Targeted care packages: implementation manual

To receive this publication in an accessible format email <targetedcarepackagescentral@dhhs.vic.gov.au>

Authorised and published by the Victorian Government, 1 Treasury Place, Melbourne.

© State of Victoria, Department of Health and Human Services, February 2018.

Where the term ‘Aboriginal’ is used it refers to both Aboriginal and Torres Strait Islander people. Indigenous is retained when it is part of the title of a report, program or quotation.

ISBN 978-0-7311-7220-7 (online)

Available at < https://fac.dhhs.vic.gov.au/policies-and-procedures>

Contents

1. Purpose........................................................................................................................................... 6

2. Framework...................................................................................................................................... 72.1 Guiding principles............................................................................................................................. 7

2.2 Description........................................................................................................................................ 8

2.3 Eligibility............................................................................................................................................ 9

2.3 Living arrangements.........................................................................................................................9

2.4 Key elements.................................................................................................................................... 9

2.5 Service provider registration and accreditation requirements.........................................................10

3. Key roles and responsibilities.....................................................................................................113.1 Targeted care package (TCP departmental) staff...........................................................................11

3.2 Placement Coordination Unit..........................................................................................................12

3.3 Child Protection Unit....................................................................................................................... 12

3.4 Local Connections Unit................................................................................................................... 12

3.5 Divisional financial teams...............................................................................................................13

3.6 Care Allowance Management Unit.................................................................................................13

3.7 Aboriginal community-controlled and community service organisations.........................................13

4. Identification and referral.............................................................................................................154.1 Identification of children and young people.....................................................................................15

4.2 Referral........................................................................................................................................... 15

5. Scoping for a package................................................................................................................. 165.1 Selection of providers..................................................................................................................... 16

5.2 Client presentation meeting............................................................................................................16

6. Proposal development................................................................................................................. 186.1 Submission..................................................................................................................................... 18

6.2 Goals and deliverables................................................................................................................... 18

6.3 Aboriginal children and young people.............................................................................................19

6.3 Duration.......................................................................................................................................... 20

6.4 Transition planning......................................................................................................................... 21

7. Proposal funding.......................................................................................................................... 227.1 Assessment principles.................................................................................................................... 22

7.2 Packages created in the last quarter of the financial year..............................................................23

7.3 Standardised key worker rates.......................................................................................................23

7.4 Proposal budget inclusions.............................................................................................................25

7.5 Proposal budget exclusions............................................................................................................25

8. Proposal assessment and endorsement....................................................................................278.1 Assessment.................................................................................................................................... 27

8.2 Clarification and amendment..........................................................................................................27

8.2 Proposal activation......................................................................................................................... 28

9. Delivery................................................................................................................................................ 299.1 Transition arrangements................................................................................................................. 29

9.2 Carers............................................................................................................................................. 29

9.3 Case management......................................................................................................................... 29

9.4 Post-child protection involvement...................................................................................................30

9.5 Movement of children and young people – package transfers........................................................31

10. Client safeguards and critical events..............................................................................................3210.1 Privacy......................................................................................................................................... 32

10.2 Client incident management system (CIMS)................................................................................32

10.3 Quality of care.............................................................................................................................. 32

10.4 Fire risk management.................................................................................................................. 32

11. Review............................................................................................................................................... 3411.1 Ongoing review............................................................................................................................ 34

11.2 Formal annual review................................................................................................................... 34

11.3 Aboriginal children and young people..........................................................................................35

11.4 Out-of-schedule and rapid response review.................................................................................35

12. Variation............................................................................................................................................ 3612.1 Variation to goals and/or activities................................................................................................36

12.2 Variation to administration arrangements.....................................................................................36

12.3 Variation to funding schedule.......................................................................................................36

13. Closure.............................................................................................................................................. 3813.1 Planned........................................................................................................................................ 38

13.2 Disruption..................................................................................................................................... 38

13.3 Unplanned.................................................................................................................................... 38

13.4 Actions to close a package..........................................................................................................38

14. Financial management..................................................................................................................... 4014.1 Packages and existing service targets.........................................................................................40

14.2 Funding activation........................................................................................................................ 41

14.3 Funding tracking........................................................................................................................... 41

14.4 Financial acquittal........................................................................................................................ 42

15. Care allowance.................................................................................................................................. 4415.1 Package care allowance adjustments..........................................................................................44

15.2 Divisional reimbursement of care allowance................................................................................44

15.3 Young people over 18 with a package.........................................................................................45

16. Governance and oversight...............................................................................................................4616.1 Governance................................................................................................................................. 46

16.2 Performance monitoring...............................................................................................................46

16.3 Data collection and reporting.......................................................................................................47

17. Departmental contacts..................................................................................................................... 48

1. Purpose

The purpose of this document is to outline the operational processes and decision-making points for the development and implementation of targeted care packages (packages) for children and young people in Victoria. This document is to be considered in conjunction with the Targeted care packages guidelines (January 2018).

Victoria has an extensive history of government and not-for-profit organisations collaborating to provide services to vulnerable children and young people, including those who require out-of-home care. Consistent with this tradition, packages are delivered through the collaboration of government and Aboriginal community-controlled and community service organisations. These guidelines will assist staff from the Department of Health and Human Services (the department), community service organisations and Aboriginal community-controlled organisations with package implementation and delivery.

This guide provides information on the eligibility criteria, the development and implementation of packages, including the necessary funding and financial reporting, review and performance monitoring.

This guide is subject to ongoing review in consideration of developments in policy, scope, process and administration.

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2. Framework

Targeted care packages were introduced by the Victorian Government in 2015 to enable a child or young person’s transition from residential care to an alternative living arrangement and to enable appropriate supports to be developed to prevent the entry of a child or young person to residential care.

Targeted care packages are an opportunity to consider more innovative, flexible and client-centred approaches to the living arrangements and care needs of children and young people that are consistent with the child or young person’s goals and desired outcomes. The department and funded organisations have opportunity through the use of a package to move from fixed funded service models to individualised and innovative approaches.

The design and delivery of targeted care packages for children and young people who are engaged with Child Protection is critically linked to existing legislation, and the range of child protection and out-of-home care principles, policies, standards and frameworks, including the Targeted care packages guidelines (January 2018).

Refer: Targeted care packages guidelines (January 2018) < http://providers.dhhs.vic.gov.au/program-requirements-out-home-care-services>

2.1 Guiding principlesConsistent with the overarching Targeted care packages guidelines (January 2018), the implementation of packages is underpinned by eight guiding principles. These are:

2.1.1 Child (and young person’s) best interestsAll decisions will be focused on the child’s best interests, and will involve the application of the Best Interests Principles of the Children, Youth and Families Act 2005.

2.1.2 Care team approachA care team approach to delivering packages will be adopted and this involves the participation, where appropriate, of departmental staff, placement providers, children or young people, families and funded organisations in decision-making. The care team approach facilitates significant monitoring of the progress of the package and the supports in place. This approach requires all individuals involved in supporting the child or young person to understand the impact of trauma on the lives of children and young people who reside in out-of-home care and to apply a therapeutic approach when interacting with the child or young person who is being supported by the package.

2.1.3 Creative planningIn developing and implementing packages, the thinking and planning needs to be creative, flexible and optimistic to achieve the goal of identifying new solutions and supports for the child and young person.

Organisations leading the delivery of packages need to be able to work creatively and flexibly, build a culture of innovation within their organisation and demonstrate a capacity to engage with other service providers. They need to demonstrate a willingness to support their staff to embrace the concept of working as a key worker, and start to work in new and different ways – moving beyond traditional roles defined by specific programs.

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2.1.4 Collaborative practiceAll parties involved in working with, caring for and supporting a child or young person will work together collaboratively and in partnership, treating each other with respect and listening to alternative views.

2.1.5 Culturally competencyThe services and supports a child or young person receives under a package must be culturally appropriate.

For Aboriginal children and young people this requires the application of the Aboriginal Child Placement Principle as outlined in the Child, Youth and Families Act 2005. The Aboriginal Child Placement Principle establishes decision-making requirements in relation to an Aboriginal child or young person in out-of-home care.

Aboriginal community service organisations should first be considered as the providers of packages for Aboriginal children and young people. These services are best placed to find appropriate Aboriginal placements and to ensure the maintenance of the child’s identity and connection to culture through contact with the child or young person’s community.

Where Aboriginal children and young people are engaged with non-Aboriginal organisations, consideration of progress in response to their identified needs and goals through the annual package review, must include consideration of their cultural and social well-being, and Aboriginal identity and rights outcome areas. In these cases, the review of a package should include consideration if and how the appropriate Aboriginal organisation will either lead or be engaged in partnership with the delivery of the package.

2.1.6 Collective impact The way we approach packages should bring together cross-sector organisations and providers to focus on a common agenda that aims to facilitate long-lasting benefits for children and young people.

2.1.7 Co-design and engagement of children and young people Children, young people, carers and other stakeholders will play an active role in shaping the initiative; in particular, in the package design, implementation, review and evaluation. The routine engagement of children, young people and carers is essential to ensuring the package is correctly aligned to the child or young person’s desired goals and outcomes.

2.1.8 Connection Positive relationships held by children and young people will be essential to the success of a package. Where a pre-existing positive connection exists, every opportunity to enhance that relationship should be explored through the package. This includes support to sustaining relationships between children and young people (including siblings) and carers, other children and engaged organisations.

2.2 DescriptionA targeted care package enables the flexible delivery of a suite of services for a child or young person to support their exit from residential care or prevention from entering residential care and to assist with the achievement of their case plan directions and desired outcomes.

The package is supported by an allocation of funding that is:

• attached to a child or young person• based on an assessment of the child or young person’s needs and is in line with the case plan, desired

outcomes and the permanency objective• used for one or more clearly articulated supports to meet the child or young person’s needs

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• financially acquitted.

A package remains in place until the child or young person no longer requires it or for up to 12 months following Child Protection involvement if continuing transition support is needed (both subject to review).

2.3 EligibilityChildren and young people subject to a Child Protection order are eligible for a package where they are:

• at risk of entering residential care• currently in residential care.

Funding is available to create a package for a child or young person where the existing models of care, or levels of support available are insufficient to:

• support a successful transition out of residential care, or• prevent the child or young person being placed in residential care, and • the preferred care arrangement is assessed to ensure it meets the permanency objective and provides

improved outcomes.

The length of time that a package can be in place varies for each child and young person and is subject to the review process. A package remains in place until the child or young person no longer requires it or for up to 12 months following child protection involvement if continuing transition support is needed (both subject to review) while alternative support arrangements are identified and put into place.

2.3.1 Priority children and young peopleThe priority children and young people for packages are:

• Aboriginal children or young people• children aged 12 and under• children and young people with a disability.

While these are the priority groups, any child or young person in residential care or at risk of entering residential care is potentially eligible to receive a package.

2.3 Living arrangementsThe living arrangements supported by a package for a child or young person include, but are not limited to, living:

• at home with parents• with kith or kin • with a registered carer• independently or semi-independently• in other creative arrangements as befits the child or young person’s needs.

Any form of rostered paid staff performing as a sole carer cannot be considered under this arrangement.

2.4 Key elements

2.4.1 A key worker who provides primary support to the child or young person (and carer if applicable)

The majority of targeted care packages include funding for a key worker to provide support and coordination to the child or young person and their carer(s). Each proposed package will consider the necessity for a key worker against the best interests of the child or young person and their case plan.

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Where there is a Child Protection case manager or an existing Intensive Case Management Service worker, a key worker may be assessed as not necessary.

Existing supports to the child/young person continue independent of the package of supports funded through the targeted care package. That is, the package does not include budget to fund pre-established or existing forms of service, nor are those services expected to cease, unless assessed as appropriate in line with the best interests of the child or young person.

A key worker forms part of the broader `care team’ (the range of people providing specific supports and has a role in the achievement of improved outcomes for the child or young person. The specific case plan directions and cultural support plan drive anticipated outcomes for a child or young person and the work of the key worker.

While a key worker works with the child or young person and family for support and service coordination, the Child Protection case manager maintains legislative functions under the Children, Youth and Families Act 2005 to ensure the implementation of the case plan and provide ongoing risk assessment.

Standardised hourly payment rates for key worker services provide a fair and reasonable cost for services delivered and support consistent application of key worker costs across the state.

2.4.2 Care allowance Care allowance is paid to home-based carers fortnightly and is intended to contribute to a range of day-to-day expenses incurred in the provision of care. 

While care allowance is based on established levels and rates there is flexibility within a package to adjust the level in consideration of the needs of the child or young person.

Refer: Support for home based carers in Victoria < http://services.dhhs.vic.gov.au/support-home-based-carers-victoria>

2.4.3 A range of flexible targeted supportsItems and services can be purchased through the package where they are directly related to enabling a child or young person to transition from residential care to an alternative living arrangement where their needs will be better met, or to support an existing living arrangement as prevention to the child or young person entering residential care.

A package may include establishment items and supports such as transport, health, life and living skills, education, therapeutic and family support. Any identified disability supports require consultation and linkage with a National Disability Insurance Agency planner.

2.5 Service provider registration and accreditation requirementsFor an organisation to be considered to receive funding against activity `31209 targeted care packages’, it must be a registered out-of-home care provider and have accreditation under the Department of Health and Human Services Standards. It is through this registration and accreditation process that funded organisations demonstrate evidence of capacity to deliver services with the appropriate safeguards for children and young people.

In addition, organisations must ensure that they comply with the relevant program requirements. These are set out in the Targeted care packages guidelines (January 2018) section `Who can deliver a targeted care package?’

Refer: Human services standards

< http://providers.dhhs.vic.gov.au/human-services-standards>

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3. Key roles and responsibilities

To achieve the best outcomes for children and young people, package referral, planning, delivery, monitoring and review rely on effective relationships between the community services and departmental staff engaged in supporting the child or young person. Package stakeholders include the department’s TCP staff, Child Protection, Placement Coordination Unit, Local Connections Unit, divisional Financial teams and a range of funded sector organisations.

While effort has been made to clearly identify roles and responsibilities for packages within existing departmental arrangements, there may be minor variation between departmental work units with respect to who holds responsibility for specific tasks. Rather than set out these variations in this document, each division will directly convey any variations to directly to organisations.

3.1 Targeted care package (TCP departmental) staffThe term `TCP staff’ generically refers to departmental staff who hold responsibilities for the planning, coordination and other implementation responsibilities of packages at the divisional level. TCP staff may be a singular role or a number of people sitting within the department’s Placement Coordination Unit, Client Outcomes and Service Improvement (COSI) or Local Connections Unit.

TCP staff:

• consult with Child Protection Area Managers and Placement Coordination Unit, including participation in divisional contingency planning meetings, to identify, prioritise, review, and monitor package referrals

• assess eligibility for a package and request the completed referral form from child protection • coordinate (as needed) package specific meetings including the relevant funded organisations, Child

Protection, Placement Coordination and Local Connections; namely, client presentation and direct allocation meetings

• actively engage with the relevant Local Connections Unit on program requirements and funded organisation performance as it may impact on a potential package

• provide a copy of approved package plans to the relevant Local Connections Unit• review and submit proposal assessments for the relevant Director Client Outcomes and Service

Improvement/local Area Director (as relevant) approval • ensure package approvals are entered on the Regional Individual Support (RIS) package system• consider the use of package funding within the Placement coordination and placement planning

framework (2012)• ensure all package submission types for a child or young person are recorded in CRIS• establish a package implementation meeting • review and submit package amendments for approval by the relevant Director Client Outcomes and

Service Improvement/local Area Director (as relevant) • manage formal annual review processes and additional reviews as needed for all packages• review package financial commitments in the third quarter of the financial year to identify funding

commitments for the next financial year • closes a package referral on CRIS when Child Protection involvement ceases, while ensuring the

package service provision remains active within CRISSP• provide departmental oversight and monitoring of packages where Child Protection involvement ceases• work with the division’s finance team to ensure tracking and monitoring of the targeted care packages

budget, including the approval of care allowances and reimbursement of the Care Allowance Management Unit

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• manage and record package financial acquittals at the end of the financial year to link to annual review processes

• drive divisional sector development in collaboration with the Local Connections Unit• develop and implement divisional package systems and processes• provide monthly reports on packages to central and the local division executive groups• oversight of the package closure process, including recording the departmental approval and

communication to service providers.

3.2 Placement Coordination UnitPlacement coordination:

• consults with the TCP staff, engaged organisations and Child Protection about the potential eligibility of a child or young person for a package

• participates in the client presentation and direct allocation meetings • uses package funding within the Placement coordination and placement planning framework (2012)• ensures the package living arrangement is recorded in CRIS• approves (Oracle) home-based care allowance and respite activity• notifies TCP staff about individual respite arrangements to ensure the package budget is accurate

(where relevant)• provides monthly residential care placement data to the TCP staff for monthly reporting.

3.3 Child Protection UnitIn relation to a package, child protection:

• undertakes the ongoing assessment of the development, needs and risks of the child or young person• develops and ensures implementation of a case plan in accordance with legal requirements, the

provisions of the protection order and the child or young person’s needs• ensures a cultural plan is developed for an Aboriginal child or young person• has contact with the child or young person, parents and other family in accordance with the case plan • facilitates referrals and engagement with funded organisations in accordance with the case plan• negotiates contracted case management responsibilities, timelines and lines of communication with

funded organisations as per usual• maintains client records according to program and statutory requirements, including CRIS records• reviews the case plan at appropriate intervals and engages with the TCP staff on changes, progress or

emerging issues• makes a referral to disability services/or the National Disability Insurance Agency if a child or young

person has a disability• the case planner provides advice on and endorses package referrals prior to submission to TCP staff • submits kinship care allowance to the department’s Care Allowance Management Unit• completes a Caregiver reimbursement – change of details form where there is a change in carer

allowance level with approval by the department’s Director Client Outcomes and Service Improvement/local Area Director (as relevant) prior to its submission.

Note: Where case contracting is performed by a funded organisation, other than case planning responsibilities, the roles outlined above apply to the contracted case manager.

3.4 Local Connections UnitFor a package, the relevant local engagement officer for an area:

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• engages with package staff on a funded organisation’s performance as it may impact on the development or implementation of a package

• provides assistance with evaluating an organisation’s proposals and facilitating consistency in what is considered a reasonable cost

• engages with funded organisations on the progress and issues of active packages at agency liaison meetings

• provides local knowledge about an organisation’s capacity as needed • undertakes routine service delivery tracking on funded organisations to ensure compliance with records

(and information) management.

3.5 Divisional financial teamsThe financial team:

• confirms the allocation of funding for entry of the package on the RIS package system for SAMS2 scheduling prior to the monthly variation

• provides assistance to TCP staff with expenditure projections for packages in outgoing years• reimburses the Care Allowance Management Unit monthly for care allowance payments aligned to the

division’s approved packages • develops a year-to-date budget to ensure robust tracking of package expenditure based on the

provision by the TCP staff of robust month-by-month costings for all packages.

3.6 Care Allowance Management UnitThe Care Allowance Management Unit:

• extends the end date for care allowance payments for all existing packages to 19 years of age. • enters on to the Care Allowance Database an end date of a young person's 19th birthday unless an

earlier date is specified• ensures the Carer Allowance Helpdesk staff are informed of the process• ceases care allowance payments following the completion of the Caregiver reimbursement - cease form

on CRIS• provides each division with a fortnightly statement on the care allowance payments aligned to a

package for the division’s review and reimbursement.

3.7 Aboriginal community-controlled and community service organisations

To provide services against activity `31209 targeted care packages’, an organisation must be a registered out-of-home care service provider and have accreditation under the Department of Health and Human Services Standards. Service providers:

• identify children and young people identified as suitable for referral for a package• undertake the recruitment, support, supervision and training of staff, including carers where relevant, to

facilitate effective role performance in the delivery of packages • ensure a key worker is in place for package commencement • undertake routine risk assessment• routinely review and monitor the delivery of packages to ensure the achievement of outcomes, including

the assessment of quality and safeguarding mechanisms• amend the package where a carer respite arrangement is outside the approved package budget and

submits it for approval via to the department’s TCP staff

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• maintain communication with the department’s Child Protection, Placement Coordination and TCP staff should issues with the living arrangements arise that may compromise its continuation or the objectives of the case plan

• prepare reports and assessments, e.g. transition plan, safety plan, review report• comply with Looking after children reporting and case contracting requirements • promote quality of care for a child or young person by responding to and following guidelines in relation

to abuse in care and/or quality of care concerns, and incident reporting• assess and monitor the quality and safeguarding of services purchased-in to deliver specific package

components • ensure that the Caregiver reimbursement - cease form in CRIS is completed to automatically notify the

Care Allowance Management Unit to cease carer payment.

3.7.1 Key workers• provide direct support and engagement with the child or young person, their family, carers, following

them throughout their support experience, irrespective of changes in living arrangements • provide risk assessment and parallel case planning/case managed where contracted to support the

implementation of the child or young person’s case plan• coordinate care team processes for the child or young person in partnership with other involved

services to develop, implement and review the package plan • work outside of traditional program boundaries to facilitate flexible and creative support responses • advise TCP staff of changes, issues and potential risks to a package’s living arrangement where

relevant• ensure that all Aboriginal children and young people are provided with appropriate cultural supports in

line with their cultural support plan • report and monitor the impact of the child or young person’s package• ensure CRIS/SP is up-to-date with records of activity, consultation with service partners, decisions and

actions• close service provision in CRIS/SP when closure approval is provided by the department.

Note: Where case contracting is not delivered by an agency, the responsibilities outlined above apply to Child Protection.

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4. Identification and referral

The Targeted care packages guide to submission types and stages and the Targeted care packages guide to activity templates outline in detail the templates to be used to support package processes.

4.1 Identification of children and young peopleThe suitability of a child or young person for a package is based on the eligibility criteria and the assessed needs of the child or young person. When identifying eligible children and young people, consideration is given to Aboriginal children or young people, children aged 12 and under, and children and young people with a disability.

The suitability of a package for a child or young person is considered by departmental staff (TCP staff, Placement Coordination and Child Protection) who review all children in residential care or at risk of entering residential care to identify and prioritise eligible children and young people that require the support of a package.

Any organisation, worker or carer involved in the care of a child or young person may also identify them as potentially suitable for a consideration of a package.

To ensure clear lines of communication, a professional currently working with a child or young person contacts the child or young person’s case manager (or equivalent) to discuss the suitability of a package before TCP staff are contacted or a referral is made.

Both Child Protection and Client Support Services must recommend the progress of a nominated child/young person to the package referral stage. TCP staff ensure the Targeted care packages approval form to commence scoping of a package is completed by the Child Protection case manager or the organisation with case management responsibility and the Placement Coordination Unit with the care team (as applicable). The form requires the approval of the Director Client Outcomes and Service Improvement/local Area Director (as relevant).

TCP staff consider the suitability, appropriateness and timeliness of the child or young person accessing a package. This includes confirmation of the eligibility criteria and engagement with services and professionals involved with the child or young person through direct discussions and/or attendance at care team meetings.

4.2 ReferralWhen processing any referral, weighted consideration is given to Aboriginal children or young people, children aged 12 and under, and children and young people with a disability.

Once a child or young person is confirmed as eligible to access a package, TCP staff engage with the case manager, either from Child Protection or the contracted case manager in a funded service, to seek the case manager’s completion of the Referral form. Following its completion, TCP staff progress the referral through the division’s package approval processes.

TCP staff with Child Protection, Placement Coordination and other relevant stakeholders consider the most appropriate approach for seeking a package proposal from an organisation. The most appropriate approach will be based on the best interests of the child or young person.

TCP staff ensure the completion of the `referral for service’ in CRIS consistent with the Referral for targeted care packages: CRIS for Child Protection guide , irrespective of whether the child/young person is case managed by Child Protection or contracted to an organisation. This action is performed in the system once the package has been approved and commenced.

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Key workers then ensure a `referral for service’ is accepted in CRISSP consistent with the Contracted case managers and targeted care packages key workers: CRIS and CRISSP user guide (available on the My Agency website).

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5. Scoping for a package

The department’s divisions actively seek expressions of interest from organisations for the delivery of packages. Equally, organisations can express interest in delivering packages at any time.

All organisations will be supported to ensure they understand the requirements for the delivery against the activity and will be routinely requested to reconfirm their interest and to update their areas of interest and contact details.

5.1 Selection of providersThere are two approaches used to consider a proposal for a package and TCP staff work closely with Child Protection and Placement Coordination to establish which approach to use. The two approaches are:

• direct allocation • an invited process.

Following referral, TCP staff actively engage with the relevant Local Connections Unit about a potential package and prospective organisation. This adds value to the package decision-making process through identification of the organisation’s strengths and performance issues.

5.1.1 Direct allocation This process is used when there is an organisation that already has:

• an existing relationship with the child or young person• detailed knowledge of the child or young person’s needs and effective support arrangements• it is not in the best interests of the child or young person to engage another organisation.

Where a package is indicated for an Aboriginal child or young person, the relevant Aboriginal community-controlled organisation(s) with interest and capacity to deliver a package should be approached for direct allocation. While the organisation is familiar with the child or young person, it should have opportunity to propose creative and new approaches in the suite of services offered within the package.

5.1.2 Invited process The invited process seeks to engage multiple organisations with registered interest in delivering packages so that there is wide scope for the development of creative approaches to meeting the needs of each child or young person. If this process is deemed the most appropriate approach by the TCP staff, it takes the following steps:

• engages with appropriate organisations to establish interest in attending a client presentation meeting • establishes the purpose of the meeting by providing detailed, de-identified information about the child or

young person and the requirements of a proposal• sets a date for the meeting and invites the interested organisations to attend. Depending on the specific

division’s preference, this may include the previously circulated summary about the child or young person.

5.2 Client presentation meetingThe lead departmental division extends an invitation to organisations who have expressed interest in the delivery of packages to attend a client presentation meeting.

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The meeting is chaired by TCP staff to:

• engage organisations to provide key messages, direct information, support and advice, including key requirements of proposals and the process

• present a detailed de-identified/anonymised profile of the child or young person and their needs and supports which is led by Child Protection or the contracted case manager, and includes relevant input from Placement Coordination, the funded organisation’s case manager, the local engagement officer, other professionals and care team membersWhere the package is for an Aboriginal child or young person, it should be clearly stated to participating organisations that the proposal to be developed must identify the role of the local or relevant Aboriginal community-controlled organisation in the delivery of the package. Even where an Aboriginal child or young person has an existing relationship with a non-Aboriginal organisation, the proposal should ensure the participation of the relevant Aboriginal community-controlled organisation in the delivery of the package.

• consider creative and innovative approaches and options for a package for the child or young person• gain an indication of interest from the organisation for developing a package proposal • advise if a funded transition period will be considered in the package proposal and that the proposal

should include transition arrangements and associated costs.• advise that following the meeting organisations will be followed-up about their intention to develop a

proposal within the established timeframe• encourage partnership between organisations in the development of a proposal• provide contact details for further inquiries about the client or proposal.

The following is provided at the meeting:

• meeting agenda • completed referral for the child or young person • Targeted care packages guidelines (January 2018) and Targeted care packages implementation

manual (February 2018)• Guide to submission types and stages to facilitate understanding and adherence to the documentary

and process requirements for referral, developing and submitting a proposal, review, end of year acquittal, variation and package closure

• other papers as deemed relevant.

TCP staff:

• provide all package templates to organisations that have expressed interest in submitting a proposal • manage general queries raised about the possible package, its components, establishing funding

requirements and responses for all organisations • may convene a further meeting if additional information needs to be provided or challenges have arisen

in development of the package proposal• receive the proposal from the organisation• notify other interested organisations of the receipt of a proposal and reinforces timeframes for the

receipt and approval of any additional proposals.

The interested organisation(s):

• develop a proposal with the care team built on the support needs of the child or young person • complete and submit the proposal to TCP staff.

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6. Proposal development

A package proposal establishes the goals and objectives of the package, its timeframe, and the activities and supports proposed to achieve the desired outcomes for a child or young person.

6.1 SubmissionA new package proposal is submitted when:

• it is the first proposal for a child or young person• a current package is transitioning to a new organisation• a child or young person has previously had a package that was closed.

A package proposal is comprised of the following templates:

• Submission cover sheet • Form A: Package administration arrangements • Form B: Goals and deliverables • Form C: Funding schedule.

6.2 Goals and deliverablesTo enable children and young people to live a full life and achieve their potential, each package proposal needs to consistently apply the Outcomes framework: how to track outcomes (March 2015) in the development of proposed supports.

Figure 1: Out-of-home care framework

The framework has a range of indicators, measures and questions to provide information on whether the services provided to a child or young person are making a difference in their lives.

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The following questions can be used to guide organisations when defining the package goals and deliverables (always in the context of the case plan):

• What are the specific needs of the child or young person and the carer, and how can these be articulated as specific goals?

• What is currently working well for the child or young person and what can be improved and/or changed to ensure achievements for each relevant outcome area?

• How can a package maintain and further encourage achievements in areas that are working well? • How can a package ensure continuity in environments and relationships that are working well?• What deliverables are required to be implemented to assist the child or young person to meet the

identified goals?• What supports are required to ensure deliverables will be implemented?

With the framework and these questions in mind, the completion of Form B: goals and deliverables enables an organisation to provide information on a child or young person’s goals and the associated activities, supports and services developed to meet those needs against the eight outcome areas.

The package proposal pack includes information about:

• the goals and activities proposed to meet the needs of the child or young person • how each identified support or activity is proposed to lead to one or more of the outcomes being sought

as consistent with the child or young person’s case plan • the role and level of intensity of the key worker (if required)• the proposed carer allowance level (where relevant)• whether supports/activities are funded in a lump sum or monthly instalments and any additional budget

inputs from other initiatives (e.g. leaving care)• whether a transition period is proposed, the transition arrangements (including transition start and end

dates) and the associated costs• the duration of the package (start and end dates) • the specific proposed supports/services/activities within the package.

6.3 Aboriginal children and young peopleThe delivery of all support to Aboriginal children and young people, including targeted care packages, must be consistent with the Aboriginal Child Placement Principle.

‘The objectives of the principle are to ensure that, recognition is given to an Aboriginal child’s right to be raised in their own culture and, to the importance and value of family, extended family, kinship networks, culture and community in raising, - ‘growing up’ - Aboriginal children.

The principle defines the process of ensuring that, Aboriginal community representatives are consulted and involved in the decision making regarding the care arrangements for Aboriginal children and young people.’ (Aboriginal Child Placement Principle Guide, p.3, 2002)

Refer: Aboriginal children in out-of-home care <http://www.cpmanual.vic.gov.au/advice-and-protocols/advice/aboriginal-children/placing-aboriginal-children-out-home-care>

All packages for Aboriginal children and young people should clearly identify the role of the local or relevant Aboriginal community-controlled organisation in the delivery of the package. In the case of Aboriginal children and young people with existing relationships with a non-Aboriginal organisation, the package proposal development should ensure the participation of relevant Aboriginal community-controlled organisation(s).

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Further, to ensure best practice in packages, consideration should be given to the Commission for Children and Young People’s report In the child’s best interests: inquiry into compliance with the intent of the Aboriginal Child Placement Principle in Victoria (October 2016) which establishes the need for improved practice compliance with all five key domains of the Aboriginal Child Placement Principle.

Table 1: Adapted summary of five domains and actions

Domain Targeted care package related actions

Identification of Aboriginality Has the Aboriginality of the child or young person been correctly determined?This information should be specified at the initial identification of potential eligibility for a package for an Aboriginal child or young person. The package referral form also seeks information about Aboriginal status and cultural planning requirements.

Aboriginal Child Specialist Advice Support Service (ACSASS)

Has regard been given to the advice of ACSASS at every significant decision point?When an Aboriginal child or young person starts or changes a living arrangement, ACSASS must be consulted.

Aboriginal family-led decision-making (AFLDM)

Has an AFLDM meeting been convened (or did the family decline an AFLDM meeting)?The AFLDM meeting should occur as per normal Child Protection practice and prior to referral for a package. The AFLDM meeting is important to improving and supporting kinship options for Aboriginal children and young people.

Aboriginal child placement principle (ACPP) placement hierarchy

Is the proposed living arrangement placing the child or young person at the highest possible level of the ACPP placement hierarchy?A key role of the ACSASS worker in relation to packages is to participate in decision-making and to assist with identifying members of the child or young person’s kinship or community network who may be suitable to provide a living environment in accordance with the Aboriginal child placement principle.

Maintaining cultural identity Is there a completed cultural support plan or case plan that considers opportunities for continuing contact with Aboriginal family, community and culture?Packages must reference the cultural support plan for Aboriginal children and young people. This is important to ensuring the Aboriginal child or young person is connected to their Aboriginal community and culture. Aboriginal community-controlled organisations should be first approached for the development of proposals irrespective of their prior involvement with the young person.

Refer: In the child's best interests report <https://ccyp.vic.gov.au/upholding-childrens-rights/systemic-inquiries/in-the-childs-best-interests/>

6.3 Duration A package is most commonly expected to be for a duration of 12 months, although may be for a shorter period as appropriate to the individual needs of the child or young person. The package proposal should clearly reflect this and identify the rationale for any variation to a 12-month package.

While a package may be expected and planned to run over a number of years, the associated funding is approved by the financial year (1 July to 30 June inclusive) and funds are cash-flowed through the

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department’s RIS package system across financial years. Funding can be varied at the annual review or earlier should circumstances change prior to review.

Funding is provided to activate the package once the child or young person commences in the living arrangement and/or when services to the child or young person commence under the package.

6.4 Transition planning In line with current placement planning principles, a trauma-informed and therapeutic approach is developed for the transition of a child or young person from residential care or from one living environment to another.

During the proposal development or at package initialisation (as relevant), the need for a funded transition period is considered and negotiated between the department and engaged organisations(s). The package budget can be used to support the transition of a child or young person in circumstances where this is required to support the viability of the package.

TCP staff will invite the organisation to provide a detailed transition plan that has been jointly developed by all key professionals, the child or young person and their family where appropriate. Discussion about the transition plan may occur at a care team meeting if timely, and brings together involved services.

Where funding for a transition period has been approved, this funding is paid on commencement of the new living arrangement, but is backdated to reflect the transition period. Funding will not be provided prior to the identification and approval of the new care arrangement.

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7. Proposal funding

A package proposal includes an itemised budget of what is to be purchased, the timeframe and the costs.

7.1 Assessment principlesWhen assessing the appropriateness of a proposal’s budget, the key consideration for determining what should be purchased is whether:

• the item or service is consistent with the child or young person’s case plan and desired outcomes, and • is needed to prevent the child or young person entering residential care, or to assist them to move out

and remain out of residential care.

Therapeutic costs should outweigh material costs; that is, any goods and assets purchased through the package follow the child or young person irrespective of any changes to their living arrangement or organisation.

Figure 2: Applying the budget assessment principle

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7.2 Packages created in the last quarter of the financial yearWhen an organisation develops a proposal for a package that is to commence in the last quarter of the financial year, it prepares an annual package budget just the same as for all packages. The funding level is accordingly adjusted as a part-year-effect.

Subject to approval, the initial package proposal and agreed funding will continue in the new financial year unless there are significant changes required. There is no expectation that organisations develop a new proposal for the next financial year. The funding to organisations will flow through the Service Agreement Management System (SAM2) as per the usual monthly payments.

7.3 Standardised key worker ratesFrom 9 October 2017, all new packages will apply standardised hourly rates to key worker services.

Existing packages will transition to the standardised hourly payment rate by 1 July 2018 through the annual review process in the last quarter of 2017-18.

The hourly rates represent fair and reasonable prices for the delivery of high quality case management related service delivery outputs. The levels of worker classification provide flexibility with the delivery of key worker and/or additional support worker services.

Refer: Standardised hourly rates payment rates for key worker services: frequently asked questions for community service organisations <http://providers.dhhs.vic.gov.au/program-requirements-out-home-care-services>

7.3.1 Expected rates and inclusionsThe key worker hourly rates represent fully costed face-to-face direct care services that are inclusive of all costs associated with employing a worker at a prescribed level in a service delivery environment. The hourly rate is inclusive of:

• salaryand associated salary on-costs• supporting non-wage costs• fully costed case worker supervision allowance.

Non-wage items include:

• management costs• staff vehicle allowance costs• administrative costs• agency overheads.

A schedule of payment rates exist which apply with consideration to the complex nature of care required to support children and young people transitioning from residential care or at risk of entering residential care. In addition to salary, on-costs and supporting non-wage costs, these rates are also inclusive of an allowance for part lease of a motor vehicle and backfill allowance with respect to compliance requirements. After hours services are not included in the hourly payment rates for key worker services, and the key worker payment rates do not extend to services purchased from other service providers. For example, funding for a therapeutic specialist service purchased from another agency.

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Table 2. Hourly payment rates for key worker services

Worker classification/ description Hourly rate* 1 July 2017^ Annualised cost^^

Key worker level 1 $85.43 $112,261

Key worker level 2 $92.63 $121,717

Key worker level 3 $100.48 $132,031

*The hourly rate represents face to face direct care service costs. Salary on-costs and non-wage items are included.

^Check RIS for current rate that has been updated to reflect indexation and ERO escalations.

^^The annual cost represents total 1.0 FTE cost based on annual effective service hours.

The required face-to-face direct care service costs must be clearly identified in the proposal, including how the specialist skills, decision-making ability and experience of the worker is needed to meet the support needs of the child/young person. The key worker classification is assessed by the TCP staff and endorsed by the COSI Director/Local Area Director (as relevant) as part of the approval process used for all proposals.

7.3.2 Exceptional circumstancesIn general, complexity of client need should be addressed through allocation of an appropriate number of hours to support the child or young person. That is, the number of hours allocated to support an individual child or young person is expected to be higher to meet the level of complexity.

A key worker level 3 is applied where the need for a more specialised and highly experienced key worker can be justified to deliver more intensive and strategic case management for children and young people with multiple and complex, high-risk behaviour and emotional difficulties.

7.3.3 Transition actions

New packages

For all new packages, organisations and departmental staff must ensure that the standardised hourly rates are appropriately reflected in the proposal submission and assessment. This includes the following:

• each proposal submitted to the department is authorised by the relevant organisational staff and is approved by departmental staff with relevant delegation

• all administrative, on cost items or non-wage items are included in the hourly rate for key worker services and other additional support staff. Additional administrative costs, including agency overheads, will not be approved.

• submitting organisations provide a clear description of the key worker services in section 12 of Form A: Package administration arrangements.

Existing packages

• existing packages continuing into the 2018-19 financial year will be subject to the standardised hourly rates for payment for key worker services prior to 1 July 2018

• submitting organisations should speak with divisions about the application of standardised hourly rates at the point of review or variation of a package, or as part of the annual review process in the last quarter of 2017-18

• a variation request must ensure all non-unit costed funding items associated with key worker and other support worker services (wage and non-wage items) have been ceased/terminated.

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7.4 Proposal budget inclusionsPackage funding can be used to:

• deliver a key worker and/or additional support worker services • purchase supports and activities that are directly related to achieving the goals identified in the child or

young person’s case plan • assist with establishment items, supports and activities such as: transport, health, life and living skills,

education, disability, therapeutic and family support. These supports emerge from the child or young person’s case plan, informed by their desired outcomes and permanency objective.

• support the cost of essential package transition arrangements, activities and services for the child or young person, e.g. accommodation set-up, transport assistance, overnight respite with a carer, 1:1 support provided by a known person

• purchase services from private providers where they provide more effective, cost effective and timely delivery of services

• contribute to additional costs arising from a carer’s care of a child or young person, e.g. the additional costs of renting a larger property, extending a property, the purchase of a larger vehicle or reasonable travel and accommodation costs of the child or young person for a family holiday (but not the costs for other family members).

• if an item or service is required despite being beyond the carer’s usual means, funding may provide a reasonable contribution for the child or young person and other funding should be explored to meet the funding gap, e.g. philanthropic foundations and organisations.

• build the capacity of the carer/family to look after and support the child or young person, e.g. family or carer education to better manage complex behaviours in the interests of family reunification

• support a child or young person to be part of community life, e.g. participation in education, sport, recreation

• support the child or young person with their cultural identity.

7.5 Proposal budget exclusionsPackage funding cannot be used to:

• replace or duplicate supports that are already available through other funding sources, including local, state and commonwealth government programs, such as: care allowance, individual support packages, disability services or National Disability Insurance Agency funding, Multiple and Complex Needs initiative, leaving care brokerage and client support funding. Hence, the suite of services proposed to meet a child or young person’s needs may be drawn from a combination of funding sources.

• cover costs associated with pre-package development work• fund additional administrative costs or agency overheads on top of payment for key worker services • provide an income for the young person, or carer who is not being funded to be a paid support worker.

Where applicable, an elevated care allowance may be established for a limited time.• finance items or services that, although consistent with the case plan direction, are not the most cost

effective option and would be well beyond the carer’s means even if the child or young person was not in their care (e.g. overseas travel).

Exception: return to country for an Aboriginal child or young person• education support models should not replace state funded educational services• meet current costs that the carer would reasonably be expected to pay for if the child or young person

was not in their care. That is, costs they would have incurred anyway.

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8. Proposal assessment and endorsement

8.1 AssessmentPackage staff review the submitted proposal (submission cover, Form A, B and C) against the departmental-only Proposal assessment and approval form, assessing whether the included arrangements, items or services:

• are in the child or young person’s best interests and support the achievement of better personal, social or economic outcomes consistent with their case (and permanency) plan

• are responsive to the views and goals of the child or young person • offer good value for money with respect to immediate and/or longer term costs to the community, are

affordable and cost effective (noting that while a proposed cost may be high at the outset, there may be a view to reduce the cost over time as outcomes are achieved)

• are available through alternative means and are therefore not endorsed within the package budget.

Departmental staff have responsibility to maintain and address probity principles at all stages of funding or procurement from planning through to services transitioning in and out, and during contract management. Accordingly, it is important that the department assesses submissions consistently and equitably, within the parameters of procurement and funding principles, and the goals and needs of the child and young person. Equally, funded organisations must adhere to the department’s policy and funding guidelines in the appropriate and accountable use of government funding.

As such, package proposal costs must include robust assessment and satisfy the departmental probity and purchasing requirements. For example, if a package proposal includes the purchase of a larger vehicle or other goods, documentary evidence should be provided and assessed (such as quotations and invoices).

The viability of a proposed package is critically dependent on the organisation delivering the package. Local engagement officers are critical in holding and sharing local intelligence about organisations’ capacities, culture, performance, relationships with other organisations, and adherence to various standards, program requirements and accreditation. As such, it is imperative that package staff meaningfully engage with the relevant local engagement officer(s) to discuss how each organisation who has developed a package proposal is performing as an indicator of overall capacity to deliver the package.

Refer: Procurement policies <https://dhhs.vic.gov.au/procurement-policies> and the department-only Procurement governance < https://intranet.dhhs.vic.gov.au/procurement-governance#probity---conducting-procurement-activities-ethically>

8.2 Clarification and amendmentIf there are concerns/uncertainties about any elements of the proposal, the department will:

• refer the proposal back to the submitting organisation for further information and justification• if relevant, will indicate if it is not prepared to fund a support /activity and/or requires evidence for costs

(e.g. quotations) consistent with the department’s purchasing framework • if relevant, will suggest if an alternative response should be considered to ensure it is appropriately

tuned to meet the child or young person’s needs and goals.

8.1.1 Submitting organisation’s requirements It is the responsibility of the submitting organisation to:

• consider alternative responses as requested for the amendment of the proposal

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• sign the proposal • re-submit the proposal to the department.

8.1.2 Departmental requirementsFollowing assessment of a proposal, TCP staff:• ensure all form requirements are met (including that the submitting organisation has signed the form)• make recommendations as to the suitability of the proposal • ensures the proposal is endorsed through the division’s approval and financial delegate processes• corresponds with the submitting organisation on the assessment outcome:

– if successful, includes the final signed and approved package proposal to ensure the nature and amount of services to be funded is clearly recorded

– if unsuccessful, provides detailed constructive feedback to assist with future proposal development• ensure that the signed Proposal assessment and approval form, with Forms A, B and C are maintained

on file as an official record consistent with the department’s Records management policy and associated procedures and standards.

Refer: Records management requirements < https://fac.dhhs.vic.gov.au/policies-and-procedures>

8.2 Proposal activation Following proposal endorsement, including financial delegate endorsement, TCP staff (with the knowledge of the relevant local engagement officer):

• correspond with the successful organisation with information to outline:– any package transition plan, associated funding and start and end dates– all the approved package elements, including costs and timelines for whole package– specification of the package start and end dates– information about the review process– end of financial year acquittal process – confirms that approved funding will be transacted against the targeted care packages activity

number `31209’.

• correspond and/or meets with unsuccessful organisation(s) to provide feedback and rationale for proposal rejection

• provide Child Protection with detail about the selected proposal and the next steps • ensure that the following CRIS requirements are met:

– creates and submits the ‘referral for service’ in CRIS – attaches the proposal, assessment, budget and amendments/variations to the package proposal.

All record-keeping for packages is performed by divisions consistent with departmental policy and procedure.

A package start date is the date on which the child or young person’s package living arrangement commences. However, where there is an approved and funded transition plan (e.g. with key worker) to support the package living arrangement, the start date will be the agreed date of commencement of the funded transition support and not the date of commencement in the package living arrangement.

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9. Delivery

9.1 Transition arrangementsTransition planning commences (as relevant) at the proposal development stage and is considered as an ongoing process used to support any significant changes for the child or young person in line with their case plan. For example, additional transitional planning is required when the child or young person is returning home. There may also be a need for parallel planning; that is, working with parents to achieve reunification while also supporting the package.

The package implementation meeting discusses the:

• transition of the child or young person from residential care to the alternative arrangement • timelines (including start and end dates) for transition which may vary and are dependent on the needs

of the child or young person. These should be as timely as possible given the preference for alternatives to residential care to best meet the needs of the child or young person.

• roles and responsibilities of each party in relation to the child or young person• routine review of progress by the child protection case manager or contracted case manager until

completion of the transition.

Funding is provided for a package once the child or young person commences their new living arrangement.

Where funding for a transition period has been approved, this funding is paid on commencement of the new living arrangement, but is backdated to reflect the transition period. Funding will not be provided prior to the identification and approval of the new care arrangement.

Child Protection and Placement Coordination continue to carry out their core functions regarding the child or young person during and following the transition period. That is: Child Protection manages the case for the period of any order and Placement Coordination manages the transition and living arrangements. Alongside, the key worker supports the implementation of the case plan.

TCP staff continue to have a direct role in supporting professionals to work to the transition plan, agreed timelines and working through any unforeseen issues that may arise.

9.2 CarersCarers need to be aware from the commencement of a package that as a child or young person’s level of need changes over time, the level of support they receive may increase or decrease while noting that supports essential to maintaining the living arrangement will continue.

Carers should have input into any review of a child or young person’s supports.

While some changes to supports will occur from time to time, the level of care allowance agreed at the commencement of the package may change commensurate with the child or young person’s needs. The aspiration is that over time, with the application of supports, the child or young person’s package expenses will decrease due to the supports offered by the package.

Key workers have a critical role in directly communicating with carers to facilitate their input to package review and to ensure their understanding of any changes in the package, including the carer allowance.

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9.3 Case management While there is Child Protection involvement and the need for case management with a package, case management is either established within the department’s Child Protection case management or contracted case management teams.

For the contracting of case management to an organisation providing a package, during the transition phase the following applies:

• Child Protection, with involved professionals, determines if case contracting is established with an organisation

• where a child or young person is subject to court action they may be deemed unsuitable for case contracting within the usual scope of the case contracting guidelines and the case contracting remains with the department’s case management team

• where deemed appropriate by Child Protection and the funded organisation, timelines are agreed upon as part of the transition plan.

In line with the Targeted care packages guidelines (January 2018) wherever possible the key worker provides parallel case management of the child or young person.

When/if the package key worker assumes a contracted case management role, the package budget is adjusted accordingly and the case contracting role is recorded in the CRIS/SP client file. The TCP staff record this as an amendment to the package and attach the amended package budget documents to CRIS.

Where an organisation is already providing contracted case management (including the intensive case management service), an agreement is reached based on the needs of the child or young person as to the time-frame of the existing organisation ceasing and the responsibility transferring to the new package provider. The period of transfer should take no more than four weeks from the commencement of the package.

Where Child Protection is involved, case planning continues to be the responsibility of the department.

Where an organisation is contracted to provide case management, the guidelines for contracted case management apply. In some circumstances a flexible approach is required to meet the innovative requirements of the package to prevent a child or young people being placed in residential care. For example, flexibility to the guidelines may be applied to the establishment of a contract, the length of contract, the duration of the contract and case plan up-dating requirements.

Refer: Case contracting <http://www.cpmanual.vic.gov.au/policies-and-procedures/phases/protection-order/case-contracting>

9.4 Post-child protection involvementConsistent with the Targeted care packages guidelines (January 2018) a package may remain in place until:

• the child or young person no longer requires it, or • for up to a maximum of 12 months following Child Protection involvement if continuing transition support

is needed (both subject to review) while alternative support arrangements are identified and put into place.

In the event that Child Protection involvement ceases while a package is in place, either due to the young person turning 18 or because the Child Protection order has ceased prior to 18, the following applies:

• a case review assesses the child or young person’s needs post-case closure and the package is adjusted accordingly. In these cases the key worker for the package remains the same.

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• the organisation continues to be contractually responsible for package coordination, delivery, monitoring and review and must be compliant with relevant legislative, service contract and program guidelines, including information management and recording on CRIS/SP

• TCP staff are responsible for ensuring the package referral is closed on CRIS while the service provision remains active in CRISSP

• the department’s TCP staff maintain broad oversight of the progress and outcomes of package consistent with meeting departmental requirements through continuing to receive progress updates via the care team and coordination of the formal review process

• all incident reports are directed to the relevant departmental Local Connections Unit• for young people who have turned 18 and are no longer receiving statutory services, the key worker

should ensure consent for continuing services under the package is understood and established.

9.5 Movement of children and young people – package transfersThe movement of children and young people across departmental divisions and interstate is supported by transfer policy and procedures as applied across the department, such as child protection case transfer policy.

Refer: Case transfers <http://www.cpmanual.vic.gov.au/policies-and-procedures/case-transfers/case-transfers-policy>

The following principles apply to package transfers across divisions:

• all transfers are to be completed promptly and with a spirit of cooperation• the best interests of the child or young person are the paramount consideration in transfer decisions • all relevant information must be communicated to ensure a smooth transition for the child, young person

and family and the continuity of service delivery • delays in transfer of responsibility or acceptance of tasks must not occur on the basis of system issues,

such as workload pressures or differing perspectives about the package or the actions required to implement it

• funding associated with a package is attached to the specific child or young person and follows the child, whether there is a change of departmental division, and all assets purchased remain with the child or young person.

The following steps are applied:

• when a change of division/state is indicated, the current division notifies the new division of the child or young person who is transferring and the anticipated date for the relocation

• the current and new division discuss whether a review of the package and its budget is required• the current division manages communication with the child or young person, carers and involved

services about changes in arrangements and contacts• the current and new divisions discuss and negotiate all transitional and transfer arrangements required

to support the continuity of the package • the current division transfers the child or young person’s package funding for the current financial year

to the new division • the current and new division negotiate the terms of any package funding transfer for outgoing years• the current division maintains coordination responsibility to the point where the case is formally

accepted by the new division • the current division ensures that package information recorded in CRIS and RIS is up-to-date • departmental Child Protection area managers assist to resolve disputes about interdivisional transfers if

a disagreement has not been resolved within the specified timeframes.

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10. Client safeguards and critical events

The department’s standard quality safeguards and critical event instructions apply to the delivery of packages.

The Child protection manual is a key resource to support the delivery of packages, including contracting case management advice and procedures.

Refer: Case contracting <http://www.cpmanual.vic.gov.au/advice-and-protocols/advice/protection-order/case-contracting>

10.1 PrivacyThe protection of vulnerable children and young people is a fundamental responsibility of the department.

Staff have responsibility to protect the interests of clients across health and human services, to respect their privacy and also to share information appropriately when it is in a client's best interests.

There are a range of policies and resources at the department and child protection level to guide practice for appropriate information-sharing and privacy protection.

Refer: Department’s privacy policy <http://www.dhhs.vic.gov.au/privacy-statement>

Refer Child protection manual <http://www.cpmanual.vic.gov.au/our-approach/privacy-0>

10.2 Client incident management system (CIMS)The department’s new Client Incident Management System (CIMS) commenced January 2018 and will apply to all departmentally delivered and funded organisations (including out-of-home care services), except those which report through the Victorian Health Incident Management Systems (VHIMS). The development of the CIMS will underpin a consistent approach to incident management that is that focuses on the safety and well-being of clients.

Where there is a package with Child Protection involvement, incident reports are directed to Child Protection for action and where Child Protection has ceased, incident reports are directed to the relevant departmental Local Connections Unit for action.

Refer: Client incident management system < http://providers.dhhs.vic.gov.au/cims>

10.3 Quality of care The Guidelines for responding to quality of care concerns in out-of-home care apply to packages. The guidelines ensure that quality of care concerns relating to home-based carers (including lead tenants), residential carers and kinship carers are responded to in a consistent and timely manner. The guidelines equally apply to packages.

Refer: Quality of care concerns <http://www.cpmanual.vic.gov.au/advice-and-protocols/advice/out-home-care/quality-care-concerns>

10.4 Fire risk managementThe department has responsibility for ensuring the fire safety of a child or young person for properties owned, funded and/or operated by the department.

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It is important that the delivery of packages is supported by individual risk assessment and strategy development to ensure that the living environments for a child or young person meet the department’s fire risk management requirements.

It is recognised that as part of routine practice, the needs of a child or young person and proposed living environments are assessed to ensure appropriate planning of safeguards against risk factors and individual requirements.

For lead tenant and home-based care services where houses are owned or leased by the department, organisations (but are not privately owned), standards 4 and 5 of the department’s Fire risk management policy respectively apply. These standards require compliance with the relevant capital development guideline, series 7, Fire Risk Management (August 2013). The guidelines specify protection that includes:

• premises• operational readiness• maintenance and essential safety measures• client placement• fire safety certification.

For lead tenant and home-based care services where houses are privately owned by or leased to the carer/lead tenant, standard 1 of the department’s Fire risk management policy applies. The requirements of standard 1 are:

• ensuring that smoke alarms are installed in accordance with the requirements of building regulations• implementing strategies in response to clients with known or suspected fire lighting tendencies.

The department’s Fire Risk Management Unit can be emailed for support - TCP.FRMU@dhhs.vic.gov.au

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11. Review

It is critical to review the package with respect to its progress and achievement against the child or young person’s case plan and desired outcomes.

11.1 Ongoing reviewThe progress of a package is continuously assessed by the care team (e.g. Child Protection case manager, key worker). The engagement of the child or young person and their carer/s is critical to the review process.

Packages are continuously reviewed through the provision of:

• regular reports to the care team on the package’s progress from organisations• communication of updates from the case manager and/or planner to the package staff on emerging

issues and/or the successful implementation of the package.

The case manager has a critical role in conveying information where there is an issue with a package living arrangement or need to amend the package. When this is the case, the package staff work closely with the case manager and/or case planner to resolve emerging issues.

All amendments to the package are considered by the care team and are rationalised against the case plan directions and desired outcomes and are submitted to TCP staff for approval.

11.2 Formal annual reviewAll packages are required to have a formal annual review to ensure the package is continuing to be consistent with the child or young person’s case (and cultural support) plan and desired outcomes. Any changes arising from the review must be reflected in the case plan and its direction.

Review of packages is performed (at a minimum) in the last quarter of the financial year to consider and record whether the package:

• continues to meet the child or young person’s identified needs and goals in line with the case plan• fulfils the permanency objective of an ongoing care arrangement for a child or young person that

promotes their safety, development and sense of belonging• is consistent with legislation• is financially viable • will continue in the next financial year• requires any variation to its components (that is, whether supports should change, increase, or

decrease depending upon the current needs and capacity to implement the case plan of the child or young person).

The department initiates the review process by emailing reminders to package providers outlining review dates and requirements.

Review meetings are conducted by TCP staff and include all the key professionals in a formal meeting. A child or young person (where appropriate) and carers should have input into the review and any proposed changes to support levels and service types. This input should be clearly articulated though the review process.

The organisation submits the completed package review/closure form and the completed Form B sections B3 and B4 which identify progress against the agreed goals and deliverables.

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Table 4: Summary of formal review requirements for short-term and 12 month packages

Type (duration) of package

When to review Function of review

Less than 3 months Review in line with the package closure process or as required.

Confirm exit plans and safeguards.Ensure completion of review/closure form.Financial acquittal.

3 to 12 months and continuing

Last quarter of the financial year or as indicated by emerging issues.

Assess package progress.Consider amendments to activities/ supports.

11.3 Aboriginal children and young people For Aboriginal children and young people, consideration of progress in response to their identified needs and goals, as part of the annual review of the targeted care package, must include consideration of their cultural and social well-being and Aboriginal identity and rights outcome areas.

In cases where the lead organisation for a package is not an Aboriginal community-controlled organisation, the review should include consideration of three issues, in particular, whether:

the child or young person is connected to their local Aboriginal community and Aboriginal community-controlled organisation; how strong that connection is and how it could be further strengthened

the lead organisation for the package is working in partnership with an Aboriginal organisation to enable long-term positive outcomes to be achieved for the child or young person’s cultural and social well-being and Aboriginal identity and rights

it would be in the child or young person’s best interests for the package provider organisation to be an Aboriginal community-controlled organisation rather than a non-Aboriginal organisation, and if so how a transfer of responsibility can be facilitated in a timely way.

11.4 Out-of-schedule and rapid response reviewWhile the annual review process and the routine care team meetings may be sufficient to identify areas for amendment of the package (and subsequently the case plan), there may be significant issues that arise that require a review meeting that is either:

• out-of-schedule of the formal review in the last quarter of the package• a rapid response to situational and other emerging issues.

All forms of review address emerging issues or concerns raised in the delivery of the package and include:

• package provider organisation• Child Protection• Placement Coordination Unit• Local Connections Unit • all other involved services.

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12. Variation

The provision of continuous targeted supports that are responsive to the changing needs of a child or young person relies on the flexible variation of the package’s goals and/or deliverables.

Any variation to a package proposal must be signed by the funded organisation and these, along with the departmental Variation approval form must be on the departmental file.

12.1 Variation to goals and/or activitiesA variation may be required at any given time in response to a child or young person’s changing or emergent needs to ensure that the package is appropriately aligned to those needs.

To undertake a variation to the goals or activities of a package, the package provider identifies the proposed changes on Form B: Goals and deliverables. The organisation submits a cover sheet and Form B to the package staff for approval.

If the need for a variation is identified prior to and/or during the formal review process, a request for variation is submitted by the package provider to the department at the same time as the review documentation.

When a variation is put into effect outside of the formal review process, the review considers the variation in goals, actions or activities to assess their efficacy and consistency with the child or young person’s case plan and desired outcomes.

A variation may attract changes to specific items and hence the package’s overall approved budget. Any cost changes are to be administered through Form C: funding schedule variation request.

12.2 Variation to administration arrangementsA variation to the package’s administration arrangements refers to when there is a change with the:

• key worker • care arrangements and the child or young person is transitioning to the care of another carer • carer details and address • package type (living arrangements) change (e.g. living with a registered carer to independent living)

To give effect to a variation in a package’s administration arrangement, the organisation completes Form A: Package administration which outlines the changes from the original proposal or the last variation executed and is then submitted to the TCP staff.

12.3 Variation to funding schedule The components of a package funding schedule are subject to adjustment or amendment when there is variation to those items as required to best meet the needs of a child or young person.

This variation type will involve amendment of a funding item to:

• increase or decrease the level of support • increase the duration of the support through an extension• change a unit price through price adjustment• end specific support (s).

To undertake a variation to funding for scheduled items the organisation:

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• identifies required amendments in Form C: funding schedule • submits Form C to the TCP staff together with the completed cover sheet• records any variations on the child or young person’s CRIS/CRISSP file.

The department’s TCP staff ensure the:

• RIS Package system is updated to reflect approved changes and payments• Targeted care packages variation form identifies agreed changes to the package activities, services and

support components • appropriate approval is provided for any variation to the package components• endorsement of the Child Protection Area Manager, the Manager Client Support Services or Director

Client Outcomes and Service Improvement/local Area Director (as relevant depending on the funding value and relevant financial delegation) for package financial changes

• records the variation and attaches relevant forms on the child or young person’s CRIS file• package provider and Child Protection are advised of the outcome of the variation.

Financial changes to an element of a package can be identified and approved at informal reviews, such as during a care team meeting. However, changes to the total funding and any significant changes in service delivery are considered as part of the formal annual review.

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13. Closure

13.1 Planned The completion of a package for a child or young person is ideally planned and occurs when the child or young person’s goals and outcomes consistent with the case plan and cultural support plan are met.

These goals and outcomes will include (but not be limited to) the achievement of outcomes, such as family reunification, the permanency objective is met, or the package has been in place for a period up to 12-months following the closure of the child protection case.

13.2 DisruptionDuring the course of a package there may be some experience of instability in its progress due to a range of factors with the child or young person, carers and/or the environment. A review of the arrangements may indicate a disruption in the planned package resulting in its temporary suspension, where the child or young person may return to residential care or an alternative environment.

Where an endorsed package is disrupted and there is a viable option for redesign and/or re-direction of the package to suit the client's needs within a short period of time (i.e. 2-3 weeks), the package remains active and is varied following the package variation and endorsement processes.

13.3 Unplanned A package may close prior to the intended date with its goals achieved. A package may also breakdown and a viable alternative arrangement cannot be realised within a short period of time and the package is closed. In the absence of other options, the child or young person returns to residential care or an alternative out-of-home care environment.

13.4 Actions to close a packageWhen a package is closing (planned and unplanned closures), the department and the funded organisation must ensure the child or young person’s best interests are considered and that financial and contractual obligations are met.

The package closure process includes reporting on achievements against goals and deliverables and financial reconciliation of the package funding using the end of financial year acquittal process. It is optional to undertake the budget reconciliation at the point of time a package ceases. This is done by completing a final version of Form C: funding schedule and recording any variations in expenditure from the initial approved funding or from the last variation.

TCP staff work with the Child Protection and/or contracted case manager and case planner to ensure the following package document are submitted:

• Submission cover sheet • Form B, section B4 • Optional - Form C: funding schedule – recording final expenditure figures • Package closure approval form (including relevant sign-off – departmental only).

The TCP staff, with Child Protection and/or the contracted case manager and case planner, ensure a closure meeting is held with all involved parties and organisations. The meeting function is to:

• confirm and implement exit plans

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• confirm sufficient safeguards exist• discuss final documentation submitted • ensure completion of records in CRIS/SP, including a review/closure form • ensure mechanisms for the continuing engagement of the engaged organisation exist.

TCP staff action all divisional financial notifications, reporting and record-keeping to ensure the package is closed.

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14. Financial management

Packages are delivered by organisations consistent with the requirements of the Department of Health and Human Services policy and funding guidelines (July 2016) which is an applicable departmental policy in Schedule 1 of the service agreement.

Volume 3: Human Services Policy and Funding Plan 2015-19, update 2016-17 provides an overview of the Victorian Government’s policy framework and the department’s objectives, strategic initiatives and budget. To assist community service organisations to deliver human services, Volume 3 includes detailed policy and funding information regarding service activities, performance measures, data collection requirements, and service standards and guidelines.

Refer: Service agreements < http://fac.dhhs.vic.gov.au/service-agreement-information-kit>

14.1 Packages and existing service targetsAboriginal community-controlled and community service organisations are formally advised by the department that a package represents a stand-alone service type against activity code `31209 targeted care packages’.

In the interests of transparency, financial responsibility and performance accountability, existing targets, cannot be used to subsidise, top-up or build a package.

Supports and services funded by the package do not count toward related program or placement performance targets. Therefore, funded organisations do not include packages in the service delivery tracking (SDT) reporting tool.

Existing targets continue to exist as these do not comprise the package of supports funded by the targeted care package. Exception: Placement targets (see 14.1.1 and 14.1.2).

14.1.1 Package start date and move from a service targetThe package start date is the date on which a new living arrangement or suite of package services commences.

Any placement service target that had been applied to the child or young person is now free for allocation to another child or young person.

That is, where a child or young person has converted to a package within an organisation where that child or young person was using an existing placement service target, effective from the package start date that target is no longer associated with the child or young person and any service they are receiving.

If a transition period for a child or young person leaving a funded placement (existing service target) is required, the service target continues to be applied against the child or young person until the date of exit from the placement.

Where a child or young person’s package is designed to support their continuation in a living arrangement, it must convert from a funded service target to the package on the start date.

The Aboriginal community-controlled or community service organisation, TCP staff, Placement Coordination and Child Protection need to maintain good communication during the package development in anticipation of the package start date and service target use end date for the child or young person.

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14.1.2 Negotiated service target adjustmentsIn some situations, a funded organisation may propose to temporarily return program funding equivalent to the package funded placement target back to the department to better manage their service delivery. For example, an organisation funded to deliver four lead tenant targets from four houses that has had vacancies for some time proposes to hand back one target temporarily and instead use the bed for a package funded lead tenant arrangement.

The Local Connections Unit and relevant area directors need to be directly engaged to assist with consideration of alternate organisations’ capacity to deliver a transferred target before approval is given for this arrangement.

14.2 Funding activationFollowing a proposal’s assessment, TCP staff ensure it is endorsed through the division’s existing approval and financial delegate processes.

As part of the package proposal pack, Form C: Funding schedule is completed and submitted to the department by the Aboriginal community-controlled or community service organisation. Form C is an Excel spreadsheet with in-built formulae to assist with the establishment of the cost of all supports (other than care allowance). Items are categorised by the length of time for which the funding will be required: recurrent, fixed term and one-off.

To activate the funding, TCP staff email the:

• Aboriginal community-controlled or community service organisation • key worker/referrer• Placement Coordination Unit• Local engagement officer and Manager Agency Connections• Child Protection Area Manager and child protection practitioner, case planner/team manager• Finance (including information on care allowance funds approved)• Disability Individual Support Management team (where relevant) • other divisionally required or relevant staff to the package

to provide the following information, the:

• commencement date of the package• details of the package to be implemented• total funding required (including care allowance) and funding flow timeline• key timelines for package activation and review.

The Local Connections Unit activates the funding to organisations for packages through SAMS2 as fixed term funding and advises the organisation of the funding availability. Fixed term funding is subject to the standard clauses regarding suspension (clause 12), cessation (clause 13) and termination (clause 14).

14.3 Funding trackingEach child and young person has only one package, unless a package is formally closed and another is approved a significant period of time later. As such, amendments or variations to an existing package do not result in the completion of a package and the commencement of a new one.

The department’s TCP staff ensure all packages are entered on to the RIS system upon approval under the activity code `31209 targeted care packages’. RIS interfaces with CRIS, SAMS2 and Oracle and creates payment schedules for organisations funded by the department to provide packages.

RIS is used by the department to monitor the funding for individual packages and is used to generate acquittal and budget reports for monitoring of individual packages by financial year. Through RIS, the total

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cost of a package and its components can be determined at a point in time and/or at package completion. Equally, divisions can use RIS to project potential future budget commitments based on current commitments.

14.4 Financial acquittalPackage funding is acquitted at the end of each financial year to ensure accountability for the use of government funds. Consistent with the Targeted care packages guidelines (January 2018), where approved funding is not required, the funds are redirected to support additional children and young people through a package.

The Targeted care packages: guide to end of financial year acquittal for departmental staff provides detail on actions for department staff.

Targeted care packages: end of financial year acquittal information for community service organisations

At the time of package approval, TCP staff make funded organisations aware of the end-of-financial year review and acquittal requirements, providing the Targeted care packages guide for end of financial year acquittal for community service organisations and the Budget year targeted care packages funding acquittal and reconciliation form .

14.4.1 End-of-financial-year acquittal The package proposal establishes all the services and costs for duration of the package in a financial year.

The acquittal process applies to the components processed via the RIS Package System, except care allowance. The care allowance component of a package is processed by the department’s Care Allowance Helpdesk.

For each financial year, the packages acquittal is:

• total amount of funds allocated • less the total expenditure • equals a balance of funds that are unspent.

14.4.2 Acquittal processIn July of the following financial year. TCP staff initiate the acquittal process by requesting funded organisations to complete and return the Budget year TCP funding acquittal and reconciliation form to determine expenditure and unspent funds.

In the event that there is variance to the approved package proposal and expenditure, all costs must be closely examined and justified by the funded organisation to the department.

Any unspent funds are managed via the prior year adjustment process whereby the payment schedule in SAMS2 is automatically be adjusted commensurate with the value of unspent funds. Alternatively, the department will issue an invoice to the funded organisation for return of unspent funds.

Table 5: Timeline for financial acquittal

Month Step Actioned byJul-Aug Receive invoices and process payments for services provided for the

financial year.Funded organisation

By end Jul Advise funded organisation of upcoming acquittal requirements/ timeline.

Department

By end Aug Provide acquittal template to funded organisations. Department

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Month Step Actioned byBy end Sep Provide expenditure information to the department. Funded

organisation

By end Oct Complete acquittal calculation, adjust funded organisation funding in SAMS2/RIS as relevant and advise funded organisation of outcome.

Department

Refer: Service agreement use of funding < https://fac.dhhs.vic.gov.au/service-agreement-information-kit>

14.4.3 Unplanned package closure - financial acquittal When a package has an unplanned closure, all outstanding payments to the funded organisation are terminated.

Funded organisations should immediately advise the department in writing within two weeks of the date of cessation of services.

The department’s TCP staff ensure all funding payments are terminated effective from the date of service cessation, including commitments processed via RIS-TCPs and the Care Allowance database.

The organisation completes the Caregiver reimbursement - cease form in CRIS which automatically alerts the department’s Care Allowance Management Unit to cease payment to the carer.

In recognition of the premature ending of the package and the impact of this on an organisation’s funding and employment of a key worker, negotiation is undertaken between the department’s TCP staff, the Local Connections Unit and the funded organisation to determine if there are grounds for variation to the end date termination of funding. The appropriate department delegate must approve this action and any outcome.

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15. Care allowance

Where a child is placed in kinship care or permanent care, carers are eligible for allowance at the home-based care level rates of 1 to 5, relative to the age of the child or young person in their care.

Care allowance is administered by the department’s Care Allowance Management Unit consistent with the requirements of the Financial Management Act (1994).

15.1 Package care allowance adjustmentsIn exceptional circumstances, carers may be eligible for an adjustment to their care allowance. Adjustments are only available where children are subject to statutory orders during a period of active child protection involvement.

Consideration is given to adjusting the care allowance where a child or young person has a particular need for access to services to promote their health and wellbeing and due to compelling circumstances, is unlikely to receive the services required without additional financial support to the carer. Compelling circumstances may be social or financial and will generally be beyond the control of the carer and the child or young person’s care team.

All adjustments are subject to approval by the Director Client Outcomes and Service Improvement/local Area Director (as relevant).

Care allowance adjustments must be recorded in the package proposal documents and be assessed and approved. However, in some instances it may only become evident that a carer requires an adjustment to their allowance following package approval. In both instances, the department’s divisions must ensure that the Care Allowance Helpdesk receives the C aregiver reimbursement – change of details form and a memorandum are approved through divisional approval processes and are forwarded to the Care Allowance Management Unit.

Refer: CRIS forms <http://www.cpmanual.vic.gov.au/advice-and-protocols/forms/cris-forms>

15.2 Divisional reimbursement of care allowanceAlthough included in the total cost of the package, care allowance is not included in the funding to organisations through the service agreement management system (SAMS2). Care allowance is paid centrally by the Care Allowance Management Unit and the divisions transfer budget to reimburse central office for care allowances paid for packages.

The process for divisional reimbursement is:

1. The Care Allowance Helpdesk emails each division’s group email address for packages (which includes the divisional finance manager) every fortnight with details of care allowance payments associated with packages, including details of School Attendance Allowance payments, in the fortnight following each quarterly payment.

2. Each division’s COSI Branch reviews the provided details of care allowance payments for accuracy and completeness.

3. Each COSI Branch promptly communicates any required changes to the Care Allowance Helpdesk and liaises with its divisional finance team to ensure a coordinated response.

4. Divisional finance managers transfer the required budget to central office on a monthly basis in accordance with the detailed payment advice forwarded by the Care Allowance Helpdesk. The transfer of budget needs to be commensurate with payments to carers by the department.

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5. The budget transfers raised by divisions must include reference to the fortnights in question (e.g. dd-mm-yyyy to dd-mm-yyyy).

Budget transfers for June will need to be estimated based on the preceding fortnight and remaining number of days in the financial year. Similarly, budget transfers for July should be pro-rated based on the number of applicable days for the new financial year.

Where care allowance is transferred to the Care Allowance Management Unit and the care arrangement ceases, unused funding from the care end date is returned to the division for package use.

15.3 Young people over 18 with a packagePackages for young people may include care allowance payments for a period of 12 months after the young person reaches 18 years of age.

The Care Allowance Management Unit ensures that the payment end date is extended for all existing packages to 19 years-of-age and all new packages are entered with an end date of the young person’s 19 th

birthday unless an earlier date is specified in the Care Allowance Database.

For package closures, Child Protection and/or funded organisation staff with responsibility for case management will complete the Caregiver reimbursement - cease form in CRIS to automatically notify the unit to cease payment.

Refer: Support for carers in Victoria <http://services.dhhs.vic.gov.au/support-home-based-carers-victoria>

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16. Governance and oversight

The effectiveness of packages is assessed for the individual through a focus on the outcomes achieved for each child or young person and for the program through an evaluation of the package initiative.

The package approach is embedded within current departmental business requirements and is considered a living arrangement and support option within the suite of options available to children and young people in out-of-home care.

16.1 GovernanceA central governance group ensures consistency and transparency in the processes adopted for implementation of the package program, including: oversight of program monitoring, development and evaluation. This group is comprised of departmental representatives and sector partners.

Each departmental division has local arrangements for overseeing the implementation of packages. These arrangements include executive and senior departmental staff committees that monitor implementation and reporting to assist in tracking package progress and enabling alerts to any potential issues.

16.2 Performance monitoringTo enable children and young people to live a full life and achieve their potential, all package proposals need to consistently apply the Outcomes framework: how to track outcomes (March 2015) in the development of proposed supports. Funded organisations leading the delivery of packages need to be able to deliver services to children and young people that are consistent with the framework.

In addition, the organisation needs to be able to work creatively and flexibly to build an innovative service culture consistent with the aspirations of packages to be shaped without the constraints of set funding program requirements.

Organisations selected to deliver a package are required to demonstrate how they will use existing:

• resources and build off the other services they provide to achieve client outcomes and case plan objectives

• partnerships and relationships with other services and local community connections, including Aboriginal communities.

Depending on the type of living arrangement or services to be provided through the package, the funded organisation must ensure that they comply with the relevant program requirements, including communicating emerging risks and issues related to the child or young person and their living arrangement.

Where a child or young person has case management contracted to an organisation, TCP staff with the Local Connections Unit, ensure mechanisms are established for monitoring the package. While TCP staff monitor the outcomes of individual packages, Local Connections and TCP staff collaboratively exchange knowledge of broader service performance issues, strengths, deficits and themes as they may impact on current and/or future packages with the service.

Child Protection is responsible for undertaking their usual role in case planning for, and supervision of the care and support provided to children in out-of-home care by a funded organisation.

Local engagement officers have a broader responsibility to ensure the package provider organisation is:

• in receipt of the required funds

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• performing against delivery of package requirements• providing a high-quality service that ensures improved outcomes for the child or young person.

With TCP staff, funded organisations, the local engagement officer identifies key issues and implements strategies to address these. Local engagement officers have responsibility to report to TCP staff any organisational performance issues which may impact on the delivery of a package to a child or young person.

Within the first six months of a package, TCP staff arrange a liaison meeting with the funded organisation’s program manager and the relevant local engagement officer. Ideally, rather than arranging a discrete package agency liaison meeting, packages are a standing agenda item on the local engagement officer’s quarterly liaison meetings with the service provider. Equally, the meeting may coincide with, or take the place of the annual package review meeting if it falls in the first six months of the calendar year. Overall, the meeting ensures the visibility and monitoring of packages allocated to the organisation, and includes discussion about any future opportunities or development required for additional package allocations.

16.3 Data collection and reporting

16.3.1 Data collectionThe department and funded organisation generate information about children and young people with a package in CRIS and CRISSP. This meets legislative and service contract obligations on client information management and is a key data source on package implementation.

The RIS package system information is collected at the department’s divisional level and also provides significant data as it relates to both individual, divisional and state wide package acquittal and budget reports by child or young person, service type and financial year.

Funded organisations do not include packages in the service delivery tracking reporting tool.

Divisions also prepare regular residential care or out-of-home care reports for divisional executive groups. These assist with the identification of children for whom packages may be appropriate and may include the number of:

• children and young people in residential care• residential care exits during that month• Aboriginal children and young people in residential care• children 12 and under• children and young people with a disability• children and young people in contingency arrangements.

16.3.2 Statewide divisional dataThe department’s Children, Families, Disability and Operations Division requires the return of package related data from the divisions at the end of each month for reporting package activity to the Minister for Families and Children.

An email requesting the data is sent out in the final week of each month for its return within the week in order to meet the information requirements of the Minister.

The collection seeks information:

• on the status of children and young people’s exits from and prevention of entry in to residential care• the number of allocated and closed packages• detail of the package and the number of residential care exits for the month• residential care occupancy information.

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17. Departmental contacts

Table 6: Contact staff for targeted care packages by division

Division Name and role Contact details

North Elizabeth Dyer

Raelene Matejka

03 9412 5359 or elizabeth.dyer@dhhs.vic.gov.au

03 9412 5443 or raelene.matejka@dhhs.vic.gov.au

West Daniella Melilli

Kathleen Brilliant

03 9275 7057 or daniella.melilli@dhhs.vic.gov.au

03 5526 4599 or kathleen.brilliant@dhhs.vic.gov.au

East Rebecca FitzsimonsMarita Delany

03 9843 6172 or rebecca.fitzsimons@dhhs.vic.gov.au

03 5722 0532 or marita.delany@dhhs.vic.gov.au

South Mara Long 03 8765 7139 or mara.long@dhhs.vic.gov.au

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