Annual Report

Transcription

1 Department of Human Services Annual Report Services Health and Well-Being Quality Access Community

2 Contents Department of Human Services Profile 1 Highlights 1 Secretary s Foreword 2 Year at a Glance Achievements 4 Highlighting Rural and Regional Victoria 8 Financial Summary 12 Flagship Projects 18 Cross Program Responses 20 Corporate Governance 22 Divisional Reports 23 Acute Health 24 Aged, Community and Mental Health 36 Community Care 48 DisAbility Services 58 Office of Housing 68 Public Health 78 Policy and Strategic Projects 86 Portfolio Services 94 Resources 98 Departmental Executives 104 Financial Report 109 Appendices 143 Index of Compliance 143 Freedom of Information 146 Report of Operations 147 Consultancy Register 148 Building Act 1993 Compliance 150 Legislation 151 Competitive Neutrality Principles 151 Approved Overseas Travel 152 Administration of Acts 154 Major Departmental Publications 158 Major Committees 160 Index 161 Glossary of Terms 164 Our Mission Statement To enhance and protect the health and wellbeing of all Victorians, emphasising vulnerable groups and those most in need. Our Objectives The Hon John Thwaites MP Minister for Health The Department of Human Services objectives in were to provide: Confidence in access to quality services based on need. Sustainable service system. Foundation of community strengthening. Rebalanced service response. Reduced inequalities in health and well-being. (Refer to P23) Our Values The Hon Bronwyn Pike MP Minister for Housing Minister for Aged Care Minister Assisting the Minister for Health The Hon Christine Campbell MP Minister for Community Services Dear Ministers, In Accordance with the Financial Management Act 1984, I am pleased to submit to you the Department of Human Services Annual Report for the year ending 30 June Yours sincerely CLIENT FOCUS We work towards improving the health and well-being of our clients and community. PROFESSIONAL INTEGRITY We treat all people with dignity and respect. QUALITY Patricia Faulkner Secretary We strive to do our best and improve the things we do. RESPONSIBILITY We commit to the actions we take to achieve the best possible outcomes for our clients and community. COLLABORATIVE RELATIONSHIPS We work together to achieve better results.

3 Annual Report Department of Human Services Profile The Department of Human Services was formed as a Department of State in 1996, and covers the responsibilities of the Ministers for Health, Housing and Aged Care and Community Services. In , the Department had a budget in excess of $7.2 billion, which was approximately one third of the State Government s budget. Specific responsibilities include funding or directly delivering: Public hospitals, community health centres and ambulance services. Aged care services, including residential and home and community care. Disability services. Early childhood, family support, child protection, and juvenile justice services. Secure, affordable and appropriate housing; and support services for people who experience, or are at risk of homelessness. Concessions to low income groups to improve the affordability of essential and key services. Health promotion and prevention of illness, disability and distress, through education, regulation, early intervention and other services. Specialist community-based and inpatient mental health services. During approximately 72 per cent of the Department s expenditure was on services provided by agencies under service agreements with the Department. These include a range of non-government organisations that provide mainly welfare services, as well as Government-related agencies, such as: Public hospitals Metropolitan health services Kindergartens Local government Community health centres Ambulance services. The Department also directly provides services that include: Public rental housing Disability support Child protection and juvenile justice Highlights Housing Week is an important celebration for Victoria. It provides opportunities for Victorians to express their pride in public and communitymanaged housing and to engage in activities that strengthen local communities. The poster promoting Housing Week 2001 resulted from the annual Poster Competition open to all children living in community and public housing. Illustration by Hien Tran of Fitzroy, aged 13 years. In April ,876 four year old children were enrolled in a funded preschool program. This figure represents 96 per cent of eligible four year olds, an increase of 0.6 per cent over the previous year, and a cumulative increase of 4.8 per cent over the two year period. (P56) 2,300 nurses attracted back to the workforce, including 1,100 nurses receiving Government funding nursing refresher or re-entry programs, and 923 additional Division 2 nurse education places provided through Victorian Nurse Recruitment Strategy. (P88) Major capital health investment across the State, notably $325 million for the Austin and Repatriation Medial Centre Redevelopment and Mercy Hospital for Women Relocation Project. (P32) Announcement of the $100 million redevelopment of Kew Residential Services. (P66) Implementation of Year One initiatives to address drug issues as part of the $77 million Victorian Drug Initiative. (P82) Establishment of 32 Primary Care Partnerships to strengthen the Primary Care system, involving approximately 800 agencies, including local governments, hospitals, general practitioners, community health, women s health and dental health. (P45) Establishment of three Flagship Projects that address key strategic issues facing the Department. (P18)

4 Annual Report Secretary s Foreword It is a great pleasure to introduce the Department of Human Services Annual Report. In making this report, account needs to be taken of the strategic environment within which the Department operates an environment characterised, in particular, by a growing demand for services, and increasing complexity of the needs of Victorians seeking our services. The growth in demand for services is particularly evident in the health sector, where the increase in the proportion of people in the population aged over 70 years is producing significant challenges. There has also been an unparalleled increase in the numbers of people admitted to hospital through emergency departments in the last few years. In addition, the constant development in treatment technologies also leads to larger numbers of people seeking treatment and drives up the cost of the health system. The challenge faced by health services is to reduce the growth in the demand for hospital services by enhancing the ability of all Victorians to maintain their health or be cared for in a community setting. Another factor challenging the Department s service system is the apparent increase in the complexity of the problems faced by the clients we serve. Many individuals and families are now facing multiple problems, such as family violence, alcohol and substance abuse, and these characteristics are often associated with mental illness. Individuals and families who experience these difficulties are often isolated from both family and community support systems. The Department of Human Services and the community face significant challenges if we are to provide supports that are integrated and assist our clients to obtain support to live successfully in the community. This requires an increasing level of collaboration between parts of the Department, between the Department and the agencies it funds, between Government departments, and with the community. Overall, the financial year represented a period of considerable achievement and consolidation for the Department, marked by significant improvement in the level of collaboration in the planning and delivery of services. As Secretary, I acknowledge the strong contributions made by many dedicated staff in both the Department and the services sector. While much of that work is documented in this Report, a number of key achievements stand out because they characterise the essence of the Department s objectives and demonstrate the importance of collaboration in carrying our work forward. These included: The Primary Care Partnership Strategy, which seeks to improve planning, coordination and delivery of primary care services to enable GPs, community health and services agencies and local government to work together effectively to improve the health and well-being of the community. The release of the Stronger Citizens, Stronger Families, Stronger Communities Partnerships in Community Care framework, which ensures that social inclusion is an integral element in the planning, design, delivery and evaluation of community services. The commencement of significant redevelopment work in public housing, with a focus on community building. The release of the working report of the Victorian Homelessness Strategy is a first step in developing a collaborative preventative and early intervention approach to homelessness. A smooth transition from the previous government s Health Networks to the new Metropolitan Health Services. The implementation of significant initiatives to address drug issues as part of a whole-of-government approach.

5 Annual Report A successful Nurse Recruitment Campaign with more than 2,300 full-time equivalent nurses added to work in Victoria s public hospital system. Public Health regulatory reforms include the abolition of smoking in Victorian restaurants and eating places, tougher penalties for sale of tobacco to minors and Legionella Risk Management Project. Major capital investment in a range of facilities across the service system, including redevelopment of the Austin and Repatriation Medical Centre, and relocation of the Mercy Hospital for Women. The historic announcement of the redevelopment of Kew Residential Services, which marks the culmination of an enormous amount of collaborative work by many parties, and will see the beginning of a new era for a group of particularly vulnerable Victorians. The release of the work of the Patient Management Task Force. The financial year also saw the establishment of the Department s three flagship projects, which are designed to address key strategic issues facing the Department of Human Services over the next 12 to 18 months. Each of these projects requires a high level of cross-divisional coordination and the building of active partnerships within the Department, as well as between the Department and external agencies. The three flagship projects are: 1 The Emergency Demand Strategy, which includes a series of initiatives designed to progressively reduce demand on Victoria s hospital system, particularly emergency services, by developing new service models and better patient management regimes. The Strategy involves significant work on service system interfaces, including acute, subacute, aged and primary care. 2 Best Start, which aims to improve the health, development and well-being of all children across Victoria from pregnancy to eight years. 3 Quality in Services, which will prioritise and accelerate the development of quality systems for all areas across the portfolio. A healthy and vibrant organisation requires strong human resources. In the Department developed and commenced implementation of the Department of Human Services Human Resources Strategy, with input from across the Department. The Department also made significant progress in developing a range of improved information and communication systems to support its service delivery and the delivery of services in agencies it funds. The Department s operating environment is constantly and rapidly changing, and we need to adapt to changing client needs. A major focus for the year ahead will be to find better ways of working with clients with chronic conditions and complex needs. We look forward to this challenge. Patricia Faulkner The Department s operating environment is constantly and rapidly changing, and we need to adapt to changing client needs. A major focus for the year ahead will be to find better ways of working with clients with chronic conditions and complex needs. We look forward to this challenge.

6 Annual Report The Year at a Glance Achievements Restoring Democracy The Department has sought to improve the level of consultation with, and input from, the community to adopt new ways of partnership with community agencies: ACUTE HEALTH A statewide patient satisfaction monitoring system was established. The former Victorian government s Health Care Networks were abolished and the Metropolitan Health Services (MHS) were implemented. Consumer input into the health system was enhanced, with the establishment of Community Advisory Committees to advise health services on community needs and expectations. AGED, COMMUNITY AND MENTAL HEALTH Thirty-two Primary Care Partnerships were established to improve access and availability of primary health services. The Ministerial Advisory Council of Senior Victorians was established, to promote effective communication of the needs, interests and aspirations of older Victorians. Amendments to legislation were implemented, to allow the return of community elected members to Community Health Centre boards through elections to be carried out in COMMUNITY CARE The Stronger Citizens, Stronger Families, Stronger Communities Partnerships in Community Care document was released. This document publicly articulates the service framework and actions that lay the foundation for a strong and effective community care service system. The program standards and guidelines applicable to community care services were published on the Division s Website, thereby improving accessibility for agencies of key documents referenced in their service agreements. The Community Care Division and Municipal Association of Victoria Working Party was established, to share information and work collaboratively on issues of common interest. Enhanced linkages with local government and Commonwealth and other State Government departments were established to enable the development of more comprehensive policy and program responses and the joint planning of key strategies, including domestic violence and problem gambling. DISABILITY Over 2,000 people with disabilities, their families and carers participated in wide-reaching consultations around Victoria as part of the development of the State DisAbility Services Plan and the Aspirations of People with a Disability Project. Membership of the DisAbility Advisory Council of Victoria (DACV) was announced.the advisory council was established to give a voice to people with a disability in the operation of Government. In , a stronger emphasis has been placed on client and carer involvement in the DisAbility Services Self-Assessment System (DSAS) assessment process. Thirty people with a disability have been trained as peer facilitators, in order to assist clients to participate in their services quality improvement initiatives, and to have an input into the DSAS process. A focus of the Disability stream of the Community Visitor s Program was the expansion of its mandate to encompass visits to all DisAbility funded residential services. A framework for coordinated, effective advocacy for people with a disability throughout Victoria was developed. OFFICE OF HOUSING The Public Housing Advocacy Program (replacing the Rental Housing Support Program) was established and funded, to provide independent tenancy advice and service and to support tenant groups. Local Community Liaison Committees provided advice on all major redevelopments. The Victorian Homelessness Strategy: Working Report was released in April Consultations involved input from over 470 people. Community housing grew to 12.5 per cent of total social housing stock. PUBLIC HEALTH A joint sitting of Parliament on drugs occurred, as well as the establishment of the Premier s Drugs Prevention Council. Extensive consultation on the new Legionella regulations and risk management plans were undertaken. Approximately 800 industry representatives attended the launch of the industry education conference Legionella Managing the Risk. The Drug Policy Expert Committee finalised deliberations from consultations with the community, and produced two policy reports with over 50 recommendations. Extensive consultation with the medical research community occurred, regarding access of research organisations to operational infrastructure support. Community and industry consultation was undertaken on new tobacco legislation relating to smoke-free dining and sale of cigarettes to minors. Consumer input into services was achieved through funding of the Genetic Support Network Victoria. Informed consent was ensured for autopsies and retention of tissues/organs removed at autopsy, through the provision of clear guidelines to all Victorian hospitals undertaking autopsies. Extensive consultation was undertaken on the development of the Municipal Public Health Strategic Planning Framework. Comprehensive consultation with industry, local government, professional associations and the wider community occured in the development of the Food Safety (Amendment) Act 2001.

7 Annual Report This chart reports against the Victorian Government s four pillars of policy, and highlights the Department of Human Services significant achievements for the year The four pillars are: Restoring Democracy Improving Services to all Victorians Growing the Whole of Victoria Responsible Financial Management. Improving Services to all Victorians ACUTE HEALTH While ambulance bypass figures for were higher than in the previous year, there was a steady quarterly improvement from August 2000, reflecting capacity growth through the Winter Emergency Demand Strategy and improved patient management in hospitals. Total numbers on elective surgery waiting lists decreased by 0.7 per cent to 30 June The Patient Management Task Force was established to identify specific areas for improvement in hospital patient management processes and to advise on the system drivers that will encourage best practice in patient management. Targeted strategies were developed in collaboration with major metropolitan health services to improve access for emergency and elective services. The budget includes substantial additional funding for hospitals under the Hospital Demand Management Strategy. Access for patients to sub-acute facilities was improved, as was care to patients in the community to avoid admission of these patients to hospital. The Quality Improvement and Best Practice and Designing Care Programs were implemented, with over 77 projects statewide. Key elements of the Hospital-to-Home policy, such as services to people discharged from hospital, were implemented through the extension of the Post Acute Care Program. Implemented and audited new cleaning standards for public hospitals and developed Infection Control Strategic Plans. The Victorian Organ Donations Service was established through the Australian Red Cross Blood Service. Demolition works commenced on the Austin campus of the Austin and Repatriation Medical Centre. Detailed design planning commenced for the construction of new Austin and Repatriation Medical Centre and Mercy Hospital for Women. For the first time, a Metropolitan ambulance quarterly response time of 13 minutes for 90 per cent of time-critical cases in greater metropolitan Melbourne was achieved. The ambulance fleet was upgraded and expanded through the purchase of 51 vehicles. Fixed-wing air ambulance services were upgraded through the deployment of four new pressurised twin-engine turbo prop King Air planes. Training for all ambulance paramedics in advanced life support skills commenced. Training for 31,000 people in the community to administer CPR through the free Learn CPR The Key to Survival initiative was provided. AGED, COMMUNITY AND MENTAL HEALTH One hundred and ten public residential aged care beds that were closed as part of the previous government s privatisation program were re-opened. The Division participated as a senior partner in the establishment of beyondblue: the national depression initiative. Established a Quality Assurance Committee to oversee and monitor standards of mental health services. One hundred secondary school nurses were employed in high need secondary schools. School dental services were extended for disadvantaged young people in Years 9 to 12. Partnership arrangements commenced between specialist mental health services and primary care providers to assist the development of Primary Mental Health and Early Intervention Teams. Developed a Quality Improvement Action Plan to promote better services operated by public sector agencies. Thirty-two Primary Care Partnerships were established and submitted their first Community Health Plans in June These describe how service providers, communities and governments will work together to plan, coordinate and deliver primary health services (those delivered in the community). Home and Community Care (HACC) services were expanded through additional State-only funding. COMMUNITY CARE Stage 2 of the new Problem Gambling Strategy was implemented. Preschool subsidies for low-income families were increased to boost preschool participation. The participation rate of Koori children in preschools was increased. The operational capacity of Neighbourhood Houses was increased. The electronic Client and Services Information System (CASIS) which supports the delivery of child protection services was enhanced to improve the management of risk through incorporation of the Victorian Risk Framework. New service standards were introduced for residential care, sexual assault services and telephone counselling. The Kirby Review of Preschool Services was completed. A number of reviews of key services were completed so that future service provisions are more evidence based. These reviews included Strengthening Families, parenting and youth services. The High Risk Adolescent Service Quality Initiatives and the High Risk Infant Service were evaluated. Drug and Alcohol Training was provided for 2,500 staff of the Community Care Division and funded agency workers across Victoria. The community service contracts were reviewed and renegotiated with the electricity industry for the delivery of concessions. The Liquid Petroleum Gas concession was increased from $48 to $66, and provided to 21,718 households, an increase in expenditure of per cent. The range of non-custodial services was successfully expanded to provide a better response to young offenders. Completed the first audit of young children and young people in residential care to allow the development of firm plans to improve the quality of service provision and to support the implementation of new service standards. DISABILITY The allocation of an additional $50.7 million to DisAbility Services in the budget enabled the expansion of existing services and the development of new services that reflected the aims of the Government s One Community vision. Community-based accommodation for an additional 425 people with a disability was implemented. The redevelopment of Kew Residential Services was announced. A service quality improvement and monitoring team was established within the DisAbility Services Branch. An overall reduction in the average waiting time for Departmental case management was achieved. Twenty-two projects were funded under the Working Towards Best Practice funding round 4. The Learning and Development Strategy, aimed at ensuring all direct care staff are adequately trained, was established. A Workforce Management Plan for DisAbility Accommodation Services was developed.

8 Annual Report Improving Services to all Victorians Growing the Whole of Victoria OFFICE OF HOUSING $197 million was spent on expanding the supply of social housing, which included acquiring properties and redevelopment of older estates and high rises. The number of properties brought into the social housing stock pool to achieve a total of 74,773 units at June 2001 was 1,522. The number of crisis and transitional properties added to boost accommodation assistance for homeless people was 169. $150 million was spent on improving public housing. An additional $17.2 million in SAAP funds has been provided by the Victorian Government (over four years) for the development of additional crisis support capacity and improved services for homeless people. PUBLIC HEALTH Legislation, regulations and risk management plans aimed at preventing Legionella outbreaks were implemented. Regional seminars were delivered, to provide information and support to general practitioners on a range of health issues, including immunisation and infectious diseases. The Victorian Family Cancer Genetics Services was expanded into rural pilot sites. The effectiveness and efficiency of the ethical review process in research institutions were improved. Legislation was introduced on smoke-free dining, sale of cigarettes to minors and new regulations on the sale of tobacco. Year One of the Victorian Government Drug Initiative was implemented. The availability of Drug Treatment Services was improved, resulting in a reduction in waiting times of an average of 72 per cent. The HIV Action Plan and Enhanced Plan was designed and implemented, which responded to the increase in HIV transmissions. ACUTE HEALTH The capacity of ambulance services was expanded through the establishment of ten new ambulance paramedic services, the introduction of MICA units in five areas, and two-officer crewing in six rural ambulance stations. The Clinicians Health Channel was implemented. This provides Internet-based clinical reference information to clinicians across the health system, in order to support evidence-based care and improved access to clinical guidelines and protocols. The development and consolidation of the Better Health Channel, as the major Internet port of call for Victorians seeking accredited, quality health information continued. A new, state-of-the-art Category A standard ambulance helicopter service was launched in Bendigo, and contracts were put in place to upgrade the two existing air ambulance helicopter services to Category A. AGED, COMMUNITY AND MENTAL HEALTH $47.5 million was allocated to capital redevelopment in public residential aged care facilities including at Maldon, Casterton, Natimuk, Dimboola, Echuca, Hamilton, Yea, Heywood, Myrtleford, Swan Hill, Manangatang and Sale. Initiatives and expanded HACC services for special needs groups, such as rural and regional populations and people who experience, or are at risk of homelessness, were implemented. COMMUNITY CARE The Neighbourhood House Infrastructure Technology Project was implemented, to provide Internet access across the State. The Maternal and Child Health Line was extended to provide a 24-hour service for all Victorian parents. The First Time Parent Resource Kit was developed, to assist new parents throughout Victoria. DISABILITY The successful piloting of the Rural Access initiative demonstrated that through the use of a partnership approach, the inclusion and participation of people with disabilities in their local communities can be enhanced. An additional $4 million was allocated to increase respite services across rural and metropolitan areas. The Local Government and People with Disabilities Towards Inclusive Communities initiative was commenced, which was designed to assist in planning and building communities that are inclusive of people with disabilities. Over 21,500 daily episodes of service were provided for the year. OFFICE OF HOUSING Major redevelopment projects for the Office of Housing commenced in the regional centres of Bendigo, Geelong East and Shepparton. Three hundred and thirty new public housing properties were provided in rural areas. Twenty-three partnerships projects under the Social Housing Program were announced in rural Victoria, as part of the $47.8 million development. PUBLIC HEALTH Immunisation data quality and outreach service were expanded from three regions to all nine Departmental regions. The Division participated in the Victorian Government delegation to the Bio2001 Conference in San Diego, USA, aimed to attract researchers to undertake clinical trials in Victoria. The Burden of Disease reports for all local government areas in Victoria were published, providing new and comprehensive information for planning health services. Local drug strategies in five hot spot municipalities were developed in consultation with local government. Regional drug treatment capacity was strengthened with the establishment of two new four-bed youth residential withdrawal services in rural regions.

9 Annual Report Responsible Financial Management ACUTE HEALTH The financial viability of health services was improved through additional budget funding and close attention to prudent management. All hospitals reported a surplus of $30 million, an improvement over the $21 million reported the previous year. Casemix funding was improved by recognising changes in clinical practice but with a simplified allocation methodology. The funding of small rural (Group D&E) hospitals was reviewed, and an improved flexible funding arrangement was developed, which will be implemented in A review of the way in which hospitals introduce new technologies was completed, which identified key technology changes and trends, impacts on costs and volumes, and made recommendations on strategic investment. A model and legislation for the implementation of centralised purchasing of pharmaceuticals, medical consumables and other strategic goods and services was developed, and collaborative procurement of some information systems implemented. The adequacy of hospital equipment funding was reviewed, and issues for further investigation identified. Latrobe Regional Hospital was reintegrated into the public hospital system. DISABILITY New funds in were distributed according to an equity formula, which accounts for population, rurality and socioeconomic disadvantage. A bilateral agreement under the CSDA was negotiated with the Commonwealth Government to provide $12.3 million in and $24.6 million in to assist in meeting unmet need for people with a disability. OFFICE OF HOUSING The capacity to expand social housing was increased through the Social Housing Innovations Project (SHIP), involving $47.8 million for 50 joint venture partnerships with community organisations (including $13.3 million equity nongovernment contribution) and making a financial contribution to innovative housing solutions. The housing portfolio asset value increased to $7.8 billion. PUBLIC HEALTH Policies aimed at achieving open and transparent allocation of operational infrastructure funding for Victorian biomedical and public health research organisations were developed. Childhood immunisation strategies were reviewed to deliver more cost effective services. AGED, COMMUNITY AND MENTAL HEALTH The transition to more streamlined central funding arrangements with Metropolitan Health Services was completed. Reviewed and significantly revised the output structure, including introducing streamlined performance measures, for Researched a new primary health funding model including a pilot of new funding guidelines for health promotion and a sample costing study of community health centres. COMMUNITY CARE Simplified Service Agreements were achieved with the non-government sector and community organisations, to make service delivery requirements clearer. New service funding arrangements were developed for residential services for vulnerable children and young people requiring out of home care to improve the quality of services and viability of service providers.

10 Annual Report Highlighting Rural and Regional Victoria Benambra Community House is located in a remote rural community approximately 30 kilometres northeast of Omeo. The house offers a range of community support services including adult education, and is often the first point of contact for locals in need of assistance who are linked with appropriate services. BARWON-SOUTH WESTERN Colac Hospital $13 million was provided for a major redevelopment of Colac Hospital, in particular new labour delivery suites, theatres, accident and emergency services, and wards. Public Health Forums During over 200 people attended four Public Health forums presented by expert speakers which were held in Geelong and Warrnambool. Topics for the forums were chosen to reflect regional issues, priorities or initiatives in Public Health. The forums acted as a vehicle to increase knowledge and inform public debate on issues relevant to the local community. The topics covered included: Mental Health: Health Promoting Schools; Exploring the Links between Drugs and Sport Alcohol and Tobacco; and the Management of Head Lice. DisAbility Services Five service providers were successful in obtaining additional funding for the delivery of 19 Home First packages. The program assisted the region to address significant issues with regard to the provision of support to clients residing in rurally isolated areas of the region. A new community-based accommodation support service was established with Gateways Support Service Inc. to provide a shared supported accommodation program to five clients with multiple disabilities in a new facility to be located in Grovedale. Community Connections Victoria received additional funding for one Family Options package, and two other clients are receiving transitional accommodation funding pending the finalisation of planning processes for an additional accommodation service to be located in Warrnambool. Funding for an additional 88 flexible care packages was allocated to the regions' three Making a Difference providers. Particular attention was provided in the funding to flexible holiday and weekend respite services and two reviews of respite services. The first review focused on identifying service gaps in respite provision; the second consultation focused on improved coordination of respite services across Aged Care, Mental Health and DisAbility Services. A number of key recommendations will be implemented in the financial year. An Innovative Partnership with Deakin University A partnership between Deakin University and Barwon-South Western Region, formally signed in March 2000, enables staff from both organisations to undertake research in areas of mutual interest. During , 16 projects were undertaken in the areas of disability, health, child protection, public health and housing. In addition, a Framework for Peer Review in Child Protection was developed. This initiative is designed to provide child protection and care practitioners in the Barwon-South Western Region with an on-the job learning environment to encourage critical analysis of decision making and the opportunity for workers to improve practice by questioning and sharing collective experiences. Facilitators are from the Social Work team within the Deakin University School of Social Inquiry. As skills are developed, these processes will become part of everyday practice within the regional child protection and care team. GIPPSLAND Benambra Community House Benambra Community House is located in a remote rural community approximately 30 kilometres north-east of Omeo. The house offers a range of community support services including adult education, and is often the first point of contact for locals in need of assistance who are linked with appropriate services. Benambra Community House is a very innovative, responsive remote rural service with strong volunteer support and strong service and network links. Supporting Families In the Gippsland region, one innovation to support families in rural communities who are experiencing significant parenting issues is the Enhanced Home Visiting Service. This service compliments the universal Maternal and Child Health service, which is provided to families with children aged between 0 and six years of age. The Enhanced Home Visiting Service was provided to approximately 440 families in

11 Annual Report The Enhanced Home Visiting Service is also targeted at rurally isolated families, teenage mothers and Koori families and provides outreach support including home visiting, group work, day stay programs and mentor programs. Partners in Community Building Gippsland Partners in Community Building Gippsland (PCBG) is a community capacity building program aimed at enhancing the social, economic and environmental opportunities for small rural communities in Gippsland with populations less than 5,000. The Program receives tri-partite funding from the Department of Human Services, Local Government in kind support, and the Commonwealth Government. The Program is managed through the Gippsland Local Government Network, an alliance of seven local government Chief Executive Officers and Mayors from the six local governments that make up the Gippsland Region plus the Shire of Cardinia, which has close service delivery links with the rural parts of Gippsland. The Network plans strategically for the whole of the Gippsland Region. The Program has an Advisory Board, with representatives from each of the seven Councils, two representatives from the Department of Human Services (region and head office) and a representative from the Department of Infrastructure. GRAMPIANS Strengthening Hospital Services In the Victorian State budget, significant funding was provided to improve hospital services in Grampians: Ballarat Base Hospital neonatal facilities - $0.2 million provided to address the capital component of a major commitment to improve maternity and neonatal care services, particularly the expansion and upgrading of nurseries. Ballarat Health Service Redevelopment - $6 million provided to complete the third and final stage of redevelopment of the Ballarat Base Hospital. This funding is for the redevelopment of emergency and imaging facilities, intensive care, day surgery, out-patients, allied health and ancillary services. Kyneton - $11 million for the construction of a new facility on a greenfield site incorporating 32 acute bed and 20 aged care bed facilities and new accommodation for the range of allied health and other services. Hepburn Health Service Daylesford Hospital $1.7 million provided for the Daylesford Hospital for redevelopment of acute ward areas and infrastructure works in association with residential aged care and community health redevelopments. The Government s commitment to revitalising rural and regional Victoria is reflected by the Department s continued support for the development and delivery of programs and health services across Victoria. A range of initiatives that focus on developing and maintaining locally sustainable services and that build the capacity of rural and regional communities are being promoted and resourced. This section of the Annual Report highlights examples of initiatives from each of the Department s rural regions: Barwon South Western, Gippsland, Grampians, Hume and Loddon Mallee.

12 Annual Report Grampians Regional Alcohol And Drug Action Plan Grampians Region, in partnership with key stakeholders, has developed a Regional Alcohol and Drug Action Plan. The process included consultations with drug treatment services, health services, police, the Divisions of General Practice and local government. The Plan has enabled the Region to focus on the further development of several key issues: Research into access issues regarding the range of withdrawal services. The development of a regionally appropriate and accessible rehabilitation model. A strategic approach to professional development and support for alcohol and drug specialists and generic workers. Improved linkages with police. In partnership with the Uniting Care Outreach Centre, Grampians Region established a fourbed youth residential withdrawal service in Ballarat in March The service provides two beds each to young people from Grampians and Loddon Mallee Regions. While young people have been known to leave withdrawal services early, Uniting Care Outreach have established the ability to provide a program that is youth-friendly. HUME Wangaratta District Base Hospital Stage One of the $15.41 million redevelopment of the Wangaratta District Base Hospital officially opened in March This consisted of a two-storey construction of rehabilitation, birthing suites and obstetrics and refurbishment of an engineering workshop. Wodonga Housing Redevelopment The Mark, Elm, Rundle, Swan Streets estate in Wodonga, built in the 1950s, consists of 72 single-house lots, with 54 in public housing ownership, within one to two kilometres of the Wodonga central business area. Consultation with the community and service providers supported the development of the site as an older person s precinct. The estimated cost of the public housing component is $2.8 million. This reflects regional public housing needs and maximises the use of a well-located site for older persons public housing. A strong collaborative partnership has been developed with the City of Wodonga which supported the project from its inception. Continuing liaison and consultation occurs with tenants, residents and aged care and health service providers. There is positive and strong community support for the redevelopment. Parkside Estate Housing Redevelopment Project Shepparton Parkside Estate, built in the 1970s, is situated four kilometres from central Shepparton and consists of approximately 440 dwellings, (321 public housing dwellings and 119 private houses). The estimated cost of the redevelopment over the next three years is $5.05 million and involves some demolition of medium density units, infrastructure and road works, upgrading works to existing units and the sale of some units. The upgrading of the estate has provided the opportunity to engage in a community development process. A Community Liaison Committee has been established that includes residents and tenants, local government, schools, health service providers, police, Neighbourhood Houses and the Department of Human Services. Plans are being developed to provide employment opportunities, to establish a community centre and to develop greater connections between the schools and the community. DisAbility Quality and Training Project Overseen by the Hume Region DisAbility Service Providers Network The DisAbility Providers Service Network commenced in March It is made up of all regional Disability Service Providers and staff, meets three times per year and attracts between participants at each meeting. One of its priority areas was to address the problems associated with the recruitment and retention of qualified experienced staff. In response, a training needs analysis of workers was conducted. Two training calendars (January to June 2001 and July to December 2001) were then developed and delivered in partnership between the Service and training providers. The training was linked to the National Training Framework and participants received accreditation at completion. This work was contributed voluntarily. Since May 2001, 542 staff from all statefunded disability services in Hume Region have participated in a Quality and Training project to research the qualifications and competencies of disability workers (both Government and non-government) for the purpose of developing a regional learning and development strategy to address recruitment and retention issues.

13 Annual Report LODDON MALLEE Upgrading Hospitals During $10 million was provided to the Bendigo Base Hospital single machine radiotherapy unit for the construction of the radiotherapy facility and linear accelerator equipment. Swan Hill District Hospital received $1 million for engineering, external works and infrastructure to consolidate acute and aged care services. Community Building Public Housing Redevelopment at Long Gully The Department of Human Services is committed to renewing and reinvigorating public housing estates in regional areas. The Long Gully Estate in Bendigo was built in the 1970s and consists of some 300 houses, including 198 public housing dwellings. The Government has endorsed a $6.5 million redevelopment strategy to upgrade existing dwellings and construct new homes. Seventy-two houses have been upgraded so far. A Community Liaison Committee has been set up, including representatives of residents. Improving Ambulance Services Emergency patients in Northern and Central Victoria now have more rapid access to major hospitals with a new helicopter launched in Bendigo on 29 June The helicopter is crewed by Mobile Intensive Care Ambulance (MICA) paramedics and responds to major accidents and emergencies in a wide arc from the Western Highway in western Victoria across to the Hume Highway in the north-east. The helicopter provides a service to 614,000 people, 17 local government areas and 30 road ambulance stations in a 150 kilometre radius from Bendigo. The new helicopter is one of a number of recent initiatives implemented to improve ambulance services across the State. These include extended coverage of MICA units to regional centres, expanded two-officer crewing, replacing road and air ambulances and the provision of extra ambulances for accident black spots. Focusing on Koori Communities in Loddon Mallee The Loddon Mallee Regional Reference Group (LMARG) is a Regional peak body with representatives from each of the six Aboriginal communities in the Loddon Mallee Region. The group provides advice to the Department about regional issues and acts as an advocate on behalf of individual Aboriginal communities in the Region. A Community Plan was developed in partnership with all members of the LMARG. The plan outlines priorities and projects focusing on Koori communities within the Region for the next three years. Key areas identified in the Plan are: capacity building, cross-cultural awareness training, employment, primary health care, health promotion, drug and alcohol services, spiritual and emotional well-being, youth, prevention services, housing and information technology projects. Crewman Steven Collins, Captain Damien Mould and Paramedic Murray Barkmeyer pictured with the new helicopter ambulance which services 614,000 people, 17 local government areas and 30 road ambulance stations within a 150 kilometre radius from Bendigo.

14 Annual Report Financial Summary Summary of Financial Statements to The attached financial statements reflect the operations of the Department of Human Services for the financial year Summary of Financial Performance $000 $000 $000 $000 $000 Revenue from Ordinary Activities 5,520,578 5,848,622 6,566,996 6,782,099 7,661,006 Expenses from Ordinary Activities 5,280,480 5,612,586 6,250,657 6,548,441 7,446,795 Net result for the reporting period 240, , , , ,211 The increase in revenue and expenses reflects mainly increased funding to put into action the Government s key policy directions across all output groups and the approval during the year of additional funding for wage awards in the hospital sector. The surplus of revenue over expenses for the period is predominately due to the recognition of government funding for capital purposes, the equivalent expenditure being recognised in the Statement of Financial Position, summarised below. Summary of Financial Position $000 $000 $000 $000 $000 Total Department Total Assets 7,029,359 7,173,264 7,564,344 8,141,404 9,207,517 Total Liabilities 2,257, , , , ,553 Total Equity 4,771,942 6,322,278 6,821,412 7,445,443 8,394,964 The increase in assets reflects mainly asset purchases and revaluations. The net increase in liabilities was mainly due to a new iniative to provide for the net increase in hospital long service leave liabilities and the recognition of the short term requirement of an advance from government to cover goods and services tax (GST) cashflows recoverable from the Australian Taxation Office. Total Operating Expenses by Output Group Actual Actual Expenses Expenses Variance $M $M % Acute Services 3,186 3, Ambulance Services Aged Care and Primary Health Mental Health Services Public Health Services DisAbility Services Community Care Concessions to Pensioners and Beneficiaries Housing Assistance Total 6,390 7, a) Excludes assets transferred to Treasury for disposal, asset revaluations and costs of disposal of non-current assets. b) Actual Expenses adjusted for comparative purposes.

15 Annual Report Output Group Asset Investment Program Actual Actual Expenses Expenses $M $M Acute Services Ambulance Services 8 6 Aged Care and Primary Health Mental Health Services 23 7 Public Health Services DisAbility Services Community Care Concessions to Pensioners and Beneficiaries 0 - Housing Assistance Total payments a) This table includes Works in Progress, New Works and Annual Provisions b) Actual Expenses adjusted for comparative purposes. Budget Portfolio Outcomes The Budget Portfolio Outcomes statements are prepared in order to provide a means of comparative analysis between the actual financial performance of all entities within the portfolio with the forecasts published in Budget Paper No. 3 Budget Estimates. The Budget Portfolio Outcomes statements are prepared on a consolidated basis. Entities are consolidated within a budget portfolio when 50 percent or more of their funding is received through appropriations and which are directly accountable through Ministers of Parliment. Budget Portfolio Outcomes statements are not prepared on the same basis as the department s financial report and are not subject to audit by the Victorian Auditor General s Office.

16 Annual Report Budget Portfolio Outcomes (continued) Statement of Financial Performance Department of Human Services Portfolio For the Year ended 30 June Variation (a) Actual Revised Published Budget Budget ($ M) ($ M) ($ M) % Operating revenue Revenue From State Government (b) 6, , , Section 29 receipts Commonwealth Other Other Commonwealth grants 81.2 n.a Other Revenue (c) Total 8, , , Operating expenses Employee related expenses (d) 3, , , Purchase of supplies and services (e) 3, , , Depreciation and amortisation Capital asset charge Other expenses Total 8, , , Operating surplus/(deficit) before revenue for increase in net assets (86.1) (12.9) (55.5) 55.3 Add: Revenue for increase in net assets Section 29 receipts asset sales Operating surplus/deficit (3.0) Administered Items Operating revenue Other Commonwealth grants 1, , , Other revenue (c) Less revenue transmitted to Consolidated Fund (1,630.2) (1,586.5) (1,563.4) 4.3 Total 8.4 n.a Operating expenses Purchase of supplies and services (0.7) n.a Other expenses (0.0) n.a Total (0.7) n.a Operating surplus/(deficit) 7.7 n.a Notes: (a) Variation between Actual and Published Budget (b) Includes estimated carryover of appropriation amounts. Actual carryover is subject to approval by the Treasurer prior to 30 June pursuant to Section 32 of the Financial Management Act, 1994 (c) Includes revenue for services delivered to parties outside government (d) Includes salaries and allowances, superannuation contributions and payroll tax (e) Includes payments to non government organisations for delivery of services

17 Annual Report Budget Portfolio Outcomes (continued) Statement of Financial Position Department of Human Services Portfolio For the Year ended 30 June Variation (a) Actual Revised Published Budget Budget ($ 000) ($ 000) ($ 000) % Assets Current Assets Cash 235, , , Investments 464, , , Receivables 211, , , Prepayments 23,009 10,967 18, Inventories 49,003 58,519 37, Other Assets Total Current Assets 983, , , Non-Current Assets Investments 61,890 58,937 45, Receivables (b) 209, , , Fixed Assets 4,118,534 3,989,255 3,787, Other Assets 9,860 2,063 2, Total Non-Current Assets 4,400,148 4,296,969 4,069, Total Assets 5,384,009 5,198,396 4,855, Liabilities Current Liabilities Payables 342, , , Borrowings 10,784 25,042 45, Employee Entitlements 444, , , Superannuation 2,999 2,494 2, Other Liabilities 124,092 97,072 51, Total Current Liabilities 924, , , Non-Current Liabilities Payables 8,285 7,624 48, Borrowings 29,705 40,212 5, Employee Entitlements 409, , , Superannuation Other Liabilities 87,254 9,033 8, Total Non-Current Liabilites 534, , , Total Liabilities 1,459,799 1,308,171 1,262, Net Assets 3,924,210 3,890,225 3,593,

18 Annual Report Budget Portfolio Outcomes (continued) Statement of Financial Position (continued) Department of Human Services Portfolio For the Year ended 30 June Variation (a) Actual Revised Published Budget Budget ($ 000) ($ 000) ($ 000) % Administered Items Assets Current Assets Investments 549 1,179 1, Receivables 9, n.a Total Current Assets 9,993 2,088 1, Non-Current Assets Receivables 4,047 4,672 3, Other Assets (c) 118, ,567 n.a Total Non-Current Assets 122, ,239 3,329 3,566.3 Total Assets 132, ,327 4,851 2,622.0 Liabilities Non-Current Liabilities Non-Current Payables (c) 118, ,567 n.a Other Non-Current Liabilities 3,879 4,509 4, Total Non-Current Liabilities 121, ,076 4,620 2,538.1 Total Liabilities 121, ,076 4,620 2,538.1 Net Assets 10,161 2, ,298.8 Notes: (a) Variation between 2001 Actual and 2001 Published Budget (b) Includes cash balances held in trust in the Public Account (c) On behalf of the Department of Treasury and Finance, the Department of Human Services administers funding provided under a Health Service Agreement for building redevelopment at St Vincent s Hospital of $ million

19 Annual Report Budget Portfolio Outcomes (continued) Statement of Cash Flows Department of Human Services Portfolio For the Year ended 30 June Variation (a) Actual Revised Published Budget Budget ($ 000) ($ 000) ($ 000) % Cash flows from operating activities Operating receipts Receipts from State Government provision of outputs 6, , , Receipts from State Government increase in net asset base Section 29 receipts Commonwealth Other Asset Sales Other Commonwealth grants 81.2 n.a. Other Total 8, , , Operating payments Employee Related Expenses (3,571.9) (3,606.0) (3,421.9) 4.4 Purchases of Supplies and Services (2,971.4) (3,021.8) (2,908.1) 2.2 Interest and finance expenses (16.0) n.a Capital Assets Charge (297.9) (297.9) (297.9) 0.0 Current grants and transfer payments (389.2) (324.0) (325.6) 19.6 Capital grants and transfer payments (344.1) (317.5) (329.6) 4.4 Net Cash flows from operating activities n.a Cash flows from investing activities Purchases of investments (52.3) n.a Receipts from sale of land, fixed assets and invesments (incl. S29 FMA) Purchases of non current assets (441.3) (313.9) (333.6) 32.3 Net Cash flows from investing activities (465.6) (307.6) (327.4) 42.2 Cash flows from financing activities Receipts from appropriations increase in net asset base 54.9 n.a Net increases in balances held with Government Net borrowings and advances (12.9) n.a Net Cash flows from financing activities Net Increase/Decrease in Cash Held n.a Cash at beginning of period Cash at end of period n.a Administered Items Cash flows from operating activities Operating receipts Other Commonwealth grants 1, , Other Total 1, , Operating payments Purchases of Supplies and Services (1.3) n.a Other (1,634.2) (1,586.5) (1,563.4) 4.5 Net Cash flows from operating activities (6.1) (13.0) (13.0) 53.2 Cash flows from investing activities Receipts from sale of land, fixed assets and invesments (incl. S29 FMA) Net Movement in Investments 0.6 n.a Net Cash flows from investing activities Cash flows from financing activities Net increases in balances held with Government 0.6 n.a Net Cash flows from financing activities 0.6 n.a Notes: (a) Variation between Actual and Published Budget

20 Annual Report Flagship Projects The Department of Human Services Executive endorsed three Flagship Projects in : 1 Best Start 2 Quality in Services 3 Emergency Demand Management. These projects were identified as being priorities for Departmental planning and service development. Flagship Projects address key strategic issues facing the Department and require a high level of cross-divisional coordination to achieve their aims. They draw on knowledge and expertise from a broad range of internal and external stakeholders in their planning, development and implementation. The projects are underpinned by a sound evidence base in policy, service development and service delivery. The expected results will include improved outcomes for service users through a better quality of service provision and organisation, and more effective partnerships. BEST START Best Start aims to improve the health, development and well-being of all children across Victoria from pregnancy to eight years. Best Start will support communities, parents and service providers to make local universal early years services more accessible, comprehensive and inclusive to support parents and families in their care giving and their enjoyment of parenting. In , the Department redirected funding to establish a secretariat. A Policy Action Group with representation from all Divisions and Regions was established which developed a program description and action plan. The Centre for Community Child Health, Royal Children s Hospital was contracted to provide publications highlighting the evidence about the importance of the early years, to provide advice about indicators that could be used to measure success and to work with the Victorian Parenting Centre to provide examples of effective programs. Discussions with regions identified demonstration areas in which to trial local Best Start projects and consultations with other Government departments resulted in a high level of interest in the project. EMERGENCY DEMAND MANAGEMENT The Emergency Demand Management Project aims to reduce public hospital ambulance bypass and shorten the waiting time in emergency departments. In the budget, the Victorian Government invested an additional $176 million in hospitals, including funding a range of strategies to better manage demand for elective and emergency services. Unprecedented emergency demand pressures continue, and these require new management approaches. Increasing waiting times in emergency departments and delays in admission to inpatient wards are not an emergency department problem. Meeting these challenges requires a systemwide approach. Through the Emergency Demand Management Project the Department has: Worked in partnership with public hospital management and clinicians to develop new service models and change patient management practice. Built capacity by opening new beds. Developed substitute care options that relieve pressure on acute hospital beds. Commenced a major four-year prevention strategy that will reduce hospital admission for people with chronic and complex conditions by developing carefully targeted alternative models of care in the community. As part of the budget process, negotiated individually tailored hospital demand management strategies with metropolitan hospitals that have major emergency departments.