Milestone Review Panel Report:
Progress of the Government Commitments
to the Public Advocate Reports
Fourth Quarter Report
July 2013
Version 250713
1
Contents
Version 250713 .......................................................................................................................... 1
Contents ..................................................................................................................................... 2
Milestone Review Panel – Summary of Findings ....................................................................... 4
Milestone Panel’s comments on progress of implementation of projects related to the
Government’s response to recommendations .......................................................................... 5
Recommendation 1 ............................................................................................................................. 5
Progress against the Government’s commitments and symbols used to indicate progress
achieved. .................................................................................................................................... 6
Milestone Panel’s Response Recommendation 1 ........................................................................... 9
Recommendation 2 ........................................................................................................................... 10
Progress against the Government’s commitments and symbols used to indicate progress
achieved. .................................................................................................................................. 13
Milestone Panel’s Response Recommendation 2......................................................................... 15
Recommendation 3 ........................................................................................................................... 16
Progress against the Government’s commitments and symbols used to indicate progress
achieved. .................................................................................................................................. 18
Milestone Panel’s Response Recommendation 3......................................................................... 18
Recommendation 4 ........................................................................................................................... 21
Progress against the Government’s commitments and symbols used to indicate progress
achieved. .................................................................................................................................. 23
Milestone Panel’s Response Recommendation 4......................................................................... 26
Recommendation 5 ........................................................................................................................... 27
Progress against the Government’s commitments and symbols used to indicate progress
achieved. .................................................................................................................................. 29
Milestone Panel’s Response Recommendation 5......................................................................... 33
Recommendation 6 ........................................................................................................................... 34
Progress against the Government’s commitments and symbols used to indicate progress
achieved. .................................................................................................................................. 36
2
Milestone Panel’s Response Recommendation 6......................................................................... 37
Recommendation 7 ........................................................................................................................... 38
Progress against the Government’s commitments and symbols used to indicate progress
achieved. .................................................................................................................................. 40
Milestone Panel’s Response Recommendation 7......................................................................... 41
ATTACHMENT 1: Milestone Review Panel Background .......................................................... 42
ATTACHMENT 2: Milestone Review Panel Terms of Reference .............................................. 44
ATTACHMENT 3: ACT Government Responses to the Public Advocate Interim Report ......... 47
ATTACHMENT 4: Progressing the commitments made in the Government response to the
recommendations of the Public Advocate’s Review ............................................................... 50
ATTACHMENT 5: Progress since the March Quarter ............................................................... 53
Related Processes ............................................................................................................................. 56
The Future of PA2 Program .............................................................................................................. 57
3
Milestone Review Panel – Summary of Findings
As this is the final report of the Milestone Review Panel, we wish to thank the Directorate
for its support.
It is pleasing to report that ten of nineteen projects are now complete and that a further six
are anticipated to be complete by December 2013, and because of their complexity, the
remaining three will continue into 2014-15. The Panel was particularly impressed by the
discipline installed by the project management process which has been embraced
throughout the Directorate.
The Panel is confident that governance arrangements are in place to deliver the IMS which
will provide a platform for addressing many of the issues raised by the Public Advocate’s
report, such as accurate recording of information, timely responses and support for
frontline staff. This will be critical in facilitating cultural change and improved service
delivery, particularly in areas such as OOHC, early intervention and kinship assessments.
The recruitment, retention and training of quality staff are essential for the success of the
new service delivery model. These will be ongoing issues for the Directorate. In relation to
recruitment and retention, the Panel notes that there are a number of new strategies in
place. In relation to training, a strategy has been developed and new methods for delivery
are being explored. In time, training modules will be incorporated into the IMS system.
Further, the IMS system gives the opportunity for the child to be involved in the creation of
their own comprehensive history and personal record. There is the potential to use this
information to achieve improved outcomes in terms of their interactions with the wider
Directorate and key stakeholders outside of the Directorate, taking into account privacy
issues.
The committee was particularly impressed with the demonstration it received on IMS for
Bimberi. This initiative, when applied to other areas of OCYFS, will be the single biggest
factor in changing both the culture of service delivery and the ease with which CSD staff
carry out their respective roles. This initiative involves a review of policies and the
development of technology which provides for consistent application of these policies in an
interactive and user-friendly manner. Training modules can be attached to each function
and staff have the ability to comment on the usefulness of the technology, together with
suggestions for improvement in real time.
4
Milestone Panel’s comments on progress of implementation of
projects related to the Government’s response to
recommendations
Recommendation 1
Develop a Strategic Framework for implementation over the next three years. This should
encapsulate evidence based practice, supervision and mentoring mechanisms, case
management, planning and review, risk management and assessment processes and
forensic investigation, that will result in environment of good practice.
ACT GOVERNMENT RESPONSE:
AGREED
The Office for Children, Youth and Family Support has launched a quality improvement
program focussed on refreshing the service culture to ensure better outcomes for children,
young people and their families.
A strategic framework has been drafted and a staff consultation process is underway. The
framework for Care and Protection Services outlines its vision, mission and core values and
identifies five key areas of focus including:
o Accountable and responsible decision making
o Effective engagement with the service sector
o Developing workforce capacity and capability
o High quality services for children, young people and their families and
o Compliance and quality.
A key action under the strategy is to develop the Integrated Management System as a single
information system which will give all staff access to the key documents, processes and
tools in a user friendly interface.
The development of the Integrated Management System includes reviewing all existing
policies and procedures and developing process maps and flow charts to provide guidance
to staff on responsibilities and actions. In reviewing local Care and Protection policies and
procedures, responsible officers will draw upon the policies of other Australian jurisdictions.
The Integrated Management System will bring into one system the three core operational
frameworks, namely:
o The Practice Framework
o The Case Management Framework and
o The Risk Assessment Framework.
Each of these frameworks has been developed in line with evidence based practices. The
Integrated Management System will, in effect, deliver a caseworkers toolkit which provides
clear directions for practice and a set of practice aids and tools.
5
Recommendation 1: Projects to progress the Government
Response:

Integrated Management System (IMS)

Quality Improvement Tools

5 Year Out of Home Care Strategic Plan
Progress against the Government’s commitments and symbols used
to indicate progress achieved.
Traffic Light Legend
Deliverable is complete
Action is on track for completion on time and within scope
Action requires attention. There may be difficulty in achieving some parts of
the project scope, or there may be a delay in completion
Action will not be delivered on time or to the scope requirements
Work not commenced on the action yet
PROGRESS OF PROJECTS TO ACHIEVE THE
COMMITMENT IN THE GOVERNMENT RESPONSE
TO RECOMMENDATION 1
COMMENT
PROGRESS
PRACTICE IMPROVEMENT
Implementation of an Integrated Management
System which includes the development of:
-standardised policies and procedures
-deployment process flowcharts for all
procedures
-accountability package
-online Care and Protection Services
“Knowledge Portal”
-an Integrated Management System for
Care and Protection Services
-implementation Review Report
While substantial activity is
occurring in the IMS project
the size and scope of the
project means technical
project progression has been
relatively slow.
Activities such as the change
management and training
subcommittees have been
ongoing, as have wider
consultative mechanisms such
as town hall presentations.
In June 2013 the IMS has
commenced a policy steering
committee to improve
collaboration and has started
road testing a technology
solution for the portal. During
6
the quarter to May team
building has been a key
resourcing focus. At the end of
May the IMS team has added
3 new personnel to drive IMS
work. A further two positions
are going through recruitment
action.
For 2013-14 the IMS will be
presenting an updated project
plan to the Strategic Projects
BOM to demonstrate how the
deliverables will be achieved
for the July meeting.
Quality Improvement Tools
-case conference process used routinely for
13-16 year olds
The case conferencing project
is complete and the model is
implemented. At the end of
April (the last formal monthly
report) the project was
continuing to prove effective
in achieving alternative
outcomes for young people
coming into contact with the
care and protection system.
Effort is now being applied to
embedding the process into
policies and procedures. A
review of the project
outcomes was commenced in
May 2013.
-case audit tool developed
The case audit tool project is
complete. The case audit tool
has been developed and
tested. Some aspects of the
work will be absorbed into
business as usual work. The
finalisation and lessons
reports are being completed
and will include
recommendations for
embedding outcomes and
learnings into policy and
procedure work.
-audit of Out of Home Care standards of
Out of Home Care agencies
Three OOHC audits have been
completed and another
commenced as at the end of
May. Workshops, follow up
7
meetings and clarification
processes have been
coordinated. This project is on
track and will be completed
early in 2013-14.
-operating Viewpoint Interactive System
The Viewpoint project has
progressed dramatically. An
MOU with FaHCSIA has been
agreed, procurement is
complete, hardware
customisation has
commenced and preliminary
training has commenced. The
status reflects issues the
project faced with technical,
cooperative and legal barriers
experienced early in the
project. The deliverable
deadline is likely to be
achieved.
PLANNING FOR OUR FUTURE
A 5 Year Out of Home Care Strategic Plan
Substantial progress has been
made on the OOHC Strategy.
This includes extensive
internal and external
stakeholder engagement,
coordination of resourcing and
milestone development. To
address some earlier
milestone slippage PMO funds
have been made available for
2012-13. In addition, looking
forward, new Budget funds
were approved to support
OOHC Strategy development.
Much of the proposed time
frame is achievable, and the
project is subject to minor
rescoping for the 2013-14
financial year.
GROWING STAFF CAPABILITY
Refreshed Supervision Model
The supervision project is
complete. Up until the end of
April (the last formal reporting
month) team leader groups
were ongoing, the supervision
tool was reviewed and an
8
evaluation report had been
drafted. Further training has
been scheduled for November
2013. The project finalisation
report is nearing completion
as is the lessons register. The
evaluation report, once
approved, will be supplied to
the’ Solving Workplace Issues
Together Team’.
Milestone Panel’s Response Recommendation 1
Recommendation 1 Milestone Panel Comments
Pleasing progress has been made in implementing this recommendation. The Integrated
Management System is a key to service delivery reform in CSD. It will take many months to
complete this project. Considerable effort is being put into making sure that this is a
comprehensive, holistic and easy to use system. CSD understands the importance of this
project and is monitoring its progress closely. Its success will require a great deal of
cooperation and understanding between CSD and Shared Services and considerable
funding.
Considerable work has been done to develop the basis for a strategic plan for out of home
care which is on track for finalisation in 2015. After early technical and legal barriers, the
Viewpoint project is progressing well and when finally implemented will be an important
tool to help listen to the views of children.
Case conferencing has been implemented in an attempt to achieve alternative outcomes
for young people coming into contact with the Care and Protection system and a case audit
tool has been developed and tested.
9
Recommendation 2
Implement this Strategic Framework through a change management process that will
address the current reactive culture. This should include the use of employee focus groups so
that all staff have a common understanding of the desired culture that reflects the actions of
a statutory child protection organisation. Such a change management should include a
review of the current systems and processes.
ACT GOVERNMENT RESPONSE:
AGREED
The Government acknowledges that due to the increased demand and staff shortages
during the period reviewed, the focus of Care and Protection workers has been on the
assessment of risk and protection of children from harm.
Of necessity this has meant a more reactive work style. With the increase in staff and a
range of change management processes underway case workers are now able to refocus on
a more pro-active and planned approach.
A Care and Protection Services Change Management Committee has been formed which
includes staff from across Care and Protection Services from all levels including case
workers, administrative staff, managers, the executive and the Executive Director, Policy
and Organisational Services.
Under the agreed Terms of Reference this Committee has been established to:‘provide strategic leadership and coordination to strengthen reform implementation in Care
and Protection; and, drive the development and implementation of the Care and Protection
Services Integrated Management System and complementary projects.’
Increased Management Capacity
In May 2012 the Office for Children, Youth and Family Support implemented a new
structure which provides increased capacity for quality monitoring and improvement
activity. The Senior Director position has now been filled and this position will take primary
responsibility for quality activities and change management across the Office for Children,
Youth and Family Support. Within Care and Protection Services the former Practice Support
Unit has been refocused as the Quality Practice and Compliance Unit.
Refocus of Roles and Responsibilities
In recognition of the need for increased management support and a focus on quality
practice Care and Protection Services now has an additional Senior Manager. The Senior
Manager, Protection will focus on ensuring that the intake, appraisal and family support
functions work to protect children at risk and enable a sharper focus on restoration efforts
when children first enter care. The Senior Manager, Care is able to focus on ensuring that
children in the long term care of the Director-General have their needs met. The Out of
Home Care purchasing function will join this branch alongside the long term care orders
team to ensure improved alignment to meet children’s needs.
10
Workforce Capability
The ACT Government provide $5.015 million over 4 years in the 2011-12 Budget for 10
additional Care and Protection Services staff to assist frontline services, with a focus on
improving quality and compliance.
In assisting the service to move away from a crisis response, the Family Work Team
(formerly the Response and Intervention Team) will promote planned and proactive work
with families and will have a greater focus on supporting families, and where possible
prevent the need for children and young people to be taken into care. It will also have a
strong focus on restoration of children to their natural families.
Case Conferences
A Case Conference will be held as a mechanism to divert young people from entering
statutory care through voluntary care agreements. It is anticipated that this will provide
wraparound services to address the needs of young people and their family within an
inclusive and participative framework. This process will strengthen the diversionary
pathways for young people away from statutory care systems.
Legislative Review
The Government will review the Children and Young People Act 2008 with particular
attention on enhancing a more pro-active and planned approach to intervention.
Contact with Parents
A project to develop an improved service model for the provision of transport and
supervised parental contact has commenced.
The design and implementation of this model will be supported by the establishment of a
Steering Committee and stakeholder working group from across the government and nongovernment sectors.
Actions to Focus on Early Intervention and Prevention
The Public Advocate has also identified that in some of the cases reviewed a more proactive
approach is required to keep children out of care to the greatest extent possible.
A Differential Response Model
Is applied as part of the intake process. These responses range from intensive statutory
interventions through to voluntary engagement, the giving of advice or assistance and
referring on to and working alongside other agencies in a co-ordinated and child-centred
way.
Child, Youth and Family Support Program
The ACT Government provided $8.5m over 4 years in the 2011-12 Budget for this program
which provides funding to 27 organisations within the ACT to provide a range of services
that will actively support vulnerable children, young people and families. The services within
this program will be delivered within an integrated and collaborative service model. The
model is premised on joined up service delivery and is in the first stages of implementation.
11
One component of the Child, Youth and Family Support Program is the Intensive Family
Support Service which works directly with the statutory Care and Protection Service to
prevent children coming into care or support the restoration of children and young people
to their family.
This program will complement the services provided through the three Child and Family
Centres. These centres provide a range of preventative and early intervention services for
families in an accessible environment which facilitates referral to a range of support
services.
Care and Protection Services and the Australian Federal Police have forged a closer working
relationship and are pursuing the option of placing an officer from the Sexual Abuse and
Child Abuse Team (SACAT) with the Care and Protection Services Intake service and a
corresponding placement of a Care and Protection case worker with SACAT. This initiative
will facilitate cooperative and more seamless support for traumatised children and young
people.
12
Recommendation 2: Projects to progress the Government
Response:

Implementation of an Integrated Management System;

Case Conferencing Service Model

Supported Contact and Transport

Legislative Review
Progress against the Government’s commitments and symbols used
to indicate progress achieved.
Traffic Light Legend
Deliverable is complete
Action is on track for completion on time and within scope
Action requires attention. There may be difficulty in achieving some parts of
the project scope, or there may be a delay in completion
Action will not be delivered on time or to the scope requirements
Work not commenced on the action yet
PROGRESS OF PROJECTS TO ACHIEVE THE
COMMITMENT IN THE GOVERNMENT RESPONSE
TO RECOMMENDATION 2
COMMENT
PROGRESS
PRACTICE IMPROVEMENT
Implementation of an Integrated Management
System which includes the development of:
-standardised policies and procedures
-deployment process flowcharts for all procedures
-accountability package
-online CPS “Knowledge Portal”
-an Integrated Management System for CPS
-implementation Review Report
While substantial activity is
occurring in the IMS project
the size and scope of the
project means technical
project progression has been
relatively slow.
Activities such as the change
management and training
subcommittees have been
ongoing, as have wider
consultative mechanisms such
as town hall presentations.
In June 2013 the IMS has
commenced a policy steering
committee to improve
collaboration and has started
13
road testing a technology
solution for the portal. During
to the quarter to May 2013
team building has been a key
resourcing focus. At the end of
May the IMS team has added
3 new personnel to drive IMS
work. A further two positions
are going through recruitment
action.
For 2013-14 the IMS will be
presenting an updated project
plan to the Strategic Projects
BOM to demonstrate how the
deliverables will be achieved
for the July BOM meeting
Expansion of case conferencing service model
The case conferencing project
is complete and the model is
implemented. At the end of
April 2013 (the last formal
monthly report) the project
was continuing to prove
effective in achieving
alternative outcomes for
young people coming into
contact with the care and
protection system. Effort is
now being applied to
embedding the process into
policies and procedures. A
review of the project
outcomes was commenced in
May 2013.
PLANNING FOR OUR FUTURE
Supported Contact and Transport
At the end of May 2013 the
contact and transport project
had delivered information
sheets based on the current
service model and stakeholder
engagements. The project will
close by the end of June 2013.
The elements of the project
that go to the support and
contact design options will be
allocated to the Placements
module of the IMS. The
elements of the project that
go to OOHC contact
14
procurement will be allocated
to the OOHC Strategy project.
The finalisation and lessons
report will reflect upon the
changing nature of the project
and the destination of
resources and inputs.
LEGISLATIVE REVIEW
Legislative Review
The project stalled over the
quarter with the project
manager being on leave and
also diverted to other tasks.
Segmenting the in-scope and
out-of-scope suggestions and
detailed mapping of the links
between feedback and
legislation is the last stage to
finalising the draft report.
Milestone Panel’s Response Recommendation 2
Recommendation 2 Milestone Panel Comments
The Panel’s comments on practice improvement and case conferencing can be found at
Recommendation 1.
The Panel notes that there is still a considerable amount of work to be done to finalise a review of
the legislation in this area. It has been difficult to define the scope of the Legislative Review
relevant to the recommendation. This has now been done and four issues have been identified for
further investigation.
The Supported Contact and Transport Project has delivered a range of information sheets for
carers, parents and children and young people about contact as it is now, and the concept of
‘supported’ (rather than ‘supervised’) contact. These have been provided to the target populations
to gather feedback. The work done on the policy questions about reforming the service model has
been packaged out to the Placements module in the IMS project, and the work done on
procurement and contracting questions has been included in the 5 year Out of Home Care
Strategy.
The project was technically closed as at the end of June 2013. The project manager for the closing
project is drafting the project closure documentation and developing a lessons-learned register to
ensure that any information gathered is not lost. The closure report will outline the allocation of
any tasks and the project managers of the IMS and OOHC Strategy are aware of the transfer.
15
Recommendation 3
Develop a staff training and development regime and ensure that this meshes with the
strategic framework and is tailored towards the acquisition and development of skills,
particularly for caseworkers and their supervisor. Training should be linked to competencies,
and be included in the process for advancement to higher duties.
ACT GOVERNMENT RESPONSE:
AGREED
Care and Protection Training Program: A revised training program of core training for case
workers was approved in December 2011. It is expected that all new case workers complete
their core training modules within a 12 month period. This core training includes:
o The Children and Young People Act 2008
o Reporting child abuse and neglect
o Case management practice
o Risk assessment
o Effective practice with involuntary clients
o Record keeping and case noting
o Working with Aboriginal and Torres Strait Islander People.
Additional training is provided to all Care and Protection Services staff on a regular basis,
including:
o Communicating with children and young people.
o Working with refugee clients
Individual Performance Plans
All staff in the Directorate are required to have an Individual Performance Plan which
incorporates an assessment of their current capabilities and a plan to meet any identified
gaps.
Tracking Training
The Directorate has a new online Learning Management System designed to make it easier
for staff to register for internal training courses and to keep track of the training they have
completed. This system has now been implemented and will assist in addressing training
needs and gaps of all Care and Protection Services staff.
Supervision Project
The Office for Children, Youth and Family Support has a Supervision Framework which
articulates the commitment to regular supervision for all staff. Team Leaders and Managers
have undertaken training in supervision.
An experienced trainer from Learning and Community Education commenced work on a
twelve month Supervision Project in March 2012 to strengthen the confidence and
competence of Managers and Team Leaders in supervision practice. The project
16
acknowledges the importance of reflective supervision as a learning focused activity that
contributes to good case management practice aimed at improving outcomes for the
children, young people and families who come in contact with Care and Protection Services.
This project will improve the staff satisfaction with the quality of the experience of
supervision, support child protection staff to act with appropriate autonomy and
consolidate and collate a consistent set of tools.
A Training Sub Committee
of the Change Management Committee has been established to develop the training
program that will be required to ensure changes are implemented.
Immediate Training Priorities
In the next 6 months training will be provided to case workers on listening to the voice of
children and young people. This training will provide the opportunity for staff to focus on
techniques and strategies that can be used to ensure children’s voices are heard. All Care
and Protection Services staff will also attend training on good decision making, including
recording and communicating decisions.
17
Recommendation 3: Projects to progress the Government
Response:

Quality Improvement Tools

A refreshed supervision model

CPS Training Program refreshed and commenced
Progress against the Government’s commitments and symbols used
to indicate progress achieved.
Traffic Light Legend
Deliverable is complete
Action is on track for completion on time and within scope
Action requires attention. There may be difficulty in achieving some parts of
the project scope, or there may be a delay in completion
Action will not be delivered on time or to the scope requirements
Work not commenced on the action yet
PROGRESS OF PROJECTS TO ACHIEVE THE
COMMITMENT IN THE GOVERNMENT RESPONSE
TO RECOMMENDATION 3
COMMENT
PROGRESS
PRACTICE IMPROVEMENT
Quality Improvement Tools
-case conference process used routinely for 13-16
year olds
The case conferencing project
is complete and the model is
implemented. At the end of
April 2013 (the last formal
monthly report) the project
was continuing to prove
effective in achieving
alternative outcomes for
young people coming into
contact with the care and
protection system. Effort is
now being applied to
embedding the process into
policies and procedures. A
review of the project
outcomes was commenced in
May 2013.
18
-case audit tool developed
The case audit tool project is
complete. The case audit tool
has been developed and
tested. Some aspects of the
work will be absorbed into
business as usual operations.
The finalisation and lessons
reports are being completed
and will include
recommendations for
embedding outcomes and
learnings into policy and
procedure work.
-audit of OOHC standards of Out of Home Care
agencies
Three OOHC audits have been
completed and another
commenced as at the end of
May. Workshops, follow up
meetings and clarification
processes have been
coordinated. This project is on
track and will be completed
early in 2013-14.
-operating Viewpoint Interactive System
The Viewpoint project has
progressed dramatically. An
MOU with FaHCSIA has been
agreed, procurement is
complete, hardware
customisation has
commenced and preliminary
training has commenced. The
status reflects issues the
project faced with technical,
cooperative and legal barriers
experienced early in the
project. The deliverable
deadline is likely to be
achieved.
GROWING OUR STAFF CAPABILITY
A refreshed supervision model
The supervision project is
complete. Up until the end of
April (the last formal reporting
month) team leader groups
were ongoing, the supervision
tool was reviewed and an
19
evaluation report had been
drafted. Further training has
been scheduled for November
2013. The project finalisation
report is nearing completion
as is the lessons register. The
evaluation report, once
approved, will be supplied to
the’ Solving Workplace Issues
Together Team’.
CPS Training Program refreshed and commenced
Over the quarter the project
has focused on building on the
training matrix. In particular
aligning CSD core capabilities,
CPS Core training, Professional
Development and planned
training with general staff
training needs, PA2 report
outcome training, and
Auditor-General report
training and IPPs. This is an
iterative process and the
project as scoped is on track.
Training on decision making
At the end of May 2013, 207
staff had undertaken decision
making training. The training
content has been provided to
implement an online/
accessible training solution.
This project will be finalised in
June 2013.
Milestone Panel’s Response Recommendation 3
Recommendation 3 Milestone Panel Comments
Growing staff capability is crucial to successful implementation of all the new policies and
procedures developed over the past twelve months and to the effective use of new tools.
The improvement of supervision and the development of appropriate training have been a focus
for CSD. It is an iterative and ongoing process which will continue to require attention.
The Panel notes that training on decision making has been undertaken and the content has been
provided to implement an online and accessible training solution.
20
Recommendation 4
Development and formalisation of on-going review mechanisms. There is a clear need for
an internal monitoring and performance review process, dealing with complaints and
ensuring that “duty of care” and natural justice is adhered to. In addition, an external
oversight function, such as an Office of Children’s Guardian, should be engaged to carry out
a micro review, based on the method of the Review, at 3,6,9, and 12 months to monitor
practice improvements or otherwise, to report finding directly to the Director-General.
ACT GOVERNMENT RESPONSE
AGREED IN PART
The ACT Government agrees to the recommendation in relation to internal monitoring
and performance review. A decision on the need for additional external oversight capacity
will be made following the performance report by the Auditor General. An alternative
mechanism will be established to monitor the implementation of change over the next
twelve months.
Complaints Unit
The establishment of a Complaints Unit has commenced with the appointment of a project
officer in February 2012. Current complaint processes have been reviewed and consultation
is occurring regarding new processes.
Decision Making Review Panel
An Office for Children, Youth and Family Support Decision Making Review Panel was
appointed in April 2012. Clients who are unhappy with a decision can request a review of
the decision by the Panel which includes both CSD and independent members.
Training in good decision making will be rolled out to all Office for Youth and Family Support
staff. The outcomes of this project will improve the transparency of decision making by staff
at all decision making points.
Case Audits
Care and Protection Services senior management are developing a case audit tool. The aim
of the tool is to assess compliance with policy and legislation and quality of practice. The
Operations Managers will undertake a random sample of cases on their floor every two
months and these will be analysed and trends identified. These trends will inform changes
to procedures and policy.
Quality Improvement
The newly appointed Office for Children, Youth and Family Support Senior Director will
commence a Quality Improvement Initiative across all areas of the Office for Children, Youth
and Family Support. The findings of this review and other inputs including the views of
practitioners will inform the scope of this initiative.
Out of Home Care Standards
21
The current pilot Out of Home Care Standards will be finalised and external audits of Out of
Home Care services against the standards will occur over the next twelve months and
beyond.
Audit and Review Committee
The Community Services Directorate Audit and Review Committee will monitor the
implementation of the recommendations of this Report as part of its oversight
responsibilities to monitor the outcomes of all audits conducted of Directorate functions.
This committee is led by an independent chair and includes two other independent
members who advise the Director-General. This Committee meets bi-monthly.
Milestone Reviews
The Minister for Community Services will establish a Review Panel to monitor the progress
of the Office for Children, Youth and Family Support against the actions outlined in this
Government Response to the Public Advocate’s Review and report on a quarterly basis for
the next twelve months. The Public Advocate together with an external member of the
Community Services Directorate’s Audit and Review Committee and the Chair of the
Children and Youth Services Council will be invited to form the Review Panel. The Review
Panel will report to the Minister under the auspice of the Children and Youth Services
Council.
Children’s Guardian
The ACT Government Response to the Interim Report Agreed that this recommendation
should be further considered as part of the Performance Audit by the Auditor General.
Following receipt of the report from the Auditor General the ACT Government will consider
the current roles and functions of the statutory oversight bodies and whether to establish
additional external oversight from an Office of the Children’s Guardian.
22
Recommendation 4: Projects to progress the Government
Response:

Quality Improvement Tools

Finalisation of Out of Home Care standards

Complaints Unit Embedded

Decision Review Panel Embedded

Training on decision making
Progress against the Government’s commitments and symbols used
to indicate progress achieved.
Traffic Light Legend
Deliverable is complete
Action is on track for completion on time and within scope
Action requires attention. There may be difficulty in achieving some parts of
the project scope, or there may be a delay in completion
Action will not be delivered on time or to the scope requirements
Work not commenced on the action yet
PROGRESS OF PROJECTS TO ACHIEVE THE
COMMITMENT IN THE GOVERNMENT RESPONSE
TO RECOMMENDATION 4
COMMENT
PROGRESS
PRACTICE IMPROVEMENT
Quality Improvement Tools
-case conference process used routinely for 13-16
year olds
The case conferencing project
is complete and the model is
implemented. At the end of
April (the last formal monthly
report) the project was
continuing to prove effective
in achieving alternative
outcomes for young people
coming into contact with the
care and protection system.
Effort is now being applied to
embedding the process into
policies and procedures. A
review of the project
outcomes was commenced in
23
-case audit tool developed
-audit of OOHC standards of Out of Home Care
agencies
-operating Viewpoint Interactive System
May 2013.
The case audit tool project is
complete. The case audit tool
has been developed and
tested. Some aspects of the
work will be absorbed into
business as usual work. The
finalisation and lessons
reports are being completed
and will include
recommendations for
embedding outcomes and
learnings into policy and
procedure work.
Three OOHC audits have been
completed and another
commenced as at the end of
May 2013. Workshops, follow
up meetings and clarification
processes have been
coordinated. This project is on
track and will be completed
early in 2013-14.
The Viewpoint project has
progressed dramatically. An
MOU with FaHCSIA has been
agreed, procurement is
complete, hardware
customisation has
commenced and preliminary
training has commenced. The
status reflects issues the
project faced with technical,
cooperative and legal barriers
experienced early in the
project. The deliverable
deadline is likely to be
achieved.
PLANNING FOR OUR FUTURE
Finalisation of Out of Home Care standards
(incorporated into the Delivery of an Out of Home
Care 5 Year Strategic Plan).
The finalisation of the OOHC
Standards is incorporated into
the OOHC Strategy project.
STAKEHOLDER ENGAGEMENT AND FEEDBACK
Complaints Unit Embedded
The complaints unit has
received over 30 complaints,
completed around 20
24
complaints, held over 40 face
to face interviews, around 50
telephone interviews and
undertaken multiple pieces of
work (follow ups and
stakeholder meetings) in the
current quarter. In total 142
complaints have been made
since inception. A decision
was made to recruit to a SOGC
position. The project has
started reporting business as
usual activities, and is
practically complete.
Finalisation will occur in June
2013.
Decision Review Panel Embedded
To the end of May 2013 two
new referrals were made and
accepted by the panel.
Reflecting on this project
demonstrated the only
remaining activity is to
evaluate the panel process.
This is an ongoing activity,
which is now part of business
as usual operations. The
project will be moved to
completion in June, and the
finalisation and lessons
register will be completed.
GROWING OUR STAFF CAPABILTY
Training on decision making
At the end of May 2013, 207
staff had undertaken decision
making training. The content
has been provided to
implement an online/
accessible training solution.
This project will be finalised in
June 2013.
25
Milestone Panel’s Response Recommendation 4
Recommendation 4 Milestone Panel Comments
CSD has made a decision to adopt National OOHC standards which will inform practice
guidance and be incorporated into the OOHC Strategy. These will be included in service
funding agreements and the guidelines incorporated into the IMS.
The complaints unit has been embedded although its work was slowed by staffing
constraints, which are being resolved with a recruitment action. Complaints are being
handled in a consistent, timely and meaningful way. There is a clear destination for
evidence-based, external expert review of disputed decisions with the decision review panel
as well.
26
Recommendation 5
Review all kinship care and current processes. There is a need to improve initial
assessments, include the needs of the children and young people to ensure their “voice” is
heard, develop comprehensive case planning that includes the level of support required
where there is evidence that the family needs the ongoing involvement of the statutory
body, and create a review process to determine those kinship families that no longer require
ongoing support.
ACT GOVERNMENT RESPONSE
AGREED
The ACT Government acknowledges the complexity and difficultly kinship carers face when
caring for children and young people and managing their own relationships with the
children’s parents and family.
Kinship Care Support Team
The 2011-12 ACT Government Budget provided additional funding of $1.7m over four years
to establish a new Kinship Care Support team.
The Kinship Care Support team will take responsibility for completing comprehensive
kinship carer assessments for all new kinship placement arrangements. The team will also
support and advocate for and on behalf of kinship carers.
Therapeutic Support for Kinship Care placements
The Australian Childhood Foundation will be contracted to provide therapeutic support for
kinship care placements, mirroring the therapeutic foster care program, OnTrack.
Review of Existing Kinship Care Arrangements
In the next twelve months the Quality, Practice and Compliance Unit will review the files of
all existing kinship placements and undertake a review to ensure the placement remains in
the best interest of the child or young person and that the family has the level of support
they need.
Support for carers
The Directorate will continue to fund Relationships Australia to provide mediation and
relationship counselling to kinship carers to assist them in managing the complexities that
caring for kin brings.
Consulting with Children and Young People
In July 2012 Care and Protection Services will commence a trial of the Viewpoint ACASI
(audio computer assisted self interviewing) web based program. Viewpoint is a software
tool for consulting with children and young people and is being used in the United Kingdom
and in Western Australia to enhance the participation of children into their care plan.
Viewpoint is a software program, which can be installed onto computers and provides
children with the opportunity and means of expressing their views regarding issues about
being looked after.
27
Care Planning and Reporting Tools
As part of the implementation of the Integrated Management System, Care and Protection
Services will modify the current Care Plans and Annual Review Reports templates to
promote a more planned and individualised approach to the needs of each child. Plans for
children during the risk assessment, appraisal and placement phase will be developed as
Action Plans to ensure a focus on the immediate needs and risk to children. Plans developed
after the child is in a stable placement will be developed as Care Plans to focus on the ongoing, longer term needs and the coordination of supports. The Public Advocate will be
consulted in the development of new planning tools.
Out of Home Care Strategy
The first Joint Planning Committee meeting was held in May 2012 to commence
development of the 5 year Out of Home Care Strategy. A project officer has been appointed
to undertake this work which aims to ensure adequate supply and quality of Out of Home
Care placements for children in the care of the Director-General.
28
Recommendation 5: Projects to progress the Government
Response:

Implementation of an Integrated Management System

Quality Improvement Tools

Comprehensive Kinship Package

Finalisation of Out of Home Care standards

A 5 Year Out of Home Care Strategic Plan

Complaints Unit Embedded

Decision Review Panel Embedded

Training on Decision Making
Progress against the Government’s commitments and symbols used
to indicate progress achieved.
Traffic Light Legend
Deliverable is complete
Action is on track for completion on time and within scope
Action requires attention. There may be difficulty in achieving some parts of
the project scope, or there may be a delay in completion
Action will not be delivered on time or to the scope requirements
Work not commenced on the action yet
PROGRESS OF PROJECTS TO ACHIEVE THE
COMMITMENT IN THE GOVERNMENT RESPONSE
TO RECOMMENDATION 5
COMMENT
PROGRESS
PRACTICE IMPROVEMENT
Implementation of an Integrated Management
System which includes the development of:
-standardised policies and procedures
-deployment process flowcharts for all procedures
-accountability package
-online CPS “Knowledge Portal”
-an Integrated Management System for CPS
-implementation Review Report
While substantial activity is
occurring in the IMS project
the size and scope of the
project mean technical project
progression has been
relatively slow.
Activities such as the change
management and training
subcommittees have been
ongoing, as have wider
consultative mechanisms such
29
as town hall presentations.
In June 2013 the IMS has
commenced a policy steering
committee to improve
collaboration and has started
road testing a technology
solution for the portal. During
to the quarter to May team
building has been a key
resourcing focus. At the end of
May 2013 the IMS team has
added 3 new personnel to
drive IMS work. A further two
positions are going through
recruitment action.
For 2013-14 the IMS will be
presenting an updated project
plan to the Strategic Projects
BOM to demonstrate how the
deliverables will be achieved
for the July BOM meeting
Quality Improvement Tools
-case conference process used routinely for 13-16
year olds
The case conferencing project
is complete and the model is
implemented. At the end of
April (the last formal monthly
report) the project was
continuing to prove effective
in achieving alternative
outcomes for young people
coming into contact with the
care and protection system.
Effort is now being applied to
embedding the process into
policies and procedures. A
review of the project
outcomes was commenced in
May 2013.
-case audit tool developed
The case audit tool project is
complete. The case audit tool
has been developed and
tested. Some aspects of the
work will be absorbed into
business as usual operations.
The finalisation and lessons
reports are being completed
and will include
recommendations for
30
embedding outcomes and
learnings into policy and
procedure work.
-audit of OOHC standards of Out of Home Care
agencies
-
-operating Viewpoint Interactive System
Comprehensive Kinship Package
-Review of all current kinship carer needs
completed
-Comprehensive case planning for current kinship
carers completed
-Assessment of new Kinship Carers by Kinship
Team
Three OOHC audits have been
completed and another
commenced as at the end of
May. Workshops, follow up
meetings and clarification
processes have been
coordinated. This project is on
track and will be completed
early in 2013-14.
The Viewpoint project has
progressed dramatically. An
MOU with FaHCSIA has been
agreed, procurement is
complete, hardware
customisation has
commenced and preliminary
training has commenced. The
status reflects issues the
project faced with technical,
cooperative and legal barriers
experienced early in the
project. The deliverable
deadline is likely to be
achieved.
To the end of May 96 per cent
of kinship carer reviews have
been completed. 7 carers
chose not to undertake
reviews as they were satisfied
with CPS engagement. There
were 86 open support cases.
New kinship carer
assessments is hampered by
resourcing, but is provided as
required. A review of the
project demonstrated the
results reported actually
reflect business as usual
processes and this project is
able to be closed. The
finalisation and lessons
register is addressing any
ongoing issues, and making
suggestions for embedding
the work into the wider CPS
policy and procedures matrix.
31
PLANNING FOR OUR FUTURE
Finalisation of Out of Home Care standards
A 5 Year Out of Home Care Strategic Plan
Substantial progress has been
made on the OOHC Strategy.
This includes extensive
internal and external
stakeholder engagement,
coordination of resourcing and
milestone development. To
address some earlier
milestone slippage PMO funds
have been made available for
2012-13. In addition, looking
forward, new Budget funds
were approved for 2013-14 to
support OOHC Strategy
development. Much of the
proposed time frame is
achievable, and the project is
subject to minor rescoping for
the 2013-14 financial year.
STAKEHOLDER ENGAGEMENT AND FEEDBACK
Complaints Unit Embedded
The complaints unit has
received over 30 complaints,
completed around 20
complaints, conducted over 40
face to face interviews,
around 50 telephone
interviews and undertaken
multiple pieces of work
(follow ups and stakeholder
meetings). In total 142
complaints have been made
since inception. A decision
was made to recruit to the
SOGC position. The project has
started reporting business as
usual activities, and is
practically complete.
Finalisation will occur in June
2013.
Decision Review Panel Embedded
To the end of May two new
referrals were made and
accepted by the decision
review panel. Reflecting on
this project demonstrated the
only remaining activity is to
evaluate the panel process.
This is an ongoing activity that
32
is now part of business as
usual operations. The project
will be moved to completion
in June 2013, and the
finalisation and lessons
register will be completed.
GROWING OUR STAFF CAPABILTY
Training on decision making
At the end of May 2013, 207
staff had undertaken decision
making training. The content
has been provided to
implement an online/
accessible training solution.
This project will be finalised in
June 2013.
Milestone Panel’s Response Recommendation 5
Recommendation 5 Milestone Panel Comments
A review of kinship carer needs has been completed. A number of cases have been
identified which require further support.
The assessment of new kinship carers by the Kinship Carer Team is hampered by resource
difficulties and requires attention.
33
Recommendation 6
Cultural Awareness The culture of all children/young people must be identified and
appropriately supported, and the best use of available resources should be made to support
Aboriginal and Torres Strait Islander children/young people. In addition, the development of
a program to support the cultural safety of children/young people from other cultures
particularly recently arrived refugees is strongly supported. All staff commencing in Care and
Protection Services should receive training in cultural awareness.
ACT GOVERNMENT RESPONSE
AGREED
Aboriginal and Torres Strait Islander Services
Service Redesign
Community Services Directorate has recruited a senior Aboriginal Executive to work with the
Directorate over a 12 month period to redesign service delivery for Aboriginal and Torres
Strait Islander people. This project includes substantial consultation with the local
community and research into better practice methods from other jurisdictions and
internationally. Implementation of new service delivery models will commence at the
conclusion of the design phase in September 2012.
The roles and responsibilities of Aboriginal and Torres Strait Islander Services staff within
statutory child protection processes will be revised through the redesign of the Aboriginal
and Torres Strait Islander Service and the development of Care and Protection Services
Integrated Management System process.
Improving Cultural Care Plans
Within Care and Protection Services a Project Officer has been appointed to the Quality and
Compliance Unit to rethink the model currently in place for the development of cultural care
plans. Community consultation will occur, along with the identification of key partners in
the community that could lead and / or contribute to cultural care planning.
Training
The 2012-13 Budget includes additional funding to strengthen Care and Protection Services.
Included in this initiative will be the development and roll out of training in ensuring cultural
safety for children in care.
The Aboriginal and Torres Strait Islander Engagement Service
Is one component of the Child, Youth and Family Support Program. It has two aims: (1) to
promote access and engagement of Aboriginal and Torres Strait Islander children, young
people and their families with mainstream services and (2) to develop and improve the
cultural competence of services working with Aboriginal and Torres Strait Islander children,
young people and their families.
A model for the Aboriginal and Torres Strait Islander Engagement Service is currently being
developed by the Aboriginal Justice Centre, Northside Community Service and Relationships
Australia, in partnership with Aboriginal and Torres Strait Islander elders.
34
Culturally and Linguistically Diverse Services
Training
Through the new Child, Youth and Family Services Framework, Companion House will
receive funding to provide an annual calendar of training including tailored training sessions
(services and topic specific) designed to increase culturally competent practice.
Companion House will also deliver a service that will be cross-culturally and trauma
sensitive, responsive to the needs of children and their families and have a primary outcome
of addressing significant issues that impact on children, young people and families. The
service will have the capacity to provide a therapeutic model for individuals, family groups
and peers.
This service will include a range of strategies to build capacity of services to engage
successfully with young people and their families who have experienced torture, trauma
and refugee experiences.
Data Collection
From 2013-14 Care and Protection Services will collect and collate data on the language and
family cultural background of all children coming into Care. This data will be used to gain a
greater understanding of which cultural groups are most represented and therefore of the
cultural training that is required.
35
Recommendation 6: Project to progress the Government Response:

Increased Practitioner Cultural Competence
Progress against the Government’s commitments and symbols used
to indicate progress achieved.
Traffic Light Legend
Deliverable is complete
Action is on track for completion on time and within scope
Action requires attention. There may be difficulty in achieving some parts of
the project scope, or there may be a delay in completion
Action will not be delivered on time or to the scope requirements
Work not commenced on the action yet
PROGRESS OF PROJECTS TO ACHIEVE THE
COMMITMENT IN THE GOVERNMENT RESPONSE TO
RECOMMENDATION 6
COMMENT
PROGRESS
PRACTICE IMPROVEMENT
Increased Practitioner Cultural Competence
The cultural care plan element
has achieved 98 per cent
coverage of Aboriginal and
Torres Strait islander children
and young people in care with
care plans. The reorganisation
of ATSIS has meant some of
the planned activity has been
held over. A review of the
deliverables with the project
manager revealed that the
activities as scoped are now
being acted upon as part of
business as usual operations.
This project has moved to a
practical close. The finalisation
report is addressing how the
remaining activities will form
part of business as usual.
The cultural identifiers (main
language spoken at home)
36
element of the project does
not have a dedicated project
manager. Steps are being
taken to ensure CHYPS is able
to capture the cultural data.
Interim options are being
structured, and the work is
being considered in the
context of IMS changes. This
project is a candidate for
inclusion in the broader
electronic record project.
Milestone Panel’s Response Recommendation 6
Recommendation 6 Milestone Panel Comments
Cultural care plans for Aboriginal and Torres Strait Islander children and young people in
care have been established and activities have been embedded into ‘business as usual’
operations.
The cultural identifiers (main language spoken at home) project is not yet complete. Steps
are being taken to ensure that the cultural data is captured in CHYPS and further work is
being considered in the context of IMS changes. This project is a candidate for inclusion in
the broader electronic record project.
The Panel was pleased that training in culturally competent practice has been included in
the contract for services delivered by Companion House under the Child, Youth and Family
Services Program.
37
Recommendation 7
Improved Record Keeping. Care and Protection Services needs to determine whether the
primary record keeping function will be a paper file or an electronic system as currently
neither function will be a paper file or an electronic system as currently neither function is
efficient of effective. The decision needs to be supported by policy and include a mechanism
for the child or young person to be able to access their record should they make the request.
Staff need to be trained in evidence based case recording where the decisions and reasons
for decisions are diligently recorded, and include the signature of the decision maker or
delegated officer. In addition, CHYPS the current electronic system needs updating. Case
management programs from other jurisdictions may serve to guide purchase of this
enhancement.
ACT GOVERNMENT RESPONSE
AGREED
Record Keeping Systems
The Community Services Directorate acknowledges the importance of record keeping and
the need to consider moving to total electronic records management for improved
transparency and decreased administrative burden.
Preliminary assessments of the capacity for CHYPS to be a complete electronic record
system have occurred. Further work will inform a business case for an appropriate
technological solution. Funding for this business case will be subject to future Budget
considerations and will be weighed against competing priorities.
The advantages however of an electronic system are still essential to service delivery. Access
to critically important information from different sites and remotely is essential for effective
service delivery when considering risk issues for children and young people. Paper files at
present are still considered the official record.
The Directorate will review the information and training that is provided about the use of
electronic and paper files to increase awareness of obligations to ensure the paper record
when finalised is complete.
The Integrated Management System will include a comprehensive Practice Framework, and
a Risk Assessment and Case Management Framework. This will incorporate specific risk
processes and tools to guide the recording of decisions and the reasons for decisions.
Staff will be provided with training in these processes as the system is implemented.
Legislation Review
The proposed review of the Children and Young People Act 2008 will incorporate
consideration of the administrative burden on staff and the removal of unnecessary red
tape. The current Act is 771 pages long and includes a large number of compliance
requirements. Once the Integrated Management System is completed it is proposed to
review the legislation to see if all of these requirements are necessary in the legislation, or if
some are better incorporated into policy and practice guidelines.
38
Increased Staffing
As Care and Protection Services approaches full staffing there is greater capacity for staff to
complete administrative and record keeping tasks that may have been of a lesser priority in
times when there were severely diminished resources.
Additional positions available from the staffing initiative for Care and Protection Services in
the 2012-13 Budget will further support this capacity for frontline case workers to have
adequate time to ensure compliance with administrative requirements.
39
Recommendation 7: Projects to progress the Government
Response:

Training on decision making

Scope Electronic Record

Legislative Review
Progress against the Government’s commitments and symbols used
to indicate progress achieved.
Traffic Light Legend
Deliverable is complete
Action is on track for completion on time and within scope
Action requires attention. There may be difficulty in achieving some parts of
the project scope, or there may be a delay in completion
Action will not be delivered on time or to the scope requirements
Work not commenced on the action yet
PROGRESS OF PROJECTS TO ACHIEVE THE
COMMITMENT IN THE GOVERNMENT RESPONSE
TO RECOMMENDATION 7
COMMENT
PROGRESS
GROWING OUR STAFF CAPABILTY
Training on decision making
Health Passport
At the end of May 2013, 207
staff had undertaken decision
making training. The content
has been provided to
implement an online/
accessible training solution.
This project will be finalised in
June 2013.
The health passport project
has stalled. The project
manager has been temporarily
re-allocated to operational
work. Some activity has
occurred in the national
environment.
40
PLANNING FOR THE FUTURE
Scope Electronic Record
The electronic record project
remains on hold. The scale
and scope of what can be
achieved in a project
considering the electronic
record is dependent upon
available resources. The 201314 Budget provided some
resourcing to set up a project
response, and this is a focus
for the following quarter.
LEGISLATIVE REVIEW
Legislative Review
The project stalled over the
quarter with the project
manager being on leave and
also diverted to other tasks.
Segmenting the in-scope and
out-of-scope suggestions and
detailed mapping of the links
between feedback and
legislation is the last stage to
finalising the draft report.
Milestone Panel’s Response Recommendation 7
Recommendation 7 Milestone Panel Comments
Implementation of this recommendation is far from complete. The electronic record project
was previously on hold but the 2013-14 Budget has provided some guidance for the project
and it has now commenced.
The Health Passport project had stalled but has recommenced.
This aspect of the Legislative Review relates to the reduction of red tape. Once the IMS is
completed it is proposed to see if the compliance requirements are necessary in the
legislation, or if some are better incorporated into policy practice and guidelines.
41
ATTACHMENT 1 Milestone Review Panel Background
Members
Chair:
Mrs Narelle Hargreaves (Chair, Children and Youth Services Council)
Member:
Ms Anita Phillips (Public Advocate of the ACT)
Member:
Mr Graham Bashford (Deputy Chair, Community Services Directorate Internal
Audit and Review Committee).
Background
During 2011 and 2012 two significant reviews of Care and Protection Services (CPS) were
completed by the Public Advocate. These reviews resulted in the following reports:

The Public Advocate’s Report - Stage 1 Interim Report – A Review of the Emergency
Response Strategy for Children in Crisis, released on 14 October 2011; and

The Public Advocate’s Stage 2 Report - Emergency Response Strategy for Children in
Crisis in the ACT which was released on 30 May 2012.
The Public Advocate’s Report of 14 October 2011 made the following recommendations:
1. Urgently Review the Operations and Management Structure of the Emergency
Response for Children in Crisis in the ACT;
2. Improve Emergency Response Processes;
3. Monitoring and Provision of Placements;
4. Early Intervention; and
5. Specific recommendations in relation to Northern Bridging Services.
The ACT Government has delivered the majority of the commitments made in the
Government Response to the Interim Report. Those that have not been delivered are linked
to the deliverables of the second Public Advocate report and an Auditor-General’s review.
The Public Advocate’s Stage 2 Report - Emergency Response Strategy for Children in Crisis in
the ACT made seven major recommendations which in summary are:
1. Develop a Strategic Framework;
2. Implement the Strategic Framework through a change management process that will
address the current reactive culture;
3. Develop a staff training and development regime;
4. Develop and form on-going review mechanisms;
5. Review all Kinship Care and current processes;
6. Cultural Awareness; and
7. Improve Record Keeping
The Milestone Review Panel (Panel) was established as part of a response to
Recommendation 4 of the Public Advocate Stage 2 Report.
The Government response to Recommendation 4 advised:
42
The Minister for Community Services will establish a Review Panel to monitor the
progress of the Office for Children, Youth and Family Support against the actions
outlined in this Government Response to the Public Advocate’s Review and report on
a quarterly basis for the next twelve months.
Methodology
The ACT Government’s response to the ACT Public Advocate’s report: Review of the
Emergency Response Strategy for Children in Crisis in the ACT outlined commitments to
improving the integration and coordination of services for vulnerable children. The
Government’s commitments can be found at Attachment 3.
The Community Services Directorate (CSD) is responsible for implementing the
ACT Government’s commitments.
The Panel is responsible for monitoring the progress made by the CSD in implementing the
Government’s commitments to improve services for vulnerable children. Progress against
the Government’s commitments to the Public Advocate’s recommendations is the base of
analysis for the Panel’s quarterly report.
To date, the Panel has met at three and six months intervals and will meet again at nine and
twelve month intervals. Secretariat support to the Panel will be provided by the CSD.
Prior to each meeting of the Panel, the Office for Children, Youth and Family Support
(OCYFS) within the Community Services Directorate (CSD) provides the Panel with
qualitative information and quantitative data and a draft Summary Report. Information
provided by OCYFS details the progress made towards implementing the Government
commitments during the previous three months. The draft Summary Report forms the basis
of each Milestone Review Panel Report.
During each meeting of the Panel, the OCYFS assists the Panel’s considerations by providing
presentations on the Projects being implemented. When required, the OCYFS provides
other information requested by the Panel, further qualitative information on a specific
project and/or further quantitative data relating to a specific project.
The Panel draws on the information and data provided by the OCYFS to complete a
Milestone Review Panel Report (Report). The Reports comprise qualitative information and
quantitative data provided by the OCYFS and the Panel’s comments and conclusions on the
progress achieved. The Panel is not required to make recommendations to the Minister
regarding the progress achieved.
Following the Panel’s finalisation of the Report, the Panel provides a copy of the Report to
the Minister for Disability, Children and Young People through the auspice of the Children
and Youth Services Council. The Minister releases the Report publicly.
The Panel’s term ceases on completion of the final (twelfth month) Report.
The Terms of Reference for the Panel are at Attachment 2.
43
ATTACHMENT 2 Milestone Review Panel Terms of Reference
FUNCTION
Purpose
The ACT Government’s response to the ACT Public Advocate’s report: Review of the
Emergency Response Strategy for Children in Crisis in the ACT outlined commitments to
improving the integration and coordination of services for vulnerable children.
The Community Services Directorate is responsible for implementing the
ACT Government’s commitments.
Role
The Milestone Review Panel will monitor and report against progress made to address the
service needs of vulnerable children by:

reviewing information provided by the Community Services Directorate through the
means of a spreadsheet that identifies the milestones to be attained and the actions
taken to attain the milestones; and

compiling a Milestone Review Report which reports on the actions taken by Community
Services Directorate against the identified milestones.
The Milestone Review Panel will not be required to make recommendations to the Minister
or make public statements regarding the Community Services Directorate’s progress.
MEMBERSHIP
Composition of the Milestone Review Panel
The Milestone Review Panel members are



Mrs Narelle Hargreaves, OAM – Chair
Mr Graham Bashford
Ms Anita Phillips
Community Services Directorate officials may attend each meeting.
Term of Appointment
Appointments to the Milestone Review Panel will cease following completion of the final
(twelfth month) progress report.
Vacating position on the Milestone Review Panel
Members are to notify the Minister for Disability, Children and Young People in writing of
their intention to vacate their position on the Milestone Review Panel, with a copy to the
Chair.
Role of Chair
44
The role of the Chair is to facilitate orderly and constructive discussion between Milestone
Review Panel members. In the event a spokesperson is required, the Chair is the
spokesperson for the Milestone Review Panel.
In the event Milestone Review Panel members are unable to agree about any issue relating
to the monitoring of, or progress against, the commitments made in the Government
response to the ACT Public Advocate’s report, the Chair’s decision will be final.
Secretariat support
Secretariat support to the Milestone Review Panel will be provided by the Community
Services Directorate. The Secretariat will –

compile agendas and associated papers/information in preparation for Milestone
Review Panel meetings;

take minutes at scheduled meetings,

provide a liaison between the Community Services Directorate and the Milestone
Review Panel; and

assist the Milestone Review Panel to prepare quarterly Milestone Review Reports to be
provided to the Minister for Disability, Children and Young People.
OPERATION
Meetings
The Milestone Review Panel will convene as close as possible to the following dates–
26 September 2012;
14 December 2012;
14 March 2013; and
14 June 2013
All meeting papers, including the Community Services Directorate’s progress report against
commitments, will be provided to Milestone Review Panel members no later than one week
prior to the Milestone Review Panel’s scheduled meeting date.
Quorum
In order for decisions to be made at meetings the Chair plus one Milestone Review Panel
member must be present.
If a quorum is not able to be reached a substitute Milestone Review Panel meeting must be
scheduled to occur as soon as practicable.
When necessary, agreement on decisions can be reached out-of-session.
Reporting
45
The Milestone Review Panel will provide a copy of the Milestone Review Report to the
Children and Youth Services Council for their information only.
Through the auspice of the Children and Youth Services Council, the Milestone Review Panel
will provide the Milestone Review Report to the Minister for Disability, Children and Young
People no later than the last working day of –
October 2012 - 3 month Milestone Review Report;
January 2013 – 6 month Milestone Review Report;
April 2013 – 9 month Milestone Review Report; and
July 2013 - 12 month Milestone Review Report.
Remuneration
Members of the Milestone Review Panel will receive remuneration in accordance with the
ACT Remuneration Tribunal Determination2011 (No 1).
Contact details
Secretariat Milestone Review Panel
Mr David Matthews
Phone: 6207 4433
Email: david.matthews@act.gov.au
46
ATTACHMENT 3 ACT Government Responses to the Public
Advocate Interim Report
The ACT Government Response to the Report of the Public Advocate
Interim Report was provided on 22 November 2011. Progress has been made to
implement the Government’s commitments. The Government is committed to ensuring this
progress is sustained.
Interim Report Recommendation 1
Urgently review the Operations and Management Structure of the Emergency Response
for Children in Crisis in the ACT. The Public Advocate of the ACT should be engaged and
resourced to immediately undertake Stage Two of this Review.
The ACT Government Agreed in Part to this recommendation.
Progress: The Public Advocate completed the second stage of her review in accordance with
the terms of reference outlined in the Government Response to the Interim Report and
provided her Final Report on 1 June 2012.
The Auditor General has commenced a Performance Audit of Care and Protection Services
and a final report of this review is due to be presented to the Assembly during late 2012.
Interim Report Recommendation 2
Emergency Response Processes: The Director-General Community Services Directorate, be
called upon to immediately establish a reception centre/facility as part of the Emergency
response for children in crisis.
The ACT Government Agreed to this recommendation.
Progress: A property suitable to be used as a Reception Centre was provided by Housing
ACT and fitted out in December 2011 to provide a welcoming and safe environment for
children who come into care and do not have an immediate placement with either extended
family or foster care.
The Centre has been used on three occasions since its establishment. The operation policy
and procedures have been drafted and a checklist for operational use has been finalised.
Early response to the model has been positive and it is meeting a critical need, particularly
for sibling groups who have experienced trauma and are best placed together.
The Director General, Community Services Directorate, authorises that an Operations
Policy and Procedures Manual for caseworkers and direct care staff be finalised and
implemented as a matter of priority.
47
Progress: The development of clearer policies and procedures were prioritised into four
areas: intake and risk assessment, placements, kinship care and restoration of children to
families.
Policies and procedures have been drafted and consultation with the sector has been
completed regarding the placement policy and kinship care model of service.
The Integrated Management System project commenced in February 2012. The project aims
to provide caseworkers with tools and improved processes to assist in their decision making,
access to revised policies, procedures and delegations and improved compliance
requirements.
The change process will be implemented throughout 2012-2013.
Interim Report Recommendation 3
Monitoring and Provision of Placements: The position of Children’s Guardian be resourced
and formalised under the auspice of the Public Advocate of the ACT.
The ACT Government Agreed that this recommendation should be further considered as part
of the Performance Audit by the Auditor General.
Progress: The Performance Audit being undertaken by the Auditor General will include
consideration of the roles and responsibilities of statutory oversight bodies.
Interim Report Recommendation 4
Early Intervention: Response and Intervention Teams should be relocated out to the
regions.
The ACT Government Agreed in Part to this recommendation.
Progress: A realignment of Care and Protection Services has been finalised. In the new
structure the teams will continue to be located in the central Moore Street Civic building but
will be operationally separated into North and South Canberra teams.
The new structure aims to provide a child and family the same case worker from the time of
the initial report of risk through the appraisal process. Community based Care and
Protection Workers are being re-located to the three Child and Family Centres to provide
outreach services. The placement of these Child Protection community workers will
encourage additional community engagement and increased coordination of services across
agencies and a community level.
The workers will have a renewed focus on pre-natal work, and engage with families at the
earliest possible point.
48
Interim Report Recommendation 5
Recommendations specifically in relation to Northern Bridging Support Services: An
independent mediator be engaged to conduct mediation between NBSS and CPS. In
addition, immediate payment of outstanding monies must be arranged.
The ACT Government Agreed to this recommendation.
Progress: All outstanding invoices have been paid. Mediation has been offered to Northern
Bridging Services but to date.
As for the previous report we have aligned the progress indicators to a traffic light system
for progress. The meaning of the traffics lights used is outlined over page.
49
ATTACHMENT 4 Progressing the commitments made in the
Government response to the recommendations of the Public
Advocate’s Review
The ACT Government Response to the Report of the Public Advocate released on
1 June 2012 provided an update on progress against the The Public Advocate’s Report Stage 1 Interim Report – A Review of the Emergency Response Strategy for Children in
Crisis (Attachment 3). This report indicated that any remaining work commitment from the
Government Response was dependent upon the second Public Advocate report and an
Auditor General’s report which is currently underway.
Apart from several specific items, the program of work to achieve the Government’s
commitment to the second Public Advocate’s Report (Public Advocate’s Stage 2 Report Emergency Response Strategy for Children in Crisis in the ACT) is being implemented under
the Office for Children Youth and Family Support (OCYFS) quality agenda that has been
defined as Refreshing the Service Culture. For 2013-14 OCYFS have revised the nature of the
Refreshing the Service Culture agenda, in particular how the agenda is articulated.
The OCYFS vision is to be a leading organisation committed to delivering the best possible
life outcomes for the ACT’s children and young people. The mission is to ensure that ACT
children, young people and their families are strong, safe and connected.
The Refreshing the Service Culture agenda provides a framework across the OCYFS for
delivering a continuous quality improvement agenda. This quality agenda reflects on the
experience, advice and ideas emerging from change to draw meaningful and usable
concepts in a systematic and focussed framework to build a better service system.
The Refreshing the Service Culture framework has five major pillars:





Practice Improvement
Planning for the Future
Stakeholder Engagement and Feedback
Growing our Staff Capability
Legislative Review
The objective is to use this approach to respond to a range of drivers to ensure a consistent
whole of OCYFS approach can be used to effectively deal with multiple points of inquiry and
practice improvement suggestions. While change and reform take time to embed given the
sensitivity of the client base and the breadth and depth of reforms, successful
implementation of Refreshing the Service Culture will mean that OCYFS is focussed on
responsive client service and stakeholder relations, refreshed in its identity as a selfreflective learning organisation, realigned organisationally to support the service agenda
and positioned to deliver good outcomes for children, young people and their families.
Figure 1 provides a perspective on how Refreshing the Service Culture interacts with
direction setting and supports the OCYFS objective.
50
Figure1: What Does Refreshing The Service Culture Look Like?
Canberra Plan
Govt Priorities
DIRECTION SETTING
ACT GOVERNMENT
Strategic Framework
Office Risk Register
OFFICE OF CHILDREN YOUTH AND FAMILY SUPPORT
Policy Data and
Research
Care and
Protection Service
Strategic Risks
‘Participation’
Agenda
COMMUNITY SERVICES DIRECTORATE
Business Support
Budget
Expectations
Youth Support
Early Intervention
and Prevention
Business Plans
Risk Registers Performance Plans
Work Health and Safety
GOVERNANCE: OCYFS EXECUTIVE + STRATEGIC BOM + EXTERNAL PARTICIPANTS
CONTINUOUS IMPROVEMENT
OCYFS STAFF
REFRESHING THE SERVICE CULTURE
Practice
improvement
Planning for
the future
Stakeholder
engagement
Growing our
staff capability
Legislative
Reform
Partners
Children
& Young
people
Stakeholder
groups
External
review
OCYFS QA
process
DRIVERS
Staff
Audit and
Review
Clients
“ACT children, young people
and their families are strong,
safe and connected”
51
To understand the practical impact of the Refreshing the Service Culture agenda, it is
possible to map the PA Report recommendation to the pillars of the quality reform agenda.
The broad alignment of the pillars of the Refreshing the Service Culture agenda and the
recommendations from the PA are demonstrated in Figure 2. This also demonstrates how
the practical project reporting can be aligned to external reporting bodies, and how a
number of the activities arising from the Government’s commitments (for example, the
Integrated Management System) will deliver action under more than one Public Advocate
recommendation.
Figure 2: Alignment of Refreshing the Service Culture with the PA report
The Milestone Review Panel has been a useful and positive external review point for some
of the activity under the Refreshing the Service Culture agenda. It is worth observing that in
an ongoing sense the Refreshing the Service Culture agenda is governed primarily through
the OCYFS Executive Team which monitors projects, management actions and related
activities that are aligned to the five reform pillars. The OCYFS Executive Team is supported
directly by external groups such as the Strategic Reform Group of the CSD Board of
Management and the CSD Audit and Review Committee and indirectly by independent
Statutory Officers, the `Children and Youth Services Council’ and regular internal and
external stakeholder communications.
52
ATTACHMENT 5 - Progress since the March Quarter
The June quarter report covers the three months from March to May 2013 inclusive. As this
fourth quarter report for the Milestone Review Panel will be considered at the
commencement of the 2013-14 financial year, some additional information is reported on
what is known up to end of June 2013. . To the end of May overall technical program
completion has increased to 60 per cent, an increase of 10 percentage points from the
March quarter report. This section considers some of the context for the quarter, discusses
project finalisation, key achievements and outlines exceptions to overall positive progress.
Context
Over the fourth quarter OCYFS has been deeply engaged in the primary resourcing phase of
the year. In particular, OCYFS leadership were tied closely to Budget development and
savings implementation processes. The typical Budget development process was
accompanied by ‘Strategic Service Planning’ and ‘Capacity Improvement Program’ processes
in which OCYFS participated.
Regular operations have been affected by the implementation of agreed savings initiatives
that were announced by the Executive Director on Monday 15 April 2013.This has directly
affected the Youth Connections team in Youth Services, the Policy Data and Research team
structure and staffing at the Child and Family Centres. Concurrently substantial change and
implementation management issues are linked with the Aboriginal and Torres Strait Islander
Service realignment process.
Many staff and the OCYFS Leadership Group members have been positively engaged in
looking at improvements to the working environment through a grouping of personnel
under the ‘Solving Workplace Issues Together Team’.
Over the reporting period there were typical seasonal variations in staff availability
associated with the Easter period and school holidays. This had some impact across the
program, particularly at the program delivery level.
It has been problematic that across Youth Justice Case Management and Care and
Protection there has been a short term spike in vacancies. While these are being managed
closely, this has placed additional workload pressure across the organisation.
Project finalisation
In the third quarter report the program was reporting a range of strategic successes, where
the technical project indicators suggested progress was slow, but that project completion
was imminent. This was a strategic success because it demonstrated that while technically
there was some negative progress sentiment, most of the projects behind schedule where
approaching closure, compared to an environment at the start that perceived OCYFS
typically started projects but did not necessarily complete them. This strategic success is
amplified at the end of the 4th quarter.
In May we are reporting five projects as complete. These include:


1.3 Expansion of case conferencing service model
1.4a Develop Quality Improvement Tools - Case Audit Tool
53



1.5 Comprehensive Kinship Care Package.
1.6a Increased practitioner cultural competence –cultural care plans
4.1 Implement Refreshed supervision model
A further four projects will be completed by the end of June, including:




4.2 Training on decision making delivered (Accountable and responsible decision
making)
3.1 Embed Complaints Unit
3.2 Embed a Decision Review Panel
2.2 Supported contact and transport.
To be clear, these projects completions are due either to the achievement of the
deliverables, or by virtue of the project activities merging into business as usual activities.
Indeed, closing the project does not mean that the activities cease. Each of these projects
will provide project finalisation reports and lessons learnt registers, and these documents
include information about improvements available for the operation of OCYFS and
recommendations about how the content is to be integrated into existing processes or
operations. They do not provide ongoing monthly updates.
At the June Strategic Reform BOM it was agreed to cease one project from the program.
The project ‘1.2 OCYFS Structural Alignment’ was due to evaluate the implementation of the
OCYFS structural refresh, however this has been confounded by a number of alternative
processes and is not relevant compared to the initial context.
Key Achievements
Of the projects remaining in the program there are some positive highlights including:





The IMS has resolved some resourcing problems and has engaged with CPS to road
test the Intake and Appraisals module.
At least three audits of OOHC providers have been completed and are in the
negotiation/feedback loop.
The Viewpoint interactive software has been procured, is being customised and
training has commenced with CPS users.
Information guides in relation to supported contact and transport have been
developed and will be released to carers and providers.
Decision making training has been provided to 207 personnel, of which 90 were in
May.
While the focus for the Panel is on progress towards achieving project milestones, it is
instructive to consider where change is now becoming evident from projects being closed.
Some of these examples include:



A direct reduction in the use of VCAs that would otherwise not have occurred in
cases involving teenage young people, and a team structured to undertake case
conferencing;
A tool for operation managers to utilise to audit case files to provide assurance on
processes and compliance
Effective information sharing, regular communication, structured assessment of
needs and carer reviews in place for a majority of kinship carers and a corresponding
decrease in the number of complaints and requests for support by kinship carers;
54





The practical coverage of all Aboriginal and Torres Strait Islanders children and young
people with cultural care plans, and reviews being undertaken for effectiveness;
A detailed revised Supervision framework that is available for use across CPS –
indeed CSD -, which is evidence-based and practically focussed drawing on
experience gathered in the field;
A majority of staff has been trained in effective decision making and have an
operational framework to consider when in doubt;
Stakeholders are aware of and utilising a complaints mechanism that is considering
the complaints in a timely and meaningful way.
Disputed decisions have a clear destination; can be reviewed by experts who are
capable of providing advice and these options are embedded in the OCYFS structure.
While this may not translate immediately to changes in outcomes across the board at the
level of individual cases, these are critical steps to seeing such improvements over the
longer term.
Exceptions
While there are positives, there continue to be some slippages as well. As at the end of May
there are five projects that are reporting Amber (requires attention). These projects,
including the mitigations, include





1.1 The Integrated Management System: the project is behind schedule and is
demonstrating limited technical project progress scheduling due to resourcing issues
and delivery delays. Additional scoping has been required to ensure coverage of the
Auditor-General recommendations. To address these issues three new people have
been applied to the project team, there is recruitment action under way for two
more personnel, some clever IT work around adopting existing technology which
may deal with the portal issue (effectively the adaptation of the Bimberi portal
solution to DPS IMS), detailed negotiations on the Intake and Appraisal module are
concluding and the remaining modules are less complicated and intricate.
1.4 Quality Improvement Tools - Viewpoint: The amber status reflects delays
experienced early in the project that were caused by external factors. The project is
moving at pace and is reaching implementation, albeit behind schedule.
1.6 Increased practitioner cultural competence -cultural identifiers: This subproject
has been without a defined PM since commencement. Steps are being taken to
scope the needs as time permits. This project may be integrated in a better scoped
electronic record project.
2.1 Deliver out of home care strategic plan: The project manager was off this project
for three months, and decision makers adjusted the optimal schedule downward by
12 months. The project is now progressing against revised milestone expectations
and should achieve deliverable dates. On the upside PMO have provided some
resourcing to assist delivery, the 2013-14 budget confirms $200,000 will be provided
to the OOHC strategy, and a project to analyse baseline financials has been scoped
with procurement under way. Assuming the PM remains focussed, resources are
applied as agreed and the scope is not adjusted, then long term delivery is okay.
3.1 Embed complaints unit: there has been little technical progress and there are
staffing issues to complete the final deliverable. Recruitment is underway. We have
55
also undertaken a detailed review of the project and this revealed most activity is
now ‘business as usual’ so it will progress to finalisation.
There are two projects reporting Red (unlikely to meet deadline):


1.4. Quality Improvement Tools - Health Passport: minimal progress has been
recorded as the project manager has been allocated to a different function, in front
line provision, since March. This is a direct consequence of vacancy increases. The
project is being monitored and the manager has returned to the project in June.
1.5 Legislative Review: Originally the project was scheduled to have a decision
making scoping document available by the end of February. Due to a range of
factors, particularly the over allocation of the project manager, and a period of leave,
the paper will not be ready until the end of June, early July.
Related Processes
Similar to the reporting for the first three quarters, there are processes that affect the
delivery of the program outside of the control of the OCYFS but that interface with the
progress of the PA2 program.
The Auditor-General’s Report
During the fourth quarter period OCYFS developed a Cabinet Submission and government
response to the Auditor-General Report. At the time of creating this report, the Public
Accounts Committee has not outlined whether it would be undertaking an enquiry into the
report. Cabinet has approved the Government Submission proposed by OCYFS and it has
been supplied to the Public Accounts Committee. The Submission was accompanied by a
preliminary action plan. The action plan seeks to identify actions that have already been
achieved, or are underway through an alternative process, identify those that have a need
for medium term consideration and those that have a longer term horizon.
OCYFS, through the Refreshing the Service Culture agenda, is considering the most
appropriate vehicles to respond to the recommendations that are not already underway
through the PA2 program and other OCYFS QA processes and the methods for addressing
the gaps will be either new project responses, management actions in business unit
planning or other activities that will address the issues raised. These responses, when
defined, will be delivered based upon a prioritisation of resources, that largely follows the
sequence:





continue meeting statutory requirements under the Children and Young People Act
re-assess the scope and deliver on the system level reforms already agreed and
underway, such as this program of projects
adjust business unit plans in OCYFS to incorporate ongoing savings requirements,
adjust the business unit plans in OCYFS to incorporate required management actions
to implement actions that improve outcomes
commence any new project based responses.
Budget
56
On June 4 2013 the ACT Treasurer presented the Budget for the ACT Government for 201314 (see: http://apps.treasury.act.gov.au/budget). As observed in the third quarter report,
OCYFS had sought funding to support some of the PA2 program response. It is pleasing to
report that:


Funding of $200,000 for 2013-14 was provided for the Out of Home Care Strategy.
This funding will assist develop the evidence base, scope an accreditation and
regulation system and support stakeholder engagement; and
Funding of $250,000 over the period 2013-14 to 2014-15 to upgrade the CHYPS
System. This funding achieves the short term implementation of technically feasible
changes and provides scoping funds for a whole system replacement.
Concurrent with the new budget funding OCYFS will be participating in the whole of
government savings agenda. The Government announced they were seeking to cease some
initiatives, achieve general savings and undertake service re-profiling.
The net effect of the Budget will be considered through regular business unit planning,
looking through the lens of the Refreshing the Service Culture agenda, with a view to
achieving the lowest impact on the operations of the OCYFS.
The Future of PA2 Program
As the new financial year approaches, there is an opportunity to revisit the overall program
and project logic to refresh assumptions and inputs to ensure they remain valid and
meaningful. Indeed, with substantial time since the commencement of the program, some
projects have finished, some have been reshaped, some have slipped and new and
additional pressures have emerged. To that end, there is a process underway to update the
PA2 review response program.
With nine projects effectively closed and one removed due to a shift in need, there will be
nine projects remaining in the PA2 program in 2013-14. These are:









1.1 Develop Integrated Management System
1.4b Develop Quality Improvement Tools-Audit OOHC
1.4c Develop Quality Improvement Tools-Viewpoint
1.4d Develop Quality Improvement Tools-Health Passports
1.6b Increased Practitioner Cultural Competence - Cultural Identifiers
2.1 Deliver Out of Home Care Strategic Plan
2.3 Scope requirements to move to Electronic Record
4.3 CPS Training Program Refreshed and commenced
5.1 Legislative Review
Of these nine projects, on current scheduling, six will be completed before the end of
calendar 2013, including:




1.4b Develop Quality Improvement Tools-Audit OOHC
1.4c Develop Quality Improvement Tools-Viewpoint
1.4d Develop Quality Improvement Tools-Health Passports
1.6b Increased Practitioner Cultural Competence - Cultural Identifiers
57


4.3 CPS Training Program Refreshed and commenced
5.1 Legislative Review
This leaves three that will go beyond calendar 2013, including:



1.1 Develop Integrated Management System
2.1 Deliver Out of Home Care Strategic Plan
2.3 Scope requirements to move to Electronic Record
To assist with ongoing reporting and visibility of the project responses into 2013-14 three
main steps will occur.
For projects that that will be completed before 31 December 2013 project managers will be
asked to submit a refreshed one-page ‘project overview’ before the commencement of
2013-14. This refresh will put forward a revised and firm timeframe for the remaining
milestones and deliverables, identify any material dependencies and risks and consider an
estimated residual budget for 2013-14.
Of special note is that the Electronic Records project will be appropriately scoped, based on
the success of the Budget negotiations, and to accommodate a range of ICT projects that are
aligned with the notion of refreshed ICT.
For projects that remain beyond calendar 2013 project managers will be asked to refresh
the entire project plan. Again, the objective would be to ensure the projects remain clearly
scoped toward a hard and achievable deadline, the risk plans are updated and the budgets
are transparently outlined (including consulting and PMO resources). These project plans
would be used as a living governance document, rather than a compliance tool, and would
be used for progress measurement with the project manager.
To support the project reporting and logic, a revised ‘program plan’ will also be provided to
the Strategic Reform BOM for endorsement which narrates the program, realigns the
projects into the Refreshing the Service Culture agenda and identifies the system level costs
of the program.
58