorians waiting for a colonoscopy. This additional funding is helping Victorian public hospitals to clear their urgent waiting lists by providing targeted funding for the procedures.
Victoria’s current median time to colonoscopy for patients with a positive test through the National Bowel Cancer Screening Program is 38 days – the best performing nationally.
All bowel screening patients referred for colonoscopy in Victoria are categorised to the most urgent category to ensure they get their procedure within the clinically recommended time (30 days).
However, overall demand for colonoscopy services in Victoria is increasing, the department is working to improve services for all patients needing a colonoscopy.
The department is also introducing new colonoscopy clinical categorisation guidelines so those with the highest risk for all bowel diseases, including cancer, are appropriately prioritised in our public hospitals and treated in the order of their clinical risk.
All public health services will commence using the guidelines for new patients from 1 July 2018.
Initiative Division: Health and Wellbeing
Branch: Prevention, Population Health and Place
Bruce Bolam, Chief Preventative Health Officer, Prevention Population Health and Place
Hazelwood Mine Fire Response
The department has been working closely with partners across government and the Latrobe Valley to implement recommendations from the Hazelwood Mine Fire Inquiry.
By working with the community The Health and Wellbeing Charter for the Latrobe Health Innovation Zone was finalised in December 2017, and launched on 18 March 2018. The community identified the core values of the Charter as: collaboration, integrity, innovation, access, equity, and inclusion. These values are supported by nine principles which the community, government, providers and others are being asked to commit to, the key element being a commitment to listening and engaging with the community so as to improve health and well-being in the Latrobe Valley. The Charter will inform the strategic direction of the Zone, and guide how stakeholders work together to drive innovation.
Latrobe Health Assembly: The department is now funding innovative projects that are being designed by Latrobe Health Assembly Inc. to engage the Latrobe City community in improving health and wellbeing under four priority areas: (i) education and pride of place, (ii) early childhood, families and younger people, (iii) make a move – sports, exercise and nutrition and (iv) chronic illness and wellbeing.
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The open, competitive selection process to identify suitable candidates for the Latrobe Health Advocate is now complete, with an appointment made in April 2018. The Advocate will provide community-wide leadership in the Latrobe Health Innovation Zone and provide independent advice to the Victorian Government on behalf of the community on system and policy issues affecting their health and wellbeing.
A snapshot of activity and achievements over the last 12 months includes:
recruitment of additional specialists in oncology, haematology, paediatrics and nephrology as part of the purpose built ‘one stop shop’ that provides clinical space and treatment rooms for up to 33 hospital based and visiting specialists at the Latrobe Regional Hospital
work to embed delivery of smoking cessation support into routine care system-wide. This includes the program, ‘Smoke Free Latrobe’ a partnership between the department, Gippsland Primary Health Network and Quit Victoria, bringing together comprehensive training and a redesigned care pathway to provide people with consistent quitting advice and help when they visit their GP and other health professionals.
a partnership between Latrobe Regional Hospital Mental Health Service and Latrobe Community Health Service to develop a model of care to improve health outcomes for people with concurrent mental health issues and chronic disease.
dental initiatives to address the extensive dental wait list in Latrobe; with initiatives including a dental voucher program and prevention strategies such as fluoride varnish for preschool and school aged children.
the expansion of telehealth services; to include additional specialists such as adult outpatient cancer and cardiovascular and endocrinology services.
the Inner Gippsland Child Youth Area Partnership has tested and trialled new approaches focused on the First 1000 days of a child’s life (conception to age 2 years). Work will be supported that looks at the two key issues for Aboriginal children in Latrobe Valley – domestic violence and disconnection from culture.
The Hazelwood Mine Fire Inquiry – Annual Report 2017 was tabled in Parliament on 14 December 2017 by the Inspector-General for Emergency Management. It noted that overall the department has made significant progress in establishing the foundations for improving health in the Latrobe Valley, with 53 of 68 actions complete.
The Hazelwood Health Study 2017 Annual Report has been released, providing a summary of progress made and a forecast on developments expected over the next few months. Findings from three major study reports include:
Morwell is 1.5 times more likely to report high blood pressure, seven times more likely to report heart attack and four times more likely to report post-traumatic stress disorder.
Men in Latrobe report higher rates of mesothelioma and bladder cancer, while women in Latrobe report higher rates of liver, lung and overall blood cancers.
There were increased rates of emergency presentations and hospital admissions for respiratory diseases during the fire period, but the data is insufficient to link any individual case to the fire.
The department’s Health Protection Branch led the development of the Hazelwood Long Term Health Study.
Over the past 12 months Deloitte have worked with the community, the Latrobe Health Assembly and other stakeholders to develop the evaluation framework for the longitudinal developmental evaluation of the Latrobe Health Innovation Zone. The framework, now complete was presented to the department’s Latrobe Evaluation Reference Group on 22 March 2018. The evaluation will provide feedback through an interim report including preliminary findings to be released in June-July 2018.
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Place-based suicide prevention trials
The place-based suicide prevention trials are a key initiative of the Victorian suicide prevention framework 2016–25.
Twelve Victorian communities are being supported to trial coordinated place-based approaches to suicide prevention. The government is partnering with Primary Health Networks to deliver the place-based trials in Mornington Peninsula/Frankston, Brimbank/Melton, Whittlesea, Mildura, Latrobe Valley, Ballarat, Great South Coast, Macedon Ranges, Bass Coast, Benalla, Dandenong and Maroondah
Each site is establishing local governance groups and sites are undertaking activities based on their community engagement and mapping work; including initiatives such as workforce training, support in schools and mental health literacy.
A statewide Project Steering Committee with senior representatives from the department and each Primary Health Network has been established to provide high level oversight and accountability of work across all 12 place-based trial sites. A community of practice has been established to bring together the local coordinators and the department’s divisions.
Statewide stakeholder forums that involve a broad range of representatives working across the prevention continuum are informing the development and delivery of the trials at a state level. Three forums were held in 2017, including a forum delivered in partnership with the Aboriginal Health and Wellbeing Branch and in consultation with VACCHO with a focus on suicide prevention in Aboriginal and Torres Strait Islander communities. The first forum for 2018 was held in April with a focus on statewide structures that can support the trials and broader issues that are impacting on suicide prevention across the state.
The Sax Institute have been appointed to deliver the first stage of the developmental evaluation for the place-based trials.
The Black Dog Institute have been engaged to provide implementation support.
Suicide prevention in Victoria
<www2.health.vic.gov.au/mental-health/prevention-and-promotion/suicide-prevention-in-victoria>
Victorian public health and wellbeing plan 2015–2019
Action Plan
The updated Action Plan – that summarises major initiatives across the Victorian government and major government agencies that contribute to improving the health and wellbeing of all Victorians – is currently with the designer and the department’s webpage team.
Outcomes Framework
The Victorian public health and wellbeing outcomes framework provides population level metrics for the department’s outcomes framework. The first report against this framework is due in 2018.
Assessing Progress
Outcomes thinking has been further applied to assess progress towards population outcomes and targets. The resources have been developed with the prevention and health promotion sectors and there is strong interest in using them to guide local effort.
Victorian public health and wellbeing plan 2015–2019
<www2.health.vic.gov.au/about/health-strategies/public-health-wellbeing-plan>
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Initiative Division: Health and Wellbeing
Branch: Community Based Health Policy and Programs
Louise Galloway, Director
Alcohol and Other Drug (AOD) Sector Service Improvement
The department has been working closely with the AOD sector to improve the functioning of the service system. Important work continues on a number of other fronts to support reform in line with recommendations of the Aspex review, including:
• improving the way the department collects data to improve data quality and reduce the reporting burden for service providers – the VADC Data Specification (v1.0) was released in April 2017. The department continues to work with the sector to prepare for the implementation of the VADC from October 2018.
• developing a new performance management framework to outline how the department will respond to the performance of state-funded AOD service providers. The framework will be rolled out in a staged approach with sector engagement throughout the process.
• developing a comprehensive AOD workforce strategy that will support workforce development into the future.
AOD program guidelines were released in April 2017 to provide clarity about the department's expectations of state-funded providers. The sector has responded positively to the guidelines. They are currently under their annual review with the latest version due to be released in April 2018.
Adult community based alcohol and other drug service provision review
<www2.health.vic.gov.au/alcohol-and-drugs/aod-treatment-services/community-based-aod-treatment/adult-community-based-aod-service-review>
2017–18 State Budget initiatives – Alcohol and other Drugs
The 2018-19 Victorian Budget invests a record $259.9 million in drug services, representing an increase in investment of 57 per cent through the last four State Budgets.
In 2018-19 we are getting more Victorians access to treatment, earlier – with an increase in drug rehabilitation services across the state. $57.3 million in new investment includes:
$40.6 million to construct three new 30 bed purpose-built residential rehabilitation facilities in the Barwon, Hume and Gippsland regions. Once fully operational, these facilities provide about 250 extra people with access treatment each year, closer to their homes and families
$6.7 million over four years to operate the new Grampians residential rehabilitation facility expected to progressively commence operations from October 2018. This will provide additional treatment places for up to 80 people each year
upgrading existing alcohol and other drug service and treatment facilities as part of the $10 million statewide Mental Health and AOD facilities renewal grants program, to ensure facilities meet the needs of their local communities
The Victorian Government will also invest a further $100.5 million in six emergency department crisis hubs across the state, to help people with urgent mental health and alcohol and other drug issues.
These new hubs, located at Monash Medical Centre, St Vincent’s, The Royal Melbourne, Geelong, Sunshine and Frankston Hospitals, will take those who are dealing with serious mental health or addiction issues out of emergency department waiting rooms, and ensure they get specialist care from specialist health professionals.
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Initiative Division: Community Participation, Health and Wellbeing
Branch: Aboriginal Health and Wellbeing
Jacqueline McGowan-Jones, Director
Aboriginal Health and Wellbeing Safety Strategic Plan
As part of the Victorian Government’s commitment to advancing Aboriginal self-determination, the department has developed a new 10-year Aboriginal Health, Wellbeing and Safety Strategic Plan, KKBD, to provide an integrated and holistic approach to improving Aboriginal health, wellbeing and safety in Victoria.
Implementation of KKBD will be driven by the Aboriginal community through an Aboriginal community-led implementation plan, and monitoring and evaluation will be developed with community to support this process. The plan’s actions will be reviewed and renewed every three years to reflect the changing needs and aspirations of Victorian Aboriginal communities.
Aboriginal Governance and Accountability Framework
The Aboriginal Governance and Accountability Framework (framework) is a commitment to support and embed Aboriginal leadership and self-determination in health, wellbeing and safety. Its purpose is to enshrine the rightful place of Aboriginal people and communities as central to achieving sustainable improvements in health, wellbeing and safety for Aboriginal Victorians.
The framework will establish a set of governance mechanisms to ensure Aboriginal communities lead the implementation of Korin Korin Balit-Djak: Aboriginal Health, Wellbeing and Safety Strategic Plan 2017-2027 (KKBD) and other initiatives with the support of the department.
The framework will not impose a one-size-fits-all approach on communities; rather, each of the four Operational Divisions will implement a model that works for local communities. Guided by the Aboriginal community, the department will commence and facilitate the process of forming the new governance mechanism. This work will be also guided by the broader implementation approach of KKBD. A framework practice guide will also be developed in 2018 to support the implementation.
The Aboriginal Strategic Governance Forum (ASG Forum) is the statewide governance mechanism of the framework. It is a strategic decision-making forum focused on resolution of high level strategic and cross-sectoral sector development and policy implementation issues and also oversees the monitoring of progress against the strategic directions and actions outlined in Korin Korin Balit-Djak: the Aboriginal Health, wellbeing and safety strategic plan 2017-2027.
The second ASG Forum was held on 19 April in Melbourne and was attended by Aboriginal sector representatives, Divisional Aboriginal Governance Committee representatives and key government executives.
The ASG Forum was co-chaired by Expert Panel member Adjunct Professor Muriel Bamblett, CEO, Victorian Aboriginal Child Care Agency (VACCA) and Kym Peake, Secretary, Department of Health and Human Services.
The agenda, covered important areas of policy implementation, action and advice for the Department, with a focus on the progress on implementation of Korin Korin Balit-Djak and identifying key areas for further policy development
The now formed Divisional Aboriginal Governance Committees have held their first Divisional Forums to progress the development of their Divisional action plans. The Divisional Aboriginal Governance Committees will provide advice and learnings from their local committees and communities to then feed into the state-wide governance structure – the ASG Forum.
Aboriginal governance and accountability framework
<www2.health.vic.gov.au/about/health-strategies/aboriginal-health/governance-accountability>
Aboriginal community engagement and partnership framework
<www2.health.vic.gov.au/about/health–strategies/aboriginal–health/engagement>
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Koolin Balit Evaluation
In 2013, the Victorian government allocated $61.7 million to implement Koolin Balit: Strategic Directions for Aboriginal Health. Four external evaluations of this investment were completed in late 2016 and early 2017, and selected on the basis of four priority topics focusing on opportunities for replication and comparison, investment size and information needs:
Aboriginal Health Case Management and Care Coordination Models in Victoria (Effective Change)
Improving Cultural Responsiveness in Victorian Hospitals (Wunan Social Compass)
Health and wellbeing outcomes of the gathering place model in Victoria (The University of Melbourne)
Aboriginal Health Workforce Development in Victoria (Australian Healthcare Associates)
The Evaluation Reports and summaries of the findings were released to coincide with the launch of Korin Korin Balit Djak: Aboriginal health, wellbeing and safety strategic directions 2017-2017, and the Aboriginal Governance and Accountability Framework in October 2017.
The evaluation findings, together with statewide consultations over the development of both Korin Korin Balit-Djak and Balit Murrup: Aboriginal social and emotional wellbeing framework 2017-2017 provided a robust evidence base for the commitments and actions articulated in both policies.
The evaluation findings will continue to inform the development of key policy initiatives, including the department’s Cultural Safety Framework, an Aboriginal-led research, evaluation and monitoring framework, and the Prioritising Funding to Aboriginal Organisations policy.
The findings of the Koolin Balit evaluations can be found at:
Evaluations of the Koolin Balit investment
<www2.health.vic.gov.au/about/health-strategies/aboriginal-health/koolin-balit/evaluations>
Balit Murrup: Aboriginal Social and Emotional Wellbeing Framework
Balit Murrup means ‘strong spirit’ in Woi-wurrung language; the Balit Murrup: Aboriginal Social and Emotional Wellbeing Framework recognises that to reduce the growing mental health gap, new and different solutions are needed to address an entrenched mental health crisis.
Balit Murrup was launched on the 24 October 2017. It is informed by evidence-based information and consultation with Aboriginal people about what is needed to improve resilience, wellbeing and mental health in the Victorian Aboriginal community. Balit Murrup articulates a model for healing and trauma-informed care for mental health and universal health policy and practice.
The framework will focus on:
providing integrated, accessible and culturally responsive services by building a strong skilled workforce
strengthening the resilience of Aboriginal people, families and communities through healing and recovery approaches that respond to the impacts of trauma
promoting the importance of culture as a protective factor in Aboriginal health, wellbeing and safety.
There are a number of new investments underway to support the implementation of Balit Murrup. This includes expansion of Aboriginal Drug and Alcohol workers, additional Mental Health Clinical roles for Aboriginal Community Controlled Organisations (ACCOs) and a new Aboriginal Mental Health Traineeship program to be located in clinical mental health services. A mapping and service needs analysis project is currently underway to support this process and ensure that implementation reflects principles of Aboriginal self-determination.
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Other projects under Balit Murrup will focus on reducing the impacts of unaddressed mental health conditions, and improve mental health treatment outcomes for Aboriginal and Torres Strait Islander People with moderate to severe mental illness.
A number of sites have recently commenced demonstration projects for 'Improving Mental Health Treatment Outcomes for Aboriginal and Torres Strait Islander People with Moderate to Severe Mental Illness', including:
Wathaurong Aboriginal Cooperative and the Victorian Aboriginal Health Service – this site will focus on adults and builds upon the success of the Koolin Balit project 'Fresh Tracks'.
Ballarat and District Aboriginal Cooperative – this site focuses on reducing the impact of parental mental illness for children engaged with child protection, supporting family reunification.
Mallee and District Aboriginal Services – this site will focus on the mental health of people engaged with the justice system with the aim of reducing recidivism and re-entry.
Each site will provide culturally-responsive mental health care, treatment, counselling and care coordination.
Aboriginal Cultural Safety Framework (ACSF) Project
The Department of Health and Human Services’ (the department) Aboriginal Employment Plan and KKBD committed to the development of an Aboriginal Cultural Safety Framework (CSF).
The department engaged PricewaterhouseCoopers Indigenous Consulting (PIC) in late March 2018 to undertake the project. The Aboriginal CSF and implementation resources/tools will be launched in September 2018 to drive system-level change in the department and broader Victorian health and human services system. Successful implementation of the Aboriginal CSF will help organisations and workplaces provide culturally safe environments for all Aboriginal staff and for all Aboriginal people accessing and receiving services.
The department and PIC are drawing on the knowledge, experience and expertise of Aboriginal communities, ACCO’s and funded health and human services sectors to help design and develop the Aboriginal CSF and implementation resources/tools. Stakeholder consultations are occurring during May and June 2018 and include:
focus groups with Aboriginal community members and Aboriginal and non-Aboriginal staff in the department to inform the drafting and testing of the Aboriginal CSF
targeted interviews with identified stakeholders (internal and external) including inviting senior leaders in the department and senior leaders in funded health and human services organisations, including Aboriginal community controlled organisations
written submissions from Aboriginal community controlled organisations and mainstream funded agencies
workshops to test the draft Aboriginal CSF with key stakeholders
The Aboriginal Strategic Governance Forum is a key governance mechanism in overseeing the Aboriginal CSF project. An Aboriginal Cultural Advisory Group will be established to provide cultural advice, guidance and support throughout the life of the project.
The ACSF will support KKBD to achieve the Victorian Government's vision for 'Self-determining, healthy and safe Aboriginal people and communities'.
Monitoring and Evaluation Plan
The Aboriginal Information System (AIS) is an online portal using web-based technology that will promote and facilitate greater use of data by making it more readily available, accessible, useable and consumable. The purpose of developing the AIS is to improve the flow of health and human services data to users within the department and the community-funded sector.
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The AIS has been piloted using internal and external data extracts and has recently been migrated to the Corporate Reporting Tool environment. A key feature of the AIS is combining data across a range of datasets to enhance the completeness and consistency of Indigenous status for the purposes of statistical reporting. This will be enhanced greatly by the DPC led whole of government data linkage project to develop and implement the Victorian Social Investment and Integrated Data Resource (VSIIDR) which will be able to generate Aboriginal specific data extracts for potential use in the AIS.
Once developed, the AIS will enable more efficient responses to data requests, provide greater flexibility in exploring data through an Aboriginal cultural lens, improve the use of, and confidence in data and to provide a more tailored approach to data reporting for program providers.
The AIS will be implemented using a staged approach where selected users will continue to test its functionality until mid-2018. Ongoing refinements will be made as the AIS is rolled out among a wider group of users among the health and human services sector.
Korin Korin Balit-Djak: Aboriginal Health and Wellbeing Safety Strategic Plan 2017 – 2027
As part of the Victorian Government’s commitment to advancing Aboriginal self-determination, the department has developed a new 10-year Aboriginal Health, Wellbeing and Safety Strategic Plan, KKBD, to provide an integrated and holistic approach to improving Aboriginal health, wellbeing and safety in Victoria.
Implementation of KKBD will be driven by the Aboriginal community through an Aboriginal community-led implementation plan, and monitoring and evaluation will be developed with community to support this process. The plan’s actions will be reviewed and renewed every three years to reflect the changing needs and aspirations of Victorian Aboriginal communities.
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2. Victorians are safe and secure
Initiative Division: Health and Wellbeing
Branch: Policy and Planning
Denise Ferrier, Director, Policy and Planning
Occupational Health and Wellbeing
The “Its Never Ok!” campaign evaluation has been finalised. Phase two of the campaign has commenced and will run from May to July 2018.
Round 4 of the Health Service Violence Prevention Fund, led by the Building Authority, has closed and recipients will be announced in September.
Initiative Division: Strategy and Planning
Branch: System Intelligence and Analytics
Dr Anthony Carpenter, Director
Social Impact Bonds Pilot
The department is working with the Department of Treasury and Finance to pilot social impact bond (SIB) programs in Victoria. The Government has announced two SIB programs:
On 21 December 2017 – Journey to Social Inclusion (J2SI) to support people experiencing chronic homelessness. Program delivery is expected to commence August 2018. Partner organisation is Sacred Heart Mission.
On 15 February 2018 – COMPASS program to support young people leaving care with access to housing, a key worker to navigate the system, support in accessing education, training and employment, and the specialist support services based on the level of assessed need. First intake of care leavers is expected in the second half of 2018. Partner organisations are Anglicare and Vincentcare.
Work is underway to finalise operational details for the commencement of both programs, and contractual documentation to establish both SIB Arrangements.
Work is also in train to scope a potential second round of Social Impact Investments. Further details of priority areas will be announced at the time of market sounding and potential release of a Request for Proposal, anticipated late June/early July 2018.
Social Impact Bonds in Victoria
<www.dtf.vic.gov.au/socialimpactbonds>
Family Violence Housing Blitz evaluation
The Family Violence Housing Blitz evaluation is complete. The evaluation was conducted by ACIL Allen Consulting in partnership with the Social Research Centre. The latest developments for this work are as follows:
• A draft of the final report was submitted for review by the Family Violence Housing Implementation Taskforce.
• A revised final report has been submitted by ACIL Allen incorporating feedback from the department and Taskforce members.
• The Centre for Evaluation & Research has prepared a short summary report based on the long report, highlighting the key findings of the evaluation.
• It is yet to be determined if the final report will be publicly available.
• The Centre for Evaluation & Research has prepared a short summary report based on the long report, highlighting the key findings of the evaluation.
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• It is yet to be determined if the final report will be publicly available.
Eleanor Williams, Assistant Director, Centre for Evaluation and Research
Initiative Division: Housing, Infrastructure, Sport & Recreation
Branch: Program Strategy and Policy
Chris Hotham, Director, Program Strategy and Policy
Homes for Victorians
In March 2017, the Victorian Government released Homes for Victorians, committing over $800 million in additional homelessness and housing support and $2.1 billion in financial instruments. This will deliver approximately 6,000 new social and affordable homes, including renewal of 2,500 public housing dwellings and support for more than 19,000 disadvantaged Victorians.
Over the next five years, the department is undertaking a coordinated approach to implement the Homes for Victorians initiatives. This include supporting victims of family violence to stay safely at home, provision of accommodation for the homeless, redevelopment of women's refuges, rapid housing assistance packages, expanded private rental assistance, and growth of the broader social and affordable housing system.
Since the release of Homes for Victorians just over a year ago, we have delivered over 300 new homes as part of the Rapid Housing family violence initiative, more than 170 homes to support people who are homeless, and 50 new units at the City Gate apartments in St Kilda.
The department is currently engaged in a competitive procurement process for the first stage of the $185 million Public Housing Renewal Program, and a number of planning scheme amendments have recently been gazetted. Government is also finalising design of the Victorian Social Housing Growth Fund.
In addition, the Victorian Housing Register is now live, enabling eligible Victorians in need of housing assistance to complete a single online application for both public and community housing. Registered housing agencies are reviewing policies and procedures for opting-in to the Victorian Housing Register.
More broadly across government:
applications for 400 first home buyers under HomesVic, the shared equity scheme was open in February 2018
six sites across Victoria have been nominated for the Inclusionary Housing Pilot. The first four sites have gone through the planning panel process and work is underway to engage with the residential development industry and registered housing associations.
For further information:
Homes for Victorians
<www.vic.gov.au/affordablehousing>
Department of Health and Human Services Social housing initiatives
<www.dhhs.vic.gov.au/homes-for-victorians>
Department of Health and Human Services support for homeless persons and vulnerable Victorians
<www.dhhs.vic.gov.au/improving-housing-services-vulnerable-victorians>
Judy Sutherland, Assistant Director, Social Housing Reform, Program Strategy and Policy Branch.
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Homelessness initiatives
Homelessness and Rough Sleeping Action Plan
On January 14 2018, the Victorian Government announced more than $45 million in initiatives as part of the Homelessness and Rough Sleeping Action Plan. The Action Plan is informed by extensive research and through working closely with frontline agencies.
The Action Plan provides a framework for reducing the incidence and impacts of rough sleeping based on four key themes:
Intervening early to prevent homelessness
– $19 million to establish eight assertive outreach teams in suburban, regional and rural Victoria as an effective way to engage people sleeping rough
Providing stable accommodation as quickly as possible
– $2.2 million to build on the Towards Home initiative to establish a further 20 one bedroom modular homes, complemented by $2.6 million in intensive multi-disciplinary onsite support (also see below)
– $8.2 million for three community sector projects to build 86 long term housing options for vulnerable groups, including women and children escaping family violence and young people leaving out-of-home care
Support to maintain stable accommodation
– $9 million to establish six multi-disciplinary supportive housing teams to deliver individualised support to complex clients when they are housed
An effective and responsive homelessness service system
– Formal recognition of drop-in centres as access points to specialist homelessness services, offering a further means of engaging people experiencing chronic homelessness
– Evaluation of new initiatives to engage, house and support people experiencing homelessness
– $4.5 million to test, review and refine models of therapeutic service delivery provided in the crisis accommodation services.
The Action Plan builds on the significant reform efforts already underway as part of the Homes for Victorians $800 million investment, and progresses the reform of Victoria’s specialist homelessness service system, focusing on current strengths and moving towards prevention and early intervention. A planning process is underway for implementation of the Action Plan’s initiatives including the establishment of a Ministerial Advisory Committee which is scheduled to begin meeting in July 2018.
Homelessness and Social Housing Reform Launch Sites
The Homelessness and Social Housing Launch Sites initiative implemented in 2015-16 is continuing to test new ways of working across the three sites of Brimbank Melton, Hume Moreland and Inner Gippsland. Key service elements include a needs assessment tool to link people to the right support, the Private Rental Sustainability Check, Landlord Incentives to increase affordable private housing opportunities, Enhanced Housing Pathways for people exiting prison and Brief Interventions assisting people with financial and practical support to maintain and/or access private rental. The Launch Sites will continue for a further year to 30 June 2019 to allow the initiatives to be evaluated and inform future directions in homelessness.
For further information :
Homelessness and Housing Reform Launch Sites
<http://fac.dhhs.vic.gov.au/policies-and-procedures>
Sherri Bruinhout, Ass. Director, Homelessness & Accommodation Support
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Initiative Division: Strategy and Planning
Branch: Intergovernmental Relations and Social Policy
Sarah Nesbitt, Director, Intergovernmental Relations and Social Policy
Intergovernmental meetings – Children and Families Secretaries Community Services Ministers
On 1 June 2018 the Community Services Ministers will meet for the first time in 2018.
Ministers will consider and set direction on matters of national strategic importance in the children and families portfolios. A Communique will be issued following the meeting which will outline Ministers’ decisions and actions arising from the meeting.
National Housing and Homelessness Agreement (NHHA)
The NHHA is due to commence on 1 July 2018. Victoria is working to reach agreement with the Commonwealth as quickly as possible, to ensure continuity of funding after 30 June 2018.
The Victorian Government is working to ensure that the proposed new agreement is fair and balanced, and meets the needs of the most vulnerable members of our society, including people who rely on social housing, and people at risk of or experiencing homelessness.
2017–18 National Partnership Agreement on Homelessness (NPAH)
From 1 July 2018, the NPAH will be replaced and its funding incorporated into a new National Housing and Homelessness Agreement, which is currently under negotiation.
Initiative Division: Children, Families, Disability and Operations
Branch: Children and Families Policy
Nicola Young, Assistant Director, Out-of-Home Care
Foster Carer Retention – Training and Support
The Carer KaFE (Kinship and Foster Carer Education) commenced in April 2016. The project is delivered through the Foster Care Association of Victoria; it provides a structure and logic to the training and learning progression of foster and kinship carers.
The training program aims to support the development of carers, enabling them to provide the best possible care to vulnerable children and young people.
The online Carer KaFE training calendar, which provides carers with access to online training modules and face to face learning opportunities, went live in late July 2017.
To date, over 2,500 carers have participated in 162 training sessions between March 2017 and April 2018. An additional 57 training sessions have been scheduled between April and June 2018. Kinship carers, foster carers and carers of Aboriginal children are able to access the training calendar to register their attendance.
Funding was allocated in the 2018-19 Budget to continue Carer KaFE for a further three years.
The training panel recently approved carer training sessions to be delivered from July to December 2018.
Carer KaFE
<www.fcav.org.au/news/training>
Contact: Andrea Smith, Manager, Out of Home Care Unit
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Targeted Care Packages
In March 2015, the Minister for Families and Children announced $43 million over four years for Targeted Care Packages (TCPs) to transition children and young people out of residential care into alternative care and living arrangements where their needs will be better met.
Since their establishment in April 2015, TCPs have supported 550 children, including 190 packages to prevent children entering residential care.
As part of the 2018-19 Victorian Budget, $140.6 million over four years was allocated for therapeutic approaches for children in care with complex needs. Funding includes an additional 162 Targeted Care Packages to reduce placements in residential care and provide supports tailored to a child's or young person's circumstances and needs.
Targeted Care Packages
<https://fac.dhhs.vic.gov.au/news/targeted-care-packages>
Contact: Daniel Emeny, Manager, Residential Care, Out of Home Care Unit
Kinship Care On 12 December 2017, a new model of kinship care was announced, representing a $33.5 million investment. The new model of kinship care focuses on:
Better and earlier identification of kinship carers
Strengthening connections for Aboriginal children and young people with family, culture and community and reunification supports
Assisting carers, children and young people through increased, ongoing and flexible support
Increasing case management of kinship placements by Child and Family service organisations and
A greater emphasis on assessing the needs of carers, children and young people.
From March 2018, new divisional transition teams will support existing kinship placements and assist with the transition of the new model. In addition, these teams have access to $5 million in flexible brokerage funds to support and stabilise existing placements. Situated within the 17 areas, 36 new dedicated kinship practitioners will actively search for a child or young person’s family and support them to provide care. These practitioners will act as a key contact point to provide ongoing and flexible support for kinship carers.
Additional support is being provided to Aboriginal agencies to strengthen assistance to Aboriginal children and young people including finding extended family, supporting carers and helping children and young people return to their parents where possible.
A package of First Supports is available to new kinship care placements expected to last longer than three months offering timely comprehensive assessment, identification of needs, access to family services, and flexible brokerage up to $1,000 to help establish placements.
In November 2017, the updated Manual for kinship carers was launched, which was developed to provide important information for carers. During the launch, the Minister announced additional funding to Kinship Carers Victoria:
$40,000 for the Kinship Carer Wellbeing handbook
$2,000 for a telephone call-back system
$10,000 to increase the capacity for the kinship carer support and referral line
On 13 December 2017, the Victorian Ombudsman released the final report into the investigation into the financial support provided to kinship carers. The department accepted all seven recommendations and has commenced work on implementing these recommendations.
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Foster Carer Recruitment
The Centre for Excellence in Child and Family Welfare, in collaboration with Victorian foster care providers, has led the implementation of Fostering Connections strategy. The campaign was launched in January 2016 and a new advertising campaign launched during foster care week in September 2017. The campaign has focused on the message “Open your heart, open your home,” and includes digital, print, radio and rural television commercial advertising. It is supported by a website and centralised inquiry line which responds to enquiries from potential carers.
The campaign aims to increase the Victorian community’s awareness of foster care and generate interest in becoming a foster carer, including recruitment of Aboriginal carers and carers from culturally and linguistically diverse backgrounds. Evaluation of the campaign has shown that it has been effective in generating public interest in finding out more about foster care. Since the advertising began in 2016, Fostering Connections has received over 4,600 enquiries and over 820 carers welcomed their first child into their home.
The 2016–17 Budget provided $2 million over two years for Aboriginal foster care recruitment and carer capacity building through funding capacity building projects. The projects’ key objectives are to:
achieve the government’s commitment of increasing the number of Aboriginal foster and kinship carers
better support carers of Aboriginal children and young people so they will continue to be carers for a longer period.
Funding has been distributed to 11 Aboriginal Community Controlled Organisations (ACCOs) for the period 2016-17 and 2017-18. All ACCOs have reported on their deliverables for year one.
An additional $440,000 was distributed to the 11 ACCOs to further support the recruitment of carers. ACCOs will provide a final monitoring report in August 2018.
The Victorian Aboriginal Children and Young People’s Alliance (the Alliance) has been allocated $150,000 for 2017-18 and 2018-19, to support the development of an Aboriginal carer recruitment strategy.
Fostering Connections
<www.fosteringconnections.com.au>
Contact: Andrea Smith, Manager, Out of Home Care Unit
Initiative Division: Children, Families, Disability and Operations
Branch: Community Services Quality and Safety Office
Simone Corin, Director
Establishment of the Community Services Quality and Safety Office
The recently established Community Services Quality and Safety Office (‘Office’) will improve the quality, safety and effectiveness of community services by collaborating with clients, providers, peaks, regulatory bodies, and other parts of the department to:
establish system-wide quality governance expectations
support providers to implement quality governance
bring together existing information from across community services to identify and share what is working well and where improvement is needed
learn from the individual and broad experiences of clients and feed this learning into systemic continuous improvement
The Office will focus on making meaningful connections between client and staff
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experiences and the existing frameworks for regulation, reporting and safeguards as well as the major system reforms that are underway.
The Office will develop a Quality Governance Framework, Operating Model and associated tools and resources to drive the delivery of safe, effective, connected, services and the sharing of best practice. The Office will consult with sector partners in the development of its framework and work collaboratively in implementing quality governance to drive improvement in client outcomes, and promoting evidence-informed practices across the system.
Specific initiatives include a local area approach to quality and safety, a framework to support the inclusion of client and practitioner voice in continuous improvement across the system, and a new systemic approach to oversight of quality and safety.
Initiative Division: Children, Families, Disability and Operations
Branch: Office of Professional Practice (in partnership with Children and Families Reform)
Tracy Beaton, Director, Office of Professional Practice
Emma Fenby, Assistant Director, Children and Families Reform Unit
Keep children 12 and under out of residential out-of-home care
Phase two of this project focuses upon the separate care requirements of two groups of children.
The first group of children are 41 children identified as currently residing in disability funded placements who will transition to Children Youth and Families funded placements as a result of the NDIS transition by 1 July 2018. Additional resources have been allocated to support this process.
The second group of children are the 24 children identified in phase 1 of the under 12 in residential services. Progress towards the case plan goal of permanency for this group of children will be achieved through assigning each child to one of four case management approaches. Results will be analysed to develop an evidence base to inform policy and practice reform.
The four case management approaches are:
Case management approach 1: Business as usual. Promotion of practice / capability development and leadership through OPP facilitated care team approach: working with divisions to actively engage with care teams, specifically to build their capacity and capability to deliver purposeful and tangible interventions for children, promoting positive development and behaviour.
Case management approach 2 (1 plus TRACK): Utilising the TRACK home based care model developed by the Australian Childhood Foundation and Anglicare Victoria. The TRACK program has been evaluated and has an evidence base in the Victorian context. Contracted case management and support from the agencies already utilising this approach would be most appropriate. Cost of TRACK to be determined and purchased as a supplement to case management approach through existing divisional funds (TCP, for example).
Case management approach 3 (1 plus positive behaviour support coaching): Utilising the positive behaviour support coaching model. Build an evidence base across the service system: establish shared goals for the child, within the context of a multidisciplinary (care) team approach and trialling of adapted Positive Behaviour Support guide (inclusive of the child and their family). Use assessment to inform the development of interventions. Implement and measure outcomes for individual children. This action-oriented approach will inform the evidence base for child and family service interventions. The
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positive behaviour support coaching model is being developed in the Office of Professional Practice at a one off cost of $10k by adapting an existing resource developed by the Senior Practitioner Disability)
Case management approach 4 (1 plus Life Story Model): BAU approach supplemented by Life Story Model (Richard Rose). This work is being trialled in East Division (using existing Child Protection Practitioner (CPP) resources, specifically valuable child protection case management capacity as the approach consumes practitioner time in undertaking training and therapeutic work). Berry Street Victoria has the licence for this model. It is anticipated that contracted case management with the agency already utilising the model would be required. Cost is DHHS RP2 (classification of a residential placement) case management cost of $13,754 (we are not wanting CPP to be doing the work, we are seeking the use flexible funding to purchase the program in a case contracted arrangement).
Each of these four case management approaches will utilise existing targets and funding. Supplementary funds may be required, and it is anticipated that cases be contracted to the agencies providing care to the child which will also enables the potential for increased allocation capacity within child protection. Of note is the importance of divisional engagement in terms of accessing funds with the view to a cost benefit in the longer term.
Child Protection Risk Assessment Framework
The department is progressing work to strengthen its approach to assessing risks in child protection. The project will deliver a risk assessment framework to provide effective, evidence-based assessment and to support decisions about significant risk and court applications.
The objectives of the project are to:
examine best practice risk assessment frameworks across Australia, including relevant cultural elements
develop a research-based contemporary risk assessment framework
deliver training and develop resources for child protection practitioners
A prototype framework, the Seek and share; Analyse; Formulate; Enact and empower; and Review and reassess (S.A.F.E.R.) children framework, has been developed for user testing in quarters three and four of 2017/2018.
Implementation activity is anticipated to commence from July 2018 with piloting at select sites. Successful implementation will necessitate the framework being effectively integrated into the daily practice of all child protection practitioners. System enhancements to the CRIS system will be undertaken following the trialling, along with the development and delivery of a state-wide learning and development program for new, existing and future child protection practitioners, managers and practice leaders, and an external evaluation of the S.A.F.E.R. children framework.
Initiative Division: Health and Wellbeing
Branch: Community Based Health Policy and Programs
Louise Galloway, Acting Director, Community Based Health Policy and Programs
Victorian Carer Strategy
The Victorian Carer Strategy is to be launched in mid-June 2018. It gives consideration to the key findings identified through a recent consultation led by Carers Victoria in 2017. Victorian carers and representatives from peak bodies were part of the consultation.
The Victorian Carer Strategy has translated the themes identified by Carers Victoria into five priority areas:
Carers are recognised, acknowledged and respected
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Carers have better health and wellbeing
Carers are supported in school, study and work environments
Carers can access support and services that meet their needs
Carers have less financial stress
The Victorian Government has invested $1.26 million in 2018-19 for initiatives that will support the release of the strategy. This funding has been provided to Carers Victoria, Little Dreamers, Tandem and the Support for Carers Program.
Initiative Division: Children and Families Reform
Argiri Alisandratos, Deputy Secretary
Children and Families Reform
The department’s Children and Families Reform Unit (CFR) is driving the detailed design of critical system components and enablers required to deliver the service system changes envisioned in Roadmap for Reform: Strong families, safe children.
Working closely with Roadmap Implementation Ministerial Advisory Group (RIMAG) Working Groups and Family Safety Victoria (FSV), a draft system framework for strong families, safe children (the framework) has been developed with framework consultations with the sector held in April and May 2018.
The framework sets out a proposed pathways approach which looks at how all parts of the child and family system (the Orange Door, child and family services; Child Protection; and care services, including Aboriginal Children in Aboriginal Care) connect and work with vulnerable children and families, as well as how the system links to other service platforms. In addition, the Children and Families Reform Unit continues to progress work across key work streams, including:
• Service design (such as the new kinship care model and developing a new therapeutic approach for children and young people in care services)
• Aboriginal design responses
• System management and enablers (including funding, outcomes, evidence, workforce, ICT etc)
• Recent highlights include:
– Continuing implementation of the new model of kinship care which provides a greater focus on better and earlier identification of kinship carers, a strengthened focus on connections for Aboriginal children, young people, culture, community and reunification supports and assisting carers with ongoing and flexible support and additional case management of kinship placements by community service organisations.
– Dedicated kinship teams have been established and are operating in each of the operational divisions, with 1800 numbers set up for kinship carers to contact the new kinship workers.
– Service delivery readiness discussions have occurred with agencies regarding the delivery of First Supports program, (support for newly established kinship placements) and case contracting, with most agencies having commenced between March and May 2018.
– Workshops and consultations continue with Aboriginal agencies regarding the Aboriginal kinship placement identification and support, and reunification support packages.
– A monitoring and evaluation framework is being finalised.
Design yarns with Aboriginal communities have enabled the voice of Aboriginal people and workforce to be incorporated into the new system framework.
In January 2018, $6.1 million was announced to test a range of evidence-based programs to better protect children and keep them out of the child
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protection system. Child and family services will be able to share their experience and knowledge about evidence-based programs and practice across the sector through the newly established Outcomes, Practice and Evidence Network (OPEN) – led by the Centre for Excellence in Child and Family Welfare.
An EOI to test outcomes metrics in family services has been received well by the sector with over 300 practitioners participating. Training for practitioners will take place in June 2018.
The Children and Families Reform Unit continues to work with the sector through the RIMAG and its working groups to develop the projects above and commence transition to implementation.
The work includes linking with the community services industry planning and child and family services transition planning to support reform design and implementation. A children and families workforce strategy is also under development, which will also align with community services industry planning and the family violence industry plan.
Roadmap for Reform: Strong Families, Safe Children
The Roadmap for Reform: Strong Families, Safe Children (the roadmap) is the Government’s key platform to improve outcomes for vulnerable children, young people and families. It outlines three strategic reform directions:
• building supportive and culturally strong communities and an enhanced role for universal services
• supporting children, young people and families in need with integrated wraparound supports and targeted early interventions
• strengthening home-based care and improving outcomes for children and young people in out-of-home care.
A phased approach to reform has been developed to enable effective co-design, deliver early success and set the foundation for longer-term sustainable change. The department continues to engage with the sector on this work through the Roadmap Implementation Ministerial Advisory Group and its sub-working groups.
In May 2018, the Minister for Families and Children launched Roadmap for Reform: children and families – Progress and directions 2018 which sets out the next steps in the reform journey.
Progress and directions sets out the proposed pathways approach to providing support to vulnerable children and families. The proposed pathways approach looks at how all parts of the child and family system (The Orange Door, child and family services, Child Protection, care services, including Aboriginal Children in Aboriginal Care) connect to work with vulnerable children and families, as well as how the system links to other service platforms.
The three proposed pathways to support are based around the needs of vulnerable children and families. This approach shifts away from the traditional tiered primary, secondary and tertiary structure of the current system, which divides services and creates barriers to families accessing the joined-up support they need. Instead, the pathways are characterised by three common ways of working:
• timely and culturally sensitive support to make every contact with the system count towards child and family safety and wellbeing
• shared decision making and action, including empowering children, young people, families and carers to work alongside professionals to explore solutions that meet their needs
• flexible and tailored support that is proportionate to the changing needs of children and families
Aboriginal self-management is critical to the proposed pathways approach. While many Aboriginal children are thriving, the pathways will prioritise self-management and increase opportunities for Aboriginal communities to lead the
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healing and recovery of their children, young people and families.
The 2018 Roadmap for Reform Symposium was held on 11 May 2018, with over 170 attendees from across the child and family services sector, including Aboriginal Community Controlled Organisations, young people with experience of the sector, carers and government. The symposium focussed on Aboriginal self-determination; the conceptual framework for child and family services; operationalising the proposed pathways approach; the development of a learning system and next steps in the reform journey.
Roadmap for Reform
<www.strongfamiliessafechildren.vic.gov.au/>
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3. Victorians have the capabilities to participate
Initiative Division: Children, Families, Disability and Operations
Branch: Disability and NDIS Transition
Anna Donne, Director, Transition Coordination
Implementation of the National Disability Insurance Scheme (NDIS)
The NDIA has released its January 1st to end of March 2018 quarterly report.
The report includes highlights that in Victoria:
approximately 34,000 people are now NDIS participants
over 6,400 plans were approved in the quarter
77 per cent of the NDIS bilateral estimates have been met since the start of the NDIS in 2013.
With the commencement of transition of Hume Moreland (March 2018) and Bayside Peninsula (April 2018), 11 of the 17 areas that will eventually transition are now underway or are in various stages of completing their transition.
Information Linkages and Capacity Building (ILC) forms part of the NDIS design that will build the capacity, skills and confidence of people with a disability, and improve inclusion of people with a disability in mainstream services and communities. ILC has two streams of funding: ILC National Readiness Grants and jurisdictional grants.
ILC jurisdictional grants will commence in Victoria from July 2019. Until then, the NDIA and the Victorian Government have arrangements to enable ILC activities to be undertaken ahead of the open grant commissioning approach in 2019.
As part of this, the department was recently successful in attracting a grant of $19.4 million to support transition to ILC to:
increase the voice and representation of people with a disability, families and carers through user led organisations and peer support ($2.4 million)
build capacity for mainstream services ($4 million)
increase inclusion and participation of people with disability in community life ($3.5 million)
support existing ILC-type services, such as those provided through Information Services and Building Inclusive Communities ($9.5 million).
The Victorian Government recently announced it will proceed to a tender process to transfer government operated disability accommodation (also known as Supported Independent Living) and respite (Short Term Accommodation and Assistance) services to the non-government sector. Evaluation of proposals are underway and announcements on successful providers are expected from mid-2018.
Initiative Division: Health and Wellbeing
Branch: Diversity and Community Participation
Phil O’Meara, Director, Diversity and Community Participation
Age-Friendly Communities Grant Program
The Age-Friendly Communities Grant Program aims to build local government and community capacity to plan and deliver projects that will make a positive difference to the quality of life, social participation, health and wellbeing of older
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people in towns with significant ageing populations.
$1.2 million has been allocated to 12 regional and rural councils to deliver projects that are based on consultation with older people and will make their community more age-friendly.
The locations are:
Mount Alexander Shire Council
East Gippsland Shire Council
Macedon Ranges Shire Council
Mitchell Shire Council
Moorabool Shire Council
Wellington Shire Council
Murrindindi Shire Council
Horsham City Council
Corangamite Shire Council
Indigo Shire Council
• Cooinda Village Inc. (Benalla)
• Mildura Rural City Council
Age-Friendly Victoria
<www.seniorsonline.vic.gov.au/get-involved/age-friendly-victoria>
Disability Access and Inclusion
Absolutely everyone is the state disability plan for 2017–20. The plan was released in December 2016. Absolutely everyone is structured around four pillars of everyday life and contains 10 key priorities and 27 actions.
The plan also sets out the government’s continuing obligations to people with disability during and after the implementation of the National Disability Insurance Scheme (NDIS). This is important for meeting the needs of both NDIS participants and non-participants.
The plan is supported by a whole-of-government outcomes framework, which will guide action toward achieving results that align with our vision of an inclusive Victoria. The outcomes framework has 14 specific outcomes spread across four domains that are the same as the pillars of the plan.
On 1 May 2018, as part of the 2018-19 State Budget, the Minister for Housing, Disability and Ageing, Martin Foley MP announced $13.7 million to roll out key initiatives from Absolutely everyone and support the continued transition to the NDIS.
This includes an additional investment to:
increase employment opportunities and participation across the Victorian Public Sector for people with disability through Every opportunity
strengthen the Victorian Disability Advocacy Program and provide support to an additional 300 people a year (2,000 people compared to 1,700)
fund a feasibility study to make Geelong a more accessible and inclusive city
grow the Changing Places accessible public toilets program.
In addition to this recent investment, work is well underway to implement initiatives through the 2017-18 State Budget which allocated $4.9 million to support implementation of Absolutely everyone.
As part of this investment, around $1.4 million will be allocated through a Disability Advocacy Sector Capacity Building Fund. Successful initiatives will be announced shortly, following a call for submissions released on 12 January 2018. The focus of the fund is around improving access to timely and targeted disability advocacy supports for people with disability and their families.
Investment in the 2017-18 and 2018-19 State Budgets are on top of $3 million in annual recurrent funding to 24 organisations through the Victorian Disability Advocacy Program.
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Every opportunity: Victorian economic participation plan for people with disability 2018-2020 was released on 8 February 2018 as the centrepiece of Key Priority 10 of Absolutely everyone.
The overarching goal of Every opportunity is to drive positive change by activating two major stakeholders – government itself and the broader Victorian business community. To achieve this, the plan draws on the levers available to government, namely recruitment, procurement, investment, accountability measures and leadership. This includes a target of six per cent employment of people with a disability across all government departments by 2020, increasing to 12 per cent by 2025.
Every opportunity will also make possible the delivery of projects that test, develop, refine and document ideas in a Victorian context, led by or in partnership with a range of government and non-government partners. This work will help set the foundations for further sustainable action over time.
Implementation of Every opportunity is currently underway in partnership with a range of government and non-government organisations, with a progress report to be tabled for government consideration in July 2018.
Key actions to date include:
the development of a public sector disability employment action plan by the Victorian Public Sector Commission (in partnership with the Office for Disability)
the launch of a disability specific funding stream of the Jobs Victoria Innovation Fund on 16 April 2018, applications for which are currently being evaluated
the launch of the inaugural Public Health Services 2018 Workforce Training Grants Scheme for people with disability.
Building on the Victorian Government’s Disability Leadership Program, a Disability Leadership Forum was held on 8 May 2018. This provided an opportunity for the 48 program participants to hear from other leaders with and without a disability, and to explore avenues to apply skills learnt through the program. As part of the government’s broader work to increase voice and leadership through action 24 of Absolutely everyone, preliminary work is underway to increase the number of people with disability on Victorian public sector boards and committees. This will provide a pathway for Disability Leadership Program participants and other people with disability wishing to influence decision making and positive change.
The Victorian Disability Advisory Council provides advice to the Minister for Housing, Disability and Ageing and consists of twelve members appointed from August 2016 through to June 2019. The council meets bi-monthly and is guided by its work plan for 2017–2018. The Chair is Colleen Furlanetto. HSHPIC members may contact the Council and its Chair through its secretariat on 9096 7809 or [email protected].
Further information:
State Disability Plan
<http://www.statedisabilityplan.vic.gov.au/every-opportunity>
Young Pasifika Program
On 20 January 2017, the Minister for Youth Affairs announced $600,000 in funding (2017-2018) to support young people from Pasifika communities to become reconnected to family, community, education, training and employment pathways.
Funding supports a project coordinator who works closely with local organisations and networks to improve links between support services and deliver a coordinated response to issues faced by young Pasifika people.
Funding also supports two youth workers who are strengthening Pasifika young people’s school connectedness, educational outcomes and family relationships. This work is delivered on-site in local schools and includes:
providing information and referrals for students and staff
working with schools to plan individual and group support such as parent
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information sessions
assistance to identify gaps in student engagement
secondary consultations for staff.
The program is predominantly delivered in Casey and Wyndham, with a worker dedicated to each area, but also extends into Brimbank and Dandenong to reach young Pasifika people who are mobile across these areas.
Empower Youth On 21 January 2017, the Minister for Youth Affairs announced funding of $4 million to support eight organisations to deliver a new program – Empower Youth.
These organisations have employed youth workers who are providing intensive coordinated support to young people to strengthen their health and wellbeing, engagement in education and training, pathways to employment and connection to community. To date over 350 young people have been supported by the Empower Youth program in key areas of health and wellbeing, education and training, employment pathways and community participation.
On 18 May 2018, the Minister for Youth Affairs announced the opening of a new Empower Youth grant round of over $2 million over four years to expand on the current program. Applications close 9 July 2018.
Empower Youth at Youth Central
<www.youthcentral.vic.gov.au/government-info-assistance/youth-programs/empower-youth>
Expansion of the Neighbourhood House Coordination Program
Through the 2018-19 State Budget the Victorian Government has committed $21.8 million over four years to expand the Neighbourhood House Coordination Program. A component of this funding is dedicated to enabling all neighbourhood houses funded through the Neighbourhood House Coordination Program for less than 25 hours per week to increase their funding up to 25 hours per week.
As part of the expansion, more houses will receive funding for the first time and neighbourhood house networkers will receive additional funding to spend more time with individual houses to improve access to key services and activities.
This investment will ensure neighbourhood houses can continue to provide the vital childcare, employment, training and volunteering services people need.
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4. Victorians are connected to culture and community
Initiative Division: Strategy and Planning
Branch: Priority Strategic Projects
John Spasevski. Assistant Director, Human Services Priority Projects Unit
Wungurilwil Gapgapduir : Aboriginal Children and Families Agreement and Strategic Action Plan
On 26 April 2018, Wunguilwil Gapgapduir: Aboriginal Children and Families Agreement and Strategic Action Plan was launched at Parliament House. It is a tripartite agreement between the Aboriginal community, Victorian Government and community service organisations. It outlines a strategic direction to reduce the number of Aboriginal children in out-of-home care by building their connection culture, Country and community.
The Agreement is positioned under the strategic framework set by Korin Korin Balit Djak, the department’s Aboriginal Health and Wellbeing Plan. It is also part of the Roadmap for Reform: strong families, safe children reform agenda.
The Aboriginal Children’s Forum (ACF) has the primary oversight role for driving implementation of the agreement and the ongoing monitoring and evaluation of progress against the objectives outlined in the agreement.
At its next meeting on 26 June 2018, the ACF will consider the first 12 month implementation plan under the Agreement, as well as a governance and accountability framework to support its implementation.
Initiative Division: Strategy and Planning
Branch: Health and Human Services Workforce
Aboriginal Health and Human Services Workforce Strategy
Following the first meeting of the Aboriginal Health and Human Services Workforce Strategy Working Group (Working Group), a facilitated workshop was proposed to identify priorities and consider how we can share accountability across health and community services and government for implementation of the Strategy.
There was a half day Workshop held on Thursday, 24 May, with over 70 participants from Aboriginal Community Controlled Organisations (ACCOs). This included Community Service Organisations, Public Health Services and government agencies. Co-chairs of the Working Group Muriel Bamblett and Emma King opened the Workshop speaking about some of the Aboriginal workforce development challenges in ACCOs and the broader health and community services role and opportunities. This was followed by Ian Hamm, CEO, Victorian Aboriginal Community Controlled Health Organisation who provided some future insights and the need to respond to the now, but importantly to also consider and plan for a different future.
The speakers set the scene for an engaging and productive Workshop where a broad range of intermediate and longer term priorities were identified. A report is currently being drafted and will be circulated to Workshop participants for comment and tabled at the next Working Group meeting in June 2018.
Matthew Lloyd, Manager, Aboriginal Workforce and Diversity
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Initiative Division: Children, Families, Disability and Operations
Branch: Children and Families Policy
Mick Naughton, Director
Implementation of the Commission for Children and Young People (CCYP) recommendations
The monitoring and implementation of recommendations arising from the following two CCYP inquiries:
Always was, Always will be Koori children; systemic inquiry into Services provided to Aboriginal children and young people in out-of-home care in Victoria
In the child’s best interest: Inquiry into compliance with the intent of the Aboriginal Child Placement concerning Aboriginal children is occurring through quarterly meetings of the Inquiry Monitoring Committee of the Aboriginal Children’s Forum (ACF).
A quarterly traffic light report on the implementation of the recommendations was presented at the ACF on February 2018. The report highlighted 18 completed recommendations with a further 71 in progress and on track. An additional 22 recommendations will be presented at the June 2018 Inquiry Monitoring Committee meeting for agreement of completion.
Aboriginal Children’s Forum (ACF)
The ninth ACF was held in Melbourne on 27-28 February 2018. The forum was co-chaired by the Minister for Families and Children and the CEO of the Victorian Aboriginal Child Care Agency, Professor Muriel Bamblett.
This forum focused on Priority 4 and 5 of Koori Kids: Growing Strong in their Culture, particularly:
Building capacity of Aboriginal families, communities and Aboriginal Community Controlled Organisations (ACCOs) to care for their children and young people and to reduce the number of Aboriginal children in out-of-home care
Enabling every Aboriginal child and family, regardless of where they live in Victoria, full access to a continuum of prevention, early intervention and placement services delivered through the ACCO sector
This ACF acknowledged the significant progress that has been made in the transitioning of Aboriginal children back to the care and case management of Aboriginal organisations. Aboriginal organisations, the Government and the community sector agreed to maintain the energy around transition; and, as importantly, increase the focus on prevention and early intervention to stop children entering care. Participants expressed the invaluable work of all parties involved and the critical role the forum plays in maintaining accountability.
Aboriginal Children’s Summit and Ongoing Forums
<https://www.vic.gov.au/familyviolence/committees-for-change/aboriginal-children-s-forum.html>
The next ACF is scheduled for 26-27 June 2018. It will be held in Melbourne and co-chaired by the Minister for Children and Families and the CEO of Winda-Mara Aboriginal Corporation, Mr Michael Bell.
Improving responses to Aboriginal Children – Identification
Taskforce 1000 raised concerns that child protection was not identifying Aboriginal children in a timely manner resulting in legislative and practice requirements not being followed.
Revised procedures and practice advice to support practitioners to effectively identify the Aboriginality of children were published in the child protection manual in June 2017, having first been implemented in April 2016.
Client Relationship Information System (CRIS) capabilities to prevent the de-identification of Aboriginal children by unauthorised staff have been completed. This will support policy and procedures introduced in November 2016.
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All Child Protection forms have been reviewed and will be updated to include Aboriginal identification where appropriate.
Child Protection Practice Manual
<www.cpmanual.vic.gov.au>
Gwendolyn Ellemor, Manager, Service Development and Design
Transitioning Aboriginal Children to Aboriginal Community Controlled Organisations (ACCOs)
The Transitioning Aboriginal Children’s Team is implementing a project to transition case management and care of Aboriginal children in out-of-home care from government and non-Aboriginal organisations to ACCOs.
The department has committed to the staged transition of case management to ACCOs: 30 per cent of all children in out-of-home care on contractible orders to be case managed by ACCOs by the end of 2017; 80 per cent by the end of 2018; and 100 per cent by the end of 2021. This target was established by and is monitored by, the Aboriginal Children’s Forum.
Recent key actions include:
Planning for distribution of 425 kinship targets provided in 2018-19 budget, inclusive of 121 targets that were funded in 2017-18 for one year only
• Tracking of 153 new kinship care targets provided to ACCOs in late 2017 to support transition
• Local, area and divisional governance groups are developing action plans for achieving 80 per cent transition target
• A half day workshop was held on 17 May 2018 with ACCO and CSO CEOs, and senior department staff to explore transition strategies in depth and further develop action plans
Catherine Dernee, Manager, Transitioning Aboriginal Children to ACCOs team, Child Protection
Aboriginal Children in Aboriginal Care (Section 18 of the Children, Youth and Families Act 2005)
Aboriginal Children in Aboriginal Care (ACAC) is the program name for Section 18 of the Children, Youth and Families Act 2005, which enables the Secretary of the department to authorise the principal officer of an Aboriginal agency to perform specified functions and powers conferred on the Secretary in relation to an Aboriginal child subject to a protection order. This new program is a key provision supporting the principle of Aboriginal self-management and self-determination.
The department is working in partnership with Victorian Aboriginal Child Care Agency ( VACCA), the Bendigo District Aboriginal Co-operative (BDAC), other Aboriginal Community Controlled Organisations (ACCOs), the Commissioner for Aboriginal Children and Young People and key stakeholders to implement ACAC.
Following a successful pilot in 2013–15, VACCA was the first ACCO to implement Aboriginal Children in Aboriginal Care, with the first authorisations under Section 18 occurring in November 2017. In the initial tranche, 36 children will be authorised to the principal officer of VACCA. VACCA has called its ACAC program ‘Nugel.’
BDAC is currently piloting ACAC with a small number of Aboriginal children on protection orders in the Dja Dja Warrung region and is anticipated to move from pilot to full authorisation in the second half of 2018, subject to meeting the program requirements.
The department has worked closely with key stakeholders to finalise the ACAC program requirements that underpin authorisation. Departmental requirements describe the program framework, but ACCOs will develop their own practice approach to work with Aboriginal children and families on protection orders.
A memorandum of understanding between the department and VACCA has been entered to facilitate access to ‘shared services’ for clients that are provided by the
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department, such as the After Hours Child Protection Emergency Service, Secure Welfare and the Placement Coordination Unit. Existing protocols between the department and external bodies are being reviewed to enable an ACCO to work with other agencies, such as Victoria Police, in the same way that Child Protection does for child protection clients. A statewide steering group, supported by a statewide working group, provides an authorising environment that engages ACCOs, the Commissioner for Aboriginal Children and Young People, the sector and divisional operations in the design of the new model.
Funding was provided in the 2018-19 State Budget to continue and expand Aboriginal Children in Aboriginal Care. This will enable the growth of VACCA’s Nugel Program and the expansion of ACAC to two additional ACCOs by 2020-21, growing the numbers of authorised children from 36 to 216.
Aboriginal Children Care Program
<dhhs.vic.gov.au/publications/aboriginal-children-aboriginal-care-program>
John Cheshire, Principal Policy Officer, Child Protection
Child Wellbeing and Safety Information Sharing reforms
• The Children Legislation Amendment (Information Sharing) Act 2018 (the Act), received royal assent on 10 April 2018. The Act will amend the Child Wellbeing and Safety Act 2005 to:
– create a legislative regime for ‘prescribed entities’ to request and exchange information to promote children’s wellbeing and safety
– authorise the creation of the Child Link IT platform, which will extract and collate a limited number of key facts from existing DET and DHHS systems to create a profile of each child’s enrolment and participation in services in Victoria.
• The Act complements the Family Violence Protection Amendment (Information Sharing) Act 2017 (the Family Violence Act) by allowing sharing of information to promote children’s wellbeing and safety more broadly.
• As required by the Act, the Department has drafted Ministerial Guidelines. The Guidelines have been developed following extensive consultation between the Department, the Department of Education and Training and Family Safety Victoria. Other government agencies, including the Department of Justice and Regulation and the Department of Premier and Cabinet, have also provided significant feedback on the Guidelines. Legal, family violence, education and child and family service peak bodies have also provided input on the Guidelines.
• The Guidelines have been approved by the Minister and were made available for public consultation on the Engage Victoria website on 30 May 2018. The public consultation period will end on 29 June 2018. In addition to publication on Engage Victoria, additional consultation will occur with stakeholders via a series of public forums and targeted meetings.
• The consultation period will overlap with public consultation on the Child Information Sharing, Regulations and Regulatory Impact Statement, and with the Family Violence Information Sharing Regulations for Phase One and the redeveloped Family Violence Risk Assessment and Risk Management Framework (Family Violence Framework) which will set out the roles and responsibilities of service providers in responding to family violence.
• Following consultation and workforce training, these reforms will be rolled out in a series of phases as outlined below:
– Phase 1 will commence on 1 September 2018. under the Child Information Sharing Reforms, Family Violence Act and the MARAM Framework, comprising: Child Protection workforce, Integrated Family Service workforce, and selected delegates in out-of-home Care, DHHS Housing, homelessness services, and mental health and drug and alcohol services.
– Phase 2 under all reforms commence in January 2020, would comprise
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most of the remaining department program areas and funded agencies, including disability services, aged care services, hospitals, antenatal nurses and community health services.
Sharon Perera, Manager, Information Sharing
Initiative Division: Health and Wellbeing
Branch: Diversity and Community Participation
Phil O’Meara, Director, Diversity and Community Participation
Aboriginal Youth Mentoring Program
The Aboriginal Youth Mentoring Program is helping young Aboriginal people develop skills, relationships and networks that keep them connected to their culture, families and friends. Organisations funded to deliver the program include:
• Rumbalara in Shepparton.
• Wayapa Wuurrk in Western Melbourne.
• Winda-Mara Aboriginal Corporation in Portland/Heywood.
• Mallee District Aboriginal Services in Swan Hill.
• Gippsland and East Gippsland Aboriginal Co-Operative in Bairnsdale.
The 2017-18 State Budget included an additional $1.8 million over two years to continue and expand the mentoring program.
The Youth Affairs Council of Victoria and the Koorie Youth Council continue to work with funded Aboriginal organisations to support them in delivering their mentoring program.
Aboriginal Youth Mentoring Program To Keep Young People Connected
<www.premier.vic.gov.au/aboriginal-youth-mentoring-program-to-keep-young-people-connected/>
Multicultural communities, refugees and asylum seekers
The department’s Cultural Diversity Plan 2016–19 gives broad direction to efforts to improve responsiveness to multicultural Victorians across all departmental activities, and is the basis for annual reporting under the Multicultural Victoria Act 2011.
The Cultural Diversity Action Plan 2016-17 four outcome areas are:
Outcome Area 1: Equitable and responsive services and program
Outcome Area 2: Building a culturally responsive workforce
Outcome Area 3: Partnerships with diverse communities
Outcome Area 4: Effective and evidence-based approaches
The department’s Cultural Diversity Action Plan 2017-18 was finalised in late 2017. The Action Plan 2017-18 has an increased focus on the following:
Increased inclusion of actions from the divisions.
Initiatives that promote positive outcomes for CALD communities with a focus on family violence reforms.
Embedding diversity considerations in core business of the department.
Greater inclusion of diversity requirements in service agreements and contracts, and; promoting implementation of cultural responsiveness in service quality standards and performance indicators.
The department has continued its delivery of a package of service expansion initiatives totalling $10.9 million over four years to help local health and community services respond to increased arrivals of refugees, particularly from Syria and Iraq.
A whole-of-department Language Services Framework has been developed to
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ensure the department has the best possible systems and processes for managing language services into the future. This work aligns with current initiatives across the whole of the Victorian Government aimed at ensuring the quality and availability of the interpreting and translating industry is maintained through improvements to remuneration, training and purchasing. Implementation of the Whole of Government reforms has commenced, with an initial focus on increased remuneration and improved conditions for interpreters engaged by state government funded services.
The Package of Urgent Support for asylum seekers transferred from Nauru and Manus Island for medical treatment who are no longer eligible for Commonwealth-funded income support, accommodation, casework support and torture and trauma counselling has continued to be delivered through community based organisations. Information about the provision of services during this period is available in a fact sheet for health and human services.
Victorian Government package for people seeking asylum
<https://www2.health.vic.gov.au/about/publications/factsheets/victorian-government-package-for-people-seeking-asylum>
Volunteering As announced on 1 May 2018, the State Budget has provided funding of $500,000 over two years to support the volunteering sector through leadership training and application of technology.
These activities will implement a number of key initiatives outlined in the Ministerial Council for Volunteer’s Strategic Priorities for Volunteers document.
Specifically:
– Develop and deliver a training and mentoring program for managers of
volunteers, to support broader uptake of the National Standards for
Volunteer Involvement and best-practice management approaches, in
small and medium-sized volunteer-based organisations.
– Conduct further technology trials to test the effectiveness and feasibility of
different types of products in generating and supporting volunteering
activity across a range of locations and population groups.
Additionally, the National Disability Insurance Scheme – Information, Linkages and Capacity Building Grants program has allocated $500,000 for 2018-19 to support inclusion in the volunteer community sector. In partnership with Volunteering Victoria, Neighbourhood Houses Victoria and Victorian Men’s Shed Association, this investment will promote resources for volunteer community sector organisations to improve their capacity to engage people with disability. The projects will support staff and volunteers to ensure local community places have a positive and welcoming culture for people with disability to participate, volunteer and lead.
To ensure a consistent approach this work draws on the National Standards for Volunteer Involvement. This will seek to address the impact of technology and social media in strengthening the engagement of people with disability in volunteering opportunities in their communities. The project has a potential reach of 375 Neighbourhood Houses, 360 Men’s Sheds and over 200 volunteer organisations across metro and rural Victoria.
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5. Victorian health and human services are person-centred and sustainable
Initiative Division: Strategy and Planning
Branch: Priority Strategic Projects
Andrew Baechle, Director, Priority Strategic Projects
Community Services Industry Planning (CSIP) and sector transition planning
Victorian community services are experiencing multiple large-scale reforms that aim to move Victoria towards a more person-centred, outcomes-focused, integrated social services system.
Given the range of reforms designed to improve social services, the department’s Priority Strategic Projects Branch is working in partnership on community services industry planning with the Human Services and Health Partnership Implementation Committee (HSHPIC) and the Victorian Council of Social Service (VCOSS). This is to identify future strategic priorities including; workforce of the future; flexible, person-centred service delivery; information sharing and digital technologies and innovation; best practice regulatory frameworks; strengthening outcomes; embedding evidence and others.
The department is also working in close partnership with particular sectors to develop tailored transition plans in separate but overlapping sector development activity.
Recent and current work includes:
On 23 April 2018, more than 200 sector leaders contributed to verifying, validating and further refining the CSIP priority areas and actions at a Community Services Industry Planning Forum held at Melbourne Convention and Exhibition Centre.
Throughout May 2018, VCOSS, the department and key stakeholders have continued to work to develop the CSIP.
Sector transition plans for the child and family services, housing and homelessness sectors have been drafted with each sector finalising plans in June 2018.
Future work
Ministers are currently considering the final CSIP for endorsement
The department is developing a communications and launch plan with VCOSS and will liaise with Ministers’ offices to determine a launch date in July.
The CSIP Working Group is planned to meet in July 2018. Future work includes development of a CSIP implementation plan as part of a three year rolling action plan.
John Spasevski, Assistant Director, Human Services Priority Project Unit [email protected]
Victorian Autism Plan
On 22 June 2017, the Family and Community Development Committee tabled its Inquiry into services for people with Autism Spectrum Disorder: final report in the Victorian Parliament. The report includes 101 recommendations aimed at improving access, availability and quality of services for people with autism. Its findings and recommendations address issues relating to health and human services, education, justice, police and employment. A key recommendation of the Inquiry is the need for a whole-of-government Autism Plan.
The Victorian Government tabled its response to the Inquiry report in Parliament in December 2017. The response includes an initial investment of over $22
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million in 2017-18 to fund priority actions and a commitment to develop an Autism Plan.
The Victorian Autism Plan Advisory Group, which includes peak and advocacy groups representing people with autism, is advising the Victorian government on the development of the plan. The consultation phase was completed in May and included six stakeholder workshops, additional targeted meetings and focus group discussions, and a stakeholder survey. In total, 787 people took part in the survey, including 117 Victorians with autism and 598 family members or carers. Just under one in four respondents were from a rural or regional area of Victoria.
Drafting of the plan is well underway.
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Initiative Division: Strategy and Planning
Branch: Outcomes, Performance and Risk
Loga Chandrakumar, Director, Outcomes, Performance and Risk
loga [email protected]
Community Services Funding Reform
Improving the way that community services are funded is central to delivering a more integrated, person-centred and outcomes-focused service system.
The department proposes a staged approach to funding reform. This will allow for learnings to be applied to subsequent stages of reform roll out and comprehensive risk management, consistent with the Social Services Pricing Framework (led by the Department of Premier and Cabinet).
Child and family services funding reform
The first tranche of reform—a new funding model for child and family services— is anticipated to be incrementally implemented from 2018-19 via service agreements with existing providers on a funding neutral basis. This new funding model is a critical enabler of the new child and family services system architecture, and The Orange Door (formerly known as Support and Safety Hubs).
The department is working closely with the child and family services sector, including the Roadmap Implementation Ministerial Advisory Group Pricing and Funding Reference Group to implement the new funding model. This includes taking a planned and staged approach to implementation to manage risks and minimise unintended consequences. In the lead up to implementation, the department will host a series of sector workshops to support implementation readiness and transition.
Longer term trajectory
The department proposes working with HSHPIC and other key stakeholders on broader funding reform. This includes expanding and improving the governance and administration of flexible packages and developing further flexible funding options that support client-centred service delivery and break down traditional and rigid programmatic funding.
Outcomes monitoring and performance
Conversations with the community services sector over a long period of time have confirmed that there is widespread support for moving to an outcomes-focused way of working. The department has also heard that it needs to continue a collaborative and open dialogue with the community services sector to successfully make these shifts.
Embedding outcomes approaches
The department is actively undertaking a range of projects to test and build capability in managing outcomes. To support this the department will establish a governance mechanism to coordinate outcomes work.
Outcomes metrics
The department has developed a draft set of community services outcomes metrics designed to collect outcomes information at the client level. These metrics are holistic and align to the DHHS Outcomes Framework. Ultimately the intention is for service providers across the community services system to use the community services outcomes metrics to collect comparable and agreeable client outcomes data; and for clients and their workers to see improvement over time.
The collection of client outcomes data will be iteratively tested and rolled out across all community services over the coming years. The first outcomes test is scheduled to commence with family services agencies in June 2018.
Outcomes-focused performance
The department is continuing to scope the most effective approach to monitoring,
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measuring and managing the performance of funded community services in a future system that systematically focuses on improving outcomes for all clients.
Over time, as the collective capability of the department and sector to reliably monitor client outcomes matures, performance management arrangements will become more outcomes-focused. The department is acutely aware of the challenges and risks associated with shifting to outcomes-focused performance management. Therefore a planned and co-ordinated approach is proposed, which will be designed and implemented in partnership with the sector.
The initial focus will be on building the capability of the department and funded agencies to adopt a greater outcomes focus – including workforce and ICT development to enable outcomes-focused practice. As outcomes data is added to the department's reporting requirements, the collection of existing data will be analysed and, where possible, reduced.
Measures audit
One of the key issues raised by sector stakeholders in relation to outcomes-focused performance management is the potential for increased administrative burden associated with introducing new performance measures.
The department is committed to ensuring that reporting associated with outcomes-focused performance management is meaningful and generates the most value. The department will work with the sector to understand implications of reporting and will undertake a measures audit to prioritise and streamline data collection to ensure that the reporting burden on service providers is minimised. Conversations with the community services sector over a long period of time have confirmed that there is widespread support for moving to an outcomes-focused way of working. The department has also heard that it needs to continue a collaborative and open dialogue with the community services sector to successfully make these shifts.
Outcomes strategy
As part of the shift to an outcomes-focused way of working, the department has developed an outcomes strategy to integrate the DHHS Outcomes Framework into all areas of its work. The outcomes strategy sets out a 10-year vision for an outcomes approach in health, human and community services.
Outcomes metrics
The department is currently developing a set of community services outcomes metrics designed to collect outcomes information at the client level. These metrics are holistic and align to the domains of the DHHS Outcomes Framework which relate to health and wellbeing, safety and security, capabilities to participate, and connections to culture and community. Ultimately the intention is for service providers across the community services system to use the community services outcomes metrics to collect comparable and aggregable client outcomes data; and for clients and their workers to see improvement over time.
The collection of client outcomes data will be iteratively tested and rolled out across all community services over the coming years. The first outcomes test will be with family services agencies in 2018.
Outcomes-focused performance
Improved outcomes data will support the development of an outcomes-focused performance framework. The department is continuing to scope the most effective approach to monitoring, measuring and managing the performance of funded community services in a future system that systematically focuses on improving outcomes for all clients.
Over time, as our collective capability to reliably monitor client outcomes matures, performance management arrangements will become more outcomes-focused and more flexible. We are acutely aware of the challenges and risks associated with shifting to outcomes-focused performance management, which is why we are proposing a planned and co-ordinated approach which is designed
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and implemented in partnership with the sector.
Our initial focus will be on building the capability of the department and funded agencies to adopt a greater outcomes focus – including workforce and ICT development to enable outcomes-focused practice. We recognise that as outcomes data is added to the department's reporting requirements, the collection of existing data will need to be analysed and, where possible, reduced.
Measures audit
One of the key issues raised by sector stakeholders in relation to outcomes-focused performance management is the potential for increased administrative burden associated with introducing new performance measures.
The department is committed to ensuring that reporting associated with outcomes-focused performance management is meaningful and generates the most value. The department will work with the sector to understand implications of reporting and will undertake a measures audit to prioritise and streamline data collection to ensure that the reporting burden on service providers is minimised.
Initiative Division: Strategy and Planning
Branch: Health and Human Services Workforce
Dean Raven, Director, Health and Human Services Workforce
Alcohol and other Drug (AOD) Workforce Strategy
A five-year workforce strategy has been produced in close consultation with the AOD sector and due to be released in June 2018. It is informed by the findings of the AOD worker and organisation surveys conducted in 2016. The workforce lift (announced in November 2017) forms the immediate priorities of the strategy.
The strategy includes a number of immediate and longer term actions including:
• An awareness campaign to encourage people to join the AOD workforce
• Expansion of accredited training in alcohol and other drugs
• A suite of forensic-specific workforce development initiatives aimed at increasing the overall capability of the AOD sector to respond to clients with criminogenic factors
• Graduate scholarships in addictive behaviours
• A centralised online training hub and jobs board managed by the peak body, the Victorian Alcohol and Drug Association.
Dean Raven, Director, Health and Human Services Workforce
Victorian Allied Health Workforce Research Program
Final reports have been received for the professions investigated across the three years of this program. These professions included allied health assistants, physiotherapy, sonography, speech pathology, social work, psychology, occupational therapy, audiology, dietetics, exercise physiology and medical laboratory science professions.
The research has explored the breadth of settings these professions work across and the range of issues affecting them in meeting workforce need.
Further work will now be progressed to synthesise the consistent themes that have emerged from these reports and the potential implications for workforce. Expected delivery of the synthesis report is by August 2018 along with the release of the final reports.
Allied health research
<https://www2.health.vic.gov.au/health–workforce/allied–health–workforce/allied–health–research>
Dean Raven, Director, Health and Human Services Workforce
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Autism Spectrum Disorder Workforce Strategy
The Parliamentary Inquiry into services for people with Autism Spectrum Disorder (ASD) report was tabled in June 2017. The Inquiry report highlighted the need for change to address serious shortcomings identified within the existing support system. It found that Victorians with ASD and their families lack access to the supports they need to lead everyday life. The report made 101 recommendations across a range of life areas and support systems.
The Victorian Government’s response to the Inquiry in December 2017 committed to developing a comprehensive state Autism Plan with a five-year outlook to drive the inclusion, support and wellbeing of Victorians with ASD.
As part of the state Autism Plan, the development of a workforce strategy has been identified for building ASD competency across key mainstream and specialised workforces, including health, mental health, education, justice, public transport, and community support, to better equip them to respond positively to the needs of people with ASD. The delivery of the strategy is expected by May 2019.
Victorian Autism Plan
<www.dhhs.vic.gov.au/publications/victorian-autism-plan>
Dean Raven, Director, Health and Human Services Workforce
10 Year Mental Health Plan: Mental Health Workforce Strategy
Centre for Mental Health Workforce Learning and Development
Centre staff are now in place. Branding has been developed and a website will be launched in June 2018. Research to identify candidate models is underway. A sector consultation plan is expected in June 2018.
Psychotherapeutic essentials training
The Centre for Psychiatric Nursing has developed the training content. The training model utilises face–to–face and online training, with a pilot currently being rolled out to Goulburn Valley Health.
Further develop and expand the lived experience workforce
Draft consumer and carer workforce strategies have been collaboratively developed and feedback gathered through a wider consultation process. This will contribute to a lived experience workforce strategy that articulates the needs of, and sets out, a long term plan for the development of consumer and family/carer workforces. This will be completed in the first quarter of 2018-19. A census report on lived experience workforce positions in Victoria is complete, with data presented at two workforce forums. A public report is expected to be available from the DHHS website in June 2018.
A framework for consumer perspective supervision has been developed and implementation options are currently being considered. Support structures for consumer perspective supervisors have been established, including an online community of practice. consumer workforce.
Support Aboriginal people into careers in mental health
A workforce capability training needs analysis report has been finalised by the Victorian Aboriginal Community Controlled Health Organisation and is being used to inform further strategic investment and resourcing for the Aboriginal Mental Health Workforce. Pathways for Aboriginal mental health worker traineeships are currently being designed. A project control group has been formed and a project plan is in development.
Build workforce collaboration in the broader system of care
The Victorian Mental Health Interprofessional Leadership Network (VMHILN) has been identified as the recommended network to implement cross-sector projects. Funding to support a cross-sector leadership program has been provided to North Western Mental Health as managers of the network. Planning for the implementation of a cross-sector leadership program is underway, with governance arrangements in place and a systematic literature
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review complete.
Prepare the workforce for the NDIS
A Workforce forum to understand the impact of the NDIS for Mental Health Community Support Service (MHCSS) workers was held by VICSERV in May 2018. The information gathered at that forum will inform a project that will map pathways into NDIS roles and other areas where mental health capability is needed (such as child protection, corrections, education).
The branch is supporting the development of a NDIS training package for Victoria’s specialist clinical mental health workforce. The package consists of online learning modules and face-to-face training resources that aim to build the skills and knowledge of specialist mental health clinicians to support consumers and their carers to access and effectively participate in the NDIS. Training materials are expected to be available in late June 2018.
Co-design with consumers and carers
The Australian Centre for Social Innovation (TACSI) have completed a pilot series of three co-design workshops for priority mental health and alcohol and other drug stakeholders.
The department is currently supporting workshop participants with co-design planning and coaching through TACSI. Part of this work involves undertaking an organisational assessment of the conditions required for co-design. The Health and Human Services Workforce branch is undertaking this assessment together with teams from the Mental Health Branch and the Innovation and Organisational improvement area.
Victoria’s 10–year mental health plan
<www2.health.vic.gov.au/mental–health/priorities–and–transformation/mental–health–plan>
Dean Raven, Director, Health and Human Services Workforce
ICE – workforce development activities
Eight training providers have been appointed to deliver 9,700 half-day face-to-face training places to the frontline workforce over the next four years. As of 31 January 2018, 22,661 training places had been offered to Victorian frontline workers. Data collected during 2016-17 indicates 91% of training evaluations reported an increase in confidence and 89% of training evaluations reported an increase in skills. As at 27 March 2018, 11,000 workers had registered to use the online training package, Ice: Training for Frontline Workers.
Short filmed vignettes featuring the journeys of individuals recovering from ice addiction to provide positive messages for workers were released to the ice training providers on 29 May 2018. These recovery-oriented films will complement the face-to-face training.
Monash University (mainstream component) and the Victorian Aboriginal Community Controlled Health Organisation (Indigenous-specific component) have been appointed as the preferred providers to offer 2,500 training places in practice support to managers in the health and human services workforce each year for the next four years.
The Bouverie Centre continues to deliver a training program in supervision and practice support specifically for mental health and alcohol and other drug workers. The training program is on track at a rate of two new operational areas per six months. Participants have evaluated the overall usefulness of the training very highly.
A 'Collaboration Group' of these organisations meets quarterly with the purpose of identifying and harnessing opportunities to work together.
Dean Raven, Director, Health and Human Services Workforce
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Enhanced pathways to family violence work project
Under the Family Violence Industry Plan it is intended that family violence services will be able to recruit the workers they need and will be supported to build their capacity for student placements and transition programs for graduates and new workers to support them to be ‘work-ready’.
To support pathways to family violence work, Family Safety Victoria is sponsoring a project managed by the DHHS Workforce Branch, in partnership with the Victorian Council of Social Service (VCOSS), Domestic Violence Victoria (DV Vic), Domestic Violence Resource Centre (DVRCV) and the Future Social Service Institute (FSSI). VCOSS is providing overall project management and FSSI will provide the evaluation.
The Enhanced pathways to family violence work project will support the development of the family violence workforce through:
facilitating student placements in community services sector organisations which provide (specialist and non-specialist) family violence services
supervision training for workers to enhance their competence and confidence (in working with students and practice entrants)
developing and transitioning graduates and new workers to family violence roles.
Ten new Capability Building Coordinators (CBCs), embedded in sector organisations, commenced in April and attended an induction program on 26 and 27 April. At this stage in the project, the CBCs are providing a dedicated resource for the 34 participating organisations to support them to plan student placements using Placeright, the department’s student placement management system, develop formal partnerships with education providers and to book general supervision training for their workers.
To facilitate networking and promote student placement opportunities VCOSS organised an expo-style student placement planning meeting on 23 May, which was attended by the 10 CBCs representing the 34 participating organisations, three additional representatives from participating organisations and 35 individuals from 26 universities and vocational education and training (VET) providers. Placeright training for CBCs and new education provider users was delivered by the department on 23 and 24 May.
As part of the VCOSS-lead consortia, DV Vic is developing the Transition to Family Violence Practice Framework, DVRVC is developing family violence-specific supervision training, which will be available later this year for workers from participating organisations and FSSI is conducting progressive evaluations to inform the project.
Bernadette Hally, Manager, Workforce Education and Training Reform, Health and Human Services Workforce
Student placement planning in 2018 for 2019
Student placement planning is an annual, facilitated activity conducted within Workforce Networks since 2011. As part of an annual evaluation, feedback will be sought through both student placement planning and Placeright (secure, web-based information system that helps Victorian student placement providers plan and administer clinical placements with partnered education providers). All registrants of student placement planning will be contacted to take part.
Student placement planning and Placeright were initially developed for health student placements, and from 2017 they include placements in disciplines/courses outside of the traditional health domain, including:
Ageing Support
Community Services
Health Services Assistance
Individual Support (Ageing)
Individual Support (Ageing, Home & Community)
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Individual Support (Disability)
Individual Support (Home & Community)
Mental Health
Mental Health Peer Work
Dean Raven, Director, Health and Human Services Workforce
Rural health workforce plan – Phase 1
The Rural Health Workforce Plan is being undertaken in two phases. The first phase, which was completed in March 2018, identified immediate rural and regional health workforce issues that contribute to the implementation of the Statewide design, service and infrastructure plan for Victoria’s health system (Statewide Plan).
The Rural Health Workforce Plan – Phase One:
Provided an understanding of the current state of rural health workforce issues, policy and programs.
Provided input on the system role delineation framework being developed under the Statewide Plan, including service capability frameworks.
Provided recommendations to contribute to implementation of the Statewide Plan.
Consideration of approaches for Phase 2 is underway, which will address future rural workforce demand and supply associated with implementation of the reforms within the Statewide Plan.
Health system design, service and infrastructure planning
<https://www2.health.vic.gov.au/hospitals-and-health-services/health-system-design-planning>
Rural and Regional Health Services System Design, Service and Infrastructure Plan
<https://www2.health.vic.gov.au/hospitals-and-health-services/health-system-design-planning/rural-system-design>
Helen Finneran, Workforce Planning and Capability
Registered Undergraduate Student of Nursing (RUSON) Rural Pilot Project
A pilot of the Undergraduate Health Assistant in Nursing (UHAN) was finalised in November 2017. The UHAN evaluation demonstrated the UHAN role provides an effective resource to support health services and recommended broader roll-out of the role.
The next phase – the Registered Undergraduate Student of Nursing (RUSON) pilot will explore an alternative health workforce model that makes better use of rural/regional nursing staff by creating opportunities to fully utilise their skills where they are needed most.
The objective of the RUSON Pilot is to establish the role as an accepted, sustainable and mainstream component of Victoria’s regional and rural healthcare workforce. It has been designed to deliver:
an alternative and beneficial employment opportunity for undergraduate nursing students
an increased rate of RUSONs returning to regional/rural areas as Registered Nurses after graduating
a more sustainable rural nursing workforce through better utilisation of the capabilities of existing nursing staff
improved patient outcomes, and
improved access to quality health services for patients in regional and rural Victoria.
Lead health services, Echuca Regional Health and Ballarat Health Services,
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were successful in their applications to implement the RUSON pilot in their regional/rural area (Loddon Mallee and Grampians respectively). Combined they will recruit 26 RUSONs and partner with 13 rural health services across the two regional/rural clusters over 10-months commencing in September 2018. An evaluation expected to be finalised in September 2019 will contribute to building an evidence-based business case for further expansion into other regional/rural health services.
Adrian Hain, A/Manager, Health and Wellbeing Workforce Reform [email protected]
Initiative Division: Health and Wellbeing
Branch: Policy and Planning
Denise Ferrier, Director, Policy and Planning
Palliative care funding review
The palliative care funding review is complete and being considered by the Minister for Health.
The panel, with the support of an external consultant is tasked with reviewing the current funding approach and make recommendations on how it may be improved.
Separate to the review a further $19 Million has been allocated in 2017-18 to support rural and regional access to Palliative Care services and Statewide support for ancillary support services.
Voluntary Assisted Dying Bill
The Voluntary Assisted Dying Act was passed by Parliament on 29 November 2017 and will come in to place on 19 June 2019.
Information about the Taskforce membership, terms of reference and summary of the key projects is now available on the department’s website.
The call for Voluntary Assisted Dying Review Board positions has closed and applications are being considered.
A tender for development and delivery of approved assessment training for medical practitioners (required under the Act) has closed and applications are being considered.
Voluntary Assisted Dying Bill
<www2.health.vic.gov.au/about/health-strategies/voluntary-assisted-dying-bill>
Initiative Division: Health and Wellbeing
Branch: Mental Health
Jodie Geissler, Director, Mental Health
10 Year Mental Health Plan: Outcomes Framework
Consistent with whole-of-government reforms, a Mental Health Outcomes Framework (the framework) has been developed as part of Victoria’s 10 Year Mental Health Plan. The framework formed part of the first Victorian Mental Health Annual Report, which was first tabled in Parliament in November 2016.
The second report was tabled in Parliament in November 2017. Following feedback from the Mental Health Progress Measures Working group, additional indicators were added to the outcomes framework. New indicators include measures of service experience, physical health, children’s wellbeing and compulsory treatment duration. It is expected that further indicators will be added for the 2017-2018 report. For more information on the outcomes framework, please see pages 46 - 48 of the report.
Victoria’s mental health services annual report 2016-17
<www2.health.vic.gov.au/mental-health/priorities-and-transformation/mental-health-annual-report>
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Initiative Division: Community Participation, Health and Wellbeing
Branch: Community Based Health Policy and Programs
Louise Galloway, Acting Director, Community Based Health Policy and Programs
Streamlining reporting for community health services
Two projects are being implemented to reduce the reporting burden on community health services:
Streamlining accreditation:
Reducing the complexity and cost of accreditation for community health by simplifying requirements for governance and management accreditation, streamlining incident reporting and integrating accreditation with the department’s performance monitoring requirements
Identifying further opportunities to advocate to the Commonwealth for more streamlined practices relating to their accreditation requirements
Streamlining data collections:
New reporting requirements will consolidate data collection and align three data sets - community health, dental health and alcohol and drug services. This initiative is being implemented between April and July 2018.
This will enable access to de-identified data in a user friendly system for the community health sector.
Initiative Division: Health and Wellbeing
Branch: Diversity and Community Participation
Phil O’Meara, Director, Diversity and Community Participation
Lesbian, Gay, Bisexual, Transgender and Intersex (LGBTI) Equality Agenda
The LGBTI Taskforce (the Taskforce) was established as part of the government’s election commitment to provide inclusive and supportive services for LGBTI people. The Health and Human Services Working Group of the Taskforce meets on a bi-monthly basis and is supported by the department.
The Health and Human Services Working Group has met twice in 2018. Summaries of the meetings can be found at:
LGBTI Taskforce and Health and Human Services Working Group
<https://www2.health.vic.gov.au/about/populations/lgbti-health/lgbti-taskforce>
The priorities of the Health and Human Services Working Group in 2018 include:
Mainstream Service Responsiveness (inclusive practice in health and human services)
Specialist services and supports
Input into broader and cross-government equality initiatives.
The Trans and Gender Diverse Expert Advisory Group and the Intersex Expert Advisory Group have continued to meet throughout the Taskforce and working group recruitment process.
The current focus of the expert advisory groups include:
Intersex Policy and Resource Project
Trans and Gender Diverse Service System Development Project.
The recent State budget committed $3.4 million over four years to expand the Victorian health system's capacity to support trans and gender diverse people in getting the healthcare they need. The funding allocation comprises three key elements:
1) Two new multidisciplinary sessional gender clinics (one regional and one
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metropolitan based)
2) Critical and necessary skill development across all levels of healthcare
3) Development of peer support programs and networks.
Progress has also centred in key work areas:
Community Health Pride, the community health services inclusive practice project is currently at piloting stage in three sites. This project includes the development, piloting and evaluation of tools and resources that promote LGBTI inclusive practice and responsive service planning within community health services.
Trans and Gender Diverse Service System Development Project is nearing completion with a project report to be finalised in May/June. The report will outline new statewide service model for the delivery of gender identity and gender affirmation-related services to trans and gender diverse Victorians.
Victorian Government’s Youth Policy: Building Stronger Youth Engagement in Victoria
Flagship programs underpinning the Victorian Government’s Youth Policy Building Stronger Youth Engagement in Victoria are continuing to be rolled out.
The Youth Congress is an advisory group of young people aged 12 to 24 who work with government to inform policy and program development.
The 2018 Youth Congress is now meeting every six weeks to discuss priority issues identified during the 2017 Youth Summit, with a focus on mental health and wellbeing.
The 2018 Youth Summit will take place on 20 April 2018. The theme for the summit is ‘Harmony through Diversity’ and more information can be found on Youth Central.
Victorian Government Youth Policy at Youth Central
<www.youthcentral.vic.gov.au/government-info-assistance/youth-programs/victorian-government-youth-policy>
Youth Space Morwell
On 5 April 2017, the Minister for Youth Affairs announced $4.3 million in new funding from the Victorian Government over the next three years for a new Youth Space in Morwell.
Funding is being provided to create a contemporary, accessible and friendly Youth Space which will deliver integrated programs, activities and services for young people and build clear pathways into education, training or employment.
The Office for Youth is working with the South Division – as well as other government departments, the Latrobe Valley Authority, community organisations, local government and young people – on the development of the Youth Space.
Extensive consultation has occurred with over 300 young people in Latrobe to identify the type of Youth Space they require and the activities that they need to be delivered through Youth Space.
A co-design team of fifteen young people has also been established to finalise design principles based on the views of young people in Latrobe.
Submissions have been sought from organisations to manage Youth Space, including the development and delivery of programs to be delivered from Youth Space which align with the design principles developed by young people.
At the same time, the department is working to identify and secure a suitable site for Youth Space in Morwell.
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Initiative Division: Health and Wellbeing
Branch: Prevention, Population Health and Place
Bruce Bolam, Chief Preventative Health Officer, Prevention Population Health and Place
Children and Youth Area Partnerships
Children and Youth Area Partnerships (CYAPs) are a place-based initiative that work to improve outcomes for children, young people and families experiencing vulnerability. They do this through testing new ways of working at the local level and informing system level change. CYAPs have two focus areas: learning and development from cradle to career, and safe and supportive homes and communities. The CYAP model is informed by the Collective Impact framework, a structured approach to collaboration to address complex social problems.
The eight CYAPs bring together senior leaders in a local area from the Victorian Government (Department of Education and Training, Department of Health and Human Services and Department of Justice and Regulation), local government, community, health, education and other sectors, Victoria Police, business and the wider community, including those with lived experience. They work together to identify shared priorities and test new approaches to improve the life chances of children and young people at the local level.
The work of CYAPs is delivering results for local communities through better integrated services tailored to local needs; respectful and intentional engagement with families, young people and carers with lived experience; and building strong coalitions that bring together community and partner resources. Local CYAP priorities include: addressing high rates of school absenteeism and improving engagement in education and training for vulnerable children and young people, better supporting children and families from pregnancy to aged two to thrive, and addressing high rates of teenage pregnancy.
A key focus across the CYAP initiative includes increasing the availability of timely cross-system data to support work at the local level and to track progress, and documenting the impacts being achieved through the initiative.
Work is ongoing to strengthen arrangements between Regional Partnership and CYAP leadership groups, as well as how CYAPs can inform the implementation of specific Regional Partnership priority initiatives where local priorities align, reflecting the complementary nature of their roles.
Innovative Local Partnerships Extended to Improve Lives
<www.premier.vic.gov.au/innovative-local-partnerships-extended-to-improve-lives/>
Initiative Division: Health and Wellbeing
Branch: Community Based Health Policy and Programs
Louise Galloway, Acting Director, Community Based Health Policy and Programs
Supercare Pharmacies Initiative
The Supercare Pharmacies Initiative is a four-year Victorian Government commitment to support the establishment of 20 Supercare Pharmacies across Victoria, with six pharmacies to be located in regional areas.
The Initiative seeks to strengthen primary health services by providing support and advice in the hours when many care providers are not available. It brings together an extended hour pharmacy (24 hours a day, seven days a week), and an experienced nursing service for four hours every night (6pm – 10pm) offering community members an alternative to attending a hospital emergency department and filling a gap in advice, support and treatment of minor illness and injury after hours.
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The Initiative is being rolled out in stages:
Stage 1: The first five Supercare Pharmacies began operating in July 2016
Stage 2: The next seven Supercare Pharmacies began operating in July 2017
Stage 3: The final eight Supercare Pharmacies will begin operating in June 2018.
Implementation of stage 3 is in progress, with pharmacies and nursing services finalising building and other preparatory works at each pharmacy.
Between July 2016 and mid-May 2018, Supercare Pharmacies have seen a steady increase in attendances with more than 193,731 visits between 10pm and 7am. More than 13,450 episodes of nursing care have been provided every night between 6pm and 10pm.
A key focus of the Initiative is promotion to raise community awareness of the services available. The Supercare Pharmacies team is assisting pharmacies to raise their public profiles in local communities, as well as marketing the Initiative on a wider scale across Victoria.
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INDEX
Initiatives in alphabetical order Page 10 Year Mental Health Plan: Mental Health Workforce Strategy 41
10 Year Mental Health Plan: Outcomes Framework 45
10 Year Mental Health Plan: Suicide Prevention Framework 2016–25 3
2017–18 National Partnership Agreement on Homelessness (NPAH) 18
2017–18 State Budget initiatives – Alcohol and other Drugs 10
Aboriginal Children in Aboriginal Care (Section 18 of the Children, Youth and Families Act 2005) 32
Aboriginal Children’s Forum (ACF) 31
Aboriginal Cultural Safety Framework (ACSF) Project 13
Aboriginal Governance and Accountability Framework 11
Aboriginal Health and Human Services Workforce Strategy 30
Aboriginal Health and Wellbeing Safety Strategic Plan 11
Aboriginal Youth Mentoring Program 34
Access to Colonoscopy Services 7
Active Victoria 1
Age-Friendly Communities Grant Program 26
Alcohol and Other Drug (AOD) Sector Service Improvement 10
Alcohol and other Drug (AOD) Workforce Strategy 40
Autism Spectrum Disorder Workforce Strategy 41
Balit Murrup: Aboriginal Social and Emotional Wellbeing Framework 12
Change Our Game 1
Child Protection Risk Assessment Framework 22
Child Wellbeing and Safety Information Sharing reforms 33
Children and Families Reform 23
Children and Youth Area Partnerships 48
Community Services Funding Reform 38
Community Services Industry Planning (CSIP) and sector transition planning 36
Community sport and recreation facilities 1
Defibrillators for Sporting Clubs and Facilities Program 1
Disability Access and Inclusion 27
Empower Youth 29
Enhanced pathways to family violence work project 43
Establishment of the Community Services Quality and Safety Office 20
Expansion of the Neighbourhood House Coordination Program 29
Family Violence Housing Blitz evaluation 15
Foster Carer Recruitment 20
Foster Carer Retention – Training and Support 18
Future of the National Health Reform Agreement 2
Hazelwood Mine Fire Response 7
Homelessness initiatives 17
Homes for Victorians 16
Hospital Outreach Post-suicidal Engagement (HOPE) initiative 4
ICE – workforce development activities 42
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INDEX
Initiatives in alphabetical order Page Implementation of the Commission for Children and Young People (CCYP) recommendations 31
Implementation of the National Disability Insurance Scheme (NDIS) 26
Improving responses to Aboriginal Children – Identification 31
Intergovernmental meetings – Children and Families Secretaries Community Services Ministers 18
Intergovernmental meetings – Health 2
Keep children 12 and under out of residential out-of-home care 21
Key National Partnership Agreements (NPAs) under negotiation 2
Kinship Care 19
Koolin Balit Evaluation 12
Koolin Balit: Social and Emotional Wellbeing Framework 5
Korin Korin Balit-Djak: Aboriginal Health and Wellbeing Safety Strategic Plan 2017 – 2027 14
Lesbian, Gay, Bisexual, Transgender and Intersex (LGBTI) Equality Agenda 46
Monitoring and Evaluation Plan 13
Multicultural communities, refugees and asylum seekers 34
National Housing and Homelessness Agreement (NHHA) 18
Occupational Health and Wellbeing 15
Outcomes monitoring and performance 38
Palliative care funding review 45
Place-based suicide prevention trials 9
Premier’s Active April 1
Reduce demand for acute services to manage complex and chronic conditions 6
Registered Undergraduate Student of Nursing (RUSON) Rural Pilot Project 44
Ride2School 1
Roadmap for Reform: Strong Families, Safe Children 24
Rural health workforce plan – Phase 1 44
Social Impact Bonds Pilot 15
Streamlining reporting for community health services 46
Student placement planning in 2018 for 2019 43
Supercare Pharmacies Initiative 48
Targeted Care Packages 19
Transitioning Aboriginal Children to Aboriginal Community Controlled Organisations (ACCOs) 32
Victorian Allied Health Workforce Research Program 40
Victorian Autism Plan 36
Victorian Carer Strategy 22
Victorian Government’s Youth Policy: Building Stronger Youth Engagement in Victoria 47
Victorian public health and wellbeing plan 2015–2019 9
Voluntary Assisted Dying Bill 45
Volunteering 35
Wungurilwil Gapgapduir : Aboriginal Children and Families Agreement and Strategic Action Plan 30
Young Pasifika Program 28
Youth Space Morwell 47
