Escolar Documentos
Profissional Documentos
Cultura Documentos
SER V I CE S C O NNEC T
Ministers foreword
It is with great pleasure that we introduce Services Connect our new, integrated human services model. This new model, and the vision it embodies, will make a real difference to the lives of disadvantaged Victorians and their families. Over the next few years, Services Connect will transform our processes, upend the traditional welfare model and ultimately encourage independence for the people we assist. This nancial year, Victoria will spend almost $5 billion on services for disadvantaged and vulnerable people, including housing and homelessness services, disability services, child protection and youth justice, mental health and alcohol and drug services, services to tackle family violence, and others. But despite this investment, too often we are not achieving our goal of helping people to move out of disadvantage. Increasing numbers of families with complex needs are touching all corners of our system, but unfortunately the complexity of disadvantage is matched by the complexity of our policies, services and structures. Speak to a family in crisis today and chances are they will tell you that accessing and dealing with our services feels like a full-time job in its own right. We are committed to changing that by reducing the complexity and fragmentation of our services. Services Connect looks to respond to this by forging joined-up human services that connect people with the right support, address the whole range of a persons or familys needs and goals, and help build peoples capabilities to improve their lives. We are taking a long term view with Services Connect, and while we expect change to take time, we have taken the rst important steps and are steadily building on this work. After developing and testing elements of the Services Connect client support model in three lead sites for a year, we are beginning to test new elements and extend this new way of working to service more people. We are also expanding the model to new sites across the state. This document provides an update on our progress, provides insights and experiences from those on the ground and outlines our plans for the future. Our vision for integrated human services can only become reality through the hard work of the dedicated and committed workforce in the department, across government and in the non-government sector. While change is difcult and complex, we are embarking on these reforms having done the research and testing and in the full knowledge that renements will be needed over time. It is leading edge transformation and provides the foundation for a fundamentally improved relationship between government, the community sector and vulnerable families. The Coalition Government believes that all individuals, with the right supports, can address their difcult circumstances and build a better life for themselves and their family. No matter how successful we are in growing our economy, we can never consider ourselves truly successful if we leave our most vulnerable citizens behind.
Other
Police
GP/Hospital
A ccommodation services
C ourts/Prison release
C ommonwealth/ Centrelink
L ocal Government
S chools/Kindergartens
C ommunity Health
F amilies/Friends
Self referral
Source of contact
Access
Initial Access
Identify
Immediate Service Response Comprehensive Needs Identication Clientdirected Planning Managed Support
Statutory Response
Plan
Guided Support
Service Response
The Hon. Mary Wooldridge MP Minister for Community Services, Mental Health, Disability Services and Reform
The Hon. Wendy Lovell MLC Minister for Housing, Early Childhood Development
SER V I CE S C O NNEC T
SER V I C E S C O NNEC T
SER V I CE S C O NNEC T
I had to change workers four times I had to get used to someone else and I dont know why it was hard
Its hard to build strong working relationships when workers involved with a client keep changing
An inexible system that cannot target effort to where it is most needed A focus on programs means that people must t into whatever services are available. Services can rarely respond to the specic goals people have for themselves or be tailored to their needs. This wastes resources and threatens the sustainability of the system.
left with no idea of how to combat or rectify the problems. It made me feel guilty
need to alter the focus We from a disjointed safety net and crisis response to a long term approach that supports people to fully engage in society
There are many examples of great practice across our system, but these are most often thanks to committed efforts by individuals and teams acting on their own initiative. Most innovation has happened despite the structures of the system, rather than because of them. It is not surprising that many human services practitioners and professionals have been frustrated by the inability to turn successful, collaborative and coordinated trials and pilots into mainstream practice. Victoria is proud of its leadership in human services on a number of fronts, including our early intervention with vulnerable families, recent innovation in homelessness services and individual funding for people using disability services. But none of these innovations have
you just Sometimes want a simple answer to a simple question just wish theyd all have I the same information. So many times you get told different things
need to be involved Clients in setting their own outcomes and the mix of services that can best assist them to achieve their goals
They dont write down everything you talk about, so the next one knows very little about you as a person
needs, yet the evidence tells us that setting outcomes around social inclusion can have a signicant positive impact in peoples lives. Setting social inclusion outcomes needs to be an important part of the way we provide services
SER V I C E S C O NNEC T
SER V I CE S C O NNEC T
Community Mental Health - Psychiatric Disability Rehabilitation and Support Service Reform
Flexible, personcentred, family focused support A sharper focus on outcomes Joined up support through improved planning and collaboration across services
Victorian Victorias State Disability Vulnerable Plan 2013 - 2016 & Children Strategy National Disability Insurance Scheme
Providing support early to prevent people from becoming homeless Better integration of homelessness services with other parts of the service system Flexible service provision centred on individual needs
Engages a range of government areas and community sector organisations to work together to address violence Has prevention at its core Early intervention approach for women and children at risk
People with disability should be supported to participate in and contribute to social and economic life to the full extent of their ability People with disability should be enabled to exercise choice and control over the purpose, planning and delivery of their supports
A shared understanding, responsibility and accountability for vulnerable children Emphasising prevention and early intervention Collaborative governance and a focus on performance
SERVICES CONNECT
As we keep developing and testing Services Connect, the new structure will ensure all areas can work with clients in a more integrated way. This will set the foundation we need to expand Services Connect in the coming years.
Professor Peter Shergold released a discussion paper Towards a more effective and sustainable community services system in February 2013, which has been the basis for consultation with organisations that deliver community services. The reform project will focus on how together we can achieve better outcomes for people, be more innovative, exible and efcient in service delivery, and ensure services are nancially sustainable over the long term.
SER V I C E S C O NNEC T
SER V I CE S C O NNEC T
Services Connect and the Victorian trial of the National Disability Insurance Scheme (NDIS)
The Barwon area is a launch site for the NDIS, and is also hosting a Services Connect lead site in Geelong. From 1 July 2013, and over the course of the three-year NDIS launch period, around 5,000 people with signicant and profound disabilities, together with their families and carers, will have their needs assessed and will start receiving individual care and support packages under an NDIS model. Testing of the Services Connect model at the Barwon lead site in Geelong will continue alongside the NDIS launch, providing an opportunity to test how the Services Connect and NDIS platforms can best work together in practice. Once fully developed, Services Connect can provide a pathway into NDIS support for those who are eligible, and should also assist those who are not eligible for the NDIS to nd supports that meet their needs within human services and more broadly.
Services Connect and reforms to community mental health and alcohol and drug treatment services
Community mental health support services and alcohol and drug treatment services are important specialist partners in Services Connect, reecting our holistic focus on client outcomes. Community mental health support services and alcohol and drug treatment services, largely delivered by non-government organisations, will provide important points of connection with Services Connect. Services Connect will provide signicant advantages for the many mental health and alcohol and drug treatment clients who would benet from additional support, including that provided by DHS funded services, to address other issues in their lives in a more streamlined way. In many other cases, community services will benet from being able to refer people to community mental health support services and alcohol and drug treatment services while retaining overarching responsibility for coordinating their support. The Department of Health has been leading signicant reforms of the way that community mental health and alcohol and drug treatment services are delivered to Victorians, with new service models and responsibilities due to commence in mid 2014. We will create links between this work and Services Connect, as part of the effort to build stronger connections between health and community services.
Community mental health and alcohol and drug services have been involved in testing of elements of the Services Connect model in our lead sites, and stronger connections are now being built at the local level as a result. In particular, we are trialling a standardised screening and assessment tool that is being developed as part of the drug treatment sector reforms. The tool is being developed to complement existing tools developed specically for Services Connect, and can be used to improve Services Connect clients access to specialist alcohol and drug services where they could benet from this kind of support.
SER V I C E S C O NNEC T
SER V I CE S C O NNEC T
A plan that considers the full range of a persons needs, goals and aspirations Rather than multiple plans that each focus on one issue, people who access multiple programs or experience multiple issues will have their goals combined into one plan that considers the full range of their needs. This will take into account their family context, rather than just focusing on the individual, and where appropriate plans will cover the entire familys needs and goals.
Targeted support based on a persons or familys level of need Services Connect introduces a exible, tiered support model that can respond to a familys or individuals needs, goals and aspirations. This targeted approach allows a service response that ts much more closely to peoples unique situations, including their life circumstances, family and kinship relationships, community and cultural identity, and that can adapt as peoples situations change over time. We will establish a shared method of identifying peoples needs and determining the level of support they require, rather than going through multiple assessments and having to tell their story multiple times. Services Connect uses the concept of family in its broadest context - it includes anyone a person identies as being part of their family or social support network. While it isnt always appropriate to work with a family rather than an individual, family can play an important role in people addressing their problems and achieving their goals.
How we deliver the service response needed to improve peoples lives. The service delivery model involves signicant changes at each of these four stages.
10
11
SER V I C E S C O NNEC T
SER V I CE S C O NNEC T
GUIDED SUPPORT
is for people with moderate to high needs, who require some coordination and occasional assistance.
SELF SUPPORT
is for the majority of people; they can largely self manage their support and services with minimal assistance.
* With the exception of James story, the names and images featured in this case study, and those on the following pages, are not those of the people involved.
13
12
SER V I C E S C O NNEC T
SER V I CE S C O NNEC T
A focus on outcomes
At the core of Services Connect is a strong focus on long term outcomes for people, improving lives and increasing independence. We want this outcomes focus to drive actions and decisions at every level of service delivery and administration from how we work with people day by day, to how we plan and fund services. For day to day work with people in guided and managed support, we are embedding a new outcomes focus via the Outcomes Star case planning tool. The tool tracks a persons development towards independence, from being stuck, to accepting help, learning skills and being able to manage on their own. With the help of their key workers, people can use this tool to assess their situation and develop meaningful plans to improve their lives. They can then use the tool to measure their progress against their agreed plans. We are testing the Outcomes Star in the Services Connect lead sites and the feedback has been very positive. Clients say that it motivates them to work on change, and our practitioners nd that it helps them focus on positive outcomes and progress. By giving people who use services and people who provide services a common point of focus towards the same goals, this tool is improving the chance that we will have a lasting impact in peoples lives. The outcomes captured in the Outcomes Star are developed collaboratively between individuals or families and their key worker. As such, they are specic to each persons or familys plan. This means plans are better tailored to individual circumstances and people are more actively engaged, but it also means that these outcomes are not necessarily comparable to those of other individuals and families. In addition to working with people in a more outcomes focused way, we want to better understand the outcomes people are achieving at a more aggregated level and how services are contributing to those outcomes. To do this, we need to develop a set of outcomes that will work at a more aggregated level. Arriving at an agreed set of outcomes, together with the indicators that measure how well services are contributing to meeting them, requires further dialogue with our stakeholders. We cannot let the complexity of that process get in the way of arriving at a set of meaningful outcomes even if they are not perfect. The following potential set of outcomes captures aspects across the personal, community and economic domains that contribute to a persons wellbeing, and is offered as an opening contribution to this wider dialogue to be led by the department during 2013-14.
The Outcomes Star helps clients to see where they are and where they want to be
14
15
SER V I C E S C O NNEC T
SER V I CE S C O NNEC T
PERSONAL
ECONOMIC
SOCIAL/ COMMUNITY
People and families successfully manage their health and wellbeing
consistently consider the consequences of their actions have a positive view of their potential and act to achieve it no longer develop relationships with people who use violence overcome a history of alcohol and drug use or offending, develop new social networks and avoid the peer groups they shared these behaviours with
People and families have the skills and support necessary to participate in the economy to their fullest ability
have strong living skills: managing the home, personal hygiene, social interaction have strong nancial management skills: prioritise spending and live within means are literate (in at least one language) and numerate although not orally communicative, effectively use communication aids
People and families are safe and positively connected to friends, family and their local and cultural communities through healthy and supportive relationships
have strong, positive relationships with their children, parents, carers or other important people have an active connection to their cultural community
The Services Connect approach draws the community around people so they receive more support from important people in their lives and are more socially connected
16
17
SER V I C E S C O NNEC T
SER V I CE S C O NNEC T
Plan
The process of planning to meet needs
One key worker who has responsibility for assisting and coordinating practitioners and specialists One client or family plan with clear goals is developed with a person or family A single case planning tool maintains a focus on the persons or familys outcomes and helps them work towards greater independence Opportunities for economic and community participation are promoted Plans reviewed every three months for progress and outcomes
Service Response
The provision of services to help people achieve their goals
The right support that is tailored to unique circumstances, kinship relationships, identity and culture Key worker will work with individuals and their families t o coordinate and stage supports across a range of service types Services will be coordinated to meet the goals i dentied in plans Service providers will be working to one plan w ith a shared understanding of the goals
Identify
Needs are identied and assessed
Information collected once One record for each person that shows connection to other family members Initial response to assess level of support required One of three levels of support, based on identied need
Exit
As their needs change, people will be able to increase or decrease the intensity of the support they receive 18 19
SER V I C E S C O NNEC T
SER V I CE S C O NNEC T
People are encouraged when we acknowledge their strengths and the obstacles they have overcome along the way
20
21
SER V I C E S C O NNEC T
SER V I CE S C O NNEC T
Some people are amazed when we ask them for feedback on our services. They have never been asked before
22
23
SER V I C E S C O NNEC T
SER V I CE S C O NNEC T
Work and Learning centres: participating in the economy and increasing independence
A key theme of Services Connect is a focus on economic participation to help people increase their independence and ability to manage their own lives. We have established ve Work and Learning Centres across Victoria on or near public housing estates to connect people who live in public housing or receive other department services with training and work. The centres are located in Ballarat, Carlton, Geelong, Moe and Shepparton. The Services Connect lead site at Geelong has established a strong partnership with the Work and Learning Centre so that they work together to support people whose plans include education, training and employment. We are referring people to the Work and Learning Centre and we are developing clear roles and responsibilities in the way that we work so we can help people achieve the best outcomes. We have also introduced economic participation facilitators working at each Services Connect lead site who engage with local and regional service providers, including State and Commonwealth agencies, to reduce barriers to economic participation for the people we support. The facilitators are developing local solutions to address barriers to economic participation and are identifying how we can better support people to engage in economic participation into the future. In the South West Coast, our local facilitator has started to bring together departmental staff and a local service provider in the Commonwealths Job Services Australia network to identify how clients with complex needs can access human services support to help them stabilise and improve their employment prospects. The goal of this work is to ensure that, by facilitating and encouraging conversations with all parties involved, people will be better supported and receive better employment services as a result.
24
25
SER V I C E S C O NNEC T
SER V I CE S C O NNEC T
26
27
SER V I C E S C O NNEC T
SER V I CE S C O NNEC T
28
29
SER V I C E S C O NNEC T
SER V I CE S C O NNEC T
Its about taking small steps. We cant solve everything for someone overnight but people can see were trying to help so they work with us
change his employment agency, which has led him to a three month part-time work trial. Tyson has also re-established contact with his mother, and they have moved in to a new at together. This has greatly improved Tysons mental and physical health. He is keeping his weekly appointments and looking forward to checking his progress each three months on his Outcomes Star. In the not too distant future, Tyson will be ready to reduce his appointments from weekly to fortnightly.
30
31
If you would like to receive this document in another format, please phone the Policy and Strategy Group on 1300 650 172, using the National Relay Service 13 36 77 if required,or email servicesconnect@dhs.vic.gov.au This document may also be downloaded from the Department of Human Services website at www.dhs.vic.gov.au Published by the Victorian Government Department of Human Services Melbourne, Victoria Copyright State of Victoria, Department of Human Services 2013 This publication is copyright, no part may be reproduced by any process except in accordance with the provisions of the Copyright Act 1968. Authorised by the State Government of Victoria, 50 Lonsdale Street, Melbourne Print Management by Finsbury Green.
SER V I C E S C O NNEC T
www.dhs.vic.gov.au