Office of the Deputy Secretary, Community and
Executive Services
1. Document purpose
This purpose of this document is to provide an overview of the services and key activities of the Office of the
Deputy Secretary, Community and Executive Services.
2. Office description
Office purpose
The Office of the Deputy Secretary, Community and Executive Services will lead the effective delivery of a
range of executive services to the Ministers and the Secretary, including strategic and tactical media and
communications, parliamentary services and state-wide performance analysis. The Deputy Secretary will also
focus on monitoring and analysis of statewide service delivery standards and performance ensuring a single
conduit for data analysis and statistical information internally and externally.
Key functions and activities
The office will:

provide support to Ministers, the Secretary, the Board and divisions with high-quality, timely and
accurate information, advice and issues-management including portfolio-specific information and advice

ensure the effective delivery of communications and media support to the department

ensure the delivery of specialised parliamentary services to the department

ensure the delivery of high-quality performance, compliance and reporting (both internal and external),
including monitoring and provision of business intelligence about the department’s and funded
agencies’ performance.
Office structure
The Office of the Deputy Secretary, Community and Executive Services will consist of the following business
units:

Executive Services Branch

Performance, Regulation and Reporting Branch

Legal Services Branch

Community Services Coordination Branch

Office of Professional Practice.
Department of Human Services
3. Branch and unit descriptions
Executive Services Branch
Branch structure
The Executive Services Branch will provide organisational support across the following units:

Corporate Integrity, Information and Resolutions Unit

Cabinet and Parliamentary Executive Services Unit

Communications and Media Branch

Internal Audit Unit

Family Information Networks and Discovery (FIND).
Corporate Integrity, Information and Resolutions Unit
Purpose
The Corporate Integrity, Information and Resolutions Unit will manage a shared service and is responsible for
the Department of Health and the Department of Human Services’ obligations in the areas of complaints
management, privacy, whistleblowers and freedom of information.
Key functions and activities
The unit will:

strategically plan and manage the delivery of proactive complaints, issue resolution and information
services to the Department of Health and the Department of Human Services, ensuring that the
departments meet its obligations in the areas of complaints management, fraud prevention, privacy,
whistleblowers and freedom of information

identify and actively manage emerging issues and areas of risk for the government, department and the
community

instigate critical projects where necessary in response to the departments’ complaints and
investigations process, and review program policies, professional standards and operating practices to
enhance service delivery and budget effectiveness and efficiency

manage freedom of information processes, including releasing information under the Freedom of
Information Act 1982

manage complaints as required by the Whistleblowers Protection Act 2001 and the Victorian Civil and
Administrative Appeals Tribunal

carry out quality assurance activity

manage privacy complaints, conduct privacy training for regional staff and analyse privacy incident
reporting

coordinate the response to external agency inquiries and commitments.
Cabinet and Parliamentary Executive Services Unit
Purpose
The Cabinet and Parliamentary Executive Services Unit will provide effective delivery, management and
coordination of parliamentary matters for the Department of Health and the Department of Human Services,
including correspondence and briefings.
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Key functions and activities
The unit will:

develop, plan and manage the delivery of high quality and timely correspondence, briefings and
executive services to the Ministers’ Offices, the Secretary’s Office, senior executives and key
stakeholders across the various portfolios

provide the link between ministerial portfolios, senior management, staff and the Department of Premier
and Cabinet including coordinating Cabinet committee submissions

coordinate and advise on issues relating to Cabinet, Cabinet committees, Community Cabinet,
Governor in Council appointments, parliamentary documentation and the legislative program for the
Department of Health and the Department of Human Services

coordinate the tabling of annual reports and coordinate the annual appointment rounds to public health
services and public hospital boards

analyse departmental and ministerial requirements, review existing frameworks and processes and
evaluate the potential application of breakthrough developments to improve quality of correspondence
and briefings

carry out quality assurance.
Communications and Media Branch
Purpose
The Media and Communications Unit will lead the effective delivery of specialist communications support
services, including internal and external communications and media services.
Key functions and activities
The unit will:

develop and lead an integrated, comprehensive and strategic communication and media service,
including management of department-wide communication frameworks to ensure effective internal and
external communications based on best practice principles

proactively develop management and risk-mitigation strategies and identify and respond to issues to
allow the department to meet the government’s policy agenda

provide leadership and direction relating to strategic and tactical communications and media for every
major project, activity and campaign the department undertakes. This includes, but is not limited to:

o
Comprehensive communication plan in-line with key dates and milestones
o
NDIS annual event coordination
o
National Youth Week, and Youth Parliament
o
75th anniversary of public housing celebrations
o
National Aborigines & Islanders Day Observance Committee (NAIDOC) week
o
Reconciliation Action Plan film night
o
Making a Difference Awards
o
Engage! Grants, Involve, Advance, Roving Reporters, FReeZA etc
manage the DHS online presence - DHS Intranet, DHS Internet, social media and Gov 2.0
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
maintain strong working relationships with Ministers, departmental staff, other government departments
and representatives within the human services industry, including peak bodies, to ensure an
understanding of community and government expectations

manage issues from departmental service delivery that receive or are likely to receive media attention

develop and implement media strategies for significant department initiatives including transformational
change projects, the Social Housing Framework and Victorian Homelessness Action Plan

integrate ongoing work into the new departmental structure to ensure that client service is not
diminished throughout transition.
Internal Audit Unit
Purpose
The Internal Audit Unit will conduct independent, impartial internal audits and reviews to monitor financial and
risk management and other operational activities to evaluate whether objectives, policies, plans, procedures and
controls are being appropriately implemented.
Key functions and activities
The unit will:

undertake internal audits as specified in the annual audit plan

follow up previous audits as specified in the annual audit plan.
Family Information Networks and Discovery (FIND)
Purpose
Family Information Networks and Discovery (FIND) will assist eligible applicants to find information about an
adoption that is connected to Victoria, a right that is stipulated under the Victorian Adoption Act 1984.
Key functions and activities
FIND will:

provide eligible applicants with access to information about past adoptions that are connected to
Victoria, including inter-country adoptions

assist people who were adopted in the United Kingdom to seek information about past adoptions that
are connected to Victoria.
Performance, Regulation and Reporting Branch
Branch purpose and structure
The Performance, Regulation and Reporting Branch will deliver the monitoring and analysis of state-wide
service delivery standards and performance, including service delivery performance analysis and analysis of
incidents and adverse events, and identify trends, issues and risks for internally and externally delivered
services. This branch will undertake the management of the department’s standards and registration, regulation
and oversight of monitoring for external service providers.
The Performance, Regulation and Reporting Branch will consist of three units:

Performance and Reporting Unit
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
Agency Monitoring and Reporting Unit

Standards and Regulation Unit
In addition, the Branch will have four Performance Business Partners.
Performance and Reporting Unit
The Performance and Reporting Unit will consist of:

Compliance and Quality Team

Analysis and Reporting Team

Performance Improvement Team
The Performance and Reporting Unit will have the responsibility for monitoring, reporting and performance
improvement across the department.
The Compliance and Quality Team will work closely with the Client Outcomes and Service Improvement Teams
in divisions to ensure consistency of performance and quality, identify areas for improvement and provide
compliance and quality reporting to the department’s Board.
The Analysis and Reporting Team will manage all departmental internal and external reporting requirements.
Liaising with central groups and divisions this team will maintain the reporting processes, coordinate reporting
cycles and ensure that appropriate analysis and commentary is provided for all reporting. The team will review
current reporting requirements and identify future departmental reporting needs.
The Performance Improvement Team will work closely with the Service Implementation and Support Team to
address systemic performance and quality issues within divisions, playing a coordination and support role in
ensuring appropriate and timely responses.
Agency Monitoring and Reporting Unit
Taking a state-wide view of funded agencies, the Agency Monitoring and Reporting Unit will monitor the overall
performance and reporting for agencies funded to provide services for the department and report to the
department’s Board. The team will be responsible for providing analysis of agency performance and reporting
consistency and quality. The team will implement a process for reviewing and monitoring agencies identified as
being at risk, working closely with the relevant divisions to address identified issues.
The team will provide high-level technical advice to divisions in relation to application of performance measures
contained in Funding and Service Agreements.
Standards and Regulations Unit
The Standards and Regulations Unit will have responsibility for ensuring the registration of funded organisations
under relevant legislation. A key focus for this unit will be the development and implementation of a framework
for systematic monitoring of the department’s standards and related independent quality review processes to
ensure a consistent registration policy for funded organisations.
The Standards and Regulations Unit will provide expert advice to the Secretary on any breaches of registration
and will report on, and monitor, remediation of breaches.
Performance Business Partners
Business Partners will be dedicated to working directly with the North, West, East and South Divisions.
Primarily, the Business Partners will have a strong focus on coordination. While having responsibility for
working directly with an appointed division on issues related to performance, the Business Partners will take on
a portfolio focus in relation to performance related issues. They will work collaboratively with the Performance
Monitoring Unit and other units across the Branch, identifying common or emerging trends in relation to service
delivery and will develop strategies to proactively manage or respond to key issues.
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Business Partners will provide high-quality advice and information to the divisions to support them in the
effective and consistent delivery of client-centric services.
Business Partners will work with key stakeholders to strategically plan and manage the roll-out of departmentwide projects across the North, West, East and South Divisions to ensure projects are adopted and
implemented in a timely and consistent manner.
Legal Services Branch
Branch purpose and structure
The Legal Services Branch will ensure high-quality, strategic legal advice, litigation services, legislative services
and legal policy advice to the Secretary, Ministers, Director of Housing and other senior staff to support the
achievement of government policy and departmental objectives.
The Legal Services Branch will:

provide high-level legal advice on issues that cover the wide range of statutory responsibilities within the
department’s portfolio, including representation of the Secretary and the Director of Housing in litigation

provide high-level advice on legal aspects of policy development and review relevant guidelines and
policies in respect of their legal content, accuracy and consistency with broader government policy and
imperatives

ensure high-level technical expertise in strategic legal advice across the full range of litigation services
within the department, including case management, appeals strategies and assessment of litigation
risks (including financial risks and management)

Develop strategies to ensure high-quality and consistent practice and provide specialist advice to a
range of internal and external legal teams representing the department (including regional solicitors
representing regional offices) to achieve desirable client outcomes for the child protection program

Strategically plan and manage the delivery of proactive complaints, issues resolution and information
services to ensure obligations are met in the areas of complaints management, fraud prevention,
ombudsman review, privacy, whistleblowers and freedom of information.
Community Services Coordination Branch
Branch purpose and structure
This branch will comprise both Chief portfolio Advisors – Children, Youth and Families and Disability – and will
be supported by departmental liaison officers. The Chief portfolio Advisors (Children, Youth and Families and
Disability) will provide specialist information and advice within their respective portfolios and support the
Ministers with timely, high-quality and accurate information, advice and proactive, responsive issues
management.
The advisors will:

be the dedicated points of contact for the Minister and ministerial staff and provide the link between
Ministers’ offices and the department

work collaboratively with dedicated teams within Policy and Strategy Group, Service Design and
Implementation Group and with divisions to access and coordinate the provision of information to
Ministers and their staff

provide support and advice to the Deputy Secretary, Community and Executive Services on matters
relevant to their portfolios.
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Office of Professional Practice
Office purpose
The Office of Professional Practice will provide practice leadership for child protection, youth justice and
disability services professionals in Victoria. It will foster continuous improvement in service delivery and
encourage practice excellence among child protection, youth justice and disability services professionals.
The office is charged with supporting professionals to provide support and care consistent with leading practice
and with foremost regard for the safety and wellbeing of all clients, who are some of the most vulnerable people
in Victoria’s communities. The office will have a particular focus on child protection and youth justice
interventions and compulsory treatments and restrictive interventions in disability services.
The office will lead and contribute to research and service development initiatives within the organisation and in
collaboration with other leading institutions. The office will take a leading role for promoting a learning culture
that integrates evidence-based practice and critical reflection, and will provide advice and direction to the
service sector in the respective fields.
The office will take a public-facing role for the organisation on matters concerning the professional practice of
child protection, youth justice and disability services. The office provides clinical expertise in child protection and
youth justice programs and has direct involvement in high-risk and high-profile cases in child protection, youth
justice and disability.
Office structure
The Office of Professional Practice will consist of the following business units:

Chief Practitioner Child Protection and Youth Justice, Office of Professional Practice

Senior Practitioner Disability, Office of Professional Practice.
Chief Practitioner Child Protection and Youth Justice, Office of Professional Practice
Purpose
The office will take a public-facing role for the organisation on matters concerning the professional practice of
child protection and youth justice professionals. It will provide oversight of the organisation’s child protection and
youth justice program and will have direct involvement in high-risk and high-profile cases.
The office will provide practice leadership and make authoritative decisions – based on sound practice expertise
and contemporary research – that deliver positive outcomes for vulnerable children, youth and families,
particularly regarding the highest risk, most complex and sensitive cases. It will establish professional practice
and service standards that embed collaborative, child focused and family centred approaches to decision
making and reflective practice in child protection and youth justice work across the state.
Key functions and activities
The Chief Practitioner Child Protection and Youth Justice, Office of Professional Practice will:

provide authoritative and timely practice advice on child protection and youth justice matters

provide expert guidance, assistance and intervention for complex child protection and youth justice
cases

undertake case reviews in response to external queries

ensure effective management of child protection and youth justice issues across the department,
including divisional child protection, child protection practice leaders and youth justice practice
excellence
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
provide expert advice to internal media and communications staff to promote wider awareness and
understanding of child protection and youth justice activities

promote awareness and understanding of the child protection and youth justice programs among key
stakeholders, service delivery partners and the community

engage with national and international expert networks on research or practice initiatives.
Senior Practitioner Disability, Office of Professional Practice
Purpose
The Office of the Senior Practitioner Disability is responsible for ensuring that the rights of people who are
subject to restrictive interventions and compulsory treatment are protected and that appropriate standards are
complied with in relation to restrictive interventions and compulsory treatment. The office has a strong practice
improvement focus and can initiate research in this respect.
The office will set practice standards and guidelines in relation to the use of restrictive interventions and
compulsory treatment. The office will also monitor and direct disability service providers in relation to such
interventions and treatments.
The office will take a public facing role for the organisation on matters concerning the professional practice of
disability professionals.
Key functions and activities
The Senior Practitioner Disability, Office of Professional Practice will:

lead best practice in behaviour management strategies and develop standards and guidelines for
behaviour management and restrictive interventions

monitor restrictive interventions and the requirements of the Disability Act 2000 (The Senior Practitioner
will hold special powers to assist in the implementation of the functions of the Act. These powers are an
essential aspect of the monitoring role of the Senior Practitioner, enabling him or her to safeguard the
rights of persons subject to restrictive interventions and compulsory treatments.)

provide specialist expertise and secondary consultations to disability support providers in relation to
behaviour management and restrictive interventions

develop guidelines and share best practice for supporting people who are subjected to restrictive
interventions or compulsory treatment

develop partnerships with researchers, professionals and others to undertake research to inform
contemporary practice and policy, particularly in relation to restrictive interventions and compulsory
treatment

support education and information based on evidence-based practice to all disability support providers
in Victoria.
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